1. ME2018 Leading temporary organizations and projects Course ending

2. Course goals The aim of the course is to develop advanced in-depth knowledge on leading different forms of temporary organizations, departing from several contemporary perspectives in operations management and project management research.

3. Learning outcomes The student shall be able to: Describe the connections, similarities and differences between project management and general operations management. Describe, analyse and solve managerial problems in different forms of dispersed and/or network-based projects Use bibliographical databases for continuous learning and development within the fields of project management and operations management. Apply contemporary research perspectives for the practical solving of managerial problems in project-based operations.

4. Traditionally: Project management research implies development of A set of operations management-inspired models and techniques for the effective handling of time-limited unique tasks

5. From Project Management to project research Forms and stages of critique Levels of analysis New theoretical linkages Schools of thought

6. Project research as critique Comfortable Uncomfortable Makes things complicated Make things simple Traditional project management Systems theory, planning models, team dynamics, stage-gate models, control systems Organizational critique Taxonomy/typology, Bounded rationality, planning critique, learning, stakeholder management, temporary organisations, improvisation, work life Effectiveness critique Multi project methods, Critical Chain, Risk analysis, project evaluation & audit, communication, project maturity Ideological critique Power and control, actor network theory, gender, diversity, labour process

7. Project research in new levels of analysis The project The team The individual The project portfolio The project office The organization The application The industry Society Global economy

8. Theoretical linkages Projekt Entrepreneurship/ innovation Communication/IT Operations mgmt Critical mgmt-theory Industrial dynamics Management control Finance Operations analysis SCM/logistics Organization theory Social psychology Leadership/teamwork ???

9. Five themes 1.Lean project management 2.Project management across borders 3.Leadership in projects 4.Innovative and entrepreneurial projects 5.Critical project studies

10. Exams Tentamen (50%), LPH (25%), IJPM (25%) Tentamen Questions aiming at reasoning, argumentation, analysis and reflection Mandatory sign-up for the examination through ”mina sidor” at www.kth.se no later than two weeks before the examwww.kth.se

11. Grade setting for each exam question Degree of quality/ effort EmaxC A

12. Question 1 (8p): Some practitioners and theorists argue that the project as a way or working is essentially a Western construction not suited to other cultures around the world. Project management presupposes a certain view of time, of control etc, views that are not the same everywhere, the argument goes. Is this right or wrong? If it is right, what does that mean for the management of cross-cultural projects? Use the course literature in your discussion!

13. Question 2 (8p): In her article on UK film projects, Linda Ludwin claimed that the extreme time pressures implied that almost any problem in the working conditions was accepted. A film project became an outburst of activity where no normal rules applied. Do you think that this is a common feature of all projects, or is this specific to the film industry? Is this a problem that can be solved, or is it just an inevitable part of being a professional project worker? Discuss!

14. Question 3 (8p): One of the themes in the course concerned the relationships between project work and entrepreneurship. Based on the articles by Delmar & Shane and Lindgren & Packendorff, what main similarities and differences do you see between: project leaders and entrepreneurs project planning and an entrepreneurial start-up the project idea phase and an entrepreneurial idea phase project management and entrepreneurship as practical and theoretical fields

15. Question 4 (8p): The main reason for inquiring into project management from critical perspectives is to identify underlying consequences for individuals and society of the increased use of project management in organizations. In the sub-theme we discussed two critical perspectives on project management; the gender perspective (Lindgren & Packendorff) and the power/professionalisation perspective (Hodgson). Choose one of these perspectives, explain what it means and discuss practical implications of the perspective if put into action.

16. Question 5 (8p): A major theme in the course is the trend that operations management (in the guise of lean manufacturing) and project management (in the guise of standardized multi-project management) is converging. Choose one of the below project applications and describe (a) the reasons for increased standardization, (b) the implication of “lean manufacturing” in this application, and (c) discuss possible drawbacks of this development. Applications to choose from: Construction industry Pharmaceutical development projects The cars/trucks industry Cultural industry Telecom industry