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Systems approach in management and in engineering

Master systems thinking and make it your working tool
What can be learnt from this course
  • dismantle administrative and engineering activities as separate "bricks";
  • think simultaneously about three related systems: about the system of your clients activities and of other interested parties, about the life cycle of products and services provided by your enterprise, about enabling system of your enterprise managing activities;
  • logical intuitive and formal reasoning.
What other tasks this course will help to solve:
Master thinking at several logical levels
During this course we will master thinking on several logical levels: entrepreneurial, engineering and managerial. It will be necessary to look for these systems in your own field of work, in your customers' field of work, in the subcontractors' field of work. It will be necessary to think about the numerous stakeholders of these systems and work with them by distinguishing their interests.
Get rid of the mess in the head
Many people would like to develope Systems Thinking. But the majority at the same time when calling themselves "systems" people, mean their personal organization, diligence, the desire to foresee and take into account all that may be important. Often this only leads to an increasing mess inside the head.
Systems thinking is not an abstract concept or general household reasoning, it is a very specific and structured tool for the continuous improvement in the area of business, engineering and management.
Understand the textbook of A. Levenchuk
The course material is based on A.Levenchuk's textbook "Systems Thinking". Be sure to come to this course if you find it difficult to read the book or if you have questions and doubts after reading.
What you will gain from the course
In addition to mind clarity
Ability to learn
Effective management of your own educational trajectory, the ability to learn quickly and correctly
Order in Practices
Systematizing your own experience and enriching it with the skill of systems work in complex projects
For future
Reduction of time and money for further professional development
This basic course is recommended for a wide range of employees who lack skills in dealing with complexity (with complex tasks and technologies, in complex projects). Especially this course will be useful for those who have the following needs:
  • The need to work in teams that involve specialists from different professions;
  • Finding mutual understanding with the employers on complex professional issues;
  • The desire to change the scope of activities and therefore to form a systems vision of corporate activities.
Course programm


weekends (2 days)

hours (11:30-18:30)
Still unsure about the course?
in the chat you can ask colleagues and lecturers questions that interest you and make an informed decision after you receive an answer to your question

(if you can't use the link, you can find the chat via the search: @welcomeSSM)
1.1. Fundamentals of systems approach
  • about systems thinking;
  • systems levels and interests of the entrepreneur, engineer, manager;
  • the modern definition of "System";
  • stakeholders;
  • types of systems in the activities of the enterprise or project: system of interest, using system, enabling system;
  • examples and solutions of educational tasks.
1.2. Systems management in a team
    • roles and characters in the team (performers, positions, titles, etc.);
    • systems leadership;
    • systems of systems;
    • processes, services, events and work in the systems view;
    • practices: the presentation of best practice as disciplines and technologies;
    • solution of educational and practical tasks.
    2.1. Systems diagram of the project
      • the ratio of different systems to each other;
      • classes of system of interest and project types;
      • systems representation of the enterprise;
      • engineering of the enterprise: development and improvement, innovations and creation of start-up;
      • what managers, engineers and entrepreneurs discuss among themselves;
      • discussion of practical examples (among the clients of the School).
      2.2. Life cycle of the System and Project
        • architecture: definition, architectural solution;
        • life cycles of the system, project and technology;
        • 2.0 life cycle;
        • life cycle practices and the genome of the enterprise;
        • the complexity levels of INCOSE classification systems;
        • Review of entrepreneurial, engineering and management practices;
        • Practical examples (among the clients of the School).
        Workshop in instructed by
        Tseren Tserenov
        Head of the Systems Management School, Vice President for Development of the Autonomous Non-Profit Organization "NISIPP".
        Tseren helps people systematize their experience, promotes the popularization of the modern systems approach and helps to shape the trajectory of further professional development.

        Many Tseren's students and employees not only achieved career success, but also became well-deserved professionals in their field.

        You really want to but can't be present for the course physically? Then join us online!
        Pick type of enrollment on the page that appears after you click on the button "I want to join group".
        What's next?
        • take a course of systems management and strategy;
        • use knowledge in practice
        Not ready yet to enroll in our course? Well, we created something very useful and absolutely free for you: project analysis check-list
        Get the checklist and start applying it right now!
        Do you want to make sure that your project is on the right track? Check-lists for project analysis - a convenient and effective way to diagnose the project at any stage.
        Using check-lists, you can:
        • check whether all hypotheses, perspectives and risks are taken into account at the planning stage;
        • Structure available information on the project;
        • get feedback from the team;
        • establish a way forward;
        • be sure that there are no "blank spots" - the check-lists cover all possible aspects of project management.
        The checklist is a document that helps to check ourselves. For example, a list of actions to be taken, or items that you need not to overlook taking with you. Check-lists are used in aviation, medicine, construction - places where errors are unacceptable. If you are responsible for project management, we suggest that you use checklists - a truly reliable method of control.

        This is free of charge!
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