On completion of the course the student will be able to:

1. demonstrate an understanding of relevant established theories within project management literature.
2. demonstrate an understanding of (traditional) project management and its techniques.
3. demonstrate an understanding of alternative methods of project management in relation to current research trends in projects and other temporary forms of organizing.

4. compare and contrast different aspects of application of project management tools to initiate, plan and execute projects.
5. identify and execute a project system based on different philosophies of stakeholders.

6. analyze theoretical conflicts and make judgment on the choice for different techniques for project execution.
7. reflect on your own and your team's learning strategies
8. evaluate the status of a project at any given time point along the project timeline.

The course takes a scholastic approach by attempting a harmonization of project management practice from the lenses of the traditional approach to project management and the more contemporary techniques used to manage projects. It introduces the participant to the ongoing theoretical discussion among researchers and practitioners within project management in ways that seek to establish or resolve contradictions within project management as a discipline. The course also trains the participant in managing real-life projects. The course consists of the following parts:

• Theoretical foundations of project management, from both perspectives.
• Range, scope, and complexity of modern projects.
• Tools and techniques in managing projects.
• Hands-on project management by organizing in teams in order to plan and reach a specified goal within the given time period and on budget.
• Introduction to agile methods within project management.

Connection to Research and Practice

The course benefits from the JIBS research focus. Important for organizational and business studies, the course spans most areas of research focus at JIBS, by applicability. Research results within entrepreneurship, renewal and ownership can contribute to the dialectical discussions within project management by showing how elements of entrepreneurship and ownership research, which are present in projects within both frameworks studied in the course, might be able to explain why projects as enterprises, and owners of projects behave in the way they do. Such insight can enhance students learning by demonstrating the complexity of projects and the multi-dimensional nature of goals they seek to achieve. Practical implications of the course include the expected ability to identify and differentiate between appropriate types of projects for different types of project management frameworks to achieve stated goals for a given project.

The course includes lectures, workshops, seminars, group work, or a combination of these. Some compulsory elements of the course/sessions may be on-campus and some online.

The teaching is conducted in English.

60 credits in Business Administration or Economics or equivalent

The course is graded A, B, C, D, E, FX or F.

Individual written exam (ILOs: 1, 2, 3, 4) representing 4, 5 credits.
Group assignment (ILOs: 5, 6, 7, 8), representing 3 credits.

Name of the Test	Value	Grading
Individual written exam1	4.5 credits	A/B/C/D/E/FX/F
Group assignment1	3 credits	A/B/C/D/E/FX/F

¹ Registration of examination: All parts of compulsory examination in the course must be passed with a passing grade (A-E) before a final grade can be set. The final grade of the course is determined by the sum total of points for all parts of examination in the course (0-100 points). Grade is set in accordance to JIBS grading policy.

It is the responsibility of the examiner to ensure that each course is evaluated. There must be course evaluators identified among the students. The evaluation is carried out continuously as well as at the end of the course, through a survey. After the course the course Examiner meets with student evaluators to discuss the survey results and possible improvements. A summary report is also created. The report is followed up by program directors and discussed with faculty and relevant others (e.g. Associate Dean of Education, Associate Dean of faculty, Director of PhD Candidates, Dean, or Director of Studies). The next time the course runs, students should be informed of any measures taken to improve the course based on the previous course evaluation.

Academic integrity

JIBS students are expected to maintain a strong academic integrity. This implies to behave within the boundaries of academic rules and expectations relating to all types of teaching and examination.
Copying someone else’s work is a particularly serious offence and can lead to disciplinary action. When you copy someone else’s work, you are plagiarizing. You must not copy sections of work (such as paragraphs, diagrams, tables and words) from any other person, including another student or any other author. Cutting and pasting is a clear example of plagiarism. There is a workshop and online resources to assist you in not plagiarizing called the Interactive Anti-Plagiarism Guide.
Other forms of breaking academic integrity include (but are not limited to) adding your name to a project you did not work on (or allowing someone to add their name), cheating on an examination, helping other students to cheat and submitting other students work as your own, and using non-allowed electronic equipment during an examination. All of these make you liable to disciplinary action.

• Kloppenborg, T. J., Anantatmula, V. and Wells, K. N. (2019) Contemporary Project Management. 4th Ed. Cengage Learning, Boston, USA.
• Project Management Body of Knowledge (excerpts from)
• A list of articles will be provided at the start/during the course.