Course syllabus
Welcome to this course in Project Management IBB138!
Lectures, seminars and tests 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 (for lectures/seminars marked "Extra", these will not be used if we do not announce otherwise).
The Q&A session for module 1 will be held on Zoom (password: PM2023): https://chalmers.zoom.us/j/63004256917
This zoom link also works for the Introduction Lecture on Mars 21!
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, you need to sign up and prepare according to the instructions for each seminar. Please note that unprepared students will not be allowed to participate to the seminars.
Communication and questions in the course will be channeled via our course assistant Sai Rohan Gowtham Kodati to provide you with a cohesive response. Kindly direct all questions to him at kodati@student.chalmers.se
The course is managed by Hanna Rydehell and examined by Ingrid Johansson Mignon.
Schedule and Preparatory work
| Week |
Date |
Time |
Course Activity |
Preparations (videos and articles are available under each module) |
| 12 | 21/3 | 13.15-15.00 |
Course Introduction (NOTE! Moved to Zoom, https://chalmers.zoom.us/j/63004256917) |
|
| 13 | 30/3 | 13.15-14.00 |
Q&A Module 1: PM Basics - pre-recorded videos (Zoom) |
1) Watch the pre-recorded videos and read the compulsory textbook chapters. 2) Send your questions to Lars (lars.hallin@chalmers.se) in advance. |
| 13 | 31/3 | 13.00-15.00 | Test 1 (PM Basics Test) | Read, watch and practice the material for Module 1. |
| 14 | Self-studies (Easter holiday) | |||
| 15 | 13/4 | 13.15-15.00 | Module 2: Project methodologies | Read the compulsory literature for Lecture 2 under Module 2. |
| 15 | 14/4 | 13.15-15.00 | Module 2: Agile development | Read the compulsory literature for Lecture 3 under Module 2. |
| 16 |
20/4 |
13.15-17.00 | Module 2 Seminar A: Lego4Scrum |
1) Sign up for the seminar before the deadline. 2) Do the preparations for Seminar A. |
| 17 | 25/4 | 15.15-17.00 | Module 3: Project Leadership and Self-Organizing Systems |
1) Read the compulsory literature for Lecture 4 under Module 3. 2) Read the compulsory literature for Lecture 5 under Module 3. |
| 17 | 27/4 | 15.00-17.00 | Module 3 Seminar B: Project Leadership |
1) Sign up to Seminar B before the deadline. 2) Do the preparations for Seminar B. |
| 17 | 28/4 | 13.00-15.00 | Written Test 2 |
Read the compulsory literature and prepare the questions for Modules 2 and 3. |
| 18 | 2/5 | 13.15-15.00 |
Module 4: The Shadow System of Project Management |
Read the compulsory literature for Lecture 6 under Module 4. |
| 18 | 2/5 | 15.15-17.00 |
Module 4: On Leeway/Rigor and Demand/Supply in Managing Projects |
Read the compulsory literature for Lecture 7 under Module 4. |
| 18 | 4/5 | 13.15-15.00 | Module 4 Seminar C: How to Deal with the Shadow System in Practice |
1) Sign up for the seminar before the deadline. 2) Do the preparations for Seminar C. |
| 19 | 9/5 | 13.15-15.00 | Module 5: Managing Complex Projects in Uncertain Environments |
Read the compulsory literature for Lecture 8 under Module 5. |
| 19 | 11/5 | 13.15-15.00 |
Module 5: Knowledge Integration in Projects |
Read the compulsory literature for Lecture 9 under Module 6. |
| 20 | 16/5 | 13.15-15.00 |
Module 5 Seminar D: Complexity, uncertainty and knowledge integration in projects |
1) Sign up for the seminar before the deadline. 2) Do the preparations for Seminar D. |
| 21 | 23/5 | 13.15-15.00 | Closing Lecture | |
| 21 | 26/5 | 13.00-15.00 | Written Test 3 |
Read the compulsory literature and prepare the questions for Modules 4 and 5. |
Course Literature
Module 1: Project Management Basics
Compulsory reading:
- Pinto, J. K. (2020). Project Management: Achieving Competitive Advantage (5th Global ed.). Boston: Pearson Education. Chapters 3, 5, 7 to 10 (included) an 12 to 14 (included). Links to an external site.(sign in using shibboleth, Chalmers library as institution, and log in with your CID)
The above edition is available as e-book from the Chalmers Library HERE. Note: the easiest way to find the textbook is to search for "project management" as keyword at Chalmers Library and the e-book should appear among the top results.
Module 2: 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:
- Rigby, D. K., Sutherland, J., & Takeuchi, H. (2016). Embracing Agile. Harvard Business Review, 94(5), 40–50.
-
The Scrum Guides https://scrumguides.org/scrum-guide.html
-
Large-Scale Scrum (LeSS) Rules https://less.works/less/rulesLinks to an external site.
Flow of Teams in LeSS Introduction to LeSS - Large Scale Scrum (LeSS)Links to an external site.
Links to an external site. Feature teams https://www.craiglarman.com/content/feature-teams/feature-teams.htmLinks to an external site.
Module 3: Project Leadership
Compulsory readings:
- Barber, E., & Warn, J. (2005). Leadership in project management: from firefighter to firelighter. Management Decision, 43(7/8), 1032-1039.
- Manz, C. C., Shipper, F., & Stewart, G. L. (2009). Everyone a Team Leader: Shared Influence at W. L. Gore & Associates. Organizational Dynamics, 38(3), 239–244.Download Manz, C. C., Shipper, F., & Stewart, G. L. (2009). Everyone a Team Leader: Shared Influence at W. L. Gore & Associates. Organizational Dynamics, 38(3), 239–244.
- Empson, L., Langley, A., & Sergi, V. (2023). When Everyone and No One is a Leader: Constructing individual leadership identities while sustaining an organizational narrative of collective leadership. Organization Studies, 44(2), 201–227.
Module 4: Navigating in the Shadow System of Project Management
Compulsory readings:
- Argyris, C. (1991). Teaching Smart People How to Learn. Harvard Business Review, 69(3), 99-109.
- Ouchi, W. G. (1980). Markets, Bureaucracies, and Clans. Administrative Science Quarterly, 25(1), 129-141. doi: 10.2307/2392231
Recommended reading:
- Buchanan, D., & Badham, R. (1999). Politics and Organizational Change: The Lived Experience. Human Relations, 52(5), 609-629.
- 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.
- 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
- Mintzberg, H. (1980). Structure in 5’s: A Synthesis of the Research on Organization Design. Management Science, 26(3), 322-341.
- Olin, T., & Wickenberg, J. (2001). Rule Breaking in New Product Development - Crime or Necessity? Creativity & Innovation Management, 10(1), 15-25.
Module 5: Complexity, Uncertainty, and Knowledge Integration in Projects
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.
- Brusoni, S., Prencipe, A., & Pavitt, K., (2001). Knowledge specialization, organizational coupling, and the boundaries of the firm: Why do firms know more than they make out? Administrative Science Quarterly, 46 (4), 597–621.
- 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.
Course summary:
| Date | Details | Due |
|---|---|---|