2014/2015 BA-BPROO2040U Project-portfolio-management

English Title
Project-portfolio-management

Course information
Language	English
Course ECTS	7.5 ECTS
Type	Mandatory
Level	Bachelor
Duration	One Semester
Course period	Autumn
Timetable	Course schedule will be posted at calendar.cbs.dk
Study board	Study Board for Bachelor of Science (BSc) in Business Administration and Project Management
Course coordinator
John Christiansen - Department of Operations Management (OM)
Kontaktinformation: https://e-campus.dk/studium/student-hub/aabningstider-og-kontaktinformation
Main academic disciplines
Globalization, International Business, markets and studies Management Organization Economics, macro economics and managerial economics
Last updated on 12-01-2015

Learning objectives

After the course the students will be able to

Discuss the challenges with management of multiple projects and allocations of resources to those
Present fundamental management approaches and management technologies within the area
Demonstrate the use of some of these approaches and management technologies
Discus management challenges by using the different management approaches and management technologies
Discuss the application of management technologies and management approaches in different contexts
Chose among different approaches and present argument for these choices

Course prerequisites

Successful completion of 1 and 2 semester of HA-PRO

Examination

Projekt-porteføljestyring:
Exam ECTS	7,5
Examination form	Home assignment - written product
Individual or group exam	Individual
Size of written product	Max. 5 pages
Assignment type	Case based assignment
Duration	72 hours to prepare
Grading scale	7-step scale
Examiner(s)	Internal examiner and second internal examiner
Exam period	Winter Term
Make-up exam/re-exam	Another examination form Individual oral exam with examiner and second internal examiner. 20 minutes without preparation in curriculum.

Course content and structure

The course comes in three parts. Approximately 50% will present the normative view on portfolio management. The other half will come in two parts each focusion on how organizations and decisions makers deals with information and decision making in practice. One part will be based on a view seing portfolio management as judgement devices. Another part will focus on decion making in networks and is based on the theory of appropriateness.

Teaching methods

There will be a mix of class teaching and exercises (øvelseshold).

Expected literature

Preliminary list of references

Dye, Lowell D., and James S. Pennypacker. Project Portfolio Management: Selecting and Prioritizing Projects for Competitive Advantage. Havertown, PA: Center for Business Practices, 1999.

Mark Morgan, Raymond E. Levitt, and William A. Malek. Executing Your Strategy: How to Break It Down and Get It Done. Boston: Harvard Business School Press, 2008.

Baker, N.R. and David Wilemon. "Managing Complex Programs: A Review of Major Research Findings." R & D Management (1977) 8(1): 23-8.

J.S. Hammond, R.L. Keeney & H. Raiffa, Smart Choices, Harvard Business School Press, 1999.

Cooper, Robert G., Scott J. Edgett, and Elko J. Kleinschmidt. "Best Practices for Managing R&D Portfolios." Journal of Industrial Research Institute (41): 1998.

Cooper, Robert G., Scott J. Edgett, and Elko J. Kleinschmidt. Portfolio Management for New Products. 2nd ed. Cambridge, MA: Perseus Publishing, 2002.

Kendall, G. I. & Rollins, S. C. 2003. Advanced project portfolio management and the PMO. J. Ross Publishing, Inc: Florida.

Brown, Tim. Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation. New York: Harper Business, 2009

M. Jeffery & J.F. Norton, Kellogg School of Management - MDCM Inc. (B): Strategic IT Portfolio Management, 1-8; 2006.

M. Jeffery & R. Cooper, Kellogg School of Management - Danaka Corporation: Growth Portfolio Management, 1-16; 2007.

Leliveld, Ingmar and Mark Jeffery. IT Portfolio Management: Challenges and Best Practices. Kellogg School of Management and Diamond Cluster International, Research Report, Spring 2003.

Light, Matt. "Magic Quadrant for Project Portfolio Management, 2003." Gartner Research, July 2003.

Carr N. G. Unreal Options. Harvard Business Review, 2002.
Johnson k. L. Close the Gap Between Projects and Strategy. Harvard Business Review, 2004.

Mark Morgan, Raymond E. Levitt, and William A. Malek. Executing Your Strategy: How to Break It Down and Get It Done. Boston: Harvard Business School Press, 2008.

Baker, N.R. and David Wilemon. "Managing Complex Programs: A Review of Major Research Findings." R & D Management (1977) 8(1): 23-8.

J.S. Hammond, R.L. Keeney & H. Raiffa, Smart Choices, Harvard Business School Press, 1999.

Cooper, Robert G., Scott J. Edgett, and Elko J. Kleinschmidt. "Best Practices for Managing R&D Portfolios." Journal of Industrial Research Institute (41): 1998.

Cooper, Robert G., Scott J. Edgett, and Elko J. Kleinschmidt. Portfolio Management for New Products. 2nd ed. Cambridge, MA: Perseus Publishing, 2002.

Kendall, G. I. & Rollins, S. C. 2003. Advanced project portfolio management and the PMO. J. Ross Publishing, Inc: Florida.

Brown, Tim. Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation. New York: Harper Business, 2009

M. Jeffery & J.F. Norton, Kellogg School of Management - MDCM Inc. (B): Strategic IT Portfolio Management, 1-8; 2006.

M. Jeffery & R. Cooper, Kellogg School of Management - Danaka Corporation: Growth Portfolio Management, 1-16; 2007.

Leliveld, Ingmar and Mark Jeffery. IT Portfolio Management: Challenges and Best Practices. Kellogg School of Management and Diamond Cluster International, Research Report, Spring 2003.

Light, Matt. "Magic Quadrant for Project Portfolio Management, 2003." Gartner Research, July 2003.

Carr N. G. Unreal Options. Harvard Business Review, 2002.

Johnson k. L. Close the Gap Between Projects and Strategy. Harvard Business Review, 2004.