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PM COURSE 1.Project Management and its Environment
№ Class Number. Topic Name Name of Resource
1. Class 1. Introduction. What is a project? What is a project
management? Project evolution.
1. Cleland, D., & Ireland, L. (2006). Project Management: Strategic Design and Implementation. New York:
McGraw-Hill (pp. 3-23).
2. Project Management Institute (2008). A Guide to the Project Management Body of Knowledge (PMBOK
GUIDE). 4th Edition. Newtown Square, PA.:Project Management Institute (pp. 3-7).
3. Mantel, S. J., Meredith, R. J., Shafer, S., & Sutton, M.M. (2011). Project Management in Practice. New York:
John Wiley & Sons (pp. 1-8).
4. Ducros, M. &Fernet, G. (2010). Project Management Guide. Paris, France: Editions Technip (pp. 1-22).
5. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. New
York: John Wiley & Sons (pp. 1-8, 22-28).
2. Class 2. What is a role of manager? Project manager’s role
evolution. Projects, systems and programs.
1. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and Controlling .New
York: John Wiley & Sons (pp. 8-21, 37-54).
2. Project Management Institute (2008). A Guide to the Project Management Body of Knowledge (PMBOK
GUIDE). 4th Edition. Newtown Square, PA.:Project Management Institute (pp. 8-14).
3. Mantel, S. J., Meredith, R. J., Shafer, S., & Sutton, M.M. (2011). Project Management in Practice. New York:
John Wiley & Sons (pp. 45-57).
4. Clarke, A. (1999). A practical use of key success factors to improve the effectiveness of project management.
International Journal of Project Management (Vol. 17, No.3), pp. 139-145.
3. Class 3. Project management. Projects, systems and programs:
definitions. Project life cycles. Project phases.
1. Project Management Institute (2008). A Guide to the Project Management Body of Knowledge (PMBOK
GUIDE). 4th Edition. Newtown Square, PA.:Project Management Institute (pp. 15-22).
2. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. New
York: John Wiley & Sons (pp. 54-74).
3. Mantel, S. J., Meredith, R. J., Shafer, S., & Sutton, M.M. (2011). Project Management in Practice. New York:
John Wiley & Sons (pp. 8-9).
4. Ducros, M. &Fernet, G. Project Management Guide. Paris, France: Editions Technip (pp. 29-36).
5. Cleland, D., & Ireland, L. (2006). Project Management: Strategic Design and Implementation. New York:
McGraw-Hill(pp. 25-36, 51-67).
6. Cleland, D. (1991). The age of project management. Project Management Journal (Vol. 22, No. 1), pp. 19-24.
4. Class 4. Organizational influence on Project Management.
Project integration management. Case study (Hyten Corporation)
1. Project Management Institute (2008). A Guide to the Project Management Body of Knowledge (PMBOK
GUIDE). 4th Edition. Newtown Square, PA.:Project Management Institute (pp. 27-32, 73-101).
2. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. New
York: John Wiley & Sons (pp. 76-85).
3. Cleland, D., & Ireland, L. (2006). Project Management: Strategic Design and Implementation. New York:
McGraw-Hill (pp. 36-49).
4. Munns, K., Bjeirmi, B.F. (1996). The role of project management in achieving project success. International
2
Journal of Project Management (Vol. 14, No.2), pp. 81-87.
5. Class 5. Organizational structure. Public-sector and private-
sector organizations. Case study (Government Project
Management)
1. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. New
York: John Wiley & Sons (pp. 91-131).
2. Wirick, D. (2009). Public-Sector Project Management. Meeting the Challenges and Achieving Results. New
York: John Wiley & Sons (pp. 1-30).
3. Mantel, S. J., Meredith, R. J., Shafer, S., & Sutton, M.M. (2011). Project Management in Practice. New York:
John Wiley & Sons (pp. 57-66).
4. Mintzberg, H. (1980). Structure in 5‘S: A synthesis of the research on organization design.Management Science
(Vol. 26, No. 3), pp. 323-341.
6. Class 6. When to use project management. Types of projects.
Management functions.
1. Cleland, D., & Ireland, L. (2006). Project Management: Strategic Design and Implementation. New York:
McGraw-Hill (pp. 71-100).
2. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. New
York: John Wiley & Sons(pp. 191-198, 333-342).
3. Dvir, D.A., Sadeh, A., &Malach-Pines, A.(2006). Projects and project managers: The relationship between
project managers‘ personality, project types, and project success.Project Management Journal(Vol. 37, No. 5),
pp. 36-48.
7. Class 8. The strategic context I (The project office, environment
analysis).
Required readings
1. Cleland, D., & Ireland, L. (2006). Project Management: Strategic Design and Implementation. New York:
McGraw-Hill (pp. 103-113).
2. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. New
York: John Wiley & Sons (pp. 955-969).
3. Saint-Macary, J.&Bazoge, B. (1999). Strategic Thinking. The Institute of Canadian Bankers, Calgary, Canada:
Institute of Canadian Bankers (Chapter 2 and Chapter 4).
4. Aubry, M., Hobbs, B., Muller, R., &Blomquist, T. (2010).Identifying forces driving PMO changes. Project
Management Journal (Vol.41, No. 4), pp. 30-45.
8. Class 9. The strategic context II (Environment analysis,
stakeholders and risk, strategic issue in project management). Case
study (Apollo project).
1. Porter, M. (2008). The five forces that shape strategy. Harvard Business Review (January), pp. 79-93.
2. Cleland, D., & Ireland, L. (2006). Project Management: Strategic Design and Implementation. New York:
McGraw-Hill (pp. 139-162)
3. Project Management Institute (2008). A Guide to the Project Management Body of Knowledge (PMBOK
GUIDE). 4th Edition. Newtown Square, PA.:Project Management Institute (pp. 45-46, chapter 10).
4. Van Der Merwe, A.(2002). Project Management and business development: Integrating strategy, structure
processes and projects.International Journal of Project Management (Vol.20, No.5), pp. 401-411.
9. Class 10.Managerial context (The role and competencies of
managers). Case study (Goshe Corporation).
1. Cleland, D., & Ireland, L. (2006). Project Management: Strategic Design and Implementation. New York:
McGraw-Hill (pp. 119-134).
2. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. New
York: John Wiley & Sons (pp. 336-350).
3. Turner, J., Muller, R. (2005). The project manager‘s leadership style as a success factor on projects: A literature
3
review. Project Management Journal(Vol.36, No.2), pp. 49-61.
4. Fisher, E. (2011). What practitioners consider to be the skills and behaviors of an effective people project
manager. International Journal of Project Management (Vol. 29, No.8.), pp. 994-1002.
10. Class 11. Managing crisis projects. Case study (The Tylenol
tragedy).
1. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. New
York: John Wiley & Sons (pp. 971-986).
2. Miller, D. (1992). The Icarus Paradox: How Exceptional Companies Bring About Their Own Downfall. New
York:Harper Business (pp. 3-18; 195-214).
3. Andersen, E. (2010). Are we getting any better? Comparing Project Management in the years 2000 and 2008.
Project Management Journal (Vol.41, No.4), pp. 4-16.
11. Class 12. Modern development in project management.
Managing multiple projects. Individual project presentation.
1. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. New
York: John Wiley & Sons (pp. 927-954);
1. Cleland, D., & Ireland, L. (2006). Project Management: Strategic Design and Implementation. New York:
McGraw-Hill (pp. 243-258);
2. Wellman, J. (2007). Leadership behaviors in matrix environment. Project Management Journal (Vol. 38, No. 2),
pp. 62-74.
3. Turner, R. (2004). Five necessary conditions for project success. International Journal of Project Management
(Vol. 22, No.5), pp. 349-350.
12. Class 13. Project termination. Individual project presentations. 1. Cleland, D., & Ireland, L. (2006). Project Management: Strategic Design and Implementation. New York:
McGraw-Hill (pp. 365-378);
2. Jones, T.O., & Sasser, W.,(1995). Why satisfied customers defect.Harvard Business Review(pp. 88-99.)
3. Geraldi, G., Turner, R., Maylor, H., Soderholm, A., Hobday, M., & Brady, T. (2008). Innovation in project
management: Voices of researchers.International Journal of Project Management (Vol. 26, No.5), pp. 586-589.
4
PM COURSE 2. Project Team Management
№ Class Number. Topic Name Name of Resource
1. Class 1. Introduction and Course Overview
1. Katzenbach, J. R., & Smith, D. K. (1993). The Wisdom of Teams: Creating the High-Performance Organization. Boston,
MA.: Harvard Business School Press. Prologue (pp. 1-9) and Chapter 1 (pp. 11-26).
2. Bennis, W., &Biederman, P. (1997). Organizing Genius: The Secrets of Creative Collaboration. Reading, MA.: Addison-
Wesley (pp. 1-30).
2. Class 2. Managerial Talent, Leadership, andProject
Team Management.
1. Giordan, J. (1995). ‗That vision thing‘—The key to sustainable competitive advantage.
ResearchTechnologyManagement(September-October), pp. 8-9.
2. Mulconrey, B. (1992). Edison‘s greatest invention. ResearchTechnologyManagement, pp. 6-7.
3. Tagiuri, R. (1995). Using teams effectively. Research Technology Management (January-February), pp. 12-13.
4. Katzenbach, J. R., & Smith, D. K. (1993). The Wisdom of Teams: Creating the High-Performance Organization. Boston,
MA.: Harvard Business School Press. Chapter 7, Team Leaders (pp. 130-148).
5. Conger, J. A. (1989). Leadership: The art of empowering others. Academy of Management Executive,
6. Maccoby, M. (1995). Teams need open leaders. Research Technology Management (January-February), pp. 7-59.
7. Farson, R., & Keyes, R. (2002). The failure-tolerant leader. Harvard Business Review (August), pp. 4-71.
8. Lehr, L. W. (1979). Stimulating technological innovation – The role of top management. ResearchManagement, November,
pp. 23-25.
3. Class 3:Creativity in Teams. Motivating Creative
Behaviour. Managing Creative People.
1. Amabile, T. M. (1998). How to kill creativity. Harvard Business Review (September-October), pp. 76-87.
2. Sethi, R., Smith, D. C., & Park, C. W. (2002). How to kill a team‘s creativity. Harvard Business Review (August), pp. 16-17.
3. Kiely, T. (1993). The idea makers. Technology Review, January, 33-40. Reprinted in R. Katz (Ed.), The Human Side of
Managing Technological Innovation(pp. 60-67).NewYork: OxfordUniversityPress.
4. Gersick, C. J. (1995). Everything new under the gun. In C. M. Ford & D. A. Gioia (Eds.), Creative Action in Organizations
(pp. 142-148).Thousand Oaks, CA: Sage Publications.
5. Amabile, T. M., Hadly, C. N., & Kramer, S. (2002). Creativity under the gun. Harvard Business Review (August), Vol. 80 (8).
6. Gupta, A., &Singhal, A. (19930. Managing human resources for innovation and creativity.
ResearchTechnologyManagement(May-June), pp. 41-48.
4. Class 4. Managing Teams Working on Innovative
Projects in the Private and Public Organizations
1. Perry, T. (1995). Designing a culture for creativity. Research Technology Management (March-April), pp. 14-17.
2. Government of Canada. (1998). Outside the Box: The Story of a Learning Organization in the Federal Public Service.
Ottawa, Ontario: Minister of Public Works and Government Services Canada.
5. Class 5: Personality and Emotional Characteristics of
Project Managers and Team Members. Hidden
Mechanisms in Project Team Management: Intuition,
Sense of Humor, Wisdom, Metacognition, and
Dialectics
1. Mulenburg, G. M. (2000). Report of research examining the characteristics of managers of complex contemporary projects in
NASA. Proceedings of PMI (Project Management Institute) Research Conference 2000 (pp. 385-399).Paris, France: 21-24
June. You have to understand the two things from this paper: (a) the characteristics of project managers found in the reported
research, and (b) the description of the Meyers Briggs Type Indicator (MBTI).
2. Salovey, P., et al. (2003). Emotional intelligence. In Lopez, S. J., & Snyder, C. R. (Eds.), Positive Psychological Assessment
(pp. 251-254). Washington, DC: American Psychological Association.
3. Fisher, A. (1998). Success secret: A high emotional IQ. (An interview with D. Goleman). Fortune Magazine (October 26, pp.
293-298; 4 pages in Codex). 4. Carver, C., &Scheier, M. (2003). Optimism. In Lopez, S. J., & Snyder, C. R. (Eds.), Positive Psychological Assessment (pp.
75-87). Washington, DC: American Psychological Association. You have to understand these three things from this chapter:
(a) who are optimists and pessimists, (b) what is the nature of optimism, and (c) how to measure optimism-pessimism.
5
PM COURSE 3. Project Design
5. Ray, M., & Myers, R. (1989). Practical intuition. In W. Agor (Ed.), Intuition in Organizations: Leading and Managing
Productively(pp. 247-261).
6. Staudinger, U. M., &Leipold, B. (2003). The assessment of wisdom-related performance. In Lopez, S. J., & Snyder, C. R.
(Eds.), Positive Psychological Assessment (pp. 171-182). Washington, DC: American Psychological Association. You have
to understand these three things from this chapter: (a) who are wise people, (b) what is the nature of wisdom, and (c) how to
measure wisdom-related performance.
6. Class 6. Team Basics: Part I.
1. Katzenbach, J. R., & Smith, D. K. (1993). The Wisdom of Teams: Creating the High-Performance Organization. Boston,
MA.: HarvardBusinessSchoolPress. Chapter 3 (pp. 43-64).
2. Smith, D. C., Harris, M., Myersclough, P., & Wood, A. (2000). Building highly effective information systems project teams:
An exploratory study. Proceedings of PMI (Project Management Institute) Research Conference 2000 (pp. 419-423, 428-
429).Paris, France: 21-24 June.
3. In Katzenbach, J. R., & Smith, D. K. (1993). The Wisdom of Teams: Creating the High-Performance Organization. Boston,
MA.: HarvardBusinessSchoolPress. Chapter 2 (pp. 27-42).
7. Class 7. Team Basics: Part II.
1. Bennis, W., &Biederman, P. (1997). Organizing Genius: The Secrets of Creative Collaboration. Reading, MA.: Addison-
Wesley(196-218).
2. In Bennis, W., & Biederman, P. (1997). Organizing Genius: The Secrets of Creative Collaboration. Reading, MA.: Addison-
Wesley. (pp. 31-62, 63-86).
8. Class 9. Team Development. Building High
Performance Teams.
1. Katzenbach, J. R., & Smith, D. K. (1993). The Wisdom of Teams: Creating the High-Performance Organization. Boston,
MA.: HarvardBusinessSchoolPress. (pp. 84-129).
2. In Katzenbach, J. R., & Smith, D. K. (1993). The Wisdom of Teams: Creating the High-Performance Organization. Boston,
MA.: HarvardBusinessSchoolPress. (pp. 84-108).
3. In Bennis, W., & Biederman, P. (1997). Organizing Genius: The Secrets of Creative Collaboration. Reading, MA.: Addison-
Wesley. (pp. 87-116).
9. Class 10. Overcoming Obstacles. Team Learning
1. Katzenbach, J. R., & Smith, D. K. (1993). The Wisdom of Teams: Creating the High-Performance Organization. Boston,
MA.: HarvardBusinessSchoolPress. (pp. 149-169).
Case-studies
The Skunk Works , The Manhattan Project
In Bennis, W., &Biederman, P. (1997). Organizing Genius: The Secrets of Creative Collaboration. Reading, MA.: Addison-
Wesley. (pp. 117-141, 171-195).
10. Class 11. Team Players. What Makes a Team Effective
or Ineffective
1. Parker, G. M. (1990). Team Players and Team Work: The New Competitive Business Strategy. San Francisco, CA.:Jossey-
Bass Publishers. Chapters 1 & 2 (pp. 1-60).
11. Class 12. Effective and Ineffective Team Players 1. Parker, G. M. (1990). Team Players and Team Work: The New Competitive Business Strategy. San Francisco, CA.:Jossey-
Bass Publishers. Chapters 3 & 4 (pp. 61-98).
12. Class 13. Team Players as Team Leaders. Strengths,
Weaknesses, and Culture of and Challenges for Teams.
1. Parker, G. M. (1990). Team Players and Team Work: The New Competitive Business Strategy. San Francisco, CA.:Jossey-
Bass Publishers. Chapters 5-9 (pp. 99-151).
# Class Number. Topic Name Name of Resource
6
1 Class 1 Overview of Project Design.Course overview. Project design
process. Project proposal content. Project preparation.
Required readings
1. Nicholas, J. M., &Steyn, H. (2008). Project Management for Business, Engineering, and
Technology. Burlington: Elsevier (pp. 83-86).
2. Lewis, J. P. (2007). Fundamentals of Project Management. New York: AMACOM (pp. 44-54).
3. Wirick, D. (2009). Public-Sector Project Management. Meeting the Challenges and Achieving
Results. New York: Wiley (pp. 17 - 24).
4. Harpum, P. (2004). Design Management. In Morris, P.W., and Pinto, J.K. (Eds.), The Wiley
Guide to Managing Projects(pp. 422-448). Hoboken, NJ: Wiley.
2. Class 2Needs Assessment. Environmental/competitive/internal situation
assessment. Identification of threats/opportunities and their
severity/attractiveness.
Required readings
1. Nicholas, J. M., &Steyn, H. (2008). Project Management for Business, Engineering, and
Technology. Burlington: Elsevier (pp.86-93).
2. Cleland, D., and Ireland, L. (2006). Project Management: Strategic Design and Implementation.
New York: McGraw-Hill (pp. 165-180).
3. Class 3 Options Assessment. Generation of preliminary project options.
Identification of selection criteria. Multi-criteria analysis.
Case study. The BMW Z3 (Powell, R.A., Buede, D.M. (2009). The Project Manager’s Guide to
Making Successful Decisions. Vienna: Management Concepts (pp. 259-261).
Required readings
1. Atkinson, R. (1999). Project Management: Time, Cost, and Quality. Two Best Guesses and a
Phenomenon. It‘s Time to Accept Other Success Criteria. International Journal of Project
Management (Vol. 17, No. 6), pp. 337-342.
2. Cleland, D., and Ireland, L. (2006). Project Management: Strategic Design and Implementation.
New York: McGraw-Hill (pp. 211-214).
3. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and
Controlling. New York: Wiley (pp. 681-705).
4. Lientz, B., and Rea, K. (2002). Project Management for the 21st Century. San Diego, CA:
Academic Press (pp. 73- 103).
4. Class 4 Decision Analysis. Decision tree. Decision making under
uncertainty. Qualitative and quantitative assessment. Methods of selection.
Case study. Design and Implementation of the Prospective Student Information System (Powell, R. A.,
sndBuede, D. M. (2009). The Project Manager’s Guide to Making Successful Decisions. Vienna:
Management Concepts (pp. 34-39).
Required readings
1. Lewis, J. P. (2008). Mastering Project Management. New York: McGraw-Hill (pp. 203-213).
2. Marques, G., Gourc, D., and Mathieu, L. (2011). Multi-Criteria Performance Analysis for
Decision Making in Project Management. International Journal of Project Management. (Vol.
29, No. 8), pp. 1057-1069.
3. Powell, R.A., and Buede, D. M. (2009). The Project Manager’s Guide to Making Successful
7
Decisions. Vienna: Management Concepts (pp. 11- 33, 47-70, 277-289).
5. Class 5 Project Scoping. Project scoping: results-focus, actions-focus, and
performance-focus, using the Strategic Framework Method.
Case study. Capital Industries(Kerzner, H. (2009). Project Management. Case Studies. Hoboken, NJ:
Wiley (pp. 249-250).
Required readings
1. Wirick, D. (2009). Public-Sector Project Management. Meeting the Challenges and Achieving
Results. New York: Wiley (pp. 31 - 43).
2. Wysocki, R.K. (2003). Effective Project Management. Indianapolis: Wiley (pp. 49 - 72).
3. Baccarini, D. (1999). The Logical Framework Method for Defining Project Success. Project
Management Journal(Vol. 30, No. 4), pp. 25-32.
4. Lientz, B., Rea, K. (2002). Project Management for the 21st Century. San Diego, CA: Academic
Press (pp. 163-177).
5. Powell, R. A., and Buede, D. M. (2009). The Project Manager’s Guide to Making Successful
Decisions. Vienna: Management Concepts (pp. 137-152).
6. Class 6 Market Feasibility. Competition, market segmentation, market
demand.
Case study. Ducor Chemical. (Kerzner, H. (2009). Project Management. Case Studies. Hoboken, NJ:
Wiley (pp. 237-240).
Required readings
1. Thomke, S., and Reinertsen, D. (2012). Six Myths of Product Development. Harvard Business
Review (May), pp. 85-94.
2. Nagji, B. (2012). Managing your Innovation Portfolio. Harvard Business Review (May), pp. 67-
74.
3. Papadopoulos, T., Ojiako, U., Chipulu, M., and Lee, K. (2012). The Criticality of Risk Factors in
Customer Relationship Management Projects. Project Management Journal (Vol. 43, No. 1), pp.
65-76.
4. Lientz, B., and Rea, K. (2002). Project Management for the 21st Century. San Diego, CA:
Academic Press (pp. 209-222).
5. Spenner, P., and Freeman, K. (2012). To Keep Your Customers, Keep it Simple. Harvard
Business Review (May), pp. 109-114.
7. Class 8Feasibility and Risk analysis I. Cost estimation. Financial decision
analysis: investment outlays, cash-flow, profitability, rates of return, payback
period. Sensitivity of financial feasibility to underlying assumptions.
Required readings
1. Nicholas, J. M., and Steyn, H. (2008). Project Management for Business, Engineering, and
Technology. Burlington: Elsevier (pp. 94-116).
2. Williams, T., Klakegg, O. J., Walker, D. H., Andersen, B., and Magnussen, O.M. (2012).
Identifying and Acting on Early Warning Signs in Complex Projects. Project Management
Journal (Vol. 43, No. 2), pp. 37-53.
8
3. Powell, R. A., and Buede, D. M. (2009). The Project Manager’s Guide to Making Successful
Decisions. Vienna: Management Concepts (pp. 153-179).
8. Class 9 Feasibility and Risk analysis II. Cost estimation. Financial decision
analysis: investment outlays, cash-flow, profitability, rates of return, payback
period. Sensitivity of financial feasibility to underlying assumptions.
Case study. Luxor Technologies. (Kerzner, H. (2009). Project Management. Case Studies. Hoboken,
NJ: Wiley (pp. 484-487).
Required readings
1. Yeo, K. T. (1995). Strategy for Risk Management through Problem Framing in Technology
Acquisition. Project Management Journal (Vol. 13, No. 14), pp. 219-224.
2. Lientz, B., and Rea, K. (2002). Project Management for the 21st Century. San Diego, CA:
Academic Press (pp. 239-250).
3. Powell, R. A., and Buede, D. M. (2009). The Project Manager’s Guide to Making Successful
Decisions. Vienna: Management Concepts (pp. 215-247).
9. Class 10 Financial Feasibility. Cost estimation; financial decision analysis:
investment outlays, cash-flow, profitability, rates of return, payback period.
Case Study. Handstar Inc. (Mantel, S. J., Meredith, R. J., Shafer, S., and Sutton, M. M. (2011).
Project Management in Practice. New York: John Wiley & Sons.), pp. 41-42.
Required readings
1. Lientz, B., and Rea, K. (2002). Project Management for the 21st Century. San Diego, CA:
Academic Press (pp. 179-190).
2. Powell, R. A., and Buede, D. M. (2009). The Project Manager’s Guide to Making Successful
Decisions.Vienna: ManagementConcepts(pp.181-214).
3. Mantel, S. J., Meredith, R. J., Shafer, S., and Sutton, M.M. (2011). Project Management in
Practice. New York: Wiley (pp. 10-41).
10. Class 11 Project strategy / project development strategy
Case study. The Sidewinder Missile (Powell, R. A., and Buede, D. M. (2009). The Project Manager’s Guide to
Making Successful Decisions. Vienna: Management Concepts (pp. 132-136).
Required readings
1. Patanakul, P., and Shenhar, A. (2011). What Project Strategy Really Is: The Fundamental
Building Block in Strategic Project Management. Project Management Journal (Vol. 43, No. 1),
pp. 4-20.
2. Lientz, B., and Rea, K. (2002). Project Management for the 21st Century. San Diego, CA:
Academic Press (pp. 341-386).
3. Powell, R. A., and Buede, D. M. (2009). The Project Manager’s Guide to Making Successful
Decisions. Vienna: Management Concepts (pp. 113-132)
9
11. Class 12 Technical and Risk Feasibility. Presentation of Students’
Proposals.
Required readings
1. Lewis, J. P. (2008). Mastering Project Management. New York: McGraw-Hill (pp. 185-202).
2. Ritson, G., Johansen, E., and Osborn, A. (2011). Successful Programs Wanted: Exploring the
Impact of Alignment. Project Management Journal (Vol. 43, No. 1), pp. 1-36.
3. Royer, P. S. (2000). Risk Management: The Undiscovered Dimension of Project Management.
Project Management Journal (Vol. 31, No. 1), pp. 6-13.
12. Class 13 Project Design Synthesis and Review.
Required readings
1. Lientz, B., and Rea, K. (2002). Project Management for the 21st Century. San Diego, CA:
Academic Press (pp. 223-237).
2. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and
Controlling. New York: John Wiley & Sons (pp. 353-368).
10
PM COURSE 4. Process and Support System in Project Management
№ Class Number. Topic Name Name of Resource
1. Class 1 Introduction and course overview. Review of the concepts of Project
Management processes and the function of support systems.
Required readings
1. Stover, T.S. (2007). Microsoft Office Project 2007 Inside Out. Redmond, Washington:
Microsoft Press (pp. 59-103).
2. Class 2 Viewing project information. Scheduling tasks. Accessing project
information,arranging Microsoft project Window, setting task duration, establishing
tasks dependencies. Case study.
Required readings
1. Stover, T.S. (2007). Microsoft Office Project 2007 Inside Out. Redmond, Washington:
Microsoft Press (pp. 105-152, 153-199).
3. Class 3 Setting up resources in the project. Planning resources and task cost.
Adding resources to the project, adding detailed resource information, assigning
resources to tasks, planning resource cost, setting up and reviewing a project budget.
Case study.
Required readings
1. Stover, T.S. (2007). Microsoft Office Project 2007 Inside Out. Redmond, Washington:
Microsoft Press (pp. 201-305).
4. Class 4 Checking and adjusting the project plan. Setting a baseline and
updating progress.Progress control and project control. Case Study. Required readings
1. Stover, T.S. (2007). Microsoft Office Project 2007 Inside Out. Redmond, Washington:
Microsoft Press (pp. 307-399).
5. Class 5 Review of the main concepts in quality management. Review of the best
practices in quality management as it applies to successful project management.
Establish dual quality frameworks for project outcomes/deliverables and project
process.
Required readings
1. Project Management Institute (2008). A Guide to the Project Management Body of
Knowledge (PMBOK GUIDE). 4th Edition. Newtown Square, PA.:Project Management
Institute (pp. 189-201).
2. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling,
and Controlling. New York: Wiley (pp.874-886).
3. Wirick, D. (2009). Public-Sector Project Management. Meeting the Challenges and
Achieving Results. New York: Wiley (pp. 127-141).
6. Class 6 Methods of quality management. Project quality planning, quality
assurance, and quality control.
Required readings
1. Project Management Institute (2008). A Guide to the Project Management Body of
Knowledge (PMBOK GUIDE). 4th Edition. Newtown Square, PA.:Project Management
Institute (pp. 201- 214).
2. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling,
and Controlling. New York: Wiley (pp. 887-893).
7. Class 7 Tools for managing project quality. Collecting and understanding project Requiredreadings
11
data, understanding project process, and analysing project process.
1. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling,
and Controlling. New York: Wiley (pp. 893-923).
8. Class 9 Project procurement management. Planning of procurements, requirement
cycle, requisitioncycle, and solicitation cycle. Managing project procurement in public
sector.
Case study. The construction and reconstruction of the Panama Canal (Wirick, D. (2009).
Public-Sector Project Management. Meeting the Challenges and Achieving Results. New York:
Wiley (pp. 228-229).
Required readings
1. Project Management Institute (2008). A Guide to the Project Management Body of
Knowledge (PMBOK GUIDE). 4th Edition. Newtown Square, PA.:Project Management
Institute (pp. 313-328).
2. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling,
and Controlling. New York: Wiley (pp. 839-851).
3. Wirick, D. (2009). Public-Sector Project Management. Meeting the Challenges and
Achieving Results. New York: Wiley (pp. 197-227).
9. Class 10 Conducting, administering, and closing procurements.Type of contracts,
procurement risks, solicitation of seller proposals, and closing project procurements.
Required readings
1. Project Management Institute (2008). A Guide to the Project Management Body of
Knowledge (PMBOK GUIDE). 4th Edition. Newtown Square, PA.:Project Management
Institute (pp. 328-345).
2. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling,
and Controlling. New York: Wiley (pp.851-868).
3. Fleming, Q.W. (2003). Project Procurement Management. Contracting, Subcontracting,
Teaming. Tustin, CA.: FMC Press (pp. 59-76).
10. Class 11 Managing project cost. Cost classifications, cost decisions, cost account
codes. Analysis Cost-Volume-Profit.
Problem
Problem 15-24 (Kerzner, H. (2009). Project Management: A Systems Approach to
Planning, Scheduling, and Controlling. New York: Wiley (pp. 702-703).
Required readings
1. Project Management Institute (2008). A Guide to the Project Management Body of
Knowledge (PMBOK GUIDE). 4th Edition. Newtown Square, PA.:Project Management
Institute (pp. 165-174, 179-188).
2. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling,
and Controlling. New York: Wiley (pp. 629-643).
3. Callahan, R. K., Stetz, S. G., Brooks, M. L. (2007). Project Management Accounting.
Budgeting, Tracking, and Reporting Costs and Profitability. Hoboken, NJ: Wiley (pp. 71-
91).
11. Class 12 Budgeting the project. Finance, strategy, and strategic project
management. The earned value measurement system. Variance and earned value, Problems
Problems 15-19, 15-20 (Kerzner, H. (2009). Project Management: A Systems Approach to
12
PM COURSE5Project Operational Planning and Control
methods of budgeting, ratios.
Planning, Scheduling, and Controlling. New York: Wiley (pp. 698)).
Required readings
1. Project Management Institute (2008). A Guide to the Project Management Body of
Knowledge (PMBOK GUIDE). 4th Edition. Newtown Square, PA.:Project Management
Institute (pp. 174-179).
2. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling,
and Controlling. New York: Wiley (pp. 644-685).
3. Callahan, R. K., Stetz, S. G., Brooks, M. L. (2007). Project Management Accounting.
Budgeting, Tracking, and Reporting Costs and Profitability. Hoboken, New Jersey:Wiley
(pp. 22-69).
12.
Class 13 Creating the project budget. Cash flows.Free cash flows, methods of
calculating a project’s viability.
1. Case Study. The Bathtub Period and Franklin Electronics (Kerzner, H. (2009). Project
Management: A Systems Approach to Planning, Scheduling, and Controlling. New York:
Wiley (pp. 708-711)).
Required readings
1. Callahan, R. K., Stetz, S. G., Brooks, M. L. (2007). Project Management Accounting.
Budgeting, Tracking, and Reporting Costs and Profitability. Hoboken, New Jersey:Wiley
(pp. 113-137, 138-169)
№ Class Number. Topic Name Name of Resource
13
1. Class 1 Introduction and course overview. Concepts of project management,
organization of planning and operational control.
Required readings
1. Project Management Institute (2008). A Guide to the Project Management Body of
Knowledge (PMBOK GUIDE). 4th Edition. Newtown Square, PA.:Project Management
Institute (pp. 46-49).
2. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and
Controlling. New York: Wiley (pp. 411-433).
3. Wirick, D. (2009). Public-Sector Project Management. Meeting the Challenges and
Achieving Results. New York: Wiley (pp. 73-78).
4. Mantel, S. J., Meredith, R. J., Shafer, S., & Sutton, M.M. (2011). Project Management in
Practice. New York: Wiley (pp. 79-87).
2. Class 2 Management of project content. WorkBreakdown Structure (WBS),
responsibility matrix, current methods of cutting/breakdown.
Problem
1. Problem 24 (Mantel, S. J., Meredith, R. J., Shafer, S., & Sutton, M.M. (2011). Project
Management in Practice. New York: Wiley (pp. 109-110)).
Required readings
1. Project Management Institute (2008). A Guide to the Project Management Body of
Knowledge (PMBOK GUIDE). 4th Edition. Newtown Square, PA.:Project Management
Institute (pp. 49-50).
2. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and
Controlling. New York: Wiley (pp.433-444).
3. Wirick, D. (2009). Public-Sector Project Management. Meeting the Challenges and
Achieving Results. New York: Wiley (pp. 78-86).
4. Mantel, S. J., Meredith, R. J., Shafer, S., & Sutton, M.M. (2011). Project Management in
Practice. New York: Wiley (pp. 87-108).
3. Class 3 Project scheduling I. Methods of duration estimation, dependencies and
constraints, PERT-CPM, schedule calculations, critical path and margins.
1. Project Management Institute (2008). A Guide to the Project Management Body of
Knowledge (PMBOK GUIDE). 4th Edition. Newtown Square, PA.:Project Management
Institute (pp. 50-51).
2. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and
Controlling. New York: Wiley (pp. 444-468).
3. Wirick, D. (2009). Public-Sector Project Management. Meeting the Challenges and
Achieving Results. New York: Wiley (pp. 89-100).
4. Khodakarami V., Fenton N., Neil M. (2007).Project Scheduling: Improved Approach to
Incorporate Uncertainty Using Bayesian Networks. Project Management Journal (Vol. 38,
No. 2), pp. 39-49.
4. Class 4 Project scheduling II. Methods of duration estimation, dependencies and
constraints, PERT-CPM, schedule calculations, critical path and margins.
1. Problems 12-13, 12-14 (Kerzner, H. (2009). Project Management: A Systems Approach to
Planning, Scheduling, and Controlling. New York: Wiley (pp. 540)).
1. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and
Controlling. New York: Wiley (pp.493-512).
2. Wirick, D. (2009). Public-Sector Project Management. Meeting the Challenges and
Achieving Results. New York: Wiley (pp. 100-104).
14
3. Mantel, S. J., Meredith, R. J., Shafer, S., & Sutton, M.M. (2011). Project Management in
Practice. New York: Wiley (pp. 151-160).
4. Meier S., R. (2009).Causal Inferences on the Cost Overruns and Schedule Delays of Large-
Scale U.S. Federal Defense and Intelligence Acquisition Programs. Project Management
Journal (Vol. 41, No. 1), pp. 28-39.
5. Class 5 Schedule development, project uncertainty. Calculation probabilistic
activity times, change times factors.
4. Problems 12-15, 12-16 (Kerzner, H. (2009). Project Management: A Systems Approach to
Planning, Scheduling, and Controlling. New York: Wiley (pp. 540-541)).
5. Problems 23, 25 (Mantel, S. J., Meredith, R. J., Shafer, S., & Sutton, M.M. (2011). Project
Management in Practice. New York: Wiley (pp. 186-187)).
Required readings
1. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and
Controlling. New York: Wiley (pp. 512-516).
2. Mantel, S. J., Meredith, R. J., Shafer, S., & Sutton, M.M. (2011). Project Management in
Practice. New York: Wiley (pp. 161-173).
3. Michael Thomas, M., Jacques, P. H., Adams, J. R., Kihneman-Wooten, J. (2008). Developing
an Effective Project: Planning and Team Building Combined. Project Management Journal
(Vol. 39, No. 4), pp. 105-113.
6. Class 6 Schedule development, cost-duration relationship. Acceleration of times,
fast tracking.
Case study
1. Nutri Star (Mantel, S. J., Meredith, R. J., Shafer, S., & Sutton, M.M. (2011). Project
Management in Practice. New York: Wiley (pp. 193-194)).
Problem
1. Problem 28 (Mantel, S. J., Meredith, R. J., Shafer, S., & Sutton, M.M. (2011). Project
Management in Practice. New York: Wiley (pp. 187-188)).
2. Problem 12-17 (Kerzner, H. (2009). Project Management: A Systems Approach to Planning,
Scheduling, and Controlling. New York: Wiley (pp. 541-542)).
Required readings
1. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and
Controlling. New York: Wiley (pp. 516-536).
2. Mantel, S. J., Meredith, R. J., Shafer, S., & Sutton, M.M. (2011). Project Management in
Practice. New York: Wiley (pp. 173-185).
7. Class 8 Resources planning.Different types of resources, availability plan,
allocation methods. Management of multiple projects.
1. Problems 20-21 (Mantel, S. J., Meredith, R. J., Shafer, S., & Sutton, M.M. (2011). Project
Management in Practice. New York: Wiley (pp. 232-233)).
2. St. Dismas Assisted Living Facility Resource Usage -4 (Mantel, S. J., Meredith, R. J., Shafer,
S., & Sutton, M.M. (2011). Project Management in Practice. New York: Wiley (pp. 234-
235)).
3. Mantel, S. J., Meredith, R. J., Shafer, S., & Sutton, M.M. (2011). Project Management in
Practice. New York: Wiley (pp. 196-231).
15
4. Crawford, L. H., Helm, J. (2009).Government and Governance: The Value of Project
Management in the Public Sector. Project Management Journal (Vol. 40, No. 1), pp. 73-87.
8. Class 9 Project budget. Cost estimation: I. Direct and indirect costs, budget,
contingencies, cost schedules, commitments and payments, learning curve.
1. Project Management Institute (2008). A Guide to the Project Management Body of
Knowledge (PMBOK GUIDE). 4th Edition. Newtown Square, PA.:Project Management
Institute (pp. 52).
2. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and
Controlling. New York: Wiley (pp. 571-621).
3. Mantel, S. J., Meredith, R. J., Shafer, S., & Sutton, M.M. (2011). Project Management in
Practice. New York: Wiley (pp. 116-125 ).
9. Class 10
Project budget. Cost estimation: II. Direct and indirect costs, budget,
contingencies, cost schedules, commitments and payments, learning curve.
Problem
1. Problems 13, 14, 17 (Mantel, S. J., Meredith, R. J., Shafer, S., & Sutton, M.M. (2011).
Project Management in Practice. New York: Wiley (pp. 145)).
2. Problem 18-4 (Kerzner, H. (2009). Project Management: A Systems Approach to Planning,
Scheduling, and Controlling. New York: Wiley (pp. 836)).
3. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and
Controlling. New York: Wiley (pp. 817-835 ).
4. Wirick, D. (2009). Public-Sector Project Management. Meeting the Challenges and
Achieving Results. New York: Wiley (pp. 107-116 ).
5. Mantel, S. J., Meredith, R. J., Shafer, S., & Sutton, M.M. (2011). Project Management in
Practice. New York: Wiley (pp. 125-144).
16
10. Class 11 Cost control. Earned Value Method.Schedule variance, .Problem
17
PM COURSE6.Project Feasibility
cost variance, schedule performance index, cost performance index.
Estimate to project completion, time variance, critical ratio
1. Problem 2 (Wirick, D. (2009). Public-Sector Project Management. Meeting the Challenges and Achieving
Results. New York: Wiley (pp. 124 )).
6. Problem 27 (Mantel, S. J., Meredith, R. J., Shafer, S., & Sutton, M.M. (2011). Project Management in
Practice. New York: Wiley (pp. 266)).
Required readings
4. Project Management Institute (2008). A Guide to the Project Management Body of Knowledge (PMBOK
GUIDE). 4th Edition. Newtown Square, PA.:Project Management Institute (pp. 62).
5. Wirick, D. (2009). Public-Sector Project Management. Meeting the Challenges and Achieving Results. New
York: Wiley (pp. 117-123 ).
6. Mantel, S. J., Meredith, R. J., Shafer, S., & Sutton, M.M. (2011). Project Management in Practice. New
York: Wiley (pp. 247-254).
7. Cleland, D., & Ireland, L. (2006). Project Management: Strategic Design and Implementation. New York:
McGraw-Hill (pp. 347-361).
11. Class 12 Monitoring, control of schedule. Measuring the
progress of work, changes control.
1. Project Management Institute (2008). A Guide to the Project Management Body of Knowledge (PMBOK
GUIDE). 4th Edition. Newtown Square, PA.:Project Management Institute (pp. 62).
2. Mantel, S. J., Meredith, R. J., Shafer, S., & Sutton, M.M. (2011). Project Management in Practice. New
York: Wiley (pp. 254-265).
3. Wearne, S. (2006). Managing Unexpected Urgent Projects. Project Management Journal (Vol. 37, No. 5),
pp. 97-102.
12. Class 13 Project closure and lessons learned. Termination of work,
closing contracts and accounts, evaluation and final reports.
4. Mantel, S. J., Meredith, R. J., Shafer, S., & Sutton, M.M. (2011). Project Management in Practice. New
York: Wiley (pp. 280-284).
5. Jergeas, G. (2008). Analysis of the Front-End Loading of Alberta Mega Oil Sands Projects. Project
Management Journal (Vol. 39, no. 4), pp. 95-104.
6. Sutterfield, J. S., Friday-Stroud, S. S., Shivers-Blackwell, S. L. (2006). A Case Study of Project and
Stakeholder Management Failures: Lessons Learned. Project Management Jou
7.
8. rnal (Vol. 37, No. 5), pp. 26-35.
№ Class Number. Topic Name Name of Resource
1. Class 1Introduction: Overview of Feasibility.
Required readings
1. Miller, R., &Lessard, D. (2000). The Strategic Management of Large Engineering Projects.
New York : MIT (pp. 1-18).
2. Sargut, G., &McGrath, G.R., (2011).Learning to leave with
18
complexity.HarvardBusinessReview. (Vol. 89, No. 9, September), pp. 69-76.
2. Class 2 Project Risk Management and Project Feasibility.
Case Study: Meloche, G.(2004).Biofranc, S.A. and Caltin Ltd.Montréal: Haute École de
Commerce.
Required readings
1. Miller, R., &Lessard, D. (2000). The Strategic Management of Large Engineering Projects.
New York: MIT (pp. 75-92).
2. Perminova, O. et al. (2008). Defining uncertainty in projects – a new perspective. International
Journal of Project Management (Vol. 26), pp. 73-79.
3.
Class 3 Feasibility Models. Project feasibility models.
Case Study: Senecal, S. &Nanatel, J. (2003).Air Canada and the Travel Industry on the
Internet.Montréal: Haute École de Commerce.
Required readings
1. 1. Zubaryeva A., Thiel, C., Barbone, E., & Mercier, A. (2012). Assessing factors for the
identification of potential lead markets for electrified vehicles in Europe: expert opinion elicitation.
Technological Forecasting and Social Change (Vol. 79, No. 8, October), pp. 1622-1637.
2. Lohr, S. (2009). Wall Street‘s math wizards forgot a few variables. The New York Times
(Sept., Vol.13).
4. Class 4Business Research Basics.
Case Study:Tokarczuk, J., Hansen, E., Green, M., & Down, J. (2006). Contrasting Paths: Two
Forest Product Firms Search for Success.Montréal: Haute École de Commerce.
Required readings
1. Malanowski, N. &Sweck, A. (2007). Bridging the gap between foresight and market research:
integrating methods to assess the economic potential of nanotechnology. Technological
Forecasting and Social Change (Vol.74), pp. 1805-1822.
2. Keil, T., &Laamanen, T. (2011). When rivals merge, think before you follow
suit.HarvardBusinessReview.(Vol. 89, No. 12, December), pp. 25-27.
5. Class 5 Technological Feasibility. Group Research on Innovation
Project.
Case Study: Ouellete, J.F. (2007).Texas Instruments and the Branding of Light: The Digital Light
Processing (DLP™) Case. Montréal: Haute École de Commerce.
1. Miller, R., &Lessard, D. (2000). The Strategic Management of Large Engineering Projects.
New York : MIT (pp. 113-116).
2. Tran, T. A., &Daim, T. (2008). A taxonomic review of methods and tools applied in
technology assessment. Technological Forecasting and Social Change (Vol. 75, No 9,
November), pp. 1366-1405.
3. Ahn, M. J., Zwikael, O., &Bednarek, R. (2010). Technological invention to product
innovation: a project management approach. International Journal of Project Management
(Vol. 28, No 6, August), pp. 559-568.
19
6. Class 6 Market Feasibility I. Marketing Notions.
Case Study: Mandron, A.(2009).Bombardier Recreational Products Inc. The Financing of a
Private Company. Montréal: Haute École de Commerce.
Keiningham, T.L., Aksoy, L., Buoyer, A., &Cooil, B. (2011). Customer loyalty isn‘t enough.
Grow your share of wallet. Harvard Business Review. (Vol. 89, No. 10, October), pp. 29-31.
7. Class 7 Market Feasibility II. Marketing Notions.
Case Study: Roy, J.(2007).The Choice of Final Assembly Site for Bombardier Aerospace’s
CSeries.Montréal: Haute École de Commerce.
1. Thomas, J. D. et al. (2002). Selling project management to senior executives: The case for
avoiding crisis sales. Project Management Journal (Vol. 33, No 2, June), pp. 19-28.
2. Cho, Y., & Koo, Y. (2012).Investigation of the effect of secondary market on the diffusion of
innovation. Technological Forecasting and Social Change (Vol. 79, No. 7, September), pp.
1362-1371.
8. Class 9 Technical Feasibility. Production capacity. Supply sources. Availability of
inputs. Cost-effectiveness. Value Analysis.
Case Study: Meloche, G. (2003). CEC, A.G., and Kiltree, Inc. Montréal: Haute École de
Commerce.
1. Dey, P. K., & Gupta, S. S. (2001). Feasibility analysis of cross-country petroleum pipeline
projects: a quantitative approach. Project Management Journal (Vol. 32, No 4, December),
pp. 50-58. 2. Royer, P. (2000). Risk management: the undiscovered dimension of project management.
Project Management Journal (Vol. 31, No.1), pp. 6-13.
9. Class 10 Market Feasibility III. Individual & organizational behaviour
analysis.
Case Study: Wybo, M., Bernier, C. (2008).IT Governance at Oxford Industries. Information
Architecture for Financial Data. Montréal: Haute École de Commerce.
1. Fischler, M. (2003). Positioning in new markets. Marketing Profs Today (Vol. 3, No.
28, July 15), p.1.
2. Mead, N., &lslam, T. (2006). Modeling and forecasting the diffusion of innovation – A
25-year review. International Journal of Forecasting (Vol. 22, No. 3), pp. 519-545.
10. Class 11 Market Feasibility: IV. Demand Estimation & Market Risk
Assessment. Product Life Cycle. Market strategies. Demand analysis. Sales and
revenue forecast.
Case Study: Roy, V., Aubert, B. (2006).The CIM Project. Montréal: Haute École de Commerce.
Required readings
1. Ortt, R., J., Langley, D. J., & Pals, N. (2007). Exploring the market for breakthrough
technologies. Technological Forecasting & Social Change (Vol. 74), pp. 1788–1804.
2. Andrew, A., &Trefor, M. (2007). Tough times in the big easy: lessons from a catastrophe.
Ottawa: The Conference Board of Canada.
11. Class 12 Other Types of Feasibility. Institutional feasibility. Environmental
feasibility. Social feasibility. Organisational feasibility. Financial feasibility.
Case Study: Dube, L., Bernier, C., & Roy, V. (2007). Information Resource Management at
Hydro-Québec. Montréal: Haute École de Commerce.
Required reading
1. Miller, R., &Lessard, D. (2000). The Strategic Management of Large Engineering Projects.
20
PM COURSE 7.Project Financial Evaluation
New York: MIT (pp. 51-73, 151-163, 165-179).
12. Class 13 Project Opportunity/Risk Assessment. Multi-attribute models. Scenario
Approach.
Case Study: Bernier, C., Pepin, L., Vallee, L., &Neuhover, A. (2003). Broker Forum. Leading the
Virtual Chip Market.Montréal: Haute École de Commerce.
Required readings
1. Miller, R., &Lessard, D. (2000). The Strategic Management of Large Engineering Projects.
New York : MIT (pp. 197-210).
2. Jiang, J. J., Klein, G., & Ellis, T. S. (2002). A measure of software development risk. Project
Management Journal (Vol. 33, No 3, September), pp.30-41.
3. McGrath, R.G., & MacMillan, I.C. (2000). Assessing technology projects using real options
reasoning. Research Technology Management (Vol. 43, N. 4, Jul/Aug), pp 35-49
№ Class Number. Topic Name Name of Resource
1. Class 1Introduction: Overview of Project Financing.
Finnerty, J.D. (2007). Project Financing. Asset-Based Financial Engineering. Hoboken,
New Jersey: Wiley (pp. 1-30).
2. Class 2 What is Special about Large Projects? Why is it useful to study project
finance? Who finance large projects?
Esty, J. (2003).Why Study Large Projects? Harvard Business School (May, 2).
Finnerty, J.D. (2007). Project Financing. Asset-Based Financial Engineering. Hoboken,
New Jersey: Wiley (pp. 31-68).
3. Class 3 The investment decision under certainty. Case study:Gatti, S. (2012). Milan Metro Line. In Project Financing in Theory and
21
Practice. London: Elsevier (pp. 395-407).
Finnerty, J.D. (2007). Project Financing. Asset-Based Financial Engineering. Hoboken,
New Jersey: Wiley (pp. 141-184).
1. Dayananda, D., Irons, R., Harrison, S., Herbohn, J., &Rawland, P. (2002). Capital
Budgeting. Financial Appraisal of Investment Projects. Cambridge, UK: Cambridge
University Press (pp. 1-11).
2. Callahan, K.V., Stetz, L.M., & Brooks, L.M. (2007). Project Management Accounting.
Hoboken, New Jersey: Wiley (pp. 46-70).
3. Khatib, H. (2008). Economic Evaluation of Projects in the Electricity Supply
Industry.London: Institution of Engineering and Technology (pp. 31-70).
4. Class 4 The investment decision under certainty in a tax environment: I.
Case Study: Gatti, S. (2012). ItalyWater System. In Project Financing in Theory and
Practice. London: Elsevier (pp. 377-385).
Required readings
1. Dayananda, D., Irons, R., Harrison, S., Herbohn, J., &Rawland, P. (2002). Capital
Budgeting. Financial Appraisal of Investment Projects. Cambridge, UK: Cambridge
University Press (pp. 12-36).
2. Callahan, K.V., Stetz, L.M., & Brooks, L.M. (2007). Project Management Accounting.
Hoboken, New Jersey: Wiley (pp. 92-112).
2. Khatib, H. (2008). Economic Evaluation of Projects in the Electricity Supply
Industry.London: Institution of Engineering and Technology (pp. 71-85).
5. Class 5The investment decision under certainty in a tax environment II.
Case Study:Gatti, S. (2012). Quezon Power Ltd. Co. In Project Financing in Theory and
Practice. London: Elsevier (pp. 387-394).
Required readings
1. Khatib, H. (2008). Economic Evaluation of Projects in the Electricity Supply
Industry.London: Institution of Engineering and Technology (pp. 87-95; 130-144).
6. Class 6The accounting and the financial break-even points under certainty.
Case Study:Finnerty, J.D. (2007). The Indiantown Cogeneration Project. In Project
Financing. Asset-Based Financial Engineering. Hoboken, New Jersey: Wiley (pp. 288-318).
Required readings
3. Finnerty, J.D. (2007). Project Financing. Asset-Based Financial Engineering. Hoboken,
New Jersey: Wiley (pp. 186-208).
4. Dayananda, D., Irons, R., Harrison, S., Herbohn, J., &Rawland, P. (2002). Capital
Budgeting. Financial Appraisal of Investment Projects. Cambridge, UK: Cambridge
22
University Press (pp. 133-151).
5. Callahan, K.V., Stetz, L.M., & Brooks, L.M. (2007). Project Management Accounting.
Hoboken, New Jersey: Wiley (pp. 113-137).
6. Khatib, H. (2008). Economic Evaluation of Projects in the Electricity Supply
Industry.London: Institution of Engineering and Technology (pp. 172-185).
7. Class 8 Source of project Funds. Long term debt market. Commercial bank
loans. Internationalcapitalmarket. Governmentalassistance.
Case Study: Mitchell, M., & Stafford, E. (2001).Cost of Capital at Ameritrade. Harvard
Business School (April, 26).
Required readings
1. Finnerty, J.D. (2007). Project Financing. Asset-Based Financial Engineering.
Hoboken, New Jersey: Wiley (pp. 209-238).
8. Class 9The domestic investment decision under inflation and certainty.
Case Study:Esty, B. (2004). Airbus A3XX: Developing the World's Largest Commercial Jet
(A). Harvard Business School (April, 26).
Required reading
1. Dayananda, D., Irons, R., Harrison, S., Herbohn, J., &Rawland, P. (2002). Capital
Budgeting. Financial Appraisal of Investment Projects. Cambridge, UK: Cambridge
University Press (pp. 91-112).
9. Class 10 Assessing the investment riskiness under conditions of uncertainty.
Case Study:Finnerty, J.D. (2007).The Tribasa Toll Road Project. In Project Financing.
Asset-Based Financial Engineering. Hoboken, New Jersey: Wiley (pp. 319-337).
Required readings
1. Dayananda, D., Irons, R., Harrison, S., Herbohn, J., &Rawland, P. (2002). Capital
Budgeting. Financial Appraisal of Investment Projects. Cambridge, UK: Cambridge
University Press (pp. 114-130).
2. Jorion, P. (2003). Financial Risk Manager Handbook. Hoboken, New Jersey: Wiley
(pp. 31-61).
3. Farell, M. (2002). Financial engineering in project management. Project Management
Journal (Vol. 33, No. 1), pp. 27-36.
10. Class 11 The investment decision under conditions of risk.
Case Study:Finnerty, J.D. (2007). The Euro Disneyland Project. In Project Financing.
Asset-Based Financial Engineering. Hoboken, New Jersey: Wiley (pp. 338-367).
Required readings
1. Dayananda, D., Irons, R., Harrison, S., Herbohn, J., &Rawland, P. (2002). Capital
Budgeting. Financial Appraisal of Investment Projects. Cambridge, UK: Cambridge
23
University Press (pp. 204-217; 219-133).
2. Jorion, P. (2003). Financial Risk Manager Handbook. Hoboken, New Jersey: Wiley (pp.
63-81).
3. Mosca, R., Schenon, M., &Bonello, A., F. (2001).Risk analysis in the evaluation of plant
investments: the contribution of a non-deterministic approach. Project Management
Journal (Vol. 32, No. 3), pp. 4-11.
11. Class 12 The investment decision and its cost of capital: I.
Case Study:Finnerty, J.D. (2007). The Eurotunnel Project. In Project Financing. Asset-
Based Financial Engineering. Hoboken, New Jersey: Wiley (pp. 368-393).
Required readings
1. Dayananda, D., Irons, R., Harrison, S., Herbohn, J., &Rawland, P. (2002). Capital
Budgeting. Financial Appraisal of Investment Projects. Cambridge, UK: Cambridge
University Press (pp. 251-272).
2. Jorion, P. (2003). Financial Risk Manager Handbook. Hoboken, New Jersey: Wiley (pp.
3-30).
3. Zwikael, O., Globerson, S., &Raz, T. (2000). Evaluation of models for forecasting the
final cost of a project. Project Management Journal (Vol. 31, No. 1), pp. 53-57.
12. Class 13 The investment decision and its cost of capital: II.
Required reading
1. Kwak, Y., H., Ibbs, C., W. (2000). Calculating project management‘s return of
investment. Project Management Journal. (Vol. 31, No. 2), pp. 38-47.
24
PM COURSE 8.Management Skills, Organizational Change, and Management of Innovative Projects
№ Class Number. Topic Name Name of Resource
1. Class 2. On the Nature of Human Strengths and Their
Importance for Developing Managerial Skills.
Buckingham, M., & Coffman, C. (2001). Now, Discover Your Strengths. New York: Free Press (pp. 3-61).
2. Class 3. Discovering Different Types of Strengths:
Identifying Managerial Skills.
Buckingham, M., & Coffman, C. (2001). Now, Discover Your Strengths. New York: Free Press (pp. 67-135).
3. Class 4. Put Strengths to Work: Using Managerial Skills.
Buckingham, M., & Coffman, C. (2001). Now, Discover Your Strengths. New York: Free Press (pp. 136-186).
4. Class 5. Managing Strengths and Building Strengths-based
Organizations.
Buckingham, M., & Coffman, C. (2001). Now, Discover Your Strengths. New York: Free Press (pp. 187-245).
5. Class 6. The Nature of Expertise/High Performance.
Managing the Most Talented. How Do Successful Managers
Manage Themselves?
1. Ericsson, K. A., Prietula, M. J., &Cokely, E. T. (July-August 2007). The making of an expert. Harvard Business Review (pp. 115-121). 2. Jones, G. (June 2008). How the best of the best get better and better. Harvard Business Review (pp. 123-126). 3. Goffee, R., & Jones, G. (2007). Leading clever people. Harvard Business Review (pp. 72-79). 4. Schwartz, T. (October 2007). Manage your energy, not your time. Harvard Business Review (pp. 63-72). 5. Kaplan, R. S. (July-August 2008). Reaching your potential. HarvardBusinessReview (pp. 45-49).
6. Class 7. Organizational Change at the Individual Level. Cameron, E., & Green, M. (2004). Making Sense of Change Management: A Complete Guide to the Models, Tools, and
Techniques of Organizational Change. London: Kogan(pp. 1-53).
7. Class 8. Organizational Change at the Team and
Organizational Levels.
Required reading
Cameron, E., & Green, M. (2004). Making Sense of Change Management: A Complete Guide to the Models, Tools, and
Techniques of Organizational Change. London: Kogan(pp. 54-120).
8. Class 9. Leading Change in Organizations. The Restructuring
Process.
Required reading
Cameron, E., & Green, M. (2004). Making Sense of Change Management: A Complete Guide to the Models, Tools, and
Techniques of Organizational Change. London: Kogan(pp. 121-192).
9. Class 10. Cultural Change, Information Technology (IT)
Based Process Change, and Mergers and Acquisitions.
Required reading
Cameron, E., & Green, M. (2004). Making Sense of Change Management: A Complete Guide to the Models, Tools, and
Techniques of Organizational Change. London: Kogan(pp. 193-269).
25
PM COURSE 9.Project Management of Innovation
10. Class 11. Innovation and Creativity in Successful Project
Management.
1. Trokhan, P. D. (July-August 2007). An inventor‘s personal principles of innovation. Research-Technology Management
(pp. 32-41).
2.Gamlin, J. N., Yourd, R., & Patrick, V. Unlock creativity with ―active‖ idea management.Research-Technology
Management (pp. 13-16).
3. Bettencourt, L. A., &Ulwick, A. W. (May 2008). The customer-centered innovation map. Harvard Business Review
(pp. 109-114).
4. Interview. (March-April 2007). Implementing open innovation. Research-Technology Management (pp. 21-25). 11. Class 12. Managing Innovative Projects.
1. Shavinina, L. V. (2007). How can innovation help enhance performance? This chapter was originally published in
French as follows: Comment l’innovation peut-elle accroitre la performance organisationnelle? In L. Chaput (Ed.), Modèles Contemporains en Gestion: Un Nouveau Paradigme, la Performance (pp. 167-197). Le Delta I, Québec, Canada: Presses de l’Université du Québec. 2. Cohn, J., Katzenbach, J., & Vlak, G. (December 2008). Finding and grooming breakthrough innovators. Harvard Business Review (pp. 63-69). 3.Iyer, B., & Davenport, T. H. (April 2008). Reverse engineering Google‘s innovation machine. Harvard Business Review
(pp. 59-68). 4. Hamel, G. (February 2006). The why, what, and how of management innovation. Harvard Business Review (pp. 72-
84).
5. Nambisan, S., &Sawhney, M. (March 2007). Meet the innovation capitalist. HarvardBusinessReview (p. 24).
12. Class 13. Success in Project Management
1. Nash, L., & Stevenson, H. (February 2004). Success that lasts. Harvard Business Review (pp. 102-109).
2. Drucker, P. F. (February 2006). What executives should remember.Harvard Business Review (pp. 145-152).
3. Wademan, D. (January 2005). The best advice I ever got. Harvard Business Review (pp. 35-44).
4. Hallowell, E. (January 2005). Overloaded circuits: Why smart people underperform. Harvard Business Review (pp. 55-
62). 5. Drucker, P. (January 2005). Managing oneself. Harvard Business Review (pp. 100-109).
6. Czeisler, C. A. (October 2006). Sleep deficit: The performance killer. Harvard Business Review (pp. 53-59).
7. Humer, F. (January 2007). Intuition: Moments of truth. HarvardBusinessReview (pp. 17-18).
26
№ Class Number. Topic Name Name of Resource
1. Class 2. Managing Innovative Projects in Public
Organizations
Canadian Centre for Management Development (CCMD). (2004). Roundtable on the Innovative Public Service.
Organizing for Deliberate Innovation: A Toolkit for Teams. Ottawa, Canada: CCMD; pp.1-65.
2. Class 3. InnovationLeadership Deschamps, J. P. (2003). Innovation and Leadership. In L. V. Shavinina (Ed.), International Handbook on Innovation.
Oxford, UK: Elsevier Science (pp. 815-831).
Shavinina, L. V. (2011). On the Nature of Individual Innovation Leadership. Talent Development and Excellence, 4 (1),
pp. 165-185.
3. Class 4. Challenges to Innovation Management
Bessant, J. (2003). Challenges in Innovation Management. In L. V. Shavinina (Ed.), International Handbook on
Innovation. Oxford, UK: Elsevier (pp. 761-774).
Wilson, K., and Doz, Y. (2012). 10 Rules for Managing Global Innovation. Harvard Business Review, October, pp. 85-90.
4. Class 5. Managing Technological Innovation. Product
Innovation
Katz, R. (2003). Managing Technological Innovation in Business Organizations. In L. V. Shavinina (Ed.), International
Handbook on Innovation. Oxford, UK: Elsevier (pp. 775-789).
Cooper, R. (2003). Profitable Product Innovation: The Critical Success Factors. In L. V. Shavinina (Ed.), International
Handbook on Innovation. Oxford, UK: Elsevier (pp. 139-157).
5. Class 6. Product Development Processes.Making
Productive Use of Users as Innovators.
Disruptive Technologies: The Attacker's Advantage and the
Incumbent's Response
Wheelwright, S. C., and Kim, B. C. (1992). Creating Project Plans to Focus Product Development. Harvard Business
Review, Mar-Apr, pp.70-82.
Wessel, M., and Christensen, C. M. (2012). Surviving Disruption. Harvard Business Review, December, pp. 56-64.
Thomke, S., and von Hippel, E. (2002). Customers as Innovators: A New Way to Create Value. Harvard Business Review,
80(4), Apr., pp. 74-81.
Anthony, S. D. (2012). The New Corporate Garage. Harvard Business Review, September, pp. 45-53.
6. Class 7. Strategically Important Capabilities and Guiding
Visions for New Product and Process Development
Projects
Bowen, H. K., Clark, K. B., Holloway, C. A., & Wheelwright, S. C. (1994). The Perpetual Enterprise Machine: Seven
Keys to Corporate Renewal through Successful Product and Process Development. Preface, Introduction (pp. 3-12),
Chapters 1, 2, and 3 (pp. 13-87).
7. Class 9. Successfully Pushed Performance Envelopes for
New Product and Process Development Projects and
Project Leadership in Organizations
Bowen, H. K., Clark, K. B., Holloway, C. A., & Wheelwright, S. C. (1994). The Perpetual Enterprise Machine: Seven
Keys to Corporate Renewal through Successful Product and Process Development. Chapters 4 and 5 (pp. 88-164).
8. Class 10. Project Management for Developing Strong
Ownership and Commitment
Bowen, H. K., Clark, K. B., Holloway, C. A., & Wheelwright, S. C. (1994). The Perpetual Enterprise Machine: Seven
Keys to Corporate Renewal through Successful Product and Process Development. Chapter 6 (pp. 165-201).
9. Class 11. Prototyping and Integration within Innovative
Projects
Bowen, H. K., Clark, K. B., Holloway, C. A., & Wheelwright, S. C. (1994). The Perpetual Enterprise Machine: Seven
Keys to Corporate Renewal through Successful Product and Process Development. Chapters 7 and 8 (pp. 202-263).
10. Class 12. The Role of Learning in Innovation Bowen, H. K., Clark, K. B., Holloway, C. A., & Wheelwright, S. C. (1994). The Perpetual Enterprise Machine: Seven
Keys to Corporate Renewal through Successful Product and Process Development. Chapter 9 (pp. 264-292).
27
PM COURSE 10. Public-Sector Project Management
11. Class 13. Seven Key Elements for Outstanding Innovation
Development Projects in Action: A Practical Illustration
(Eastman Kodak Company and Hewlett-Packard).
Bowen, H. K., Clark, K. B., Holloway, C. A., & Wheelwright, S. C. (1994). The Perpetual Enterprise Machine: Seven
Keys to Corporate Renewal through Successful Product and Process Development. Chapters 13 and 14 (pp. 349-371,
393-425).
28
№ Class Number. Topic Name Name of Resource
1. Class 1. Introduction and Course Overview. Defining majorconcepts.
Required readings :
1. Wirick, D. W. (2009). Public-Sector Project Management. Hoboken, New Jersey: John Wiley
& Sons. Preface (pp. xi-xvii), Chapter 1 (pp. 1-14), Glossary (pp. 251-266).
2. Government extension to the PMBOK Guide Third Edition (2006). Newtown Square,
Pennsylvania: Project Management Institute. Chapter 1 (pp. 1-12), Glossary (pp. 115-117).
2. Class 2. Introducing public-sector project management.
Required readings:
1. Wirick, D. W. (2009). Public-Sector Project Management. Hoboken, New Jersey: John Wiley
& Sons. Chapter 2 (pp. 17-29), Chapter 3 (pp. 31-53)
2. PMBOK Guide – Third Edition. Chapter 3.
3. Buuren, A., Buijs, J.-M., Teisman, G. (2010). Program management and the creative art of
coopetition: Dealing with potential tensions and synergies between spatial development projects. International Journal of Project Management, 28, pp. 672-682.
Case studies:
1. Wirick, D. W. (2009). Public-Sector Project Management. Hoboken, New Jersey: John Wiley
& Sons. Project Apollo (pp. 14-15), The Creation of the Peace Corps (pp. 29-30), and The
Marshall Plan (pp. 54-55).
3. Class 3. A strategic framework for public-sector project management.
Required readings:
1. Wirick, D. W. (2009). Public-Sector Project Management. Hoboken, New Jersey: John Wiley
& Sons. Chapter 4 (pp. 57-71).
2. Government extension to the PMBOK Guide Third Edition (2006). Newtown Square,
Pennsylvania: Project Management Institute. Chapter 4 (pp. 25-27).
3. Kirsila, J., Hellstrom, M., Wikstrom, K. (2007). Integration as a project management concept:
A study of the commissioning process in industrial deliveries. International Journal of
Project Management, 25, pp. 714-721.
4. Lenferink, S, Tillema, T., Arts, J. (2012). Towards sustainable infrastructure development
through integrated contracts: Experiences with inclusiveness in Dutch infrastructure projects.
International Journal of Project Management, article in press (13 pages).
Case studies:
1. Wirick, D. W. (2009). Public-Sector Project Management. Hoboken, New Jersey: John Wiley
& Sons. Electing a Candidate (pp. 71-72).
2. Kassel, D. S. (2010). Managing Public Sector Projects: A Strategic Framework for Success in
an Era of Downsized Government. Boca Raton, FL: Taylor and Francis Group.
Nontraditional financing risks in the Cranston, Rhode Island, wastewater treatment
system (p. 32).
4. Class 4. Project planning. Getting the concept right.
Required readings:
1. Wirick, D. W. (2009). Public-Sector Project Management. Hoboken, New Jersey: John Wiley
29
& Sons. Chapter 5 (pp. 73-86).
2. Government extension to the PMBOK Guide Third Edition (2006). Newtown Square,
Pennsylvania: Project Management Institute. Chapter 5 (pp. 29-33).
3. Zwikael, O. (2009). The relative importance of the PMBOK® Guide‘s nine knowledge areas
during project planning. Project Management Journal, 40 (4),pp. 94-103.
4. Collyer, S., Warren, C., Hemsley, B., Stevens, C. (2010). Aim, fire, aim—project planning
styles in dynamic environments. Project Management Journal, 41 (4),pp. 108-121.
5. El-Gohary, N. M., Osman, H., El-Diraby, T. (2006). Stakeholder management for public
private partnerships. International Journal of Project Management, 24, pp. 595-604.
Case studies:
1. Wirick, D. W. (2009). Public-Sector Project Management. Hoboken, New Jersey: John Wiley
& Sons. Projects for improving public-sector processes (pp. 87-88).
2. Kassel, D. S. (2010). Managing Public Sector Projects. A Strategic Framework for Success in
an Era of Downsized Government. Boca Raton, FL: Taylor and Francis Group. The lack of
timely U.S. postwar planning in Iraq (p. 42), Correctly identifying the problem: the
Town of Harvard library project (pp. 45-46), Incorrectly identifying postwar problems
in Iraq (pp. 46-47).
5. Class 5. Managing project time.
Required readings:
1. Wirick, D. W. (2009). Public-Sector Project Management. Hoboken, New Jersey: John Wiley
& Sons. Chapter 6 (pp. 89-105).
2. Government extension to the PMBOK Guide Third Edition (2006). Newtown Square,
Pennsylvania: Project Management Institute. Chapter 6 (pp. 35-38).
3. Zammori, F. A., Braglia, M., Frosolini M. (2009). A fuzzy multi-criteria approach for critical
path definition. pp. 178-291.
4. Toora, S., Ogunlana, S. O. (2010). Beyond the ‗iron triangle‘: Stakeholder perception of key
performance indicators (KPIs) for large-scale public sector development projects.
International Journal of Project Management, 28,pp. 228-236.
5. Ramo, H., (2002). Doing things right and doing the right things: Time and timing in projects. International Journal of Project Management, 20, pp. 569-574.
1. \Wirick, D. W. (2009). Public-Sector Project Management. Hoboken, New Jersey: John
Wiley & Sons. The FBI’s VCF Project (pp. 105-106).
2. Kassel, D. S. (2010). Managing Public Sector Projects. A Strategic Framework for Success in
an Era of Downsized Government. Boca Raton, FL: Taylor and Francis Group. Failings in
internal control procedures in Port of Seattle construction contracts (pp. 70-71).
Underestimating the design-built schedule for the UMass Computer Science Center (pp.
93-94).
30
6. Class 6. Managing project cost.
1. Wirick, D. W. (2009). Public-Sector Project Management. Hoboken, New Jersey: John Wiley
& Sons. Chapter 7 (pp. 107-124).
2. Government extension to the PMBOK Guide Third Edition (2006). Newtown Square,
Pennsylvania: Project Management Institute. Chapter 7 (pp. 39-43).
3. Pajares, J., Lopez-Paredes, A. (2011). An extension of the EVM analysis for project
monitoring: The Cost Control Index and the Schedule Control Index. International Journal of
Project Management, 29, pp. 615-621.
4. Kima, E. H., Wells, W. G., Duffey, M. R. (2003). A model for effective implementation of
Earned Value Management methodology. International Journal of Project Management, 21,
pp. 375-382.
5. Lipke, W., Zwikael, O., Henderson, K., Anbari, F. (2009). Prediction of project outcome. The
application of statistical methods to earned value management and earned schedule
performance indexes. International Journal of Project Management, 27, pp. 400-407.
1. Wirick, D. W. (2009). Public-Sector Project Management. Hoboken, New Jersey: John Wiley
& Sons. Turning on the Lights in the Country (pp. 125-126).
2. Kassel, D. S. (2010). Managing Public Sector Projects. A Strategic Framework for Success in
an Era of Downsized Government. Boca Raton, FL: Taylor and Francis Group. Estimating
software technology costs in satellite systems (pp. 106-107). Failure to obtain budget
authorization for a scope expansion of the L.A. District Courthouse construction project
(pp. 108-109).
7. Class .7 Managing project quality.
1. Wirick, D. W. (2009). Public-Sector Project Management. Hoboken, New Jersey: John Wiley
& Sons. Chapter 8 (pp. 127-140).
2. Government extension to the PMBOK Guide Third Edition (2006). Newtown Square,
Pennsylvania: Project Management Institute. Chapter 8 (pp. 45-51).
3. Flyvbjerg, B. (2012). Quality control and due diligence in project management: Getting
decisions right by taking the outside view. International Journal of Project Management, in
press, 15 pages.
4. Gabriel, E. (1997). The lean approach to project management. International Journal of
Project Management, 15 (4), pp. 205-209.
5. Zhang, W., Xu, X. (2008). Six Sigma and information systems project management: A
revised theoretical model. Project Management Journal, 39 (3), pp. 59-74.
1. Wirick, D. W. (2009). Public-Sector Project Management. Hoboken, New Jersey: John Wiley
& Sons. The Allied D-Day Invasion of June 1944 (pp. 140-141).
2. Kassel, D. S. (2010). Managing Public Sector Projects. A Strategic Framework for Success in
an Era of Downsized Government. Boca Raton, FL: Taylor and Francis Group. Risks
imposed by a performance specification in the University of Massachusetts Computer
Science Center project (pp. 83-84). What sank the Thresher? (p. 189).
31
8. Class 9. Managing project human resources.
1. Wirick, D. W. (2009). Public-Sector Project Management. Hoboken, New Jersey: John Wiley
& Sons. Chapter 9 (pp. 143-156).
2. Government extension to the PMBOK Guide Third Edition (2006). Newtown Square,
Pennsylvania: Project Management Institute. Chapter 9 (pp. 53-57).
3. Fazzari, A. J., Levitt, K. (2008). Human Resources as a strategic partner: Sitting at the table
with Six Sigma. Human Resource Development Quarterly, 19 (2),pp. 171-180.
4. Tabassi, A. A., Ramli, M., Abu Bakar, A. H. (2012). Effects of training and motivation
practices on teamwork improvement and task efficiency: The case of construction firms.
International Journal of Project Management, 30,pp. 213-224.
5. Lloyd-Walker, B., Walker, D. (2011). Authentic leadership for 21st century project delivery.
International Journal of Project Management, 29, pp. 383-395.
1. Wirick, D. W. (2009). Public-Sector Project Management. Hoboken, New Jersey: John Wiley
& Sons. Rebuilding Greensburg “Green”(pp. 140-141).
2. Kassel, D. S. (2010). Managing Public Sector Projects. A Strategic Framework for Success in
an Era of Downsized Government. Boca Raton, FL: Taylor and Francis Group. Unqualified
staff managing Iraq reconstruction projects (p. 122).
9. Class 10. Managingprojectcommunications. Required readings:
1. Wirick, D. W. (2009). Public-Sector Project Management. Hoboken, New Jersey: John Wiley
& Sons. Chapter 10 (pp. 159-173).
2. Government extension to the PMBOK Guide Third Edition (2006). Newtown Square,
Pennsylvania: Project Management Institute. Chapter 10 (pp. 59-64).
3. Tang, L., Shen, Q. (2012). Factors affecting effectiveness and efficiency of analyzing
stakeholders' needs at the briefing stage of public private partnership projects. International
Journal of Project Management, in press, 9 pages.
4. Diallo, A., Thuillier, D. (2005). The success of international development projects, trust and
communication: An African perspective. International Journal of Project Management, 23,
pp. 237-252.
5. Lesko, Ch. J., Hollingsworth, Y. (2011). A new approach to communications management
planning through 3d web and semantic web technologies. Journal of Management and Strategy, 2 (3), pp. 25-34.
1. Wirick, D. W. (2009). Public-Sector Project Management. Hoboken, New Jersey: John Wiley
& Sons. The Manhattan Project (pp. 173-174).
2. Kassel, D. S. (2010). Managing Public Sector Projects. A Strategic Framework for Success in
an Era of Downsized Government. Boca Raton, FL: Taylor and Francis Group. Unintended
consequences in using contractors to manage satellite development projects (pp. 125-
126).
10. Class 11. Managing project risk.
1. Wirick, D. W. (2009). Public-Sector Project Management. Hoboken, New Jersey: John Wiley
& Sons. Chapter 11 (pp. 175-195).
32
PM COURSE 11. Qualitative Research Methods in Project Management
2. Government extension to the PMBOK Guide Third Edition (2006). Newtown Square,
Pennsylvania: Project Management Institute. Chapter 11 (pp. 65-70).
3. Xu, Y., Lu, Y., Chan, A. C., Skibniewski, M. J., Yeung, J. F. Y. (2012). A computerized risk
evaluation model for public-private partnership (PPP) projects and its application.
International Journal of Strategic Property Management, 16 (3), pp. 277-297.
1. Wirick, D. W. (2009). Public-Sector Project Management. Hoboken, New Jersey: John Wiley
& Sons. Closing Willowbrook (pp. 195-196).
2. Kassel, D. S. (2010). Managing Public Sector Projects. A Strategic Framework for Success in
an Era of Downsized Government. Boca Raton, FL: Taylor and Francis Group. .
Inappropriate accountability and the Challenger space shuttle tragedy (pp. 127-128).
11. Class 12. Managing project procurement and vendors.
1. Wirick, D. W. (2009). Public-Sector Project Management. Hoboken, New Jersey: John Wiley
& Sons. Chapter 12 (pp. 197-227).
2. Government extension to the PMBOK Guide Third Edition (2006). Newtown Square, Pennsylvania: Project Management Institute. Chapter 12 (pp. 71-85).
1. Wirick, D. W. (2009). Public-Sector Project Management. Hoboken, New Jersey: John Wiley
& Sons. The Construction and Reconstruction of the Panama Canal (pp. 228-229).
2. Kassel, D. S. (2010). Managing Public Sector Projects. A Strategic Framework for Success in
an Era of Downsized Government. Boca Raton, FL: Taylor and Francis Group. Lack of
accountability in contract procurement in Iraq (pp. 141-142). Limits to effective
competition in the Lynn water and sewer privatization project (pp. 149-150).
12. Class 13. Managing complexity and chaos in public-sector projects. Project
closeout and beyond.
1. Wirick, D. W. (2009). Public-Sector Project Management. Hoboken, New Jersey: John Wiley & Sons. Chapter 13 (pp. 231-250).
2. Farazmand, A. (2007). Learning from the Katrina Crisis: A Global and International Perspective with Implications for Future Crisis Management. Public Administration Review, December, pp. 149-159.
3. Stffens, W., Martinsuo, M., Artto K. (2007). Change decisions in product development projects. International Journal of Project Management, 25, pp. 702-713.
4. Kassel, D. S. (2010). Managing Public Sector Projects. A Strategic Framework for Success in an Era of Downsized Government. Boca Raton, FL: Taylor and Francis Group. Consequences of inadequate operations monitoring in the Millenium Dome project in the UK (pp. 202-203).
№ Class Number. Topic Name Name of Resource
1. Class 1. Introduction and Course Overview. Defining major 1. Grix, K. (2002). Introducing students to the generic terminology of social research. Politics, vol 22 (3), pp.
33
concepts
175-186.
2. Gauthier, J.B., Ika, L.A. (2012). Foundations of Project Management Research: An Explicit and Six-Facet
Ontological Framework. Project Management Journal,vol. 43 (5), pp. 5–23.
2. Class 2. Specifying a research problem
1. Babbie, E., Benaquisto, L. (2010). Fundamentals of Social Research. Second Canadian edition. Toronto,
ON, Canada : Nelson Education Ltd. Chapter 4 (pp. 104-112).
2. Esterberg, K. G. (2002). Qualitative Methods in Social Research. Boston, USA: McGRaw-Hill Higher
Education. Chapter 1 (pp. 1-24).
1. Aubry, M., Richer, M. C., Lavoie-Tremblay, M., Cyr, G. (2011). Pluralism in PMO performance: The case
of a PMO dedicated to a major organizational transformation. ProjectManagementJournal, vol. 42 (6), pp.
60-77.
3. Class 3 Literature review and managing bibliographies (Endnote)
1. Torraco, R. J. (2005). Writing Integrative Literature Reviews: Guidelines and Examples. Human Resource
Development Review, vol. 4 (3), pp. 356-367.
1. Soderlund, J. (2011). Pluralism in Project Management : Navigating the Crossroads of Specialization and
Fragmentation. International Journal of Management Reviews, Vol. 13, pp. 153–176.
2. Pemsel, S., Muller, R. (2012). The governance of knowledge in project-based organizations. International
Journal of Project Management, vol. 30 (8),pp. 865-876.
4. Class 4 Conceptual/theoretical framework. The research structure
Required readings:
1. Rocco, T. S., Plakhotnik, M. S. (2009). Literature Reviews, ConceptualFrameworks, and Theoretical
Frameworks: Terms, Functions, and Distinctions. Human Resource Development Review, vol. 8 (1),pp.
120-13.
Discussions:
1. Daley, B., J, Conceiçao, S. C. O. Mina, L., Altman, B. A., Baldor, M., Brown, J. (2010). Integrative
Literature Review: Concept Mapping: A Strategy to Support the Development of Practice, Research, and
Theory Within Human Resource Development. Human Resource Development Review, vol. 9 (4,)pp. 357–
384.
5. Class 5 Probabilist/non probabilist sampling methods Required readings:
1. Babbie, E., Benaquisto, L. (2010). Fundamentals of Social Research. Second Canadian edition. Toronto,
ON, Canada: Nelson Education Ltd. Chapter 7 (pp. 176-189).
Discussions:
1. Pauget, B., Wald, A. (2012). Relational competence in complex temporary organizations: The case of a
French hospital construction project network. International Journal of Project Management, In Press.
Available online 27 July 2012, pp. 1-12.
2. Ika, L. A., Diallo, A., Thuiller, D. (2012). Critical success factors for World Bank projects: An empirical
34
investigation. International Journal of Project Management, vol. 30 (1), pp. 105–116.
6. Class 6 Qualitative interviewing
Required readings:
1. Esterberg, K. G. (2002). Qualitative Methods in Social Research. Boston, USA: McGRaw-Hill Higher
Education. Chapter 5 (pp. 83-113).
2. Fontana, A., Frey, J., H. (1994). Interviewing. In Denzin, N., K., Lincoln, Y., S. (editors). Handbook of
Qualitative Research. Thousand Oaks, California: Sage Publications, Inc. (pp. 361-376).
Discussions:
2. Skulmoski, G. J., Hartman, F. T. (2009). Information Systems Project Manager Soft Competencies: A
Project-Phase Investigation. Project Management Journal, Vol. 41, No. 1, pp. 61–80.
7. Class 8 Grounded Theory
Required readings:
1. Hood, J. C. (2007). Orthodoxy vs. Power: The Defining Traits of Grounded Theory. In Bryant, A.,
Charmaz K. The SAGE Handbook of Grounded Theory. Thousand Oaks, CA: SAGE Publications Ltd. (pp.
151-164).
2. Strauss, A. (1994). Discovering New Theory from Previous Theory: An Exercise in Theoretical Sampling.
In Glaser, B. G. (editor). More Grounded Theory Methodology : A Reader. Mill Valley, CA : Sociology
Press (pp. 369-376).
1. Georgieva, S., Allan, G. (2008). Best Practices in Project Management through a Grounded Theory Lens.
The Electronic Journal of Business Research Methods, 6 (1),pp. 43-52.
8. Class 9 Case study
Required readings:
1. Gagnon, Y.-C. (2010).The Case Study as Research Method. A Practical Handbook. Québec, Québec:
Presses de l‘Université du Québec (pp. 1-10).
2. Eisenhardt, K. M. (1989). Building theories from case study research. The Academy of Management
Review, vol. 14 (4), pp. 532-550.
1. Pellegrinelli, S., Murray-Webster R. (2011). Multi-Paradigmatic Perspectives on a
Business Transformation Program. Project Management Journal, vol. 42 (6), pp. 4–19.
2. Shavinina, L. (2011). What Do We Know about Managerial Talent? The Case-Study of Richard Branson as
a Great Project Manager. Paper presented at the 1st International Congress on Project Management held at
the Université du Québec, Gatineau, QC. (pp. 1-23).
9. Class 10 Ethical Issues for Social Researchers
1. Esterberg, K. G. (2002). Qualitative Methods in Social Research. Boston, USA: McGRaw-Hill Higher
Education. Appendix A. (pp. 221-233).
2. Morse, J.M, Richards, L. (2002). Readme First for a User’s Guide to Qualitative Methods. Thousand Oaks,
California: Sage Publications, Inc. Chapter 10 (pp.183-194).
1. Morris, P. W. G., Crawford, L., Hodgson, D., Shepherde, M. M., Thomas, J. (2006). Exploring the role of
formal bodies of knowledge in defining a profession – The case of project management. International
Journal of Project Management, vol. 24 (8), pp. 710-721.
10. Class 11 Data analysis. Qualitative analysis versus thematic
analysis
Required readings:
1. Huberman, A., M., Miles, M., B. (1994). Data Management and Analysis Methods. In Denzin, N., K.,
Lincoln, Y., S. (editors). Handbook of Qualitative Research. Thousand Oaks, California: Sage Publications,
35
PM COURSE 12. Quantitative Research Methods
Inc.(pp. 428-444).
2. Babbie, E., Benaquisto, L. (2010). Fundamentals of Social Research. Second Canadian edition. Toronto,
ON, Canada : Nelson Education Ltd. Chapter 14 (pp. 393-437).
1. Patanakul, P., Milosevic, D. (2009). The effectiveness in managing a group of multiple projects: Factors of
influence and measurement criteria. International Journal of Project Management, vol. 27 (3),pp. 216-233.
11. Class 12 NVIVO
Required readings:
1. Morse, J.M, Richards, L. (2002). Readme First for a User’s Guide to Qualitative Methods. Thousand
Oaks, California: Sage Publications, Inc. Appendix (pp. 219-239).
№ Class Number. Topic Name Name of Resource
1. Class 1: Course Overview and Foundations in Applied Statistics, Part 1 Field, A. (2009). Discovering Statistics using SPSS (3rd ed.). London: Sage. Chapter 1, (pp. 1 – 30)
2. Class 2: Foundations in Applied Statistics, Part 2 Field, A. (2009). Discovering Statistics using SPSS (3rd ed.). London: Sage. Chapter 2, (pp. 31 – 60)
36
PM COURSE 13.İntegration Seminar
3. Class 3: Introduction to SPSS: The SPSS environment Field, A. (2009). Discovering Statistics using SPSS (3rd ed.). London: Sage. Chapter 3, (pp. 61 – 86)
4. Class 4: Introduction to SPSS: Exploring data with graphs Field, A. (2009). Discovering Statistics using SPSS (3rd ed.). London: Sage. Chapter 4, (pp. 87 – 130)
5. Class 5: Further analyses with SPSS part 1: Exploring Assumptions Field, A. (2009). Discovering Statistics using SPSS (3rd ed.). London: Sage. Chapter 5, (pp. 131 – 165)
6. Class 6: Correlation Field, A. (2009). Discovering Statistics using SPSS (3rd ed.). London: Sage. Chapter 6, (pp. 166 – 196)
7. Class 8: Regression, Part 2: Multiple Regression Field, A. (2009). Discovering Statistics using SPSS (3rd ed.). London: Sage. Chapter 7, (pp. 209-263)
8. Class 10: Comparing Two Means Field, A. (2009). Discovering Statistics using SPSS (3rd ed.). London: Sage. Chapter 9, (pp. 316-346)
9. Class 11: Comparing Several Means: Analysis Of Variance, ANOVA, Part 1 Field, A. (2009). Discovering Statistics using SPSS (3rd ed.). London: Sage. Chapter 10, (pp. 347 – 360)
10. Suggested reading 2: Chan,E.H.W., and Au, M.C.Y.( 2006). Building contractors‘ behavioural pattern in
pricing weather risk. , 515-626, January.
11. Class 12: Comparing Several Means: Analysis Of Variance, ANOVA, Part 2 Field, A. (2009). Discovering Statistics using SPSS (3rd ed.). London: Sage. Chapter 10, (pp. 350 – 394)
12. Class 13: Analysis Of Covariance, ANCOVA Field, A. (2009). Discovering Statistics using SPSS (3rd ed.). London: Sage. Chapter 11, (pp. 395 – 420) Suggested reading 3:
Cho, Y. (2011). Analyzing online customer dissatisfaction toward perishable goods. Journal of Business
Research, 64 (11), 1205–1250 13. Class 14: Factorial ANOVA
Required reading: Field, A. (2009). Discovering Statistics using SPSS (3rd ed.). London: Sage. Chapter
12, (pp. 421 - 456 )
14. Suggested reading 4:
Dall'Olmo Riley, F.; Pina, J.M., and Bravo, R. (2013). Downscale extensions: Consumer evaluation and
feedback effects. Journal of Business Research, 66 (2), pp. 146-206.
Class 7 Project plan (part II): risks, communications,
human resource, and procurement.
Case Study: Crosby Manufacturing Corporation . In Kerzner, H. (2009). Project Management. Case Studies.Hoboken,
NewJersey: Wiley(pp. 295-297).
1. Project Management Institute (2013). A Guide to the Project Management Body of Knowledge (PMBOK
GUIDE).5thEdition. NewtownSquare, PA.: ProjectManagementInstitute(pp. 193-226).
2. Thamhain, H. (2013). Managing risks in complex projects. Project Management Journal (Vol. 44, No. 2), pp. 20-
35.
37
3. Jiang, J. J., Klein, G., and Ellis, S. T. (2002). A measure of software development risk. Project Management
Journal(Vol. 33, No. 3), pp. 30-41.
15. Class 8 Collaborate successfully.
1. Project Management Institute (2013). A Guide to the Project Management Body of Knowledge (PMBOK
GUIDE).5th Edition. Newtown Square, PA.: Project Management Institute (pp. 227-254).
2. Di Marco, M. K., Alin, P., and Taylor, J. E. (2012). Exploring negotiation through boundary objects in global
design project networks. Project Management Journal(Vol. 43, No. 3), pp. 24-39
1. Christenson, D., and Walker, D. (2004). Understanding the role of ―vision‖ in project success. Project
Management Journal (Vol. 35, No. 3), pp. 39-52.
16. Class 9 Conflict management. Negative feedback. Process
for negotiating agreement.
1. Project Management Institute (2013). A Guide to the Project Management Body of Knowledge (PMBOK
GUIDE).5thEdition. NewtownSquare, PA.: ProjectManagementInstitute (pp.255-285).
2. Alin, P., Taylor, J. E., and Smeds, R. (2011). Knowledge transformation in project networks: a speech act level
cross-boundary analysis. Project Management Journal (Vol. 42, No. 4), pp. 58-75.
Case Study: Telestar International. In Kerzner, H. (2009). Project Management. Case Studies. Hoboken, New Jersey:
Wiley (pp. 502-503).
17. Class 10
Project reviews. The need for reviews. The conduct of
reviews. Periodic reviews.
1. Project Management Institute (2013). A Guide to the Project Management Body of Knowledge (PMBOK
GUIDE).5thEdition. NewtownSquare, PA.: ProjectManagementInstitute(pp. 287-308).
2. Turner, R., and Zolin, R. (2012). Forecasting success on large projects: developing reliable scales to predict multiple
perspectives by multiple stakeholders over multiple time frames. Project Management Journal(Vol. 43, No. 5), pp. 87-99.
3. Case Study: AltexCorporation . In Kerzner, H. (2009). Project Management. Case Studies. Hoboken, New Jersey:
Wiley (pp. 488-491).
18. Class 11 Earned-valuemanagement.
Project Management Institute (2013). A Guide to the Project Management Body of Knowledge (PMBOK GUIDE). 5th
Edition. Newtown Square, PA.: Project Management Institute (pp. 309-354).
Anbari, F. T. (2003). Earned value project management method and extensions. Project Management Journal(Vol. 34,
No. 4), pp. 12-23.
Kwak, Y. H., and Anbari, F. T. (2011). History, practices, and future of earned value management in government:
perspectives from NASA. Project Management Journal (Vol. 43, No. 1), pp. 77-90.
Caron, F., Ruggeri, F., and Merli, A. (2012). A Bayesian approach to improve estimate at completion in earned value
38
management. Project Management Journal(Vol. 44, No. 1), pp. 3-16.
19. Class 12. Handling project changes. The process of
managing changes.
1. Project Management Institute (2013). A Guide to the Project Management Body of Knowledge (PMBOK GUIDE).5th
Edition. Newtown Square, PA.: ProjectManagementInstitute(pp.355-389).
2. Steffey, R. W., and Anantatmula, V. S. (2011). International projects proposal analysis: risk assessment using radial
maps. Project Management Journal(Vol. 42, No. 3), pp. 62-74.
20. Class 13. Know when you are done. Documents, which
declare that a project is complete (i.e., project completion).
Process of ending well. Transfer ofproject. Lessons learned.
1. Project Management Institute (2013). A Guide to the Project Management Body of Knowledge (PMBOK
GUIDE).5thEdition. NewtownSquare, PA.: ProjectManagementInstitute(pp.391-415).
2. Hagen, M., and Park, S. (2013). Ambiguity acceptance as a function of project management: A new critical
success factor. Project Management Journal(Vol. 44, No. 2), pp. 52-66.