Project Management

Course Literature (minor changes may occur in the literature list)

Module 1: Project Management Basics

Compulsory reading:

• Pinto, J. K. (2020). Project Management: Achieving Competitive Advantage (5th Global ed.). Boston: Pearson Education. Chapters 7 to 10 (included) and 12 to 14 (included).

Module 2: Project Methodologies

Compulsory readings:

• Lindkvist, L., Soderlund, J., & Tell, F. (1998). Managing product development projects: on the significance of fountains and deadlines. Organization studies, 19(6), 931-951.Download Lindkvist, L., Soderlund, J., & Tell, F. (1998). Managing product development projects: on the significance of fountains and deadlines. Organization studies, 19(6), 931-951.
• de Meyer, A., Loch, C., & Pich, M. (2002). Managing Project Uncertainty: From Variation to Chaos, Sloan Management Review, 43(2), 60-67.Download de Meyer, A., Loch, C., & Pich, M. (2002). Managing Project Uncertainty: From Variation to Chaos, Sloan Management Review, 43(2), 60-67.
• Takeuchi, H., & Nonaka, I. (1986). The new new product development game. Harvard business review, 64(1), 137-146.Download Takeuchi, H., & Nonaka, I. (1986). The new new product development game. Harvard business review, 64(1), 137-146.

Recommended readings:

• Rigby, D. K., Sutherland, J., & Takeuchi, H. (2016). Embracing Agile. Harvard Business Review, 94(5), 40–50.Download Rigby, D. K., Sutherland, J., & Takeuchi, H. (2016). Embracing Agile. Harvard Business Review, 94(5), 40–50.
• Links to an external site.The Scrum Guideshttps://scrumguides.org/scrum-guide.htmlLinks to an external site.
• Large-Scale Scrum (LeSS) Rules https://less.works/less/rulesLinks to an external site.
• Flow of Teams in LeSS Introduction to LeSS - Large Scale Scrum (LeSS)
• Feature teams https://www.craiglarman.com/content/feature-teams/feature-teams.htm

Module 3: Project Leadership

Compulsory readings:

• Introduction chapter (only) in Bass, B. M., & Riggio, R. E. (2006). Transformational leadership.

• Barber, E., & Warn, J. (2005). Leadership in project management: from firefighter to firelighter. Management Decision, 43(7/8), 1032-1039.

• Holmberg, I., & Tyrstrup, M. (2010). Well then-What now? An everyday approach to managerial leadership. Leadership, 6(4), 353-372.

Module 4: Complexity and Uncertainty in Projects

Compulsory readings:

• Shenhar, A.J., (2001). One size does not fit all projects: Exploring classical contingency domains. Management science, 47(3), 394-414.Download Shenhar, A.J., (2001). One size does not fit all projects: Exploring classical contingency domains. Management science, 47(3), 394-414.
• de Meyer, A., Loch, C., & Pich, M. (2002). Managing Project Uncertainty: From Variation to Chaos, Sloan Management Review, 43(2), 60-67.Download de Meyer, A., Loch, C., & Pich, M. (2002). Managing Project Uncertainty: From Variation to Chaos, Sloan Management Review, 43(2), 60-67.
• Olausson, D. & Berggren, C., (2010). Managing uncertain, complex product development in high‐tech firms: in search of controlled flexibility. R&D Management, 40(4), 383-399.Download Olausson, D. & Berggren, C., (2010). Managing uncertain, complex product development in high‐tech firms: in search of controlled flexibility. R&D Management, 40(4), 383-399.

Module 5: Self Organization

• Compulsory readings:

  • Wheatley, M. J., & Kellner-Rogers, M. (1996). Self-Organization: The Irresistable Future of Organizing. Strategy & Leadership, 24(4), 18–24.
  • Manz, C. C., Shipper, F., & Stewart, G. L. (2009). Everyone a Team Leader: Shared Influence at W. L. Gore & Associates. Organizational Dynamics, 38(3), 239–244.
  • Empson, L., Langley, A., & Sergi, V. (2023). When Everyone and No One is a Leader: Constructing individual leadership identities while sustaining an organizational narrative of collective leadership. Organization Studies, 44(2), 201–227.

Module 6: Project Success

Compulsory readings:

• Shenhar, A. & Dvir, D. & Levy, O. & Maltz, A. (2001) Project Success - A multi-dimensional strategic concept. Long Range Planning. 699-725Download Shenhar, A. & Dvir, D. & Levy, O. & Maltz, A. (2001) Project Success - A multi-dimensional strategic concept. Long Range Planning. 699-725

• Karrbom, G. & Hallin, A. (2014). Rethinking dichotomization - A critical perspective on the use of 'hard' and 'soft' in project management research. International Journal of Project Management. 568-577, 32(4)Download Karrbom, G. & Hallin, A. (2014). Rethinking dichotomization - A critical perspective on the use of 'hard' and 'soft' in project management research. International Journal of Project Management. 568-577, 32(4)

• Crawford, L,. & Pollack, J,. (2004). Hard and soft projects - a framework for analysis. International Journal of Project Management. 645-653, 22(8)