PROJECT MANAGEMENT: Leadership and Control

Transcription

1 PROJECT MANAGEMENT: Leadership and Control ME2016 (6 credits) Exchange students Course plan, ver 1 (070817) Period 1, HT-2007

2 Course description: Projects as a form of organizing industrial work is becoming increasingly usual in most sectors of society, and project management thus becomes a common work content for engineers. In practice, most of today s students of engineering, science, business and social science will be involved in project work within just a short time after graduation, in one way of another. Many of the major employers of engineering graduates has already organised large parts of their operations by projects. The emergence of projects as a central form of organising industrial work also corresponds to an emergent professionalisation of project management. Those who are assigned responsibility for large projects often have project management as their occupation, and has acquired a thorough knowledge on project management as a theoretical discipline. The overall aim of the course is to give participants comprehensive knowledge on project management in different types of industrial operations. After passing the course successfully, the student shall be able to participate in industrial project work in their respective technological areas. After passing the course, the participant should be able to: Describe why and how Project Management can be used to enhance the competitiveness of modern industrial organizations Describe the structure of Project Management as a field of knowledge and explain basic concepts of the field Describe the main characteristics and differences of/between industrial delivery projects, product development projects and internal development projects. Formulate project goals that are realistic, solution-neutral and evaluable Use tools such as WBS/PBS, OBS, Gantt and PERT/CPM for detailed time planning of a project, and also be able to choose what tools that should/should not be used Describe basic stage-gate models such as PROPS or PPS Describe a theoretical risk management process and use simplified tools such as Minirisk Describe a project budgeting process and explain the use of Earned Value Management Explain the relation between projects and permanent organizations, and describe what different solutions that exist in order to alleviate the problems inherent in that relation Explain the relation between projects and their external environments and apply a stakeholder management process to a specific project Describe the main tasks and responsibilities of project managers Analyse a real life project by means of Project Management concepts and tools, and give recommendations on how to improve the management of that project

3 The course is focused on planning and control activities in contract-based projects and change projects in several industrial areas. The established project management theory is compared to a number of cases. Starting by providing a basic understanding of the project management discipline and profession, the course goes on to topics such as project planning, project organising, management control and project leadership. A major term paper task will be carried out in the form of an empirical study of a real life project. Guest lecturers from industry will provide their views of practical project management. Prerequisites: Course participants shall have passed the basic course in industrial economics and management (or having corresponding knowledge). Exams: Course exams consist of two parts, and you need to have at least Pass (grade E) on both in order to get a full course grade: Part 1: Comprehensive written examination (TEN1) The comprehensive written examination takes place October 23 rd, in rooms Q11, Q13, Q15 and Q17. The comprensive written examination has a maximum of 40 points. For passing (grade E), 20 points are required. In the total course result, the comprehensive written examination stands for 50% of the total course grade (see below). The examination will refer to the whole course contents, i.e. the course literature, the lecture contents, and material distributed throughout the course. IT IS MANDATORY TO SIGN UP FOR THE COMPREHENSIVE WRITTEN EXAMINATION BEFOREHAND! You sign up through IT IS NOT POSSIBLE TO SIGN UP THROUGH THE DEPARTMENT NEITHER THE STUDENT EXPEDITION NOR THE TEACHERS WILL HANDLE ANY SUCH MESSAGES! Part 2: Term paper (SEM1) In order to get practical experiences within the respective technological specialities, students are required to make an empirical study of a real life project here referred to as the PRP (Project Real Project). The study is reported as a term paper of about 25 pages, and the study is carried out in groups of 2-4 students. The groups are organized by students themselves, and their final composition is reported on the front page of the term paper. Groups cannot consist of more than 4 students. The term paper is delivered according to the enclosed course schedule. If the final paper is delivered too late, points will be withdrawn. All delivery deadlines are specified in

4 the time schedule and the PRP instruction sheet. The term paper is graded in the same way as the comprehensive written examination, i.e. with 20 points as the minimum requirement for passing (E) and with 40 points as maximum. The standardised cover sheet shall be used. It can be obtained from the student expedition (usually in a box outside the door). Final grading: The final grade on the course can be A, B, C, D, E (all implying a pass) or F (fail). Each of the two examination parts (TEN1 and SEM1) can also be graded with Fx (implying a fail with possibility of having an opportunity to raise the grade to E). For the different exam parts and grades, the following minimum requirements are applied: Grade F Final grade (full course grade, 6cr) Less than 40 points in total or a grade below E set on TEN1 and/or SEM1 or no grade set on TEN1 and/or SEM1. TEN1 (grade on written exam, 3cr) Less than 18 points. SEM1 (grade on PRP term paper, 3cr) Less than 18 points. Fx (not applicable) 18 19,5 points ,5 points. E D C B A 40 47,5 points, given that both 48 55,5 points, given that both 56 63,5 points, given that both 64 71,5 points, given that both points, given that both 20 23,5 points or complementary work done out from an Fx situation ,5 points or complementary work done out from an Fx situation ,5 points ,5 points ,5 points ,5 points ,5 points ,5 points points points. The practical application of the grade Fx follows the general KTH guidelines, thus implying a limited possibility to achieve Pass (E) in a part of a course that is subject to grading in a situation where the student has Failed. Fx is a grade in its own right and is registered in the Swedish national university study merit system LADOK. To raise a grade from Fx to E (Fx can never be raised to the grades A-D), complementary work is required. Complementary work is defined by the responsible course tutor and shall be handed in no later than six weeks after the original grade has been issued, but in the case of written exams - still before the next ordinary examination opportunity. After these six weeks, the grade is automatically set to F. According to KTH policy, a student that has achieved the grade E or higher are entitled to take

5 exams anew in order to try to raise the grade (so called plussning). A plussning effort can never result in a lower grade. In this course, plussning means the following for the two examination parts: TEN1: Re-take the written examination the next time ordinary exams on the course are arranged. SEM1: Hand-in of an entirely new PRP report during the next period when the course is given. Course literature: Book: Maylor, H. (2005) Project Management. London: Pearson. 3 rd ed. ISBN Article list: 1. Inquiring into the Temporary Organisation: New Directions for Project Management Research Johann Packendorff, Scandinavian Journal of Management, 11 (1995). 2. A Theory of the Temporary Organisation Rolf A Lundin and Anders Söderholm, Scandinavian Journal of Management, 11 (1995). 3. Chritical chain: the theory of constraints applied to project management Graham K. Rand, International Journal of Project Management 18 (2000). 4. Company-wide project management: the planning and control of programmes of projects of different types John H Payne, J Rodney Turner, International Journal of Project Management 17 (1999). 5. Project: The just necessary structure to reach your goals Julie Stal-Le Cardinal, Franck Marle, International Journal of Project Management 24 (2006). 6. Uncovering the trends in project management Lynn Crawford, Julien Pollack, David England, International Journal of Project Management, 24 (2006). 7. Understanding internally generated risks in projects Richard Barber, International Journal of Project Management, 23 (2005). 8. The resource allocation syndrome Mats Engwall and Anna Jerbrant, International Journal of Project Management 21 (2003), Six key points to merge project marketing into project management Bernard Cova, Robert Salle, International Journal of Project Management 23 (2005) 10. Standardized project management may increase development projects success Dragan Milosevic, Peerasit Patanakul, International Journal of Project Management 23 (2005). All articles can be downloaded in pdf-format from the course homepage (see below). In addition, material will be distributed throughout the course, normally available at the student expedition after the lecture. Electronically avaliable material will be published at the course homepage, also normally after the respective lecture.

6 Course homepage: The course homepage is placed on the new central KTH course web. It can be reached from the homepage of KTH by following these steps: 1. Open the page 2. Click on Studentwebben down to the right 3. Click on Program och kurser to the left 4. Click on Kurshemsidor to the left 5. Click on Kurshemsidor ITM to the left 6. Click on INDEK to the left 7. Click on the course title of this course, ME2016, in the list of courses 8. Click on HT07 omg 1 Exchange students to the left 9. Follow the instructions on the page to access the desired information 10. Save a link to the page so that you don t have to follow all these steps again Responsible tutor: Johann Packendorff, PhD, associate professor and senior lecturer of project management. Johann has worked with research and teaching in the field of project management since 1992 at the Umeå School of Business & Economics and the Royal Institute of Technology (KTH). He also acts as consultant to several companies. Dept of Industrial economics and management, KTH Phone: [email protected] Student expedition, Indek: Phone Fax Visiting address Lindstedtsvägen 30 Stockholm Monday - Friday , Closed for lunch Course administrators: Linda Carlsson and Christer Lindholm Dept of Industrial economics and management, KTH Adresses to class rooms: See

7 Course admission: All students must be registered at their respective kansli in order to be able to claim credits for the course. If you are not on the course registration list, contact your kansli immediately!