Project Management Faculty: Torbjörn Stjernberg ([email protected]) Oxana Smochin...

Project Management

Faculty:Torbjörn Stjernberg ([email protected])

Oxana Smochin ([email protected])Petra Adolfsson

Today

• Introduction• Outline of the course and our expectations• Brainstorming – projects to study• Forming groups, expectations and “group contracts”

• Jan Inge Eliasson, Technical Director D/E Cars, Volvo Cars about starting a product development project

• Reflections, work on the plans to be presented next week.

Presentations

NameProgram Parallel courses and commitmentsEarlier courses this autumnSpecial “project” interests

Our “Joint Learning Project”

Philosophy•The course as a joint project•Reflection as tool for learning•Student influence

Our “Joint Learning Project”

Tasks•Studying a complex project in groups of three and presenting the result in writing and in class Jan 11 and 13•Exam based on

– Textbook - an overview of project terminology and conceptual tools, and on – Articles – introduction to research about projects, and to some critical

reflections– Reflections during the course

•Presentation of some case and or literature in one of the Nov/ Dec seminars•Plan for your group’s work – to be presented next week•Weekly reflections

Philosophy•The course as a joint project•Reflection as tool for learning•Student influence

Overview of the program

Five seminars 9.15 to 17 Thursdays Nov 4, Nov 11, Nov 18, Dec 2, Dec 9Reflections, commentsGuest – usually short introduction and then “hearing”Student presentationsTutoring, work in the groups

Exam Dec 16 with 2nd chance Jan 21 and 3rd chance March 11

Student presentations Jan 11 / Jan 13 of main project study

Students’ Commitment (1)Each group is expected to:•Present a plan and/or hand in a plan in seminar 2 for your group’s learning project

This activity is not graded



•Make a presentation of a case and relevant literature at either seminar 3, 4 or 5. Presentations will be evaluated and given between 1-10 points




•Submit weekly reflection papers every WednesdayPlease note that we will deduct 2 points per missing group reflection from each group member’s final individual grade score. In case when reflections are handed in late, 1 point will be subtracted





•Prepare questions for hearing with guestsThis activity is not graded






•Submit major group report (not later than 9th of January to GUL) and present it on 11th January/13th January.

The final group report will be evaluated with maximum 40 points






•Submit major group report (not later than 9th of January to GUL) and present it on 11th January/13th January.

The final group report will be evaluated with maximum 40 points

•Read one other group’s final reports and prepare two questions.This activity is not graded

Students’ Commitment (2)Each individual is expected to:•Take the project management exam

– in order to pass the course 25 of max 50 points are required in the exam.



•Write an individual section in the major report that is handed in January 9 – about how he/she worked with the major report, and discuss what were the most

important things you have learnt.





•In case a student misses the final presentations– he or she is expected to read all the final reports presented during one of the

days, and write a one page reflection about each report.





•In case a student misses the final presentations– he or she is expected to read all the final reports presented during one of the

days, and write a one page reflection about each report.

•If an individual missed any of the seminars 2-5– he or she is expected to, in addition to the group reflection, write an individual

reflection on some additional text or case. – this should show how he/she has covered the knowledge presented during the

missed seminar (e.g. by discussing with other students, reading material related to the seminar)

Project Management Grading

• 50% is based on the project management exam. One of the examination questions will include an individual self-reflection essay on how you have used the course and the group work in order to learn project management.

• 10% is based on the group’s presentation in Nov / Dec (during seminars 3-5).

• 40% is based on the major report presented in January 11/13.

• For Pass (G), 50 points of maximum 100 are required. – The exam must have a Pass.

• For Pass with Distinction (VG), 75 points are required. • Erasmus students will be graded with ECTS, i.e. A-F

Instructions for the Reflection Papers• Every week, each group is required to provide a brief paper, a “project

report”, presenting the state of the group’s progress. – The idea of the reflection paper is to capture your reflections and learning and to

simulate a status report common in projects.

Instructions for the Reflection PapersEvery week, each group is required to provide a brief paper, a “project report”, presenting the state of the group’s progress.

– The idea of the reflection paper is to capture your reflections and learning and to simulate a status report common in projects.

Headings: •Performed Activities

– a matrix with a column for each individual, alternatively, a heading for each individual

•Achievements and reflections– How have your understanding of project management increased?

•Outstanding Issues and Tasks– Questions raised with regard to how projects are managed, issues that need to be

clarified etc. and planned activities not yet performed?

•Process experiences – what can be done to make your learning and your group’s work more efficient and

rewarding? •Suggestions for one question for the exam

Project Plan to be presented Nov 11

• Each group is expected to present a plan for its work during the course– using PPT or any other technique of presentation.

• Maximum of 5 minutes for the presentation/display of the plan – (we might not have time for an oral presentation from all groups – make sure that you

also hand in a planning document)

Project Plan to be presented Nov 11

• Each group is expected to present a plan for its work during the course– using PPT or any other technique of presentation.

• Maximum of 5 minutes for the presentation/display of the plan – (we might not have time for an oral presentation from all groups – make sure that you

also hand in a planning document)

Some questions to be answered in the plan• What is to be done • When is it to be done• Who in the group is responsible• Who is involved• What resources are needed• How is the progress to be monitored

• Also – make sure to check for conflicting commitments and other risks and plan for how to deal with these.

Tips for your group discussions• Who are we - interests, strengths, and learning needs?• Why - goals of our learning project. • What tasks are needed for meeting these goals.

– Use planning tools (work breakdown structure, schedule techniques) to establish important sequences between tasks and clearly define the roles and responsibilities of all the team members.

• When and how should each task be delivered. – Resources (e.g. group members’ knowledge, skills, experience– Amount of time required (e.g., enter start dates, milestones and completion dates).

• Team Contract – Rules for the group members (e.g. come to the learning group meetings prepared, be

active listener, decide on a meeting place)

• Brainstorm on possible risks that can appear during the learning project.

Instructions for group presentation in seminar 3 -5

• Each group is asked to make a presentation at either seminar 3, 4 or 5

• The group should choose one or several cases and “identify problems in[the] project-based firms and analyze complex situations, using various organizational and management theories and models” (as formulated in the syllabus).

Use cases from the literature or e.g. the events such as the EGOS conference, Gadden

• Upload presentation material on GUL to be the basis for grading together with the presentation

• Each presentation should take 15-30 minutes plus discussion.

The groups’ study of a complex project

A major part of the requirements for the course is to study a major project. Report of approximately 12-15 pages (15-20 000 characters) to be uploaded on GUL Jan 9 and presented in seminars Jan 11 or 13.

•A complex project – make sure that you explicitly motivate your choice of case – why is this case of interest? •It is preferable to study a live project. •If access to a project is difficult, you may use scientific case descriptions Make sure that your analysis is not just a repetition of the author’s analysis. •The grading will be based on the depth in your analysis and your ability to use relevant scientific literature (not only the literature describing the case).

Forming teams• Cognitive diversity - contributes to different perspectives and creativity

• Behavioral diversity - differences in language and norms of behavior, may create a problem that you need to address early

• Diverse backgrounds (culture, function, history, gender etc.) may contribute to both cognitive and behavioral diversity

• Complementary knowledge

Effectiveness in global teamsCultivating trust

most important and most difficult

Overcoming communication barriersv

ery important and rather difficult

Aligning goals of team membersv

ery important and rather difficult

Ensuring that team possesses necessary knowledge and skillsr

ather important and not as difficult

Obtaining clarity regarding team objectivesv

ery important and not as difficult

Building Effective Teams

• Discuss the project charter - make sure you have a joint and clear understanding of the teams agenda and goals and frame these correctly.

• As team leader (and team members) be effective in managing across organizational, linguistic, cultural and physical distances that separate team members.

• If in trouble - consider using an external coach. But allow different opinions to enrich the debate

• Select a sponsor (customer) for the project (if you can) and use him/her wisely.

• Discuss and agree on norms of behavior.• Base decisions on data.• Rotate and adapt team leadership to the situation.• CULIVATE TRUST• MAKE SURE EVERY MEMBER FEELS OWNERSHIP• (most of the points above are modified versions of the points in Govindarajan, V. & Cupta , A. (2001) "Building an Effective

Global Business Team" MIT Sloan Management Review, pp 63-71.)

Project Management Faculty: Torbjörn Stjernberg ([email protected]) Oxana Smochin...

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