Description

The Eurocompetence modules are presented across the first, second and third
semesters of the MA Programme Euroculture. For the completion of
Eurocompetence I and II a student will receive 5 ECTS credits each, and for the
completion of Eurocompetence III 10 ECTS credits.
Eurocompetence modules are characterized by an interdisciplinary and problem-
oriented approach. As a module of the Euroculture programme, it was designed
with the goal of preparing Euroculture students for a) their entry as experts of the
European integration process and European culture into the job market, b) their 24
development into committed (European) citizens willing to research, learn and
work towards the improvement and innovation of multicultural societies.
Learning outcomes (expressed as competences) identified for Eurocompetence
overlap to a large extend with other Euroculture courses, because of the
interdisciplinary approach of the programme. Certain competences are reflected
on during the Eurocompetence modules, but specifically trained through the
internship, the IP and the writing of the MA thesis, for example.
Eurocompetence II: will concentrate on Project Management and working in a
multicultural team. The students will working in groups to achieve a concrete
projects. Under the guidance of the tutors, they will have to come up with a project
and manage on their own the conception, organization and implementation of
their projects.

Introduction

Content :
 What is a Project ? Perspectives: academic, management, business, civic, culture
 Project vs activity vs event vs programs, Project vs Process
 What is Project Management?
 Types of cultural projects
 The five basic stages of Project Management
 What is a Skill Matrix?
Readings :
http://www.dummies.com/careers/project-management/how-to-create-a-
skills-matrix/
https://www.teamgantt.com/guide-to-project-management/

Suggested Further Readings:
Chapter 1. Introduction.
Nokes, Sebastian & Kelly, Sean. The Definite Guide to Project Management.
2007 Prentice Hall, 2nd Ed.

Project and Team Organization
Content :
 Organisation Types
 Dealing with organisational structures
 Projects involving several organisations – project interfacing
 Personal Work Style
 Type of management and managerial approaches
 Approaching strategies; linking with organisations and people
 Team work & team work techniques
Readings :
https://www.projectsmart.co.uk/top-10-qualities-of-an-excellent-
manager.php
https://www.projectsmart.co.uk/project-leader-manager-or-monitor.php
Suggested Further Readings: 25
Chapter 2. Project Organization, People and Management
Nokes, Sebastian & Kelly, Sean. The Definite Guide to Project Management.
2007 Prentice Hall, 2nd Ed.

Team and Time Management 1
Content :
 Initiating process group
 Project charter
 Project Initiation Document (PID)
 Preliminary Project Scope Statement
 Activity sequencing: tools and techniques
 Meeting Time management
 Project Difficulty
Readings :
https://www.projectsmart.co.uk/project-planning.php
https://www.projectsmart.co.uk/scope-management.php
https://www.mindtools.com/pages/main/newMN_HTE.htm
Suggested Further Readings:
Chapter 4. Project Integration Management
Chapter 5. Project Scope Management
Nokes, Sebastian & Kelly, Sean. The Definite Guide to Project Management.
2007 Prentice Hall, 2nd Ed.


Team and Time Management 2
Content :
 Complementary information on Project scope and time
 Limiting the scope of the project
 Sequencing their project
 Presenting it
 Evaluating time of realization of a series of project of different horizon and
scales
Readings :
https://www.projectsmart.co.uk/scheduling.php
https://www.projectsmart.co.uk/art-of-project-scheduling.php
Suggested Further Readings:
Chapter 6. Project Time Management
Nokes, Sebastian & Kelly, Sean. The Definite Guide to Project Management.
2007 Prentice Hall, 2nd Ed.


Project Cost Management and Resource Allocation
Content :
 Cost Estimating
 Building Scenarios
 Evaluation Methods
 Cost Budget and Monitoring
 Evaluating the categories of expenses for a project
 Evaluating the final cost
Readings : 26
https://www.projectsmart.co.uk/project-cost-management.php
Suggested Further Readings:
Chapter 7. Cost Management
Nokes, Sebastian & Kelly, Sean. The Definite Guide to Project Management.
2007 Prentice Hall, 2nd Ed.

Project Communication Management 1
Content :
 Principles of project communication
 Sources of tension, conflict and misunderstanding
 Barries in communication
 Knowing the audience: clients, target, partners, sponsors, media, etc
 Communication tools and strategies
 Planning communication
 Present Budget Proposal
Readings :
https://www.projectsmart.co.uk/communications-management.php
https://www.thebalance.com/prepare-presentation-to-executives-2275873
Suggested Further Readings:
Chapter 10. Project Communication Management
Nokes, Sebastian & Kelly, Sean. The Definite Guide to Project Management.
2007 Prentice Hall, 2nd Ed.

Project Communication Management 2
Content :
 Work on Project Presentation
 In a series of 3, 5, 8 minute simulations, students are playing different roles.
While one team is presenting its project (general meeting, interview, media, etc)
another team reacts according to what’s on the “card”!
 Objective: tune in the presentation
 General evaluation of the advancement of the project
Readings :
https://www.thebalance.com/mastering-the-art-of-the-5-minute-presentation-
2951697

Project Evaluation, Risk Management
Content :
 Project Procurement Management
 Contracts & agreements: do I need them?
 Type of Agreements and Contracts
 Critical Factors
 Risk and quality evaluation
 Documentation review, Information gathering techniques
 Brainstorming, Delphi techniques, SWOT, checklist analysis, etc
 Critical Factors
 Quality Control
Readings :
https://www.projectsmart.co.uk/risk-management.php
https://www.ted.com/talks/david_damberger_what_happens_when_an_ngo_ad
mits_failure 27
https://www.projectsmart.co.uk/the-project-managers-guide-to-dealing-with-
difficult-sponsors.php
Suggested Further Readings:
Chapter 11. Project Risk Management
Chapter 12. Project Procurement Management
Nokes, Sebastian & Kelly, Sean. The Definite Guide to Project Management.
2007 Prentice Hall, 2nd Ed.


Intercultural Management and Cross Cultural Communication
Content :
 Organizational culture vs cultures
 Intercultural sensitivity vs Ethnocentrism
 Sources of misunderstanding and opportunity of bridging the gap
 Contact and approach steps
 Intercultural skills and competences
Readings :
http://documents.worldbank.org/curated/en/153031468336685593/Intercult
ural-communication
https://www.eiuperspectives.economist.com/economic-
development/competing-across-borders
Suggested Further Readings:
https://www.businesstopia.net/communication/cultural-barriers-
communication
https://www.ted.com/talks/ernesto_sirolli_want_to_help_someone_shut_up_and
_listen

Compétences requises

Having followed Eurocompetence I in S1

Compétences visées

In accordance with the core competences and learning outcomes formulated by
the Tuning process for the study area European Studies – in which Euroculture
can be categorized, and the competences set for the Euroculture programme itself,
the following learning outcomes, formulated as competences, are of specific
relevance to the Eurocompetence module (although they may refer also to
competences developed further in other Euroculture course modules):
1. Ability to communicate in writing and orally in English and the student’s own
mother tongue about relevant, European related issues, such as European
integration.
2. Ability to define suitable research topics contributing to debates on the
European integration process and European culture and execute and
report on the results of this research in an efficient and relevant manner.
3. Ability to identify and utilize appropriate sources of information and the
relevant retrieval tools.
4. Ability to work in a multicultural team (including the ability to work in an 23
international context).
5. Ability to work in an interdisciplinary team on the one hand and to work
independently on the other hand.
6. Ability to select and apply relevant (scientific) methodologies to conduct field-
related research and project management.
7. Ability to reflect on one’s own values and capacity to question held concepts,
ideas and theories.
8. Capacity of self-analysis and awareness of one’s own competence profile
9. Awareness of and respect for points of view deriving from different European
and non-European national and cultural backgrounds.
10. Ability to analyse and interpret European (cultural) events, developments and
policies in national, regional and local frameworks and apply this knowledge
into practice.
11. Use relevant IT skills as study and communication tools.
12. Transfer knowledge to required audiences in an appropriate manner and
choose the right moments and ways to do so and also to accept the
responsibility for the choice of a specific form of knowledge transfer.
13. Manage project, communicate the outcome of the project and evaluate the
project.
Together with these competences, one can also include a number of personal
competences such as time management, the ability to adapt to new situations,
decision-making, self-reflexivity, etc.

Modalités d'organisation et de suivi

Wrap-up Session
Content :
 Presentation of Final Progress Reports
 Overview of what needs to be done to complete Project
 General Discussion

The Assessment of the module will be done via the continuous work provided
during the semester, and participation in class as well as the evaluation of the
final project.

Disciplines

• Études anglophones

Informations complémentaires

Charlot Uhrig,

charlot.uhrig@gmx.de

  
Valentin Haumesser

v.haumesser@unistra.fr

Contacts

Responsable(s) de l'enseignement

• Charlot Uhrig
• Valentin Haumesser