Course syllabus

Welcome to this course!

For more information about the course content, please read the Course PM here! 

Everything in the course will be carried out online.

All the live sessions will take place on this link: 

Communication: Annie Evaldsson ( coordinates all communication in this course. Kindly direct all questions (via email) to her!


The table below provides important information (such as scheduled time, Zoom link, etc.) regarding the sessions that are organized LIVE. Please note that all sessions are built on material and preparations that are described under each module (check under "Modules" in the menu on the left).

Week Date Time Course Activity running LIVE

Preparations & Assignments

Links to the articles and the pre-recorded videos are available in the Modules

W45 02/11 10:00-11:00 Course introduction 
11/11 10:00-11:45 PM Basics - Questions & Answers Session
15:00-16:00 Basics test
W47 16/11 08:00-09:45 Module 2 - The balance between leeway and rigour in managing projects
18/11 10:00-11:45 Module 2 - Shadow System of Project Management 
W48 23/11 08:00-09:45 Module 2, Seminar 1- How to deal with the Shadow System in practice
25/11 10:00-11:45 Module 3 - Lecture: No project is an island
15:15-16:00 Module 3 - Questions & Answers Sessions: Agile & Design thinking


W49 30/11 10:00-10:45 Module 4 - Lecture: ´Fuzzy Front end´ of New Product Development projects
02/12 10:00-11:45 Module 4 - Lecture: Knowledge integration in projects
14:15-16:00 Module 4, Seminar 2 : Ideas and knowledge
W50 09/12
Basics Test - Retake
09/12 13:15-16:00 Module 5, Seminar 3 : Visualization in projects

1) Watch pre-recorded videos (available in Module 5, Seminar 3)

2) Read two articles by Eppler and Burkhard (2007) & by van der Hoorn (2020) and fill in the summary table

W51 14/12 10:00-10:45 Module 6 - Lecture: Managing complex projects in uncertain environments Read three articles by Shenhar (2001), de Meyer et al. (2002) (same article than for Module 3) and Olausson & Berggren (2010)


13:15-15:00 Module 6, Seminar 4 : Managing complex projects in uncertain environments
Read the three articles by Shenhar (2001), de Meyer et al. (2002) (same article than for Module 3) and Olausson & Berggren (2010) and fill in the summary table.



15:15-17:00 Module 6, Closing lecture : balancing between textbook PM and the unique context of projects Read the article written by Segrestin (2005)

Course literature

Course books (available as e-books on the library website):

  • Module PM Basics

Maylor, H. (2010). Project Management (4th ed.). Harlow, England: Pearson Prentice Hall. (Selected chapters – more information available on Canvas)

Pinto, J. K. (2012). Project Management: Achieving Competitive Advantage (3rd Global ed.). Boston: Pearson Education. (Selected chapters – more information available on Canvas)

Scientific articles (all articles are available on Canvas):

  • Module Navigating in the shadow system of PM

Argyris, C. (1991). Teaching Smart People How to LearnPreview the document. Harvard Business Review, 69(3), 99-109.

Buchanan, D., & Badham, R. (1999). Politics and Organizational Change: The Lived Experience. Human Relations, 52(5), 609-629.

Olin, T., & Wickenberg, J. (2001). Rule Breaking in New Product Development - Crime or Necessity? Creativity & Innovation Management, 10(1), 15-25.

Engwall, M. (2002). The futile dream of the perfect goal. In K. Sahlin-Andersson & A. Söderholm (Eds.), Beyond project management - New Perspectives on the Temporary-Permanent Dilemma (pp. 261-277). Malmö: Liber Ekonomi

  • Module Project methodologies

Brown, T. (2008). Design Thinking. Harvard Business Review, Vol. 86 Issue 6, pp 84–92.

Engwall, M. (2003). No project is an island: linking projects to history and context, Research Policy, 32, 789-808.

de Meyer A, Loch C, Pich, M (2002) Managing Project Uncertainty: From Variation to Chaos, Sloan Management Review, Vol. 43 Issue 2, p60-67.

  • Module Ideas and Knowledge

Reid, E. and de Brentani, U. (2004). The fuzzy front end of new product development for discontinuous innovation: a theoretical modelPreview the document. Journal of Product Innovation Management, (21), 170-184

Nobelius, D. and Trygg, L., 2002. Stop chasing the front end process—management of the early phases in product development projects. International Journal of Project Management, 20(5), pp.331-340.

Enberg, C. (2012). Enabling knowledge integration in coopetitive R&D projects—The management of conflicting logics. International Journal of Project Management30(7), 771-780.

  • Module Visualization in projects

Eppler, M.J. and Burkhard, R.A. (2007), "Visual representations in knowledge management: framework and cases", Journal of Knowledge Management, Vol. 11 No. 4, pp. 112-122.

van der Hoorn, B., 2020. Seeing the bigger picture: Conditions that influence effective engagement of project executives with visuals. International Journal of Project Management, 38(2), pp.137-151.

  • Module Managing complex projects in uncertain environments

Segrestin, B., 2005. Partnering to explore: The Renault–Nissan Alliance as a forerunner of new cooperative patterns, Research policy, 34(5), pp.657-672.

Shenhar, A.J., 2001. One size does not fit all projects: Exploring classical contingency domains. Management science47(3), pp.394-414.

DE MEYER, A.C.L., Loch, C.H. and Pich, M.T., 2002. Managing project uncertainty: from variation to chaos. MIT Sloan Management Review43(2), p.60.

Olausson, D. and Berggren, C., 2010. Managing uncertain, complex product development in high‐tech firms: in search of controlled flexibility. R&d Management40(4), pp.383-399


Course summary:

Date Details Due