ME2016
ME2601
ME2821
- Course summary
Johann Packendorff
Welcome to the course
• Why a course in project management?
-Delivery projects
-Development projects
-Change projects
-project-based firms
-project management as profession and
career
Aim
• To give participants comprehensive
knowledge on project management in
different types of industrial operations
• After passing the course successfully, the
student shall be able to participate in
industrial project work in their respective
technological areas.
After passing the course, the
participant shall be able to
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Describe why and how Project Management can be used to enhance the competitiveness of modern
industrial organizations
Describe the structure of Project Management as a field of knowledge and explain basic concepts
of the field
Describe the main characteristics and differences of/between industrial delivery projects, product
development projects and internal development projects.
Formulate project goals that are realistic, solution-neutral and evaluable
Use tools such as WBS/PBS, OBS, Gantt and PERT/CPM for detailed time planning of a project,
and also be able to choose what tools that should/should not be used
Describe basic stage-gate models such as PROPS or PPS
Describe a theoretical risk management process and use simplified tools such as Minirisk
Describe a project budgeting process and explain the use of Earned Value Management
Explain the relation between projects and permanent organizations, and describe what different
solutions that exist in order to alleviate the problems inherent in that relation
Explain the relation between projects and their external environments and apply a stakeholder
management process to a specific project
Describe the main tasks and responsibilities of project managers
Analyse a real life project by means of Project Management concepts and tools, and give
recommendations on how to improve the management of that project
Comprehensive written examination
• 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 exam
• If you have problems signing up, please speak to
Christer at the Indek student expedition.
• Re-examination (“omtenta”) according to the
KTH schedule generator
Grade setting for each exam question
Degree of
quality/
effort
E
A max
Concepts question
Question 1 (5p): Define shortly the following
project management concepts and state in
what way(s) they are important to practical
project management:
• Earned value
• Minirisk
• S-curve
• Virtual team
• Scope management process
Theory question
Question 4 (6p): During the course we have discusses group
dynamics and what phases a group goes through during its
life cycle. The “basic theory” on group development
describes how a totally new group where the members
have never met each other is transformed into an effective
work unit. Describe what phases a totally new group goes
through and what the role of the project manager is in each
phase.
How are the phases and the tasks of the project manager
affected if the group (1) is composed by people who have
worked together before, or if it (2) has members who will
work at other places in the world? Discuss these two cases,
their pros and cons, in relation to the ”basic theory”.
Theory vs practice question
Question 5 (9p): In project management literature, we often
find discussions about four basic organizational forms for
projects and their relation to permanent organizational
contexts; (1) The functional organization model
(linjemodellen), (2) Matrix organization with lightweight
project manager (matris med lättviktsprojektledare), (3)
Matrix organization with heavyweight project manager
(matris med tungviktsprojektledare), and (4) Clear-cut
project organization (fristående projektorganisation).
For each of these organizational forms, you shall (a) describe
what it means, (b) provide examples of for what projects
the form is suitable and not suitable, and (c) describe
advantages and drawbacks with the form from the
perspective of the individual project manager who is to
manage the project.
Mini-case question
Question 2 (8p):One of your best friends has just been employed as a product development
manager in a medium-size company (about 300 employees), that develops and sells
advanced packaging machines to the food industry. He is a very skilled engineer, but he
has never had any significant managerial positions before. After one week at the new
job, he calls you and refers to your expertise in project management. Worried and
anxious, he says that he has now taken over responsibility for something called “the
project portfolio”, which is managed through a method called “PROPS” or something
like that. He doesn’t understand anything of it.
The next evening, you meet at his office, and he gives you the Power Point slide below. He
wants you to explain it to him; what the different things mean, what the situation seems
like right now, and what challenges that will meet him in the near future. Given what
you learnt at the course on Industrial Project Management, what do you tell your
friend?
Project Portfolio
Discovery
Prestudy phase
Feasibility phase
Execution phase
TG2
TG1
Fast
Track
New Technology
UniCAP
TT
TG3
Phadiatop
Update
Quantitative
IgE
Conclusion phase
TG4
SAS to
regular
UniCAP
VLS
EliA
CL/B2GP1
TG5
Unior
Latex
UniCAP
Japan
EliA
PR3/MPO/GBM
LAUNCH
EliA
EliA
Large Scale
BaraQDA Gastro
Analyte discovery
Transgl.
CE
marking
New deal
SIggE
UC 100
Service tools
EX2
Proven
principles
Proven
concepts
Discovery
Product ideas
Product development
Product care
UniCAP
100 2.1
Frozen
design
Validated
product
PUMPA
Product ready
for launch
Project cost >2 mUSD
Project cost 0.5 - 2 mUSD
Project cost <0.5 mUSD
2002-08-14/PMO