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2010/2011  BA-2PMO  Project Management

English Title
Project Management

Course Information

Language English
Point 7,5 ECTS (225 SAT)
Type Mandatory
Level Bachelor
Duration One Quarter
Course Period Autumn . Second Quarter
Time Table Please see course schedule at e-Campus
Study Board
Study Board for BA in Information Management
Course Coordinator
Kjell Tryggestad
Main Category of the Course
  • Management

Taught under Open University-Taught under open university.
Last updated on 29 maj 2012
Learning Objectives
The project has become an increasingly important form of organizing core business processes such as innovative product development. Yet, the project also requires it own particular project management competence. The course aims to provide students with analytical tools and capabilities that will allow them to comprehensively examine the challenges of managing innovative projects under high uncertainty. Incomplete knowledge of alternatives and consequences is assumed to be a prevailing condition.
20 min Individual oral exam based on group paper
Exam Period May/June
Individual, oral examination in the curriculum based on a paper written in groups. One grade is given, reflecting an overall assessment of the paper and the oral examination.

• Re-takes for students, who did not pass the ordinary exam as well as students who were ill during the oral examination is held as an individual oral examination in curriculum based on the same paper as used for the ordinary examination.
• Re-takes for students, who were ill during the writing of the paper is held as an individual oral examination in curriculum based on an individual 4-pages paper.
Prerequisites for Attending the Exam
Course Content

Class work contains three interrelated tracks:

1) One track consists of thematic lectures that develop the core analytical themes of project management with the help of obligatory readings. Please observe that the literature listed under each lecture also will include empirical cases and examples to be used in further analysis and class discussion (see also below).

2) A second track expands on the theme through case-based discussions and students own presentations. This track provides a training ground for the upcoming exam. In due time prior to the presentations, students will be supplied with an assignment with some questions to facilitate discussion. At least two groups will make a presentation each day. The students are encouraged to use Power Points to support their presentation. All students are expected to be well prepared and to be active in facilitating discussion.

3) The third track, i.e., the Method session aims to give a final edge to your analytical tools and capabilities as you work on the task of solving the Quarter Paper assignment.

Teaching Methods
Thematic lectures and student presentations/workshop.
As part of the course students are required to organize a project group consisting of 4 students. The group will work together during the course in order to prepare student presentations and complete the Quarter Paper assignment. Both these tasks will have to deal with readings and themes of the course curriculum. The Quarter Paper assignment will be carried out after class work.

• Gardiner, Paul D. (2005): Project Management. A Strategic Planning Approach. Palgrave/Macmilan.

• Kreiner, Kristian (1995): In search of relevance: Project management in drifting environments. Scandinavian Journal of Management. Vol. 11, No. 4, pp. 335-346

• PMI (2004): A Guide to the Project Management Body of Knowledge. PMBOK Guide. Third Edition. Project Management Institute. pp. 3-18

• Lundin, Rolf A. & Söderholm, Anders (1995): A Theory of the Temporary Organization. Scandinavian Journal of Management. Vol. 11, No. 4, pp. 437-455

• Egwall, Mats (2002): The futile dream of the perfect goal. In: Sahlin-Andersson, Kerstin & Söderholm, Anders (2002): Beyond project management. New perspectives on the temporary - permanent dilemma. Liber, Anstrakt, CBS Press. pp. 261-277

• McDonald, James (2002): Software project management audits –– update and experience report. The Journal of Systems and Software 64, pp. 247–255

• Atkinson, Roger, Crawford, Lynn & Ward, Stephen (2006): Fundamental uncertainties in projects and the scope of project management. International Journal of Project Management. Vol. 24, pp. 687-698

• Akrich, Madeleine; Michel Callon; and Bruno Latour: ‘The key to success in innovation Part I: The art of interessement’,International Journal of Innovation Management, vol. 6, no. 2, June 2002, pp. 187-206.

• Akrich, Madeleine; Michel Callon; and Bruno Latour: ‘The key to success in innovation Part II: The art of choosing good spokespersons’,International Journal of Innovation Management, vol. 6, no. 2, June 2002, pp. 207-225.

• Newcombe, Robert (2003): From client to project stakeholders: a stakeholder mapping approach. Construction Management & Economics. Vol. 21, No. 8, pp. 841 – 848

• Atkinson, Roger (1999): Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria. International Journal of Project Management. Vol. 17, No. 6, pp. 337-342

Georg, Susse and Tryggestad, Kjell ( 2009): On the emergence of roles in construction: The qualculative role of project management. Construction Management and Economics; 27, pp. 969–981