Master in Project Management in Architecture and Urban Planning

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Program Presentation

Training in Architecture and Urban Planning as a whole, is undoubtedly the area that historically has had the greatest development and application in projects since its own conception, however, nowadays this polarization no longer exists. Today projects of any kind are developed by a group of professionals who do not necessarily have to be architects. The challenge and origin of this Master is to train professionals in the project development and management of Architecture and Urban Planning, with a strong approach in Management.

The Master in Project Management in Architecture and Urban Planning meets the objective of incorporating current knowledge and tools of Management necessary for the professionals in Architecture, and also conceptual knowledge on how to develop Urban Architectural projects necessary for the other professions that do NOT stem from Architecture.

In this way, the Master proposes a sufficiently comprehensive and specialized training plan that is suitable for all professionals who participate in urban intervention projects. The Master in Project Management in Architecture and Urban Planning complies with a theoretical and practical, individual and group training model, and University and professional recognition, with professors and professionals certified in IPMA, and the supervision of content that meet the necessary knowledge standards for students to obtain international professional recognition.

It is important to note that projects are only learned by carrying them out, and is precisely what the master's degree proposes: to create a real project from practice with a rigid methodology of exercises and applied theory, enabling the student to experience the real development process of projects interacting with professionals from other areas and from other countries, and incorporating a global vision but without losing their own professional identity.

The Master is structured into three modules, design, management and administration of Urban Architectural projects which are also cut across two theoretical and practical modalities that allow the student to study the three modules in parallel, if they wish, in order to fully understand the three actions of Design/Development of a Project, management/administration of a project and directing a project, thus culminating in the realization of a real and feasible preliminary draft.

Who is the programme for?

The Master in Project Management in Architecture and Urban Planning is aimed at professionals with an interest in participating in development, administration and management teams for Urban Architectural projects, with a clear conviction that the final recipient of the project is society and people, and must therefore yield some contribution to better quality of life.

The Master’s requirement trains professionals to perform in executive positions within companies and governments, with thorough knowledge for the administration of all the areas and resources involved in Architecture and Urban Planning projects; the city and its spaces, and with a very particular interest: to develop the physical modification of the city through Urban Architectural projects.

Diploma

Successfully completing the program will enable the student to obtain the Master in Project Management in Architecture and Urban Planning.

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

Professional Certification

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

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

(*) Exclusive for student residents in America

For further information:

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

Project presentations before FIDBAN

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

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

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

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

Application Process

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

The dates for the project exhibition rounds will be informed by FIDBAN once the projects are selected. The APD will accompany the parties during the administrative process that they must comply with.

Program Structure

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

  ECTS CREDITSa
1st Part: Design of Projects for Architecture and Urban Planning 27
2nd Part: Management of Projects for Architecture and Urban Planning 25
3rd Part: Administration of Projects for Architecture and Urban Planning 28
4th Part: Master's Final Project or Degree Thesis 10
TOTAL 90

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

Duration

The Master in Project Management in Architecture and Urban Planning has 90 credits.

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

Objectives

The Master in Project Management in Architecture and Urban Planning discusses the theoretical foundations that enable the conceptual development of each topic, and the methodological practical exercise with all the rigors as experienced in the development of a real world project.

As such, we can clearly see that not only are professionals trained in theory and practice, but they are also trained and practice for real world applications.

This is the main objective, not to merely train professionals in theory, but also in practice. We need to bring them up to speed in the decision making and application of solutions for specific real life problems.

The structural objectives of the Master are:

General objective

  • Train professionals with high social and ethical commitment, and an overall vision of what project intervention within a City means. Provide precise methodologies to contribute solutions for urban and architectural problems, enabling the redesign of physical spaces that people occupy in today's life.

Specific objectives

  • Design a project, understood as designing the training of creativity to solve problems and conflicts to be addressed by a project.
  • Manage Architecture and Urban Planning projects from a complementary approach (systemic and overall vision) clearly understanding the relationship and incumbencies of both areas, while incorporating the concept of project life cycle and the product resulting from it.
  • Enhance the profile of Project Management in Architecture and Urban Planning, not only by adjusting managerial skills, but by giving the manager extensive knowledge of the areas of impact that must be managed when conducting an Urban intervention.
  • Incorporate the concept of Urban design, considering that urban intervention supports large scales of territory with high environmental impact.
  • Understand and make use of appropriate methodologies for the design of project solutions, addressing the logical sequences of progress and continuous evaluation, and the management / administration of all those resources committed that respond to the international standards of Management (Spanish Association of Project Engineering, AEIPRO, Asociación Española de Ingeniería de Proyectos, or the Project Management Institute, PMI).

Career Opportunities

Some of the career opportunities of Master in Project Management in Architecture and Urban Planning are:

  • Project managers / consultants.
  • Directors of studies / project departments.
  • Directors of government, architecture and urban planning offices.
  • Town Planning Consultants.
  • High impact project managers in the city.
  • Researchers in the field of project science and professional work in the field of Architecture and Urban Planning projects.

Study Plan

The Master in Project Management in Architecture and Urban Planning has a Study Plan based on 4 parts:

  • 1st PART: DESIGN OF ARCHITECTURE AND URBAN PLANNING PROJECTS

Corresponds to the Design of Projects for Architecture and Urban Planning, introducing complete work methodologies to efficiently develop an Urban Architectural project, while contemplating all the available resources and the impacts that the project may cause in the City.

The corresponding subjects and hours that comprise this first part are as follow:

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

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

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

  • 2nd PART: MANAGEMENT OF ARCHITECTURE AND URBAN PLANNING PROJECTS

The second part of Project Management in Architecture and Urban Planning develops all the areas that make up the management of a traditional Project with a strong approach on the program’s topic and its scope, that is, the administration of all the resources involved in the development of an Urban Architectural project.

It aims to provide a deep and overall vision of all possible issues and resources to manage at the time of developing and executing an impact project within a city and society, and educate the student on all the tools that currently exist in the market to carry out said activity. This second part provides the knowledge to establish the relationships between the training standards as established by the IPMA, the AEIPRO and the PMI and the specialization in Architecture and Urban Planning.

The corresponding subjects and hours that comprise this first part are as follow:

2nd PART: MANAGEMENT OF ARCHITECTURE AND URBAN PLANNING PROJECTS
# SUBJECTS HOURS
1 Introduction to Project Management 10
2 Project Planning and Management 40
3 Interrelationships between Urban Planning and Architecture 30
4 Project Monitoring and Control 30
5 The Environment in Urban Architectural Projects 30
6 Trust Management: Risk and Quality 30
7 Technology Impact on Urban Architectural Projects 30
8 Contextual Components of the Project: Economic, Social, Institutional and Cultural 30
9 City Marketing 20
  TOTAL 250

These subjects, despite being independent of each other, are 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 OF ARCHITECTURE AND URBAN PLANNING PROJECTS

The third part of the Project Management of Architecture and Urban Planning addresses issues related exclusively to the activity of the specific Project Director’s area, highlighting their responsibilities and incumbencies in each area in which they participate in, from the State / Government, to the stages and tasks of a project, some managerial (initiation, planning and design, execution and control, and closure and post-mortem) and others of a more strategic nature, covering issues of project programs and impact in the city.

The corresponding subjects and hours that comprise this first part are as follow:

3rd PART: ADMINISTRATION OF ARCHITECTURE AND URBAN PLANNING PROJECTS
# SUBJECTS HOURS
1 Urban Architectural Project Theory 20
2 Management Without Distance 20
3 Public Speaking Techniques 20
4 Business Administration and Management 40
5 Strategic Management and Planning 40
6 Preservation of the Urban Architectural Heritage 30
7 Management Techniques for Teams 30
8 Knowledge Management and Organizational Learning 30
9 The Role of the State 50
TOTAL 280

These subjects, despite being independent of each other, are 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 proposed methodology, the Master’s Final Project is the natural extension of the project carried out by the student throughout the Master in Project Management of Architecture and Urban Planning, with a strong theoretical and research contribution in the chosen topic.

The Master’s Final Project or Thesis, which teaching load is 100 hours, aims to present a complete work that presents the complete development of a project, thus answering the starting hypothesis as proposed by the student.

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 OF ARCHITECTURE AND URBAN PLANNING PROJECTS

  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
    DEVELOPMENT OF PROJECT PROPOSAL

2nd PART: MANAGEMENT OF ARCHITECTURE AND URBAN PLANNING PROJECTS

In the case of Specialization, Postgraduate or Expert, the final phase of the Program will be focused on the development of the Specialization Final Assignment, which will be a monograph on the project's development.

  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. INTERRELATION BETWEEN URBAN PLANNING AND ARCHITECTURE

    The present subject analyzes the different approaches that arise in the disciplinary analysis and intervention scales of architecture, urban design and urban planning, analyzing the particularities of each one of them, their differences, points in common and their complementarity, all aimed towards the need for their integration within the urban space, contributing to a better quality of life in the population.

    APPROACHES TO URBAN PLANNING, URBAN DESIGN AND ARCHITECTURE
    URBAN INTERVENTION SCALE
    URBAN DESIGN INTERVENTION SCALE
    ARCHTIECTURAL INTERVENTION SCALES
    PROFESSIONAL PROFILE IN DIFERENT INTERVENTION SCALES
    GRAVITATIONAL COMPONENTS IN SOCIAL, ECONOMIC AND POLITICAL COMPONENTS
  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. THE ENVIRONMENT IN URBAN ARCHITECTURAL PROJECTS

    Based on the definition of a series of basic environmental and socio-economic concepts involved in the concept of sustainable development, the subject delves into the background and the problems caused by the environmental impact of human activities, from a global scale up to urban and architectural intervention, providing a series of principles that guide its action.

    BASIC ENVIRONMENTAL CONCEPTS
    SUSTAINABLE DEVELOPMENT
    GLOBAL ENVIRONMENTAL PROBLEM
    RELATIONS WITH DEVELOPMENT PROCESSES. TOWARDS THE SUSTAINABLITY CONCEPT
    ENVIRONMENT AS A PRODUCTIVE POTENTIAL
    CURRENT CHALLENGES OF SUSTAINABLE DEVELOPMENT
    NEW DEVELOPMENT GUIDANCE CRITERIA
  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. TECHNOLOGY IMPACT ON URBAN ARCHITECTURAL PROJECTS

    Studies the relationship between new technologies, the city and architectural design. It is an imperative topic for professionals and researchers involved in the planning and management of urban-architectural projects.

    These individuals are charged with analyzing how technological innovations have a transforming force in socio-economic relations, as well as, in urban aspects, and how they manifest themselves in cities and how architects, town planners and managers create their urban and architectural projects.

    They take up the task of searching for the social answers brought up by the transformations that new technologies bring to a city’s life style, and so include them as design elements.

    IDENTIFYING IMPACTS: CAUSE-EFFECT MATRIX (IMPACT MATRIX), ROW ECHELON FORM MATRIX AND OTHER IMPACT IDENTIFICATION METHODS
    QUALITATIVE AND QUANTITATIVE IMPACT VALUATION
    CORRECTIVE AND PREVENTIVE MEASURES
    ANALYISIS OF THE URBAN-ARCHITECTURAL PROJECT AND ITS TECHNOLOGICAL ALTERNATIVES
    PREVENTION METHODS FOR THE EFFECTS GENERATED BY APPLIED TECHNOLOGIES
  8. CONTEXTUAL COMPONENTS OF THE PROJECT: ECONOMIC, SOCIAL, INSTITUTIONAL AND CULTURAL

    The subject provides the contextual changes of different natures: economic, social, institutional, cultural, etc., that affect the design and development of an urban-architectural project.

    The relationships between society, the State and the production sectors will be analyzed; the relationships of the local market with the global market and the role of some key agents of society, since, based on their knowledge, the conditional factors and their relations within the design and development of projects are worked on with the goal of being able to intervene in different manners.

    Each of the fields to be analyzed will enable the student to create different lines of work for a project and an inclusive approach to address the problem.

    EXPLORATORY ANALYSIS OF A PROBLEM OF INTEREST IN RELATION TO ITS LOCAL, NATIOAL AND INTERNATIONAL CONTEXT
    SOCIAL POLICIES AND THE URBAN-ARCHITECTURAL POLICIES
    POLITICAL, ECONOMIC AND CULTURAL ASPECTS OF THE URBAN-ARCHITECTURAL PROJECT
    SOCIO-DEMOGRAPHIC DEMANDS SOCIAL EXCLUSION. CULTURAL DIVERSITY
  9. CITY MARKETING

    This subject looks to provide the tools necessary for the student to identify distinctive or representative elements of a city or city marketing tools; understanding this final concept as a set of activities and a series of products and/or city services created to satisfy the needs of different audiences (internal and external population), creating and potentiating their demand.

    Communication, publicity and promotional tools will be analyzed for this end, such as the decision making process of different social agents (social, economic and political). Knowledge of the urban model characteristics that citizens decide upon will also be addressed.

    THE MARKET, RETAIL AND OPERATION SYSTEM
    PROJECT URBAN-ARCHITECTURAL IMAGE, PERSONALITY AND POSITIONING
    THE PRODUCT-MARKET DIMENSION WITHIN CITY MARKETING
    PROJECT COMMUNICATION
    STRATEGIC MARKETING PLAN CREATED FOR AN URBAN-ARCHITECTURAL PROJECT

3rd PART: ADMINISTRATION FOR ARCHITECTURE AND URBAN PLANNING PROJECTS

  1. URBAN ARCHITECTURAL PROJECT THEORY

    The subject introduces the concept of “project” in the professional field of architecture, urban design and urban planning, associating and differentiating the process of research and design. Inclusion of social, environmental, economic and political dimensions in the urban-architectural project. Introduction to the formulation, operation and management of urban-architectural projects. General concepts about Systems and General Theories of Systems, with the objective of providing a problem, conflict and urban-architectural tool with a systematic vision aimed at understanding the diversity and complexity of modern cities.

    THE CONCEPT OF “PROJECT” IN ARCHITECTURE, URBAN DESIGN AND URBAN PLANNING
    RELATIONS AND DIFFERENCES BETWEEN DESIGN AND PROJECT
    RELATION BETWEEN RESEARCH, PROJECT PROCESS AND URBAN INTERVENTION
    FORMULATION, OPERATION AND THE MANAGEMENT OF URBAN-ARCHITECTURAL PROJECTS
    SOCIETY, ENVIRONMENT, ECONOMY AND POLITICS IN THE URBAN-ARCHITECTURAL PROJECTGENERAL THEORY OF SYSTEMS
    SYSTEMATIC VISION OF THE OF THE CITY AND URBAN-ARCHITECTURAL PROJECTS
    TERRITORIAL APPROACH AND SYSTEMATIC APPROACH IN URBAN INTERVENTION
  2. MANAGEMENT WITHOUT DISTANCE

    This subject enables the student to learn the complex process, its tools, the possible methodologies and typologies of the off-shore management of a project. Project management carried out at a distance. To study this topic in depth, it is necessary to address such concepts as: Cooperative construction, collaborative knowledge and cooperative models of participation, all supported by information technologies.

    COOPERATIVE AND COLLABORATIVE CONSTRUCTION OF KNOWLEDGE
    COOPERATIVE MODELS OF PARTICIPATION SUPPORTED BY INFORMATION TECHNOLOGY
    DISTRIBUTIVE TELEENGINEERING AND OFF-SHORE MANAGEMENT: DISTANCE MANAGEMENT AND ADMINISTRATION USING THE LATEST TECHNOLOGICAL RESOURCES FOR THIS END.
    STUDY AND ASSESSMENT OF NEW SCENARIOS OF WORK AT A DISTANCE.
  3. PUBLIC PRESENTATION TECHNIQUES

    This subject is currently of great importance in the management of projects as it trains managers with the skills to promote projects and its product/service to attract Investors, or at the very least, interest from the receptive market. For this, it is necessary to understand communication strategies and how to define the characteristic features of the project that create its image.

    COMMUNICATING THE PROJECT PROPOSAL AND DOCUMENTS OF A PROJECT, AND ORAL AND GRAPHIC COMMUNICATION TECHNIQUES FOR PLANNERS
  4. BUSINESS MANAGEMENT AND ADMINISTRATION

    This subject certainly tries to introduce the student to the concepts and techniques of business management and administration. It covers topics from organizational theories to novel organizational ways in the new economy, whether it be for Service Businesses, Technological Businesses, SMEs and Family Businesses.

    INTRODUCTION TO ORGANIZATIONAL THEORIES
    ORGANIZATIONAL STRUCTURES
    TYPES OF BUSINESSES
    FUNCTION OF BUSINESSES
    NOVEL ORGANIZATIONAL WAYS IN THE NEW ECONOMY
    TYPES OF BUSINESSES
    Service Businesses. Technology Companies. SMEs. Family Businesses. Case Study.
    STEPS FOR CREATING A BUSINESS
  5. STRATEGIC PLANNING AND MANAGEMENT

    This subject focuses on strategic thinking applied to management, and provides training in management and the tools that facilitate current management styles, accepting the management of change as something inherent to the unstable and ever-changing environment where organizations operate.

    Some topics addressed in the subject are:

    THE MANAGEMENT OF CHANGE AS A SUBSTRATE TO STRATEGIC MANAGEMENT
    Personal and organizational change. Some models to implement organizational change. Resistance to change. Participation in the process of strategic change.
    STRATEGIC MANAGEMENT AS A MODEL FOR CHANGE
    Strategic thinking and strategic management. Presentation of an internationally valid strategic planning model. The SWOT matrix as a valuable instrument of strategic planning.
    THE IMPLEMENTATIONOF STRATEGIC MANAGEMENT BUSINESS STRATEGIES
    Strategic scenarios. The vision. Analysis of the values system supporting the strategy. Creating business strategies. Objectives and measurement criteria. New businesses. Growth. Consolidation. Revitalization.
  6. PRESERVATION OF THE URBAN-ARCHITECTURAL HERITAGE

    The subject’s objective is to place evidence on those objects produced by a community that constitute the urban goods of heritage value. When speaking about goods, we refer to tangible heritage including public spaces (with distinct levels of human intervention) that fulfill environmental and recreational functions.

    The cultural system identification of the city will be addressed, along with the location of the architectural elements with historical dimensions, studying the interrelation of cultural goods at different levels where they are implemented, and the process and agents that affect each one.

    The student will acquire the capacity to integrate the technical, cultural and/or socio-economic problems in the practice of the cultural conservation of goods.

    DEFINITION OF THE HERITAGE VALUE OF URBAN GOODS
    CULTURAL SYSTEM IDENTIFICATION OF THE CITY
    IDENTIFICATION OF ARCHITECTURAL ELEMENTS WITH HISTORICAL DIMENSIONS
    BASE THEORIES OF DIFFERENT INTERVENTION PRACTICES: DEFINITIONS AND EXAMPLES OF CONSERVATION, PRESERVATION, RESTAURATION, RECUPERATION REFUNCTIONALIZATION, PLACING VALUE, RECYCLING
  7. MANAGEMENT TECHNIQUES FOR TEAMS

    This subject presents different team management techniques where human resources is the primary approach that we count with and which must be “taken” care of. For this, it is necessary to know what the management tools are that ensure administrating these resources in an efficient manner.

    GROUP AND TEAM CONCEPT
    Its differential characteristics. Practical applications for motivation. Teams. Competition related to teamwork. Members and roles in a team.
  8. KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL LEARNING

    It analyzes each one of the types of knowledge created in companies for the management, diagnosis, distribution and availability of information as key factors of success. Knowledge management is an “activity” that must be present in all professional activities, more so for a high decision-maker like a manager.

    KNOWLEDGE MANAGEMENT
    Knowledge and management, the objectives of knowledge management, properties and types, tools and implementation.
    NEW PARADIGMS IN TEACHING AND RESEARCH
    e-Learning.
    ORGANIZATIONAL LEARNING AND MATURITY MODELS
  9. THE ROLE OF THE STATE

    Introduces the analysis of the different roles that the State may fulfill within urban and architectural intervention actions, carrying out business, financial, promotional or regulating functions and its consequential relationships with the private sector. Likewise, the responsibilities of professionals are analyzed in relationship to the functions of the state within the urban and architectural operations.

    THE STATE’S ROLE IN URBAN-ARCHITECTURAL PROJECTS
    URBAN POLICIES
    STATEWIDE REGULATION IN ARCHITECTURAL ACTIVITIES
    STATE TOOLS FOR URBAN MANAGEMENT
    PLANS, PROGRAMS AND PROJECTS OF THE DIFFERENT LEVELS WITHIN THE STATE
    RESPONSIBILITIES IN THE PRIVATE SECTOR IN RELATION TO THE STATE
    PROFESSIONAL ROLES IN STATEWIDE MANAGEMENT

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

The last part of the master’s degree is aimed at carrying out the Master’s Final Project (MFP) or Degree Thesis.

This work is an improvement of the project carried out throughout the previous 3 Parts as to how the varied exercises were solved, but with an even deeper contribution from a research point of view, answering the hypothesis posed by the student.

The objective is to present a complete document that shows the total development of the proposed MFP, including the possibility of its practical implementation in accordance with the guidelines and details of the Master's Final Project. The MFP must be a contribution to the field of projects with a strong applicable component that respects the doctrine and theory of the field of projects.

Nota: The subject content may be subjected to slight modifications due to updates and improvements.

Management

Academic Administration

  • Dr. Roberto M. Alvarez. Doctor from the Polytechnic University of Cataluña, in Project Engineering: Environment, Security, 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 Lopez. Doctor in Project Engineering: Environment, Quality and Safety. Civil Engineer. Expert in international cooperation projects. Professor at the International Iberoamerican University.
  • Dr. Eduardo Garcia Villena. Doctor in Project Engineering: Environment, Quality and Safety. Master in Engineering and Environmental Technology. Industrial Engineer.

Teaching staff and Authors

  • Dr. Izol Marez. Doctor in Architecture. Professor at the International Iberoamerican University.
  • Dr. Alberto Vera. Doctor in Economic and Geographical Development and Integration. Architect. Full Professor in the Urban Environment Management program, National University of Lanús, Argentina.
  • Dr. Martha Velasco. Doctor in Technological Innovation Projects, Project Management Specialist, Master’s Degree in Management Science and Industrial Engineer. Researcher in Sustainable Development and Social Commitment. Professor at the International Iberoamerican University.
  • Dr. Miguel Angel Lopez Flores. Doctor in Project Engineering: Environment, Quality and Safety. Research Professor of the National Polytechnic Institute of Mexico.
  • Dr. Arturo Ortega. Doctor in Electronic Engineering. Telecommunications Engineer. Director of RDI of FUNIBER.
  • Dr. Benjamin Otto Ortega Morales. Doctor in Science with a specialization in Microbiology. General Director of Postgraduate Studies and Research of the Autonomous University of Campeche.
  • Dr. Fermin Ferriol Sanchez. Doctor in Education Sciences from the University of La Habana. Teacher at the International Iberoamerican University.
  • Dr. Antonio Eduardo Fuenzalida. Doctor in Exercise Sciences. Prof. University of Santo Tomas. Santiago, Chile.
  • Dr. Eduardo Garcia Villena. Doctor in Project Engineering: Environment, Quality and Safety. Industrial Engineer.
  • Dr. Brenda Bravo. Doctor in Project Engineering: Environment, Quality and Safety. Professor at the Metropolitan University of Mexico.
  • Dr. Victor Jimenez. Doctor in Project Engineering: Environment, Quality and Safety. Professor at the Metropolitan University of Mexico.
  • Dr. Hector Solano. Doctor in Project Engineering: Environment, Quality and Safety. Professor at the International Iberoamerican University.
  • Dr. Izel Marez. Doctor in Project Engineering. Master in Environmental Management and Audits.
  • Dr. Roberto M. Alvarez. Doctor in Project Engineering: Environment, Quality and Safety. Master in Project Management and Design, by the Polytechnic University of Milan, Italy. Professor at the University of Buenos Aires, Argentina. Director of the Iberoamerican University Foundation (FUNIBER) Argentina.
  • Dr. Luis Dzul Lopez. Doctor in Project Engineering: Environment, Quality and Safety. Expert in international cooperation project designs. Professor at the International Iberoamerican University.
  • Dr. Santos Gracia Villar. Doctor in Project Engineering. Industrial Engineer. Specialist in International Cooperation Projects.
  • Dr. Olga Capo Iturrieta. Doctor in Project Engineering: Environment, Quality and Safety. Industrial Civil Engineering Responsible for the Area of Projects at the Agricultural Research Institute (INIA, Instituto de Investigaciones Agropecuarias), Chile.
  • Dr. Jose Rodriguez. Doctor in Civil Engineering. Civil Engineer. Responsible for the Environmental Management Area of FUNIBER Peru.
  • Dr. Lazaro Cremades. Doctor of Chemical Engineering. Professor in Project Engineering by the Universitat Politècnica de Catalunya.
  • Dr. Margarita Gonzalez. Doctor of 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. Bachelor in Environmental Engineering. 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. Silvana Marin Garat. Economist. Master in Sustainable Development. Professional Experience in foreign business project development and foreign trade consulting. 
  • Dr Pablo Urquizo. Computer engineer. Master in ICT Strategic Management. Experience as Director and Consultant of Information and Communication Technology, Systems Design and Webmaster.
  • Dr. Santiago Brie. Doctor in Projects by the International Iberomerican University (in process). Master in Project Design, Management and Administration by the University of León, Spain. Degree in Urban Environmental Management from the National University of Lanús, Argentina. Professor at the International Iberoamerican University.
  • Dr (c) Jhonny Espinosa Bryson. Mechanical Engineer and Master in Project Design, Management and Administration. Consultant in Strategic Project Management.

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.