Course syllabus
Welcome to IBB137 Project Management!
Lectures and seminars are held on campus again! Please find the location for lectures
and seminars on Time Edit HERE.
The Q&A sessions (Module 1) will be held on zoom (password: IBB137): https://chalmers.zoom.us/j/69974813892
Information about course content and learning goals can be read in the Course PM HERE, while an overview of schedule and preparatory work (to be done before each lecture and seminar) can be found below on this page. To join seminars, the preparatory work must be submitted individually beforehand (exception for Seminar B, see instruction in Modules).
Communication and questions in the course will be channeled via Ghazan Khattak, a previous student of this course, in order to provide you with a cohesive response. Kindly direct all questions to him at ghazan@student.chalmers.se.
Schedule and Preparatory work
| Week |
Date |
Time |
Course Activity |
Preparations (links to the articles are available under each module) |
| 44 | 1/11 | 10.00-11.45 | Course Introduction | |
| 44 | 3/11 | 13.15-14.00 |
Q&A Module 1: (on zoom) |
Watch the pre-recorded video clips and if you feel it is needed, read the recommended textbooks chapters. |
| 45 | 8/11 | 10.00-10.45 | Q&A Module 1: (on zoom) PM Basics (calculations) |
1) Watch the pre-recorded video clips and if you feel it is needed, read the recommended textbooks chapters. 2) Practice the calculation exercises. |
| 45 | 10/11 | 13.15-15.00 | PM Basics Test |
Read, watch and practice on the material for Module 1. |
| 46 | 15/11 | 10.00-11.45 | Module 2: The balance between leeway and rigour in managing projects |
Read Engwall (2002) and Olin & Wickenberg (2001). |
| 46 | 17/11 | 10.00-11.45 | Module 2: Shadow System of Project Management |
Read Argyris (1991) and Buchanan & Badham (1999). |
| 46 | 17/11 | 13.15-15.00, 15.15-17.00 | Module 2 Seminar A: How to deal with the Shadow System in practice |
1) Read Feynman (1986) and watch The Pentagon Wars by Benjamin (1998). 2) Answer and submit the questions related to Feynman (1986) and Benjamin (1998). |
| 47 | 22/11 | 10.00-11.45 | Module 3: No project is an island |
Read Engwall (2003). |
| 47 | 24/11 | 10.00-11.45 | Module 3: Agile and SAFe |
Read Takeuchi & Nonaka (1986). |
| 47 | 24/11 | 13.15-17.00 | Module 3 Seminar B: Project Methodologies |
1) Sign in for the seminar 2) Send your reflections after the seminar |
| 48 | 29/11 | 10.00-11.45 |
Module 4: |
Read Aga et al. (2016), Barber & Warn (2005), and Bass & Riggio (2006). |
| 48 | 1/12 | 10.00-11.45 | Module 4: Group dynamics |
Watch the clip with Amy Edmondson on How to turn a group of strangers into a team |
| 48 | 1/12 | 13.15-15.00, 15.15-17.00 | Module 4 Seminar C: Project Leadership |
Read, fill in and submit summary tables for Aga et al. (2016), Barber & Warn (2005), and Bass & Riggio (2006). |
| 49 | 6/12 | 10.00-11.45 | Module 5: ´Fuzzy Front end´ of New Product Development projects and Knowledge integration in projects |
Read Reid & de Bretani (2004) and Enberg (2012). Recommended reading: Nobelius & Trygg (2002) |
| 49 | 8/12 | 10.00-11.45, 15.15-17.00 | Module 5 Seminar D: Ideas and knowledge |
1) Read the two articles by Govindarajan & Srinivas (2013) and Ihrig & MacMillan (2015). 2) Fill in and submit the summary tables for Reid & de Bretani (2004) and Enberg (2012). |
| 49 | 8/12 | 13.15-15.00 | Re-take PM Basics Test |
Read, watch and practice on the material for Module 1. |
| 50 | 13/12 | 10.00-11.45 | Module 6: Managing complex projects in uncertain environments |
Read Shenhar (2001), de Meyer et al. (2002) and Olausson & Berggren (2010). |
| 50 | 15/12 | 10.00-11.45, 13.15-15.00 | Module 6 Seminar E: Managing complex projects in uncertain environments |
Submit summary tables for Shenhar (2001), de Meyer et al. (2002) and Olausson & Berggren (2010). |
| 50 | 15/12 | 15.15-16.00 | Module 6: Closing lecture |
|
| 2 | 10/1 | 23.59 | Deadline Home exam |
Course literature
Recommended literature:
Module 1: PM Basics
- Maylor, H. (2010). Project Management (4th ed.). Harlow, England: Pearson Prentice Hall. (Selected chapters – see Module 1) (E-book: sign in using shibboleth, Chalmers library as institution, and log in with your CID)
- Pinto, J. K. (2013). Project Management: Achieving Competitive Advantage (3rd Global ed.). Boston: Pearson Education. (Selected chapters – see Module 1) (E-book: sign in using shibboleth, Chalmers library as institution, and log in with your CID)
Compulsory literature:
Module 2: Navigating in the shadow system of PM
- 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
- Olin, T., & Wickenberg, J. (2001). Rule Breaking in New Product Development - Crime or Necessity? Creativity & Innovation Management, 10(1), 15-25.
- Argyris, C. (1991). Teaching Smart People How to Learn. Harvard Business Review, 69(3), 99-109.
- Feynman, R.P. (1986) Report of the PRESIDENTAL COMMISSION on the Space Shuttle Challenger Accident, Volume 2 Appendix F; Personal Observations on Reliability of Shuttle. Washington D.C.: NASA.
- Buchanan, D., & Badham, R. (1999). Politics and Organizational Change: The Lived Experience. Human Relations, 52(5), 609-629.
Module 3: Project methodologies
- Engwall, M. (2003). No project is an island: linking projects to history and context, Research Policy, 32, 789-808.
- Takeuchi, H., & Nonaka, I. (1986). The new new product development game. Harvard business review, 64(1), 137-146.
Module 4: Leadership and group dynamics
Module 5: Ideas and Knowledge
- Reid, E., & de Brentani, U. (2004). The fuzzy front end of new product development for discontinuous innovation: a theoretical model. Journal of Product Innovation Management, 21, 170-184.
- Enberg, C. (2012). Enabling knowledge integration in coopetitive R&D projects—The management of conflicting logics. International Journal of Project Management, 30(7), 771-780.
- Govindarajan, V., & Srinivas, S. (2013). The innovation mindset in action: 3M corporation. Harvard Business Review, 6.
- Ihrig, M., & MacMillan, I. (2015). Managing your mission-critical knowledge. Harvard business review, 93(1), 17.
Recommended reading for the lecture and seminar:
Module 6: Managing complex projects in uncertain environments
- Shenhar, A.J., (2001). One size does not fit all projects: Exploring classical contingency domains. Management science, 47(3), 394-414.
- de Meyer, A., Loch, C., & Pich, M. (2002). Managing Project Uncertainty: From Variation to Chaos, Sloan Management Review, 43(2), 60-67.
- Olausson, D. & Berggren, C., (2010). Managing uncertain, complex product development in high‐tech firms: in search of controlled flexibility. R&D Management, 40(4), 383-399.
Course summary:
| Date | Details | Due |
|---|---|---|