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RAPM 650: Advanced Project Management Report a Broken Link

Worldwide, project management continues to gain acceptance in most industry sectors at a phenomenal rate. Increasingly, companies espouse project management as a core competency (Conference Board of Canada, Project Management Council Meetings, 2000).

The course combines lectures with case studies and other group based activities. The course assumes a basic level understanding of project management. Students are required to complete some pre-reading in preparation for this course. In addition, students who enroll are required to complete and submit a final assignment within four weeks of the program's conclusion.

Cases

Case 1: Austin,  R.D. (2014). Project management simulation: Scope, resources, schedule. HBS No. 4700-HTM-ENG. Boston, MA: Harvard Business School Publishing.

Please note: Background materials will be available on Tuesday, of the first week however access to the simulation will not be available until Week 2. Please read the background materials, set up the simulation, and make sure you have access before the start of Week 2. If you experience any problems with the simulation please contact the publisher.
Case 2: Loch, C.H., & De Meyer, A. (2008). Eurotunnel:  Eyes wide shut. HBS No. INS001-PDF-ENG. Boston, MA: Harvard Business School Publishing.

Required Readings

Reading 1: Erdmann, D., Sichel, B. & Yeung, L. ( 2015). Overcoming obstacles to effective scenario plannning. McKinsey on Finance, 55(Summer).
Reading 2: Dye, L. D. (2002). Using scenario planning as an aid in project portfolio management. Paper presented at Project Management Institute Annual Seminars & Symposium, San Antonio, TX. Newtown Square, PA: Project Management Institute.
Reading 3: Darling, J. R., & Walker, W. E. (2001). Effective conflict management: Use of the behavioral style model. Leadership & Organization Development Journal, 22(5/6), 230-242.
Reading 4: Webber, S. S., & Webber, D. S. (2015). Launching and leading intense teams. Business Horizons. 58(4), 449–457.
Reading 5: Sting, F. J., Loch, C. H., & Stempfhuber, D. (2015). Accelerating projects by encouraging help. MIT Sloan Management Review, 56(3), 33-41.
Reading 6: De Meyer, A., Loch, C. H., & Pich, M. T.(2002). Managing project uncertainty: From variation to chaos. MIT Sloan Management Review, 43(2), 60-67.
Reading 7: Flyvbjerg, B., & Budzier, A. (2011). Why your IT project may be riskier than you think. Harvard Business Review, 89(9), 601-603.
Reading 8: Flyvbjerg, B., Garbuio, M., & Lovallo, D. (2009). Delusion and deception in large infrastructure projects: Two models for explaining and preventing executive disaster. California Management Review, 51(2), 170-193.
Reading 9: Browning, T., & Ramasesh, R.V. (2015, April). Reducing unwelcome surprises in project management. MIT Sloan Management Review, 56(3), 53-62.
Reading 10: Pinto, J. (2013). Lies, damned lies and project plans: Recurring human errors that can ruin the project planning process. Business Horizons, 56(5), 643-653.
Reading 11: Keil, M., Smith, H. J., Iacovou, C. L., & Thompson, R. L. (2014). The pitfalls of project status reporting. MIT Sloan Management Review, 55(3), 57-64.
Reading 12: Laufer, A., Hoffman, E.J., Russell, J.S., & Cameron, W.S. (2015). What successful project managers do. MIT Sloan Management Review, 56(3), 43-51.
Reading 13: Lenfle, S., & Loch, C. (2010). Lost roots: How project management came to emphasize control over flexibility and novelty. California Management Review, 53(1), 32-55.