Course syllabus
Welcome to the course Project Management!
This information applies to the following courses:
- IBB139 Project Management, Sp2, Fall 2026 (7.5 hp)
- TEK368 Project Management, Sp2, Fall 2026 (7.5 hp)
- DIT841 Project Management, Sp2, Fall 2026 (7.5 hp)
The courses are offered by the Department of Technology Management and Economics.
Contact details
Examiner and Course Coordinator
Kaj Suneson
Email: suneson@chalmers.se
Telephone: +46 (0)31-772 5776
Kaj should be your primary point of contact for any questions or matters relating to the course. Where necessary, he will forward enquiries to other members of the teaching team.
Lecturers and Seminar Leaders
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Ingrid Mignon JohanssonEmail: ingrid.mignon@chalmers.se Contributes to Module 2: Project Methodologies. |
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Martin LöwstedtEmail: martin.lowstedt@chalmers.se Contributes to Module 5: Leadership. |
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Ksenia OnufreyEmail: ksenia.onufrey@chalmers.se Contributes to Module 4: Complexity and Uncertainty in Projects. |
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Christoffer RönndahlEmail: christoffer.ronndahl@chalmers.se Contributes to Module 3: Mega Projects. |
Course purpose
This course aims to provide a comprehensive understanding of project management, equipping students with the essential skills and knowledge required for effective participation in project-related tasks. To achieve this, we will explore different aspects of project management, including methodologies, management of uncertainty and complexity, leadership, mega projects, and project success. These topics will be examined both theoretically, and at times practically through experience-based seminars.
Course design
The course is divided into five modules or sections concerning projects. The first of these covers fundamental models, concepts, and tools related to projects and project governance. The other four modules are drawn from the current research frontier in project governance and project management.
This year, the four in-depth modules are as follows:
2) Project methodologies
3) Mega-projects
4) Complexity and Uncertainty in Projects, and
5) Leadership
Module 1 is primarily based on self-directed study. A number of recorded lectures are available to support students' learning and preparation. The module concludes with an invigilated knowledge test covering the fundamental concepts of project management (see Examination below).
Teaching in Modules 2-5 consists of one lecture and one seminar within each module. Students are required to complete specified preparatory work prior to each seminar. Following each seminar, students must submit an individual written assignment based on the seminar activities and discussions.
Lectures are normally scheduled on Mondays, while seminars are normally held on Wednesdays.
The course concludes on 16 December with a case-based written examination. In this examination, students are expected to analyse and apply theories, concepts, and frameworks from Modules 2-5 to a number of provided cases.
Further details can be found under Examination below.
Learning objectives and syllabus
Learning objectives:
Upon successful completion of the course, students will be able to:
Knowledge and Understanding
Explain key concepts, principles, and tools of project management.
Skills and Abilities
Apply project management theories to analyse complex industrial project environments and recommend appropriate approaches to project planning and execution.
Formulate, plan, execute, and close projects of limited complexity.
Judgement and Approach
Frame, analyse, and address managerial challenges in project settings, demonstrating an advanced analytical understanding of project management.
Link to the syllabus on Studieportalen.
Examination
The course is assessed through two examination components, both of which are reported separately in LADOK.
Component 1: Invigilated Knowledge Test (0124, 1.5 credits)
Component 1 consists of an invigilated knowledge test covering the literature and course material associated with Module 1: Project Management Fundamentals.
The test will be held on:
- 9 November, 08:00-09:45
A second opportunity to sit the test will be offered on:
- 23 November, 08:00-09:45
The knowledge test is assessed on a Pass/Fail basis.
Students must obtain a passing result in Component 1 in order to pass the course.
Component 2: Applied Project Management Assessment (0224, 6.0 credits)
Component 2 consists of two mandatory elements:
Seminar Series
Modules 2-5 each include a seminar.
To fulfil the seminar requirement, students must:
- attend at least three of the four seminars in person;
- complete the required preparatory work for each seminar; and
- submit and pass the required written reflection assignment associated with each of the four modules.
Failure to satisfy any of these requirements will result in a failing grade for Component 2.
Case-Based Written Examination
The course concludes with an invigilated case-based written examination covering Modules 2-5. The examination assesses students' ability to analyse, discuss, and apply theories, concepts, and frameworks from the course to a number of provided cases.
The examination will be held on:
- 16 December, 14:00-18:00
A second examination opportunity will be offered on:
- 11 January, 08:30-12:30
Grading
The course is graded according to the TH grading scale (Fail, 3, 4, 5).
The final course grade is determined solely by the result achieved in the case-based written examination forming part of Component 2.
| Examination | Maximum marks | Pass | Grade 4 | Grade 5 |
|---|---|---|---|---|
| Case-Based Written Examination | 40 | ≥16 | ≥24 | ≥32 |
Accordingly:
- Grade 3: 16-23 marks
- Grade 4: 24-31 marks
- Grade 5: 32-40 marks
Requirements for Passing the Course
To receive a passing course grade, students must:
- obtain a Pass in the invigilated knowledge test (Component 1);
- fulfil and pass all requirements associated with the seminar series;
- obtain at least 16 marks in the case-based written examination.
Only when all three requirements have been met will a final course grade be awarded.
Changes made since the last occasion
Course literature
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.
- 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.
Recommended readings:
- Rigby, D. K., Sutherland, J., & Takeuchi, H. (2016). Embracing Agile. Harvard Business Review, 94(5), 40–50.
- The scrum guides
- Large-Scale Scrum (LeSS) Rules
- Flow of Teams in LeSS
- Feature teams
Module 3: Managing Mega Projects
Compulsory readings:
- Flyvbjerg, B. (2014). What you should know about megaprojects and why: An overview. Project management journal, 45(2), 6-19.
- Miller, R., & Lessard, D. (2001). Understanding and managing risks in large engineering projects. International Journal of Project Management, 19(8), 437–443.
- Pitsis, T. S., Clegg, S. R., Marosszeky, M., & Rura-Polley, T. (2003). Constructing the Olympic dream: A future perfect strategy of project management. Organization Science, 14(5), 574–590.
Recommended readings:
- Love, P. E. D., & Ahiaga-Dagbui, D. D. (2018). Debunking fake news in a post-truth era: The plausible untruths of cost underestimation in transport infrastructure projects. Transportation Research Part A: Policy and Practice, 113, 357–368.
- Davies, A., Gann, D., & Douglas, T. (2009). Innovation in megaprojects: Systems integration at London Heathrow Terminal 5. California Management Review, 51(2), 101–125.
- van Marrewijk, A., Clegg, S. R., Pitsis, T. S., & Veenswijk, M. (2008). Managing public–private megaprojects: Paradoxes, complexity, and project design. International Journal of Project Management, 26(6), 591–600.
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.
- 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.
Module 5: Project Leadership
Compulsory readings:
- Antonakis, J., & Day, D. V. (Eds.). (2011). The nature of leadership. Sage publications.
- Bass, B. M., & Riggio, R. E. (2006). Transformational leadership.
- Holmberg, I., & Tyrstrup, M. (2010). Well then-What now? An everyday approach to managerial leadership. Leadership, 6(4), 353-372.
Schedule
Course summary:
| Date | Details | Due |
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