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Project
Management and Product Development:
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| Exam
ECTS |
7,5 |
| Examination form |
Oral exam based on written product
In order to participate in the oral exam, the written product
must be handed in before the oral exam; by the set deadline. The
grade is based on an overall assessment of the written product and
the individual oral performance. |
| Individual or group exam |
Individual oral exam based on written group
product |
| Number of people in the group |
3-5 |
| Size of written product |
Max. 5 pages |
| Assignment type |
Synopsis |
| Duration |
Written product to be submitted on specified date and
time.
20 min. per student, including examiners' discussion of grade,
and informing plus explaining the grade |
| Preparation time |
No preparation |
| Grading scale |
7-step scale |
| Examiner(s) |
Internal examiner and second internal
examiner |
| Exam period |
Winter |
| Make-up exam/re-exam |
Same examination form as the ordinary exam
Make-up/re-exam will take place in
the Fall with a report submission deadline in October. If the
student did not pass the regular exam, a new or a revised project,
cf. advice from the examiner of the ordinary exam, must be handed
in by the new deadline.
* if a student is absent from the oral exam due to documented
illness but has handed in the written group product she/he does not
have to submit a new product for the re-take. However the group
product must be uploaded once again on Digital Exam.
* if a whole group fails the oral exam they must hand in a revised
product for the re-take.
* if one student in the group fails the oral exam the course
coordinator chooses whether the student will have the oral exam on
the basis of the same product or if he/she has to hand in a revised
product for the re- take.
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The course develops the theme of Project Management and Product
Development in relation to organizational and behavioral theories.
Innovative product development (including goods and services) is
regarded as an organizational achievement. There is a strong focus
on the way in which actors organize their product development
projects, in relation to which institutions and with what
consequences for the product development project. Theories covered
include contemporary perspectives on project management and product
development. The context of product development, notably the
linkage between the project organization and the market, is
emphasized. As a further foundation for the course, the literature
on networks, knowledge creation and organizational learning is
covered. The ways in which current project management tools for
product development can enable and constrain the innovative process
are also thoroughly discussed. As a part of the course students
must investigate a real life case of product development and
complete a short project carried out in groups that deals with
themes and literature in the course curriculum.
To remain innovative, companies need to develop new products – and
do it quickly. This implies access to a variety of highly
distributed forms of knowledge and technologies. However, obtaining
access to such resources is only the first step towards a solution
to the problem of innovative product development. The crucial and
challenging task is to organize and manage resources so as to make
them conducive to product innovation. The project has become an
increasingly important form of organizing core business processes
such as product development. This project-based form of organizing
requires its own particular management competence. The course aims
to provide students with analytical tools and capabilities that
will allow them to comprehensively examine the challenges of
organizing and managing innovative product development projects
under high uncertainty. Incomplete knowledge of alternatives and
consequences is assumed to be a prevailing condition.
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Lundin, R. & Hällgren, M.,Advancing research on projects and
temporary organizations, Copenhagen Business School Press
Enberg, C.,Lindkvist, L. & Tell, F. (2006), Exploring the
Dynamics of Knowledge Integration. Acting and Interacting in
Project Teams, Management Learning, Vol. 37:2 (pp. 143-165)
Hernes, T. and Weik, E. (2007), Organization as Process. Drawing a
line between endogenous and exogenous views, Scandinavian Journal
of Management, Vol. 23, Nr. 3, pp. 251-264.
Kreiner, K. and Tryggestad, K. (2002): The co-production of chip
and society: Unpacking packaged knowledge, Scandinavian Journal of
Management, Vol. 18, pp. 421-449.
March, J. G. (1999), “Introduction” to The Pursuit of
Organizational Intelligence. Malden, Massachusetts: Blackwell (pp.
1-10).
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