PM COURSE 1.Project Management and its Environmenttraining.edu.az/images/content_files/990/az/pmeng.pdf · Project Management: A Systems Approach to Planning, ... Project Management

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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).





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.




York: John Wiley & Sons (pp. 54-74).



4. Ducros, M. &Fernet, G. Project Management Guide. Paris, France: Editions Technip (pp. 29-36).


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)


GUIDE). 4th Edition. Newtown Square, PA.:Project Management Institute (pp. 27-32, 73-101).





4. Munns, K., Bjeirmi, B.F. (1996). The role of project management in achieving project success. International

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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)



2. Wirick, D. (2009). Public-Sector Project Management. Meeting the Challenges and Achieving Results. New




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.




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





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.


McGraw-Hill (pp. 139-162)


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).





3. Turner, J., Muller, R. (2005). The project manager‘s leadership style as a success factor on projects: A literature

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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).



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.


York: John Wiley & Sons (pp. 927-954);


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.

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PM COURSE 2. Project Team Management


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.


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.

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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.


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.


MA.: HarvardBusinessSchoolPress. (pp. 84-129).

2. In Katzenbach, J. R., & Smith, D. K. (1993). The Wisdom of Teams: Creating the High-Performance Organization. Boston,


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



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

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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

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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.


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.

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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.





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




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.




Decisions. Vienna: Management Concepts (pp. 113-132)

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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




Controlling. New York: John Wiley & Sons (pp. 353-368).

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PM COURSE 4. Process and Support System in Project Management


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


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



4. Class 4 Checking and adjusting the project plan. Setting a baseline and

updating progress.Progress control and project control. Case Study. Required readings



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



Institute (pp. 201- 214).


and Controlling. New York: Wiley (pp. 887-893).

7. Class 7 Tools for managing project quality. Collecting and understanding project Requiredreadings

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data, understanding project process, and analysing project process.



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








9. Class 10 Conducting, administering, and closing procurements.Type of contracts,

procurement risks, solicitation of seller proposals, and closing project procurements.

Required readings





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



Institute (pp. 165-174, 179-188).



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







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


Budgeting, Tracking, and Reporting Costs and Profitability. Hoboken, New Jersey:Wiley

(pp. 113-137, 138-169)


13

1. Class 1 Introduction and course overview. Concepts of project management,

organization of planning and operational control.

Required readings








4. Mantel, S. J., Meredith, R. J., Shafer, S., & Sutton, M.M. (2011). Project Management in


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





Controlling. New York: Wiley (pp.433-444).





3. Class 3 Project scheduling I. Methods of duration estimation, dependencies and

constraints, PERT-CPM, schedule calculations, critical path and margins.








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)).


Controlling. New York: Wiley (pp.493-512).



14



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


Required readings





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


Problem

1. Problem 28 (Mantel, S. J., Meredith, R. J., Shafer, S., & Sutton, M.M. (2011). Project


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





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


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)).



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.



Institute (pp. 52).




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)).


Controlling. New York: Wiley (pp. 817-835 ).


Achieving Results. New York: Wiley (pp. 107-116 ).



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


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).



11. Class 12 Monitoring, control of schedule. Measuring the

progress of work, changes control.


GUIDE). 4th Edition. Newtown Square, PA.:Project Management Institute (pp. 62).



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.



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.


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


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.



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.

http://topics.nytimes.com/top/reference/timestopics/people/l/steve_lohr/index.html?inline=nyt-per

http://mandataire.uqo.ca:2071/ehost/viewarticle?data=dGJyMPPp44rp2%2fdV0%2bnjisfk5Ie45PFIrqa2T7Gk63nn5Kx%2b8Nfse9%2ff8Vivpq1Kt6WwSK%2bonkmwsLNRuKi3OM7DpIzw1%2byL39nyge3k53y7o69Nta60TLGps0qk4t%2bG5bPkiqTa4FXg6uY%2b8tflVb%2fEpHnss7RPsq6xTbWupH7t6Ot58rPkjeri8n326gAA&hid=18

http://mandataire.uqo.ca:2071/ehost/viewarticle?data=dGJyMPPp44rp2%2fdV0%2bnjisfk5Ie45PFIrqa2T7Gk63nn5Kx%2b8Nfse9%2ff8Vivpq1Kt6WwSK%2bonkmwsLNRuKi3OM7DpIzw1%2byL39nyge3k53y7o69Nta60TLGps0qk4t%2bG5bPkiqTa4FXg6uY%2b8tflVb%2fEpHnss7RPsq6xTbWupH7t6Ot58rPkjeri8n326gAA&hid=18

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


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



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


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).



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).



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


Required readings








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


Required readings


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,




22






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.


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




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




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



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




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


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.


3. Class 4. Put Strengths to Work: Using Managerial Skills.


4. Class 5. Managing Strengths and Building Strengths-based

Organizations.


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


8. Class 9. Leading Change in Organizations. The Restructuring

Process.

Required reading



9. Class 10. Cultural Change, Information Technology (IT)

Based Process Change, and Mergers and Acquisitions.

Required reading



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


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


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


Keys to Corporate Renewal through Successful Product and Process Development. Chapter 6 (pp. 165-201).

9. Class 11. Prototyping and Integration within Innovative

Projects


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).


Keys to Corporate Renewal through Successful Product and Process Development. Chapters 13 and 14 (pp. 349-371,

393-425).

28


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:


& 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:


& 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:


& Sons. Chapter 4 (pp. 57-71).


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:


& 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:


29




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:


& 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:





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).


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.





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.


& Sons. Turning on the Lights in the Country (pp. 125-126).


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.





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.


& Sons. The Allied D-Day Invasion of June 1944 (pp. 140-141).


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.





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.


& Sons. Rebuilding Greensburg “Green”(pp. 140-141).


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:


& Sons. Chapter 10 (pp. 159-173).



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.


& Sons. The Manhattan Project (pp. 173-174).


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.


& Sons. Chapter 11 (pp. 175-195).

32

PM COURSE 11. Qualitative Research Methods in Project Management



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.


& Sons. Closing Willowbrook (pp. 195-196).


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.


& 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).


& Sons. The Construction and Reconstruction of the Panama Canal (pp. 228-229).


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).


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:


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

http://mandataire.uqo.ca:2066/science/article/pii/S0263786312000853



34

investigation. International Journal of Project Management, vol. 30 (1), pp. 105–116.

6. Class 6 Qualitative interviewing

Required readings:


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


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,

http://mandataire.uqo.ca:2066/science/journal/02637863

http://mandataire.uqo.ca:2066/science/journal/02637863/30/1




35

PM COURSE 12. Quantitative Research Methods

Inc.(pp. 428-444).


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).


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).


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.


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.


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.


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.


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.