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Institute of International Management

RA54000: Project Management () Fall 2011 (100 1 ) Morning Session 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):
1 2 3 4 5 Graduates should be able to communicate effectively verbally and in writing. Graduates should solve strategic problems with a creative and innovative approach. Graduates should demonstrate leadership skills demanded of a person in authority. Graduates should think with a global management perspective Graduate should possess the necessary skills and values demanded of a true professional.

Instructor: Office: Office Hours: Phone: E-mail: Class Time: Class Location: Course TA: TAs E-mail:

Dr. Don Jyh-Fu Jeng Rm# 27807 (The 8th floor of Yun-Ping Building, East Block) 14:00-17:00 Tuesday and by appointment 06-2757575 ext. 53563 jeng@mail.ncku.edu.tw 09:10-12:00 Tuesday Rm# 62401 Mr. Nikodemus Hans Setiadi Wijaya (Niko) nicoo_hu@yahoo.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.

Instruction Materials: Reference books Schwalbe, K. (2010). Information Technology Project Management (6th ed.). Course Technology. (ISBN-13: 978-0-324-78855-6) Mantel, Jr. S.J., Meredith, J.R., Shafer, S.M., Sutton, M.M. (2011). Project Management in Practice (4th ed.). Wiley. (ISBN-13: 978-0-740-64620-5) Project Management Body of Knowledge (PMBOK), Project Management Institute (PMI). (Note: Access to PMBOK requires to be a member of PMI) Cases: Ivey Publishing (http://cases.ivey.uwo.ca/) Note on Project Management Fundamentals by Robert Klassen, P. Fraser Johnson (9A98D012) MIA, Philippines by Jim Kayalar (9B09M016) Zhou Jianglin, Project Manager by Michael Parent, Ken Mark (9B02E010) 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) Harvard Business Review (HBR) 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.

Course Arrangement and Requirement: Students are expected to form into groups for pre-class case discussion, homework assignment, HBR presentation, and case contest. Each 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. The HBR articles in varies perspective is assigned as in-class lecturing material. Referring the cases to the HBR articles 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: Class attendance (see Other Policies: 2) In-class participation Homework assignment Presentation MBA: HBR study PhD: HBR study + Term research paper Case contest Exams Midterm Final AACSB Multiple Assessment:
Class attendance 10% COMMU Oral Commu./ Presentation Written Communication Creativity and Innovation CPSI Problem Solving Analytical Skills LEAD GLOB Leadership & Ethic Social responsibility Global Awareness Values, Skills & Profess. VSP Information Technology Management Skills 20% 10% 30% 20% 30% 40% 10% 20% 20% 30% 30% 20% 10% 10% 10% 20% 20% 30% 30% 50% 50% In-class participation 20% 20% 30% Homework assignment 10% Presentation 20% 20% Case contest 10% 20% Exams 30%

10% (individual-based) 20% (individual-based) 10% (team-based) 20% (team-based) 20% (individual-based) 10% (team-based) 15% (individual-based) 15% (individual-based)

Class Schedule: (Schedule is subject to change with prior announcement)


WEEK 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 DATE 9/13 9/20 9/27 10/4 Course Introduction Introduction to Project Management Introduction to the course assignment Ivey Case: Note on Project Management Fundamentals Ivey Case: MIA, Philippines Case# 9A98D012 Case# 9B09M016 HBR Case# 9B02E010 HBR Case# 9A97G029 HBR Case# 9B09C005 TOPIC READING ASSIGNMENT

10/11 HBR: Why good projects fail anyway? 10/18 Ivey Case: Zhou Jianglin, Project Manager 10/25 HBR: Knowing when to pull the plug 11/1 11/8 Ivey Case: Ellen Moore (A): Living and Working in Korea HBR: Why bad projects are so hard to kill

11/15 Ivey Case: Beijing EAPs Consulting Inc. 11/22 Midterm Exam - Scenario-based choice questions 11/29 CEO Forum (tentative) 12/6 Ivey Case: Binnj on the Apple iPad

Case# 9B10E024 HBR HBR

12/13 HBR: Speeding up team learning 12/20 HBR: When internal collaboration is bad for your company 12/27 1/3 1/10 Ph.D. student research presentation / report Case contest preparation Case contest Final Exam

Other 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. o All assignments and reports should be your original work/concept. 2. Attendance:
o o o

o o o

You must display your name tag in front of the desk for discussion purpose. You have to sign the attendance sheet when enter the classroom. 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. If you come in class late or leave early, your attendance counts a half only. There is no need for you to ask for apology when you are absent from class. 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 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 limited only for in-class related activities. The Internet surfing, chatting, or any other non-class-related usages are forbidden. 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.