Welcome to this course in Project Management IBB138, TEK367, DIT846.

Lectures and seminars are held on Chalmers campus Johanneberg. You can find the locations for lectures and seminars on TimeEdit HERE. Please note that some of the lecture halls are booked preliminary and may change during the course. All updates will be displayed on TimeEdit.

 The Q&A sessions for module 1 will be held on Zoom (password: PM2022): https://chalmers.zoom.us/j/69408941957 

Information about course content and learning goals are presented in the Course PM HERE, while an overview of the schedule and preparatory work (to be completed for each lecture and seminar) can be found in the schedule below on this page. To join seminars, the preparatory work must be submitted individually beforehand.

Communication and questions in the course will be channeled via our course assistant Pernilla Andersson to provide you with a cohesive response. Kindly direct all questions to her at pernia@student.chalmers.se

The course is managed by Ingrid Johansson Mignon and examined by Ingrid Johansson Mignon and Ksenia Onufrey. 

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Schedule and Preparatory work

Week	Date	Time	Course Activity	Preparations (videos and articles are available under each module)
44	31/10	10.00-11.45	Course Introduction
44	2/11	13.15-14.00	Q&A Module 1: PM Basics - pre-recorded videos (Zoom) CANCELLED	1) Watch the pre-recorded videos and, if you feel it is needed, read the recommended textbooks chapters.  2) Send your questions to Amanda (amanda.bankel@chalmers.se) in advance.
45	7/11	10.00-10.45	Q&A Module 1: PM Basics - calculation exercises (Zoom)	1) Watch the pre-recorded videos and, if you feel it is needed, read the recommended textbooks chapters.  2) Practice the calculation exercises. 3) Send your questions to Ingrid (ingrid.mignon@chalmers.se) in advance.
45	9/11	13.15-15.00	PM Basics Test	Read, watch and practice the material for Module 1.
46	14/11	10.00-11.45	Module 3: Project methodologies	Read the compulsory literature for Lecture 2 under Module 3.
46	16/11	10.00-11.45	Module 2: Project Leadership	Read the compulsory literature for Lecture 3 under Module 2.
46	16/11	13.15-15.00, 15.15-17.00	Module 2 Seminar A: Project Leadership	1) Sign up for the seminar before the deadline. 2) Read the compulsory literature for Seminar A.  3) Submit the preparation for Seminar A.
47	21/11	10.00-11.45	Module 3: Agile Development	Read the compulsory literature for Lecture 4 under Module 3.
47	23/11	10.00-16.30	Module 3 Seminar B: Lego4Scrum	1) Sign up to Seminar B before the deadline. 2) Read the compulsory literature for Seminar B. 3) Answer and submit the preparation for Seminar B.
48	28/11	10.00-11.45	Module 4: The Balance between Leeway and Rigour in Managing Projects	Read the compulsory literature for Lecture 5 under Module 4.
48	30/11	10.00-11.45	Module 4: The Shadow System of Project Management	Read the compulsory literature for Lecture 6 under Module 4.
48	30/11	13.15-15.00, 15.15-17.00	Module 4 Seminar C: How to Deal with the Shadow System in Practice	1) Sign up for the seminar before the deadline. 2) Read and watch the compulsory material for Seminar C. 3) Submit the preparation for Seminar C.
49	5/12	10.00-11.45	Module 5: Managing Complex Projects in Uncertain Environments	Read the compulsory literature for Lecture 7 under Module 5.
49	7/12	10.00-11.45	Re-take PM Basics Test	Read, watch and practice the material for Module 1.
49	7/12	13.15-15.00, 15.15-17.00	Module 5 Seminar D: Managing Complex Projects in Uncertain Environments	1) Sign up for the seminar before the deadline. 2) Read the compulsory literature for Seminar D.  3) Submit the preparation for Seminar D.
50	12/12	8.00-9.45	Module 6: 'Fuzzy Front end' of New Product Development Projects and Knowledge integration in Projects	Read the compulsory literature for Lecture 8 under Module 6.
50	14/12	10.00-11.45, 13.15-15.00	Module 6 Seminar E: Ideas and Knowledge	1)  Sign up for the seminar before the deadline. 2) Read the compulsory literature for Seminar E. 3) Submit the preparation for Seminar E.
50	14/12	15.15-17.00	Closing Lecture

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Course Literature

Module 1: Project Management Basics

Recommended readings:

• Maylor, H. (2010). Project Management (4th ed.). Harlow, England: Pearson Prentice Hall. (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. (sign in using shibboleth, Chalmers library as institution, and log in with your CID)

The above editions are available as e-books from the Chalmers Library HERE. Note: the easiest way to find the textbooks is to search for "project management" as keyword at Chalmers Library and both e-books should appear as the top two results. 

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Module 2: Project Leadership

Compulsory readings:

• Barber, E., & Warn, J. (2005). Leadership in project management: from firefighter to firelighter. Management Decision, 43(7/8), 1032-1039.
• Introduction chapter (only) in Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Lawrence Erlbaum Associates Publishers.
• Holmberg, I., & Tyrstrup, M. (2010). Well then-What now? An everyday approach to managerial leadership. Leadership, 6(4), 353-372.

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Module 3: Project Methodologies

Compulsory readings:

• Lindkvist, L., Soderlund, J., & Tell, F. (1998). Managing product development projects: on the significance of fountains and deadlines. Organization studies, 19(6), 931-951.
• de Meyer, A., Loch, C., & Pich, M. (2002). Managing Project Uncertainty: From Variation to Chaos, Sloan Management Review, 43(2), 60-67.
• Takeuchi, H., & Nonaka, I. (1986). The new new product development game. Harvard business review, 64(1), 137-146.

Recommended readings:

• Enberg, C., Lindkvist, L., & Tell, F. (2006). Exploring the dynamics of knowledge integration: acting and interacting in project teams. Management Learning, 37(2), 143-165.
• Rigby, D. K., Sutherland, J., & Takeuchi, H. (2016). Embracing Agile. Harvard Business Review, 94(5), 40–50.

• Takeuchi, H. and Nonaka, I., 1986. The new new product development game. Harvard business review, 64(1), pp.137-146.

• The Scrum Guides https://scrumguides.org/scrum-guide.html 

• Large-Scale Scrum (LeSS) Rules https://less.works/less/rules

• Flow of Teams in LeSS Introduction to LeSS - Large Scale Scrum (LeSS)

• Feature teams  https://www.craiglarman.com/content/feature-teams/feature-teams.htm

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Module 4: Navigating in the Shadow System of Project Management

Compulsory readings:

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

Recommended readings:

• Hällgren, M., Jacobsson, M., & Söderholm, A. (2012). Embracing the drifting environment: The legacy and impact of a Scandinavian project literature classic. International Journal of Managing Projects in Business, 5(4), 695–713.
• Raven, B. (1965) Social influence and power. In I. D. Steiner & M. Fishbein (Eds.), Current studies in social psychology (pp. 371–382). New York: Holt, Rinehart, Winston.
• Feynman, R. P. (1974). Cargo Cult Science. Engineering and Science, 37(7), 10-13.

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Module 5: Managing Complex Projects in Uncertain Environments

Compulsory readings:

• 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.

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Module 6: Ideas and Knowledge

Compulsory readings:

• 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 readings:

• Nobelius, D., & 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).331-340.

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Closing Lecture 

Recommended readings:

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