Institute of International Management
RA54000: Project Management (專案管理)
Fall 2012 (101 學年度第 1 學期)
The Institute of International Management is dedicated to providing a quality teaching and
research environment to provide students with a broad, integrated knowledge of management
in preparation for successful careers in business, government or academia.
General Program Learning Goals (goals covered by this course are indicated):
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1
Graduates should be able to communicate effectively verbally and in writing.
●
2
Graduates should solve strategic problems with a creative and innovative approach.
3
Graduates should demonstrate leadership skills demanded of a person in authority.
4
Graduates should think with a global management perspective
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Graduate should possess the necessary skills and values demanded of a true professional.
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Instructor:
Dr. Don Jyh-Fu Jeng (鄭至甫 博士)
Office:
Office Hours:
Phone:
E-mail:
Class Time:
Class Location:
Course TA:
TA’s E-mail:
Rm# 27807 (The 8th floor of Yun-Ping Building, East Block)
14:00-16:00 Wednesday and by appointment
06-2757575 ext. 53563
jeng@mail.ncku.edu.tw
09:10-12:00 Wednesday
Rm# 62401
Ms. Bui Phuong Dung (Anna)
buiphuongdung.ftu@gmail.com
Course Description:
In the rapid growth of technology-enabled industries, the ability to deliver a project on time and on budget
hinges upon seamlessly executed project management skills. This course aims on introducing the theory and
practice of project management through an integrated view of the concepts, skills, tools, and techniques
involved in the management of projects.
Course Objectives:
Learners are exposed to:
 The body of knowledge of project management.
 The general issues and skills involved in project management.
 Real cases of successful or failed projects.
 Practice of project management team work.
After completing the course, students are expected to have the ability to:
 Take a new perspective on managing projects in addition to their technical view.
 Integrate and apply management and technology skills to lead or participate in successful projects.
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Instruction Materials:
 Reference books
 (Primary) Nicholas, J.M., Steyn, H. (2012). Project Management for Engineering, Business and
Technology. Routledge. (ISBN-13: 978-0-08-096704-2)
 (Secondary) Schwalbe, K. (2010). Information Technology Project Management (6th ed.). Course
Technology. (ISBN-13: 978-0-324-78855-6)
 Project Management Body of Knowledge (PMBOK)®, Project Management Institute (PMI).
(Note: Access to PMBOK requires to be a member of PMI)
 Cases:
 Harvard Business Publishing (http://hbsp.harvard.edu/)
 Applied Research Technologies, Inc.: Global Innovation's Challenges by Christopher A.
Bartlett, Heather Beckham (4168-PDF-ENG)
 Novo Nordisk Engineering: Running for Fast-Track Project Execution by Carlos Cordon,
Ralf W. Seifert, Francois Jager (IMD422-PDF-ENG)
 Ivey Publishing (http://cases.ivey.uwo.ca/)
 MIA, Philippines by Jim Kayalar (9B09M016)
 Ellen Moore (A): Living and Working in Korea by Henry W. Lane, Chantell Nicholls, Gail
Ellement (9A97G029)
 Beijing EAPs Consulting Inc. by Mitch Rothstein, Lily Jiao Li (9B09C005)
 Binnj on the Apple iPad by Derrick Neufeld, Ken Mark (9B10E024)
 Recommended Readings:
 Hansen, M.T. (2009), When internal collaboration is bad for your company, Harvard Business
Review, April, 82-88.
 Royer, I. (2003), Why bad projects are so hard to kill, Harvard Business Review, February, 48-56.
 Matta, N.F. and Ashkenas, R.N. (2003), Why good projects fail anyway, Harvard Business Review,
September, 109-114.
 Edmondson, A., Bohmer, R. and Pisano, G. (2001), Speeding up team learning, Harvard Business
Review, October, 125-132.
 Stawand, B.M. and Ross, J. (1987), Knowing when to pull the plug, Harvard Business Review,
March-April, 68-74.
 Extra materials/assignments for PhD students:
 Chan, A.P.C., Scott, D. and Lam, E.W.M. (2002), Framework of success criteria for design/build
projects, Journal of Management in Engineering, July, 120-128.
 Atkinson, R., Crawford, L. and Ward, S. (2006), Fundamental uncertainties in projects and the
scope of project management, International Journal of Project Management, 24, 687-698.
 Cicmil, S. and Hodgson, D. (2006), New possibilities for project management theory: A critical
engagement, Project Management Journal, 37(3), 111-122.

Atkinson, R. (1999), Project management: cost, time and quality, two best guesses and a
phenomenon, its time to accept other success criteria, International Journal of Project
Management, 17(6), 337-342.
 Other references will be delivered or announced in the class.
 Important Notice: All the instruction materials must be legal copies.
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Course Arrangement and Requirement:
 Students are expected to form into groups for pre-class case discussion, homework assignment, case
contest, and to work on a term project. Each team member should contribute equally to the group. Your
final grade in this area will also be based on peer evaluations from your team members.
 This course will run mainly in case discussion format. You are expected to be prepared and participate
in class discussion. Do not come to class unprepared.
 A term project will be assigned at the beginning of semester, which contains three portions: proposal
presentation, final presentation, and final report.
 Cases in varies perspective is assigned as in-class lecturing material. As well, textbooks are assigned for
references. Referring the cases to the textbook is highly recommended. Pre-reading prior to the class
will be much helpful for participation. You are welcome to discuss with lecturer for all the materials
related to the subject.
 A research-based term paper will be assigned to the PhD students.
Grading Policy:
 In-class participation
30%
(individual-based)
 Homework assignment
 Case contest
 Term project
20%
20%
30%
(team-based)
(individual-based)
(team-based)
AACSB Multiple Assessments:
In-class
participation
30%
Speaking
Homework
assignment
20%
Case
contest
30%
Term
project
20%
50%
COMMU
Writing
Creativity and Innovation
CPSI
50%
50%
Interdis. Competence/
Prob. Solving
50%
100%
Leadership
LEAD
Ethical Reasoning
GLOB
Global Vision
VSP
Teamwork
50%
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50%
Class Schedule: (Schedule is subject to change with prior announcement)
WEEK
DATE
1
9/19
2
9/26
3
10/3
4
10/10
5
10/17
6
10/24
TOPIC
Course Introduction
Introduction to Project Management
Project and Course Assignment / Project Grouping
【PM Philosophy and Concepts】
7
10/31
PRE-READINGS
Chapter 1 & 2
Project Management Basics
National Holiday
【International PM】
Chapter 18
Ivey Case: MIA, Philippines
Case# 9B09M016
【Project Organization Structure and Integration】
Chapter 13
Ivey Case: Beijing EAPs Consulting Inc.
Case# 9B09C005
【Project Roles, Responsibility, and Authority】
Chapter 14
Harvard Case: Applied Research Technologies, Inc.: Global Innovation’s Case# 4168-PDF-ENG
Challenges
8
11/7
9
11/14
10
11/21
11
11/28
12
12/5
13
12/12
【Managing Participation, Teamwork, and Conflict】
Chapter 15
Ivey Case: Ellen Moore (A): Living and Working in Korea
Case# 9A97G029
Case Contest I (Class time: 9:00-13:00)
Term Project Preparation
Class Suspend (class join with 11/14, 12/26 and 1/9)
Term Project Midterm Progress Report (Presentation)
【Project and System Definition】
Chapter 4
Ivey Case: Binnj on the Apple iPad
Case# 9B10E024
【Project Execution and Control】
Chapter 11
Harvard/IMD Case: Novo Nordisk Engineering: Running for Fast-track Case# IMD422-PDF-ENG
Project Execution
Guest Speech: PM in Practice
14
12/19
15
12/26
16
1/2
17
1/9
Term Project Presentation (Class time: 9:00-13:00)
18
1/16
Final Exam Week (Term project report due)
Dr. Heng-Chuan Kan, National Center for High-Performance Computing
Case Contest II (Class time: 9:00-13:00)
Ph.D. Student Research Presentation / Report
Term Project Presentation
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Course Policies:
1. Assignment and Grading:
o All assignments must be submitted to the Moodle.
o
Assignment is due exactly at the prescribed time (Moodle features timestamp). No late
assignment is accepted.
o Any questions or complaints regarding the grading of an assignment or report must be raised
within one week after the score is made available.
All assignments and reports should be your original work/concept.
2. Attendance:
o You have to sign the attendance sheet when enter the classroom.
o If you sign for other students or do not sign on the attendance sheet, you will be regarded as
“being absent” no matter what evidence you provide to the lecturer afterwards.
o If you come in class late or leave early, your attendance counts a half only.
o There is no need for you to ask for apology when you are absent from class.
o
Student leave (whether casual or sick leave) exceed one third (1/3) of the total lecture hours
in the semester will automatically results FAIL in the final grade.
3. Penalty for cheating and plagiarism will be extremely severe. Use your best judgment. If you are not
o
sure about certain activities, consult the instructor. Standard academic honesty procedure will be
followed and active cheating and/or plagiarism automatically results FAIL in the final grade.
4. You are expected to come fully prepared to every class and responsible for everything discussed in
class. Note your attendance and participation counts. You may receive a zero for absence or lack of
participation.
5. The laptop usage is prohibited in this class unless instructor request for lecturing purpose.
6. Pay very careful attention to your e-mail correspondence. It reflects your communication skills.
Avoid use non-standard English such as "how r u?" in your e-mail message. In addition, it is
recommended to indicate the class number and a brief summary of your question in the e-mail
subject. For example,
Subject: RA54000 - A question on homework
7. I immediately discard anonymous e-mails.
8. The ringing, beeping, buzzing of cell phones and/or watches during class time is extremely rude and
disruptive to your fellow students and to the class flow. Please turn all cell phones and watches off or
into silent mode prior to the start of class.
9. For any disability accommodations needed for the course, please do not hesitate to notify the
instructor for assistance.
10. Information on this syllabus is subject to change with prior announcement.
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