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Systems management and Strategy 2.0

Receive the world's newest knowledge about management consistently and compactly
Starts 19.08
The course "Systems Management and Strategy v2.0" is the second, importantly revised and supplemented in the spring of 2018, version of the flagship course "Systems Management and Strategy", which has withstood nine groups in the Systems Management School. The course requires time for homework between full-time studies.

It will be easier for you if you:

  • have a bachelor in engineering or technical education, although this is not required;
  • already familiar with the ontology or took the course "Systems approach in management and engineering"
  • preliminary passed online course "Systems Thinking";
  • or just read the textbook "Systems Thinking".
Course SMS 2.0
  • forms systems thinking in its application to management;
  • acquaints with the basic practices of operational management, engineering of the enterprise and carrying out organizational changes;
  • shows the relations between management and engineering, management and entrepreneurship

Enroll in the course and pick enrollment package
What other problems this course will help to solve:
Build a solid base in systems management
The course consists of six full days of classes with the teacher (total 54 training hours - every other Sunday) and 11 training workshops where you solve problems (total 22 hours - every Wednesday from 19.00 to 21.00). The trainings provide you with system view of how to determine the product of system of interest / service of your project, how to ensure its development and production on time and with minimally involved resources, how to organize people in your enterprise, how to conduct organizational changes and how to set strategic goals.
Get acquainted with modern managerial practices
There will be dismantled the matrial on how to combine and how all of these "eternally fashionable" Ajail, Lean 2.0, blockade, leadership, Kanban connected with each other and why you need to use the issue tracker and why it is used today more often than the project management programs. To express the architecture of the enterprise, the course will recommend Archimuth's language, and in its Russian-language version. For the strategy, three different forms of documentation will be proposed - according to Osterwalder, according to Goldratt, in the model of Archimayte's goal-setting.
Put knowledge in order
The course also gives the basic concepts of the systems approach, which allows consistently and compactly wrap your head around all of these diverse knowledge: the compactness of the obtained knowledge is one of the biggest advantages of the systems approach.
Update knowledge on systems thinking
The version of systems thinking that will be taught is based on the latest versions of international engineering and management standards, it is not "original development". The material of this second version of the course in terms of systems thinking is based on A.Levenchuk's textbook "Systems Thinking" (2018,, but goes beyond its boundaries, because it includes developments that appeared after release of textbook.
What you will receive during the course
In addition to clarity in the head
in the strategy and organization of group work of engineers, embrace the whole project in its system integrity without losing attention to detail
interests of stakeholders, what everyone needs, those how have not payed attention to you before will start notice you. Therefore, make an agreement with everyone around you: you will understand how to talk with everyone in their own language - and how to think about this, using systems language which is common for everyone
Development plans
Which you will be able to use not only for management and strategy, but also in systems engineering, for work in the spheres of education, health, culture and even just to work on yourself
The course is recommended for everyone who feel the lack of modern holistic, systems representation of management and strategy. Still, management in the 21st century has changed dramatically, and the famous textbooks even the ones that are ten years old, do not seem modern anymore. And knowledge about management somehow is spread among everyone, but partially - and it would be useful to carefully place them on the shelves inside the head. The course will proved you with such "shelves", this is exactly what systems thinking is for.

The course is important for engineers who suddenly had to deal with management, as well as for managers who have to lead a team of engineers and entrepreneurs would not want to lose sight of some important aspects of their activity, and course is as much important even to project management coachers who would gain knowledge on related disciplines (for example, professional project managers are extremely concerned about the interface between project management and systems engineering, and this issue is also part of the course).

Course program


once a week on the weekends

hours (11:30-19:30)
I. The system in the eyes of the beholder
On the first day we will deal with how to think about a complex world. All people have different interests, and in team activities members need somehow agree on common objects of attention. We will look for processes at the enterprises, understand why computer programs are things, not "code", and deal with theatrical metaphor – how "actors" differ from "performers". Systems in the systems approach will be material, but they will be determined absolutely biased. The main concept of the day will be a "stakeholder", concept which would be understood identically by entrepreneurs, system engineers, project managers and everyone else.
II. System Definition
The first thing to do is to agree on what we are doing: which system is the system of interest, in what other system it is being used, for what it is needed there. To do this, we will find parts in the system, and consider the system itself as part of other systems - train to track the "part-whole" relationship. And in detail we will understand how to describe the system interdisciplinary: we will distinguish between needs, requirements, systems architecture, nonarchitectural part of the system. An important idea of this day will be the discrimination of the functional elements of the system (which helps to describe how the system works), constructive elements (of which the system is made), placements (places where parts of the system are located). And we will also model the Archimedes.
III. Lifecycle management and work management
Firstly about the life cycle of the system, it will be explained that it is not vital (systems are not coming from biology for a long time already) and it is not a cycle (since non-biological systems do not reproduce) - this is simply a reference to the project (enterprise, organization) for conceiving, developing, manufacturing, operating and decommissioning of the system. And then this project will be considered as a system of functional elements - activities, often called "practices." Managing the life cycle of a system is the definition of what practices will be used during related to the system project. Practices are determined by engineers (and if it is a systems-enterprise, then the engineers of the enterprise determine them), each practice consists of scientific, managerial, engineering discipline, which is supported by technology. Management of works represents a project from constructive objects-works, which need to be completed on time and stay on the budget. The management of the work is handled by operational managers, and we will distinguish the difference between the management of projects, programs, processes, cases. Ajail and kanban, Lean 2.0 - we will talk about them on this day.
IV. Organizational changes
Development is the mastery of new practice, the enterprise learns to do something new. Perfection is when the enterprises learn to perform better, activities that they already know how to perform. Development and improvement are cyclical. The PDCA Deming-Shuhart cycle, the Goldratt continuous improvement cycle, the Boyd's rivalry cycle, the cycle of the lean startup of Rice will be reviewed on that day. The main material of the day is the sequence of steps for carrying out an organizational change. Also we will learn to avoid "big methodologies": do not try to fully follow the huge standards, it will not work.
V. Enterprise Engineering
On this day we will explain how system thinking is applicable to enterprises. Today's "iron" engineering is based on the use of information models, and the same is true for organizational engineers. Key engineering solutions for the system of interest are usually called the architecture of this system. Key organizational decisions about the enterprise are called enterprise architecture. We will describe these key decisions using the Archimate language. Particular attention will be paid to the authority of the architect of the enterprise (if he is not the one to make decisions about how the work will be organized, he is not the architect) and the communication aspects of architectural descriptions - architecture is the one who allows all interested parties to agree on how the work will be organized (if the architect is the one who makes decisions on how the work will be organized - he is not a real architect).
VI. Strategy
This day is dedicated to entrepreneurship issues: understanding of what strategy is (these are architectural requirements for the enterprise - the requirements leading to important organizational solutions!), why it is impossible without a strategy, why it is bad to have a strategy - and why it is good to strategize. Strategies are not being documented in the form of "business plans" for a long time now, that is why we will get acquainted with three different forms of documenting strategies: Osterwalder, Goldratt, and Archimate's goal-setting model. And on this day we will discuss the results of the course.

This course is taught by
Anatoly Igorevich Levenchuk
Systems Management School head of science, director of research at the Russian chapter of the International Council on Systems Engineering (INCOSE)
Anatoly has 27 years of management consulting experience. His clients list includes: Bank of Russia, the Federal Commission for the Securities Market, the Ministry of Economic Development, RAO UES of Russia, OGK-1, Omskenergo, Dalenergo, NP ATS, EnergoStroyEnvest-Holding, Group E4, Rosenergoatom Concern, VNIIAES, NIAEP, Sudoexport, VNIIKHOLODMASH- holding, SGC and many other large organizations.

He taught courses on systems thinking, systems engineering, systems management and entrepreneurship at MIPT, MEPhI, UrFU, SFU, Rosatom corporate academy, interuniversity engineering master's degree in Novosibirsk, Systems Management School.
He is the author of textbooks on systems-engineering thinking, systems thinking, the course "Systems Thinking" on Coursera. He has a blog "Laboratory Journal" (
Tution fees
Classes starts - 19.08
60 000
Package "Standard" : 6 days attendance of trainings, course materials, 11 seminars.
105 000
Package "VIP": same as standard package + mentoring.
Enroll in the course and pick enrollment package
You really want but cannot join full-time course? Then join us online!
Pick type of enrollment in the page that appear after you click on the button "I want to join group".
Then what?
  • Take the courses that more fully reveal the material. For example, take an ontology course to make it easier to understand the utility and accuracy of models of the world created by managers, to make it easier to combine intuitive and formal reasoning. Or a course of systems leadership, which will explain in detail how to create an atmosphere of cooperation in the team. Or take the course "Systems Engineering. Top-level modeling "to better understand the engineering aspects of product development. You will have enough knowledge to understand all the numerous training offers
  • Apply the course material at your work. Agree with everyone around you to adjust their way of managing the work, model the events using Archimates, constantly strategize, develop and improve your organization
  • Do nothing, but understanding of what's going on in the heads of managers will stay with you forever. Well, not forever - but until the managerial work will be taken by the artificial intelligence. By the way, the review of trends in the use of artificial intelligence in the field of management is present in this course. But the system thinking will remain with you forever, it does not change as quickly as management.

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!
Для желающих попрактиковать материал курса на базе своих проектов за отдельную плату доступно менторство. Ментор поможет подготовить системное описание вашего рабочего проекта: писать вы будете сами, но получите обратную связь в ходе нескольких рабочих сессий с ментором. Описание проекта готовится в виде слайдовой презентации (хотя иногда пишут и текстовое эссе в объёме студенческой курсовую работы). На итоговой защите вы представляете свой проект, а выпускники и преподаватели Школы задают вам вопросы и делают предложения по улучшениям.
Go back to description
Course "System Management and Strategy 2.0": starts 19.08
6 weekends and 11 seminars, mentoing is optional
The course is recommended for everyone who feel the lack of modern holistic, system representation of management and strategy. Still, management in the 21st century has changed dramatically, and the famous textbooks even the ones that are ten years old, do not seem modern anymore. And knowledge about management somehow is spread among everyone, but partially - and it would be useful to carefully place them on the shelves inside the head. The course will proved you with such "shelves", this is exactly what system thinking is for
Enrollment package
Type of enrollment