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2019/2020  KAN-CMIBO1036U  Project Management and Product Development

English Title
Project Management and Product Development

Course information

Language English
Course ECTS 7.5 ECTS
Type Mandatory
Level Full Degree Master
Duration One Quarter
Start time of the course Autumn, Second Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Claus Varnes - Department of Marketing (Marketing)
Just Pedersen
Main academic disciplines
  • Project and change management
Teaching methods
  • Face-to-face teaching
Last updated on 28-06-2019

Relevant links

Learning objectives
  • Explain the challenges of managing projects in general and product development projects
  • Be able to explain and compare the different management approaches / methods for projects
  • Explain how these methods and management tools can be applied in practice
  • Be able to account for and discuss the managerial challenges by applying the different management methods and tools.
  • Explain the application of project management methods and tools in different contexts
  • Be able to argue for the choice of different methods and management tools in the context of project management and product development
Prerequisites for registering for the exam (activities during the teaching period)
Number of compulsory activities which must be approved: 1
Compulsory home assignments
The student must get 1 out of 2 assignments/activities approved in order to attend the ordinary exam.

Assignment 1: Paper structure assignment
Each group, consisting of 4-5 students, is required to submit an assignment detailing a proposed exam paper structure for project management and product development, including a research question, data collection plan and choice of theory. The assignment, which must have a maximum length of 2 pages per student, should argue how the proposed structure allows for an in-depth analysis of the research question, and how the research questions allow for critically addressing the theories in the course. The assignment is to be uploaded at a specified date. The groups are then paired and given the proposal of another group, which they must criticize with a 1 page feedback. A rubrics for feedback will be provided. A grade of pass or fail will be given based on a holistic assessment of the assignment and the feedback and the feedback paper.

Assignment 2: Multiple-choice quiz
Toward the final lectures, a multiple-choice quiz will be given to the students. The quiz will serve as feedback both to the students in informing them individually, where they may have lacks, but also to the faculty on where to focus the final lectures.
The quiz will follow the format of the PMI test, which is a recognized professional test within project management.

Students will not have extra opportunities to get the required number of compulsory activities approved prior to the ordinary exam. If a student has not received approval of the required number of compulsory activities or has been ill, the student cannot participate in the ordinary exam.
If a student prior to the retake is still missing approval for the required number of compulsory activities and meets the pre-conditions set out in the program regulations, an extra assignment is possible.

The extra assignment is a 10 page home assignment that will cover the required number of compulsory activities. If approved, the student will be able to attend retake.
Project Management and Product Development:
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 Oral group exam based on written group product
Number of people in the group 4-5
Size of written product Max. 20 pages
Assignment type Project
Written product to be submitted on specified date and time.
15 min. per student, including examiners' discussion of grade, and informing plus explaining the grade
Grading scale 7-point grading scale
Examiner(s) Internal examiner and second internal examiner
Exam period Winter
Make-up exam/re-exam
Same examination form as the ordinary exam
* 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.
Course content, structure and pedagogical approach

Project Management has become an increasingly relevant form of organizing key business processes such as product development. Yet, Project Management also increasingly requires its own particular competences. The course aims to provide participants with analytical tools and capabilities that will allow them to comprehensively examine the challenges of managing projects.


The course develops the theme of Project Management by contrasting different theoretical approaches, challenges, methods, management tools. Product Development of all types (including infrastructure, building, goods and services etc) is regarded as a type of project, which will be given special attention, but other types of projects will covered as well. Specifically, a contemporary, decisive, and business-oriented approach to project management is contrasted with advanced research on the relationship between project management and modern organizations.


The course will thus shift between a business-oriented perspective on project management, as expressed e.g. in the Project Management Book of Knowledge, and advanced research such as e.g. the Scandinavian school of Project Management, enabling the participants to both understand and go beyond best practice / “how to” prevalent among practitioners of project management.


Description of the teaching methods
The method of teaching will be a combination of traditional class lectures with other elements as such as guest lecturers, panel discussion, brainstorming sessions, quizzes and group presentations. The group presentations (or similar creative learning material) will be held by 3-5 students and there will be approx. two presentations per session. The presentations will be based on examinations of real-life projects. It is the aspiration of this course that all students will present at least once.
Feedback during the teaching period
Verbal feedback will given after student presentations.
Student workload
Teaching 36 hours
Preparation 100 hours
Exam 70 hours
Expected literature


  • Pinto, J.K. (2015) “Project Management: Achieving Competitive Advantage, Global Edition, 4/E”, Pearson ISBN-13: 9781292094793



  • Andersen, E. S. (2014) ”Two Perspectives on Project Management”. In Lundin, Rolf A, & Hällgren, Markus. (2014). Advancing research on projects and temporary organizations. Frederiksberg: Copenhagen Business School Press. - https:/​/​primo.kb.dk/​primo-explore/​fulldisplay?docid=CBS01000689538&context=L&vid=CBS&search_scope=Blended&tab=default_tab&lang=da_DK
  • Turner, J.R. & Cochrane, R.A. (1993). Goals-and-methods matrix: Coping with projects with ill defined goals and/or methods of achieving them. International Journal of Project Management, 11(2), 93-102. https:/​/​doi.org/​10.1016/​0263-7863(93)90017-H
  • Leonard-Barton, D. (1992) "Core Capabilties and core rigidities: a paradox in managing new product development", Str. Management Journal vol 13, pp 111-125 https:/​/​doi.org/​10.1002/​smj.4250131009
  • Kreiner, K. (2014) “Restoring Project Success as Phenomenon”. In Lundin, Rolf A, & Hällgren, Markus. (2014). Advancing research on projects and temporary organizations. Frederiksberg: Copenhagen Business School Press. - https:/​/​primo.kb.dk/​primo-explore/​fulldisplay?docid=CBS01000689538&context=L&vid=CBS&search_scope=Blended
  • Shenhar, A.J., Levy, O. & Dvir, D. (1997), Mapping the dimensions of project success, Project Management Journal June 1997 – vol. 28, nr. 2, pp. 5-13 http:/​/​reinventingprojectmanagement.com/​material/​other/​7.%20Mapping%20dimensions%20of%20projects%20success%20PMJ%201997.pdf
  • Artto, Kujala, Dietrich & Martinsuo, (2008) "What is project strategy?", International Journal of Project Management 26 pp. 4–12 - https:/​/​doi.org/​10.1016/​j.ijproman.2007.07.006
  • Löwstedt, M; Räisänena, C. & Leiringer, R. (2018) “Doing strategy in project-based organizations: Actors and patterns of action”, International Journal of Project Management, Volume 36, Issue 6, August 2018, Pages 889-898, https:/​/​doi.org/​10.1016/​j.ijproman.2018.05.002
  • Schwaber, K. & Sutherland, J. (2017) The Definitive Guide to Scrum: The Rules of the Game, scrum.org, https:/​/​www.scrum.org/​resources/​scrum-guide
  • Takeuchi, H. & Nonaka, I. (1986) The New New Product Development Game, Harvard Business Review, Janury 1986 https:/​/​hbr.org/​1986/​01/​the-new-new-product-development-game
  • Christiansen, J. K. & Varnes, C.J. (2009) "Formal Rules in Product Development: Sensemaking of Structured Approaches", Journal of Product Innovation Management 2009;26 pp.502–519 https:/​/​doi.org/​10.1111/​j.1540-5885.2009.00677.x
  • Beverland, M. B., Micheli, P. and Farrelly, F. J. (2016), Resourceful Sensemaking: Overcoming Barriers between Marketing and Design in NPD. J Prod Innov Manag, 33: 628-648. doi:10.1111/jpim.12313
  • Turner, J. R. & Müller, R. (2005). The project manager's leadership style as a success factor on projects: a literature review. Project Management Journal, 36(2), 49–61. https:/​/​www.researchgate.net/​publication/​258568476_The_Project_Manager's_Leadership_Style_as_a_Success_Factor_on_Projects_A_Literature_Review
  • Palmquist, S., Lapham, M. A., Garcia-Miller, S., Chick, T., & Ozkaya, I. (2013) “Parallel Worlds: Agile and Waterfall Differences and Similarities” (CMU/SEI-2013-TN-021). http:/​/​resources.sei.cmu.edu/​library/​asset-view.cfm?AssetID=62901
  • Flyvbjerg, B (2005) Deception by Design: the politics of megaprojects, Harvard Design Magazine https:/​/​www.researchgate.net/​publication/​244488902_Design_by_Deception_The_Politics_of_Megaproject_Approval
  • Lovallo, D. & Kahneman, D. (2003) Delusions of Success: How Optimism Undermines Executives’ Decisions, Harvard Business Review https:/​/​hbr.org/​2003/​07/​delusions-of-success-how-optimism-undermines-executives-decisions
  • Cooper, R. & Dreher, A. “Voice-of-Customer Methods: What is the Best Source of New-Products Ideas?”, Marketing Management 19, 2010 - https:/​/​www.stage-gate.net/​downloads/​wp/​wp_40.pdf
  • Van der Hoven, C., Michea, A., Varnes, C.J. & Goffin, K. (2013) ”Giving the customer a voice: a study of market research methods and their perceived effectiveness in NPD”, presented at 20th International Product Development Management Conference, Paris, 23rd-25th June, 2013 https:/​/​dspace.lib.cranfield.ac.uk/​bitstream/​handle/​1826/​8004/​Giving_the_customer_a_voice.pdf?sequence=1&isAllowed=y
  • Christiansen, J.K. & Varnes, C.J. (2008) "From models to practice: decision making at portfolio meetings", International Journal of Quality & Reliability Management, Vol. 25 Issue: 1, pp.87-101, https:/​/​doi.org/​10.1108/​02656710810843603
  • Martinsuo, M. (2013) “Project portfolio management in practice and in context” International Journal of Project Management - Volume 31, Issue 6, August 2013, Pages 794-803 https:/​/​doi.org/​10.1016/​j.ijproman.2012.10.013
Last updated on 28-06-2019