project mgmnt

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Innovative Methods in Project Management1

THE UNIVERSITY OF TEXAS AT EL PASO

DEPARTMENT OF MARKETING AND MANAGEMENT

THE GRADUATE SCHOOL OF BUSINESS

COURSE/SEMINAR:

CURRENT ISSUES IN MANAGEMENT 5394

INNOVATIVE METHODS FOR PROJECT MANAGEMENT

NOVEMBER 16FEBRUARY 8

2011-2012

AMBA

Carlos Merida (1891-1985): Politec , Mexico 1974

CLASS MEETING

TIMES: WEDNESDAYS 1730 TO 2130

PLACE: UTEP Graduate School of Business / Chase Building - Downtown

INSTRUCTOR: Ricardo R. Blazquez

OFFICE: Graduate Business Center

PHONE: (915) 345-7407


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E- MAIL: [email protected]

OFFICE HOURS: By appointment

COURSE DESCRIPTION, YOUR ROLE, OBJECTIVES, AND GOALS

COURSE DESCRIPTION:

This course is seminar on the in the field of project management. We shall explore a new

paradigm of management in this area that uniquely engages strategy to serve the viability

of the firm in order to serve the marketplace as we enter the 21st century.

We shall also consider and contemplate the factors that contribute to successful projects

with both theory and real cases. We shall fuse interactions of the four dimensions of the

Diamond model to firms such as Microsoft, Bank of America and P&G in actual

project related cases. We shall also review real examples from companies that can bereadily compared to this model.

Valuable in class discussion in the Socratic method on carefully selected complimentary

HBS cases and other readings will further enliven understanding by reviewing the

essence and the model of innovation by Hamel in its four key dimensions and itsrelationship to successful project management.

The last section of the course shall dedicate itself to a summary assessment of the two

primary models and the cases in which innovation and project management become twosides of the same coin as strategy of the firm is executed and measured. This section shall

also provoke participants into the formulation of derivative thoughts that can contribute

to a deeper and more personal understanding of project management.

Therefore, leadership and its execution will be a key component of this seminar as we

review the successful implementation of strategic projects. Additional reading on this

subject and personal reflection by participants will be required and will be dependentupon their initiative. The ability to fuse your thoughts on leadership and its dimensions

into the context of case discussions will be a significant component of your class

participation.

Each class session will have the aforementioned key literature reading and a very well

selected case that will serve to highlight the nature and evolution of key issues as we

move through this course model.

Project management is a unique topic and key practice in business. It is also is the subject

of much research and literature and practice in our management discipline, yet its successcan be said to be a bag of mixed results. Research and professional experience shows

that in many cases the vast amount of projects fail. The cost of this non-conformance

can be staggering and have far reaching effects. The Los Angeles Metro System is an
mailto:[email protected]:[email protected]:[email protected]


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example of solid results on the tactical end yet onerous results on the strategic end. The

foundation for our course will offer a very new and unique yet comprehensive model forcomplete project implementation.

In the course of the last decade, significant changes and shifts in the world of business

have taken place on a regional and global basis. Your personal efforts at comprehendingthese shifts beyond the formal educational process are an imperative. Your ability to

articulate these thoughts into the context of our cases in this seminar is vital to your

participation.

The ability for senior leaders to formulate, articulate, implement and develop strategies

around the organization is founded on a myriad of themes that confront the firm and themanagement team. This course will explore many of these underlying concepts that can

ultimately provide the senior leaders with a framework for new and innovative action

through sound and balanced exploration, analysis, creativity, judgment, ethical

leadership, and the subsequent management of effective and efficient collective action.

Project management is one dimension of this process that has major ramifications uponthe firm.

Over them last two decades Professors Shenhar and Dvir have established themselves as

some of the leading experts in the field of project management. Their work is lucid,

powerful and very practical to those of us who have managed comprehensive projects inthe field of business. Their most recent book called Reinventing Project Management is

the culmination of many years of research as well as the practical application of their

work.

Many firms have project management as a discipline often with great emphasis on

structure but not necessarily on its linkage to strategy and business plan execution. The

Shenhar and Dvir paradigm is extremely powerful because of its link to both strategy and

leadership. Project management is thus not lost as a bureaucratic exercise relegated attimes to limited power or influence but is given it rightful place as the essential bridge to

business success that must be built with diligence and purpose.

Hamel will challenge us to view management through the lens of innovation that will be

a key component of the Shenhar and Dvir thesis and its application. We shall explore the

traditional elements of management and structure from a brief exploration chat withHamel and then move quickly to the concept of innovation in the 21 st century that can be

the fuel for not only unique models of business propositions to the market but also new

and unique forms of structure and organizational design that will facilitate this. The role

of leadership in a Max DePree like way shall also be a constant companion on thisjourney.

Massive and unprecedented changes are occurring on a global scale, influencing theconcept of economic development and sustainability. Interactions and interdependencies

among commercial enterprises, agencies, institutions (NGOS) and governments are

morphing at warp speed. For the Diamond thesis to take hold value propositions must


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engage all these parties as traditional business development processes extends out of the

boardroom and into the dimensions of government, NGOs and other institutions. Thusproject management as a discipline will project itself outward to a broader set of

constituencies that influence and depend upon project execution, its completion and its

extension to the strategy and goal attainment of the enterprise. In many ways it is the

foundation for success!

Sustainability is of strategic importance to the firm but it shall now have a more

pronounced value as it pertains to the area of project management. Innovative andsuccessful project management is a sound bridge between strategy and its sustainability.

Todays business environment resembles a neuron like network of global interactions thatengages people and their economic participation in new and often complex ways. This is

what makes our professions in management so unique and why project management is

literally a surgical like process with very little room for error but where errors or

variations can quickly be managed and recalibrated.

Therefore, measures of dynamic or in process success should be considered in any project

management dynamic. Project management is a complement to the vision and strategy ofthe firm. Its measurement offers one the ability to recalibrate project execution elements

that in turn pave the way for execution and thus sustainability.

The fluid nature of this equation of sorts only reinforces the basic concepts that we shall

seek to review in this course. Sound project management is the first step to a strategic

business system that can then lead to the dynamic sustainability of the firm. Like any

business process, project management is an area that can have continuous improvementthe concept of the balanced scorecard can help to this end as it drives the tactical

elements of strategy.

The work of Dr. Ghemawat offers clear and powerful thoughts on the essence of the 21st

century role of business on global scale that serves to complement and clarify modern

incongruities and challenges in business. It will be upon the plate of Ghemawat that both

Innovation and The Diamond Framework can rest upon; its tectonics will be marketdevelopment and sustainability that will be shared by greater proportions of our worlds

populations through unique relationships with the enterprise. The articles we shall read

from him shall serve as a wonderful complement to our two books.

One key note: the flow of information in electronic forms is critical, as it has helped

propel the development of project management to new levels. This includes simulation

programs that can have great utility. This has also fostered higher levels of cross borderintegration of projects that are becoming more and more vital to future prosperity of the

firm. Therefore, soft issues such as organizational design and team dynamics have very

strong consequences for project management and thus keen attention must be paid to this.

Our world and our businesses are so very unique and yet so uniquely and infinitely

complex. This modern day contradiction is made even more complex yet simple with


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advances in business practices fostered by networked improvements that foster the ease

of trade, information technology development, investment strategies and the advent ofnew and challenging forms of competition.

By extending these phenomena to innovative project management, it can provide us with

new business characteristics/models that can actually foster deeper and more meaningfulstrategic execution. Creating viable models of project management that bring meaning to

your firm through the use of evolving technology and other methods yet to be discovered

(or created by you) can help to foster a better and more efficient business model.

The strategies that we develop and the decisions that we make must inevitably take many

factors into account; a uniquely complex dynamic that must consider distinctions inculture, geography, history, people, administrative nuances, economic factors and current

events. This process will require strong analytical skills, solid and well thought out

critical thinking, and ultimately sound judgment and leadership for the execution and

measurement of strategy, its sustainability and evolution through excellent project

management and execution. Remember, Dr. Kotter; 90% of leadership success inbusiness is behavioral and 10% cognitive!

Our goals shall be accomplished through the reading of a 2 guiding books that reflect

theoretical and academic foundations (that will be shared in class discussion) and most

critically through the complimentary use of the case analysis and discussion method thatshall enrich theory with practice (Socratic). Practice upon the stage of theory can

produce infinite solutions with sound contemplation and reflection.

Theory alone can only suffice for a mere enterprise moment; practice gives theory life,and allows it to be transformed with the possibility of evolution to higher levels of

effective and ethical strategy, and thus sustainability. This can only happen with patient

and thoughtful reflection and not with the pushing of some magical button.

Society has reached the point where one can push a button and be immediately deluged

with technical and managerial information. This is all very convenient, of course, but if

one is not careful, there is a danger of losing the ability to think. We must remember thatin the end, it is the individual human being who must solve the problems.

These words are from the former President of Toyota, Eiji Toyoda. Organizations solveissues with people, thus, people are at their very core and it is from people, their actions,

and their behaviors that give the enterprise its life. To this end, your proactivepersonal

reflection and thinking will be a cornerstone of what you shall practice in this course and

your active participation in class.

Our ability to reflect the power of these thoughts shall be primarily founded upon the

complimentary use of the case method analysis with discussions that will illuminate thecontext in which we prepare ourselves to make critical and thoughtful decisions while

exercising leadership. This shall be accomplished using a Socratic case method dialogue,


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a tool that is not restricted to classroom use and can be used for great levels of

organizational improvement at the level of the firm!

Cases shall be from the Harvard Business School, MIT, University of California, and

other leading business schools. Additional critical reading will be assigned to augment

and supplement the cases (in the form of books and articles). This shall also be fusedusing a Socratic case method dialogue.

The case method is a valuable technique for learning that should be tempered within thecontext of its pedagogy and your intellectual engagement. These singular and very real

cases are absorbed on a class by class basis; however, we must humbly keep in mind that

our decisions and pronouncements made from them are encapsulated into very briefperiods of time: our class period. This is a unique prism that will give birth to our class

discussion and viewpoints. The true timeframe of cases is often times months if not

years.

It is this time, protracted in nature through which the relevant issues that we studydevelop and morph with countless interactions that are often times immensely complex,

at times muted, and often times undisclosed in the case. Therefore, the product of ourlearning (our decisions, and our expressed leadership) must be tempered with a deep

sense of humility for this reality of encapsulated time.

Leadership is not a 24-hour immersion in data followed by deep judgments but rather

intense engagement in the firm, its strategies, its issues, and its people. The best

leadership is tuned by tireless energy, dedication, introspection, and the practice of ethics

over long periods of time. Keep this in mind as we walk amidst these books and caseswhile formulating sound thoughts with responsibility, conviction, and humility.

This course is designed for you to develop a strong sense for the requisite theories and

ideas pursuant to this topic but also to allow you, through the analysis of cases to developyour own personal thoughts, judgments and strategies as they relate to the case at hand.

In addition and most importantly this method should ultimately enhance your ability and

capacity to participate and lead organizations with new ideas.

Our case examples are filled with 360 degrees of business reality. Therefore, it is from

this exposed diversity and your interaction with it, that we shall effectively then gainvalue.

The creation ofthe value for this course comes from you and your active engagementin it, not from a traditional concept of a lecture that is provided to you.

YOUR ROLE:

Acts of personal difference and not acts of presence are essential.


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I ask that we create an environment that is akin to a boardroom or an executive

committee. This is how I shall manage this class and this is how I expect you toparticipate. I shall initiate critical and expected discussions while executing the agenda

and syllabus of the class. As the course progresses the role of initiation and transfer

should pass to you with my guidance.

Many of the cases and the readings we will explore put us in the midst of issues at the

highest levels of a firm; therefore, it is imperative that each of us views our roles in classas a member of a board or an executive committee. In fact, many of you may already

have such roles in your professional lives.

1) PERSONAL PREPARATION IS ESSENTIAL IN ORDER TO PROMOTECRITICAL THINKING AND JUDGMENT.

2) READING ALL CLASS AND CASE MATERIAL PRIOR TO THE CLASS WILLBE FUNDAMENTAL TO YOUR ABILITY TO DISCUSS SAID MATERIAL IN A

LOGICAL, CRITICAL, AND CREATIVE WAY.

3) THEREFORE, PREPARATION SHALL HAVE A MAJOR IMPACT UPON YOURSUCCESS IN THIS COURSE.

4) YOUR ACTIVE PARTICIPATION IN CLASS IS VITAL.

Our class discussions will be a partnership that fuses our collective abilities into a

powerful learning experience and force. To this end, we shall all have responsibilities for

contribution (this is outlined later in this document). Together, we are uniquely able to

create a community that will seek to accomplish the objectives and goals of this classwith our course content and our shared knowledge; in many ways very similar to our

professional lives.

My expectation is that each of you will make a difference in our class with your thoughts

as we reflect on the major issues of the cases and the readings. Acts of difference are a

clear element of leadership in any field and not just mere acts of presence. Therefore,presence alone in our classroom setting is not a component of success just as it is not in a

boardroom or an executive staff meeting.

This is the vital essence of this most unique class; our cohort is an organization and assuch its management and its behavior will be a direct function of each of our

contributions as we review and discuss its content in line with course objectives and

goals.

I ask that you reflect upon this for a moment right now; just take a second, stop reading

and just reflect (hansei at Toyota) contemplate your professional role today, your growth


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to this position, your professional evolution, its relationship to the theme of the future of

management, your personal reasons for the pursuit of an AMBA, and now imagine thisclass as a prism by which to augment and calibrate your inherent talent as a leader with

these new ideas of Dr. Shenhar, Dr. Dvir and Mr. Hamel. Your active participation and

communication of your reflections are a vital component for your success in this class.

Hopefully this class and its readings and its discussions will supplement your own

personal improvement to higher dimensions of service and performance as a leader.

Therefore:

My expectation for all of us is the pursuit of our abilities along lines of excellence.

This is a definition of happiness from Classical Greece.

Your ability to fuse various perspectives, understanding a diversity of points of view,

identifying paradigms, discovering both conscious and unconscious actions and thoughtswhile navigating the execution of a business model or strategy can be a daunting task.

This process truly requires both a managerial skill set and the leadership discipline tocomprehend the complexity of multiple viewpoints, sensitivity to their components and

players, and ultimately sound and ethical judgment for action.

Our discussions in this class will be aligned by the complementary impact and influence

of strategic, political and cultural perspectives.

SOME QUESTIONS AND OUTCOMES TO BE EXPLORED:

How can you understand and apply opportunities and challenges of the DiamondFramework and how do you link them to strategy and execution?

What political, cultural and individual characteristics contribute or detract fromthe process of engaging a successful project management process? What are their

forms?

What are the elements of the Diamond Framework that require our analysis andour guidance as business leaders in order to insure effectiveness?

What are the new forms of project management measurement and how do theydiffer from traditional paradigms of the iron triangle?

How does innovation fuse itself to this process and what are its manifestations inproject management? How is the modern MNC or NGOs impacted by these new project management

models? What are the implications of these new more accountable structures to

the traditional organization?

What are the best models for this engagement/ is there a singular framework orcan there be a base model that can be applied to broader projects with minor


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adjustments? Can these methodologies be applied on a global basis or are there

distinctions based on specific needs in a Ghemawat like fashion?

What are or are there general patterns of leadership, strategy and the extension ofcorporate values that best exemplify the Diamond Framework model?

What are the best methods for leading this effort along the lines of innovation?Can Hamels four dimensions of innovation generation be applied to theDiamond Framework?

What are the conditions in which conflict or dissonance may enter this model?What might these forms be? How can conflict/dissonance be managed, and is

what are the key elements to the value of understanding / awareness of cross-organizational cultural differences? What is the role of project team leadership in

both traditional and non-traditional terms? How can you measure strategy

effectiveness and how do you define sustainability in this context after project

completion? How do you conduct and measure project effectiveness?

What is the role of ethics and how is this managed in the context of this newmodel? What are the implications of ethical paradigms of action as the firm

engages this new model? How are the demands for new skills and their needs mapped against the scope and

dimensions of current skill sets and their potential deficiencies within the contextof serving this new process with innovation and at times across borders?

Is the design of an organization critical to its success? What are the best designsfor consideration in todays environment of growing interdependencies across the

globe? What are the implications of new work arrangements compacts, in thismodel? How does the firm engage new constituencies; i.e. governments and

NGOs and can a model be developed to this end?

How are customers actively engaged in this new model? What are the major implications of talent for the firm with this new model; how

are team members satisfied, retained and developed as a function of sound projectmanagement?

How are the implications of more diverse workforces contemplated and what roledo they play in a networked world with shifting job requirements anddescriptions.

What role or actions does the firm contemplate when skill sets in regionalcontexts are weak and what are the patterns and trends of these competencies by

region on a global basis?

How does one guide organizational change and cultivate it? What cases representthe best examples of this historically and in the contemporary state? How can one

manage resistance? What is the role and value of leadership in this process? Is

there a model for change leadership as it applies to project management?

SUMMARY:

The future of project management and its inherent trends and potential forms are a criticaltopic for business people today. The work of Shenhar and Dvir can certainly form a

starting point for your exploration of this issue. Its ramifications are certainly profound

and its value to the firm real.


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Trends in various ancillary disciplines such as technology and information systems will

also play a vital role in executing sound project management and strategy. Innovationwill be a key element in this foundation yet a complimentary rich and deep understanding

of our world and the benefits of business models that can integrate sustainability along

the dimensions of technology, culture, and social benefits are also imperative.

Developing a process/method to apply this new paradigm into the evolving process of

business management of the firm certainly can be a very real aspiration of this effort and

our seminar. I would also ask that you consider models for measurement and tracking innew and innovative ways.

Your key to success will be to identify and build your own theoretical models that youfeel fundamentally align themselves with real examples of business success as provided

by our readings. These should then be tempered through the prism of case analysis and

your personal experiences for practical application. Therefore it is imperative that your

creativity and its generation become a component of this seminar based on some of the

concepts that you will be exposed to. Your leadership and professional growth will fosterits rich development.

As more Diamond based engagements are deployed, with ever increasing levels of

enterprise integration and with deeper and more complex impacts to enterprise strategy, it

becomes imperative that leadership be keenly aware of the dynamics at play and developinternal heuristics for management control, measurement and success. This will not be a

traditional approach.

It is an imperative of todays dynamic business environment that demands of each of us;to continually develop new skills as leaders in order to make sound judgments about the

structure and demands that we place upon the organization as we enter new markets and

segments. These decisions will be essential to our success! In the realm of project

management this becomes even more critical as studies indicate that most projects fail insome way, shape or form.

We shall explore this theme with the following two key pieces of literature and a varietyof cases and articles.

Therefore new and novel forms of global economic orders are coming into being that inturn create new forms of business models with novel and unique interactions and

interdependencies. These shall be a major focus of our discussions. This is one of the

major reasons we shall also read The Future of Management by Gary Hamel with Bill

Breen.

It is a brilliant analysis of the modern forms of innovation in the workplace by the person

that the Wall Street Journal has called the best business writer in our world.


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As we enter the 21st

century rapid change becomes the order of the day with various key

dimensions. As we discuss cases in class we would do well to ponder their context alongthese novel and rapidly changing 21st century facets:

What side or level of the change curve are we on in our business/industry and itsstructure for success?

Barriers to entry and deregulation are the order of the day; how do we adapt andmanage these challenges?

How do your value webs behave and what is your role in them and how doespower in such new structures shift and move? How does this impactorganizational structure and design?

Ideas in the world of digitalization are free! How does the structure oforganizational design and talent recruitment, development, and retention begin to

take form in this context?

As the internet shifts power and leverage to the consumer; how canorganizational design and human capital management strategies change, morph or

shift to new and novel designs that serve this newfound power of the customerwith people and strategies that serve with potentially decreasing margins?

As these forces take hold, traditional strategy life cycles are shrinking. How dothese forces of compression impact the enterprise and how do they impact the

management of its most valuable resource; people; and the development and the

execution of new and novel forms of dynamic strategy execution and its tactics.

In conclusion what are the myriad of effects of globalization upon our businessand enterprise in an economic and structural sense? How do we form talent

covenants and not contracts in our structures and how can they liberate the

infinite talent of our teams and not suppress them. Can these covenants extend to

communities and segments that we serve?

These are some of the major dimensions of the future of management and they spring out

from our industries and sectors as do the branches of a tree to a sky. Their growth andstructure will be a direct function of our talent, strategies and their inherent organization

on scales never before contemplated or imagined. It is indeed an exciting time for all of

us!

In the Reinventing Project Management by Shenhar and Dvir we shall find key

conceptual frameworks for the executive and the participant players in this process. We

shall quickly determine the leadership imperative of building and supporting a project

team made up of key players in the firm. Their selection and support is a critical

component of project success. This book shall be the major cornerstone of our work inthis class in conjunction with other readings. Some of the key considerations in this

analysis shall explore the following:

How do we address the unique challenges in project execution? How can theprocess ofthe Diamond Framework help to mitigate risk while augmenting the

ability of the firm to execute strategy. What forms of in process measurementtools and countermeasure actions help steer a project through to its success.


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How does the firm innovate to this end while driving deep awareness of the fourcorners the Diamond? What kinds of people, teams and tools are needed to

drive this project management strategy in the firm and what inter-organizationalstructures must be created to drive sound results? How can the firm overcome

forms of bureaucratic inertia that may have been created and embedded over

decades that can mire a project? And finally what forms shall innovation take asthe firm drives a sound project management structure?

How are the ideas of novelty, technology, complexity and pace calibrated andunderstood for successful project management? What does this imply from not

only a business perspective in terms of organizational alliances and structures butalso from a leadership support and measurement perspective?

How do we identify the type of talent that we need to drive success in projectmanagement, recruit it, develop and retain it to insure project stability, sound

leadership, completion and strategy execution?

What are the vital components for managing projects for successful businessinnovation in light of the many studies that indicate only a 30% success rate and

massive overruns in the area of capital expenditure? In light of the massive proliferation of projects on a global basis over the last 20

years what are the identifiable keys to success? How can projects succeed onboth a tactical level and on a financial and strategic level? What are the root

causes for project failure and what managerial controls can be put in place

eliminate or mitigate them?

What are the successful communication structures that foster positive completionof projects? Do you perceive that they are traditional or innovative in form?

How can you assess the ability for a firm to be successful in project assimilation?

Is there a business maturity meter that can be assessed and accommodated to?

What is the role of adaptive management and leadership with respect to projectmanagement? How are considerations in goals, plans, work, environment, controland management contemplated for to this end?

What lies ahead and beyond the Diamond Framework? Are there distinction bysector that should be considered?: Are the following legitimate considerations?

1) global vs. localized project action

2) value chain challenges and ecosystem implications3) the rule of law and the impact of corruption and sound governance models

upon project formulation and execution

4) the transformative nature of this Diamond paradigm as an innovation catalyst

for the firm

As we contemplate this new paradigm of a business focused success oriented project,what are the major innovations that we should consider?

We should consider this question in light of our world, as we know it, a business worldthat is constantly changing and shifting like geological plates. Thus in many ways the


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execution of project strategy is done upon a constantly changing set of plate tectonics;

some subtle and barely noticeable and others that are seismic in nature. In any case,countermeasures to stabilize the direction of the project are essential.

The nature of the world of business possibilities and their ability to find foundation is

both more complex yet more accessible. The essence of business globalization versussemi-globalization reinforces the need for business people to take into account

differences as we execute strategy.

And finally the evolution and trends of this aforementioned movement must be taken into

consideration. We shall also explore the nature of assessing value along key dimensions

that include scale but also taking into account competition, risk and knowledge.

Developing your personal organizational management paradigm or heuristic for analysis

and action is a key element or outcome of this course. The various cases along with the

presented theoretical and strategic frameworks and categories for analysis will be helpful

to this end.

Case studies are incredibly useful in the profession of business management. Those thathave been selected for this course offer real and at times very complex and troubling

organizational management and behavioral issues. As we view these cases through the

prism of encapsulated time, it is vital that we draw tangential lines to our ownexperiences as augmented by our readings along with the power of others and their ideas.

The Socratic method offers this incredible stacking effect of value!

The business case and its inherent earthly and very real challenges. Our own professional and personal experiences. Our course readings and theoretical foundations.

The Power of our talent multiplication process in class as all members of thecohort participate and add value to the rich discussion.

And in conclusion, recognize that business leadership is essentially an art,augmented by the many tools that we learn in business school and life and not a

formula. Its not that simple.

Consideration of each of these elements and their importance will be made evident in

each of our cases and readings. Your ability to fuse their complexity into sound critical

thinking will be essential, and furthermore, shall be reflective of your experiences in yourprofessional lives.

Political: This complement will allow us to explore the context of decisions, whomakes them, and how they are made. This shall include the discussion and

analysis of relationships within the applied realms of influence, power, andgovernance. Discussions will also contemplate the expression of concepts of


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authority, conflict, legitimacy, regulation and governance as it pertains to the

effective management of the organization.

Socio-Cultural: This complement shall allow us to explore patterns of humanactivity both individually and collectively within the milieu of the organizations

and cultures. Here we shall view: 1) the relationship between structure andsignificance, symbols and meanings both defined and tacit. 2) the role of norms

and the parameters that organizational structure and law defines, while

influencing the concept of boundaries in the workplace. 3) the creation oforganizational beliefs and values, their at times inherent contradictions within the

corporation, and formal or informal codes of behavior that form models of

expression and belief that serve the modern and evolving forms of innovation. 4)the development of symbols within the context of the workplace and finally the

evolution and transformative powers of organizational culture to meet the

challenges of engaging people in the business project enterprise!

Economic: This complement will explore the role of finance as a force that helpsto frame management. What are the economic implications of serving the bottom

of the pyramid? What are the economic benefits of sound organizational structure

and can they be effectively tied to strategy and sustained? The alignment andtransformation of regions and countries to open market systems and trade, formal

trading blocs, and free trade zones are areas that warrant consideration and

awareness. Does the future of management have transformative powers within

this market context and what key institutional factors are critical to this end? The

study by the World Bank called The Wealth of Nations may offer some cluesbecause it speaks to the idea of intangible assets and wealth generation within this

context as we explore global project management issues and distinctions.

Strategic: This is the last category, yet it guides and tempers all otherinteractions. Here we shall explore the creation of new forms of organizationalstrategy and the role that it plays in fostering both structure, behavior and

outcomes. We shall review four major paradigms of strategy and the essence and

genetics of the new and novel forms of project management being contemplated

through the work of Shenhar, Dvir and Hamel, and YOU! We shall also explorethe assumptions and the rationality of each author, their units of analysis moving

from the firm to the project and then to the individual, and their capacity success.

We shall build the foundation for our exploration of these course elements upon areflection and understanding of the four major paradigms of strategic development.

These paradigms or schools of thought are the following:

a) Attenuating competitive forces


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b) Strategic conflictc) Resource based perspectives

d) Dynamic capabilities perspectivee) And now the role of the Diamond Framework and its future possibilities within

the context of strategy execution.

These paradigms shall help us in our drive to decipher the organizational impacts ofbehavior in the areas of integration and coordination of the enterprise, their incumbent

strategies and impacts upon the individual, the marketplace and society.

The role of balance or equilibrium of actions and results in business shall be

contemplated intensely in this course.

This will allow you to familiarize yourself with the unique teaching mechanism of the

Socraticcase method dialogue on the first day of class. Your active participation willbe vital to the success of our class and to your learning.

THE OBJECTIVES / OUTCOMES FOR THIS COURSE:

1) To develop an awareness and understanding of new and novel forms of projectmanagement systems and their role in establishing value, competitiveness and

profitability.2) To begin to comprehend the nature of the innovation to this end and to

contemplate it as a source of economic opportunity and business strategy

attainment.

3) To understand the role of leadership both implicit and shared in the execution of asuccessful project strategy and in the identification of potential threats and

impediments to success in this area. To identify and implement sound

countermeasures to any strategic project dissonance.4) To understand the role of innovation as it influences structure, strategy

formulation, and its application in new and novel forms of project management.

5) To provide you with a sound understanding of the role political, cultural, andindividual complements play in order to symbiotically increase effectiveness and

thus the value to the enterprise as it executes projects.

6) To understand what traditional management paradigms and structures inhibit theability to drive sound project management. In so doing begin to process in ourminds and with cases new forms of project management strategies that facilitate

the attainment of these strategies.

7) To help provide you with a set of lenses or prisms that includes innovation andnew project management tools and forces in the post 2010 world that can temper

and guide your leadership and strategic efforts.


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8) To provide you with tangible and real case studies that will help you exercise andapply theory with practice under your watchful eye of leadership.

9) To help facilitate the development of a personal viewpoint and heuristic orframework that will be practical in your professional lives as you confront these

issues.

10)To reinforce your leadership ability to express critical thinking skills with logic,clarity, depth, reasoning and creativity.

11)To hone your ability to ask pertinent and probing questions that can illuminateyour path to understanding and thus resolution.

12)To provide you with a context for both individual and collective action to supportthe aforementioned objectives and to apply the concepts in your assignments.

13)To help you develop the tools to gage the ability for an organization to acceptproject management change and to improve while calibrating your efforts to this

end.

OUTCOME GOALS FOR THE STUDENTS:

1) To develop models and competencies that will serve you in your positions ofleadership as you manage and implement the sound use of management strategies

to achieve your enterprises goals.

2) To develop a framework for business analysis that comprehends the variousdimensions of project management, its operational applications, andmeasurement methods, and its strategic value in generating a sound return on

investment and ultimately contributing to profitability or enhanced service while

serving to enhance the lives of people and customers.

3) To develop your leadership abilities in this subject matter so that you can viablycontribute to the ethical execution of management and business case formulation,

development of structure, strategy alignment, measurement and improvement,

investment propositions, and execution through excellent project management.

You shall contemplate novel forms of innovation for your project execution and akeen awareness of the reality of our world as it stands today for the sustainability

of strategy.

4) To develop a model of sustainability of these efforts in complex MNCs and otherorganizational structures.

5) To help develop critical thinking skills as a leader in the area of administrationand management. Your thinking should reflect the following components: respectand relevance, preparation and advancement, fact based with understanding, logic

and insight, and, finally, creativity and imagination.

ASSESSMENTS:

Individual/Group /Class Case participation, discussion and book reading discussion.Performance on potential quizzes.

Brief Submissions and Final Exam.

See section on course requirements and grading for further information.


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REQUIRED READING:

Reinventing Project Management, Harvard Business School Publishing. 2007

The Future of Management by Hamel, Harvard Business School Press 2007

This is the course link from Harvard Business School Publishing for our course with

all cases, articles and notes for your purchase.

It will reflect our discount.

http://cb.hbsp.harvard.edu/cb/access/11361964

The choice of these books, cases, and articles has been careful and judicious.

They are not books that are in any sense traditional, but books that have inherent practical

value. It is my hope that they are used like tires on your car. Every day! Unlike tiresthat have a 50,000 mile life these should last for a very long time, in fact a lifetime.

They are that practical and are currently being usedat leading schools of business such as ours!

I may, periodically, provide you with articles or concepts to read that are relevant and

will serve to enhance our learning. Please note that one article is not published yet. It is

due out on December 1, 2011. I will get it for you by January 11th

. I have also includeda 39-page overview of traditional project management theory, which is at the end of your

HBS case pack. It is meant as a reference to you for deeper understanding of the project

management discipline and its history.

CLASS SCHEDULE:

November 16

1) Review syllabus of course.2) Read preface, section one of The Future of Management Book/ Innovation

Matters and arrive prepared to discuss its essence. I would strongly suggest

that you keep some form of notes on our two major books and course

materials that can facilitate your ability to discuss them with depth,

creativity and clarity.3) I will provide an introduction on pedagogy and structure of course and

expectations. Review the Socratic Case Method Dialogue form of class.

4) Be prepared to divide yourselves into teams / collaboration in this course isvital for study and for potential project work.

5) Listen to Hamel from HBS collection. (time permitting)


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6) Read Medisys Case Handout and discuss in class.7) Provide The Cosmopolitan Corporation article from HBR8) Provide Leadership that Gets Results article from HBR9) Assign Class Leaders by day, book, case or article.

November 23

1) Read Section Two of the Future of Management Book / Innovation Matters andarrive prepared to discuss its essence.

2) Read and arrive prepared to discuss Danimal in South Africa: Managementinnovation at the bottom of the Pyramid case from Ivey.

3) Read Life's Work: Frank Gehry from HBR(2 Pages )4) Review Leadership that Gets Results and The Cosmopolitan Corporation

November 30

1)

Read Section Three of the Future of Management Book / The Future ofManagement and arrive prepared to discuss its essence.

2) Read and arrive prepared to discuss in case method fashion, Hindustan UnileversPureit Water Purifier case from HBS.

3) Read The Forgotten Strategy from HBR4) Read Dealing with a Project's Fuzzy Front End" from HBR (2 pages)

December 7

1) Read Section Four of the Future of Management Book / Building the Future andarrive prepared to discuss its essence.

2) Read and arrive prepared to discuss in case method fashion, ManagingKnowledge and Learning at JPL case from HBS.

3) Read Can You Say What Your Strategy Is from HBR4) Read A Technical Note on Risk Management from HBR

December 14

1) Read Part One from Reinventing Project Management Book and arrive preparedto discuss its essence.

2) Read and arrive prepared to discuss in case method fashion, AtekPC ProjectManagement Office case from HBS

3) Read Finding your Strategy in the New Landscape from HBR4) Read How Great Companies Think Differently from HBR

December 21

1) Read Part Two from Reinventing Project Management Book and arrive preparedto discuss its essence.
http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=3363230&R=R1111C-PDF-ENG&conversationId=121052http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=3363230&R=R1111C-PDF-ENG&conversationId=121052http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=3363230&R=R1111C-PDF-ENG&conversationId=121052http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=3363230&R=R1111C-PDF-ENG&conversationId=121052


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2) Read and arrive prepared to discuss in case method fashion, Ganging up onCancer: Integrative Research Centers at the Dana Farber Cancer Institute casefrom HBS

3) Read Leading Team Note from HBS Module Note4) Read First Look: Highlights from the Third Annual Sustainability Global

Executive Survey from Sloan Management Review(3 pages)

January 4

1) Read Part Three from Reinventing Project Management Book and arrive preparedto discuss its essence.

2) Read and arrive prepared to discuss in case method fashion, The RunawayProject: A Large IT Project Goes Wrong from HBS Book Chapter.

3) Read Using the Balanced Scorecard as a Strategic Management System fromHBR

4) Read Lost Roots: How Project Management Came to Emphasize Control OverFlexibility and Novelty from the California Management Review5) Read How to Save Good Ideas from HBR

6) Turn in two page Outline for your Final Paper Innovative Methods for ProjectManagement

January 11

1) Read and arrive prepared to discuss in case method fashion, AmericanConstructors Inc.: World Outreach Expansion Project and The Merger Integration

at Bank of America: The Trust-Web Project cases from HBS.2) Read Eight Ways to Build Collaborative Teams from HBR3) Read Managing Project Uncertainty: From Variation to Chaos from Sloan

Management Review

4) Turn in a Project Assessment Critique on either case.January 18

1) Read and arrive prepared to discuss in case method fashion, Reinventing thePractices of Distance Information Systems Development: CGI and the Hubble

Project - Part A and Part B and The Tetra Tech EC and Risk Management casesfrom HBS

2) Read What Leaders Really Do from HBR3) Read First, Let's Fire All the Managers from HBR- * (see Ricardo)4) Turn in a Project Assessment Critique on either case.

January 25

1) Read and arrive prepared to discuss in case method fashion, Waterloo RegionalPolice Services: Reassessing the CIMS Project case and its (B) and (C) cases

from HBS.
http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=3455242&R=R1112B-PDF-ENG&conversationId=121832http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=3455242&R=R1112B-PDF-ENG&conversationId=121832http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=1528169&R=907E10-PDF-ENG&conversationId=116845http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=1528169&R=907E10-PDF-ENG&conversationId=116845http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=1528169&R=907E10-PDF-ENG&conversationId=116845http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=1528169&R=907E10-PDF-ENG&conversationId=116845http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=3455242&R=R1112B-PDF-ENG&conversationId=121832


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2) Read and arrive prepared to discuss in case method fashion, The P&G Japan: TheSK-II Globalization Projectcase from HBS

3) Read The Morning Meeting: Best-Practice Communication for ExecutiveTeams from HBR

4) Turn in a Project Assessment Critique on The P&G case.February 1

1) Read and arrive prepared to discuss in case method fashion, Microsoft's VegaProject: Developing People and Products Case from HBS

2) Read and arrive prepared to discuss in case method fashion, The InternationalTrachoma Initiative Case from HBS.

3) The Secrets to Managing Business Analytics Projects from Sloan ManagementReview

4) Turn in a Project Assessment Critique on The International Trachoma Initiativecase.

February 8

1) Read and arrive prepared to discuss in case method fashion, The We've GotRhythm! Medtronic Corp.'s Cardiac Pacemaker Business Case from HBS.

2) Read and arrive prepared to discuss in case method fashion, The Novo NordiskEngineering: Running for Fast-Track Project Execution from HBS.

3) Turn in a Project Assessment Critique on either case.4) Seminar/ Course wrap up.5) Turn in Final on Innovative Methods in Project Management *6) THANK YOU AND TAKE CARE !

CLASS POLICIES:

Scholastic/ academic dishonesty is prohibited and considered a violation of the UTEP

Handbook of Operating Procedures. The University of Texas at El Paso prides itself onits standards of academic excellence. In all matters of intellectual pursuit, UTEP faculty

and students must strive to achieve excellence based on the quality of work produced by

the individual. In the classroom and in all other academic activities, students are expectedto uphold the highest standards of academic integrity. Any form of scholastic dishonesty

is an affront to the pursuit of knowledge and jeopardizes the quality of the degree

awarded to all graduates of UTEP. It is imperative, therefore, that the members of this

academic community understand the regulations pertaining to academic integrity and thatall faculty insist on adherence to these standards.

Any student who commits an act of scholastic dishonesty is subject to discipline.Scholastic dishonesty includes, but is not limited to, cheating, plagiarism, collusion, the

submission for credit of any work or materials produced by another person, taking an

examination for another person, and any act designed to give unfair advantage to a


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student or even the attempt to commit such acts. Proven violations of the detailed

regulations, as printed in theHandbook of Operating Procedures (HOP) and available inthe Office of the Dean of Students and on the homepage of The Dean of Students at

www.utep.edu/dos, may result in sanctions ranging from disciplinary probation, to failing

a grade on the work in question, to al failing grade in the course, to suspension or

dismissal, among others. (Source 2008 Graduate Catalog)

ALL CELL PHONES OR OTHER PERSONAL COMMUNICATION DEVICES

SHOULD BE TURNED OFF DURING CLASS AND EXAMS.

NO NON-CLASS USE OF A COMPUTER OR PDA IS PERMITTED.

YOU ARE EXPECTED TO BE ON TIME TO THE CLASS. WE ARE IN A

BOARDROOM.

I RESERVE THE RIGHT TO ALTER ANY OF THE ELEMENTS OF THIS COURSE

DESCRIPTION AND OBJECTIVES AT MY DISCRETION. YOU WILL BENOTIFIED IN ADVANCE OF THESE CHANGES, IF ANY.

I REQUIRE PRIOR NOTIFICATION FOR ALL CLASS ABSENCES. EXCESSIVE

ABSENCES SHALL RESULT IN POINTS OFF YOUR GRADE OR OTHER

ACTION.

COURSE REQUIREMENTS/ GRADING:

Class Participation: Accounts for 70% of your final grade. This includes quality of

project assessment critiques (5). Your ability to read and prepare your assignments for

each class session is very critical and should reflect the quality of your contribution.

Your comments and thoughts will help to create a class setting that is conducive to apositive learning environment. This is a highly critical element, just as it is, in a

professional business milieu. Your personal leadership can help foster this very

environment that we seek. This class does not seek acts of presence but acts that

make a difference. PARTICIPATE!

It shall be expected that as the course progresses, so too should the value, degree, andsophistication of your comments in our class dialogue. As you begin to assimilate

concepts in the area of The Future of Management you should begin to create a sense of

intellectual momentum on the topic that should grow with each and every class.

Leadership can be expressed by volunteering to help lead discussions, board

development, and dialogue as well as your lead assignments as discussed in the first

class.

Your participation, grade will also include your briefs if absent of readings and or

cases that you shall turn in at the start of the class in an electronic paper format;
http://www.utep.edu/doshttp://www.utep.edu/doshttp://www.utep.edu/dos


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again if you miss class. See notes below the Valuable Participation elements for

guidelines on the one page brief formats.

Some vital elements of Valuable Class Participation are as follows: This is 70% of your

grade!

1) Respectful and relevant: Contributions should be respectful and relevant. Theyshould be linked to the comments of others, to the themes or issues at hand and be

made with respect for others contributions. Professional and ethical behavior isrequired at all times.

2) Preparation and advancement: Related to the earlier point of preparedness,whether you are cold or warm called; do your comments reflect knowledge aboutthe topic at hand? Can they be considered to advance the discussion in a deeper

or more meaningful way? You should be ready at any moment to be cold called

and be able to contribute. Being unprepared is not.

3) Factual and understandable: Are your comments based in fact, theory, or arethey an idea that can be clearly and quickly traced to a salient issue or concept athand? Your ideas should be useful and succinctly expressed. You should also be

able to express constructive disagreement with respect.4) Logical and insightful: Do your comments support and reflect consistent and

logical reasoning? Are they insightful, and do they provide a linkage to a relevant

issue?5) Creativity and imagination: Do your comments reflect originality and

imagination by providing new and innovative ways of exploring the issue being

discussed?

6) Sophistication and depth: Do your comments reflect deeper and richerunderstandings of the concepts that are studied and discussed as a function of

time?

Some characteristics of negative contributions include:

1) Arriving late to class.2) Lack of engagement, reflected in silence, detachment, disinterest or comments

that have no merits for the topic at hand.

3) Monopolizing discussion or leading it into unrelated areas or minor points.4) Long and irrelevant or disjointed comments.5) Being absent or unprepared.6) Inability to manage your conduct or performance in our class.

Some vital elements of a Project Assessment Critiques are expanded below. Your

critique should be a unique version of a traditional case write-up that is alluded to later in

this document:

As you read cases formulate the key questions/ideas in your mind as it relates to our

readings and to the Innovationand the Diamond Framework. What is (are) the


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major problem(s), decision(s) or evaluation(s) that need(s) to be made in the case as it

relates to the dynamics of project management. What are the dimensions or the subsets tothe issue at hand? What are the major issues? What is your point of view and why?

What case/literature evidence supports the development of your thoughts? Is there any

other reading from our class that supports your position?

The essence of a Project Assessment Critique write up is to

1) Understand the key innovation - project management issue(s) at hand2) Document the key dimensions to the issue3) Develop your point of view4) Support your point of view with case evidence or evidence from in class readings5) Then draw your conclusions in a logical way

A method for developing your personal case writing style can be guided by three

essential words: (what, why and how). As you develop your own personal heuristic youmay want to keep these ideas in mind or develop your own logical method:

If you have any concerns about these guidelines you can set up some time to see me.

Absences

Written Submission of Cases/ Book Sections:

shall be required if you miss a class.

This is 3-4 pages with guidelines below.

Please read the Guidelines for Brief Analysis that is provided below. These cases shallbe graded as your participation for the respective session that you miss. They shall be due

at the start of class on the day the case is discussed. They should reflect a comprehensive

yet succinct reflection of the case, complemented by any thoughts as provoked by thereadings. You can send them to me electronically.

WRITTEN SUBMISSION BRIEF GUIDELINES:Suggestions:

As you begin the process of reading it is very critical that you continually ask yourselfquestions about issues at hand and engage in reflection on their essence. It is through thisprocess that you can extract meaning from the readings as you begin to search for your

synthesis of the concepts that you feel are vital as well as the reasons why.

When left with varying degrees of uncertainty within the context of the reading, you can

look for patterns within the questions you ask and the answers that you formulate. This

process promotes critical thinking. Reading is only a means by which to foster this


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thinking process. Your exploration of the issues at hand, and the conclusions that you

ultimately secure, are derived from your personal and creative thought process.

This process should be tempered by the models that we have been exposed to and to any

pertinent reading that you may wish to cite.

A method for developing your personal method to assess a case can go through the five

phases mentioned on page 23 for the Project Assessment Critique.

Quizzes: can be a component of your daily participation and as such shall have an

impact upon your class participation grade that was mentioned above. I shall share this

concept and its means of measurement with you. You may also be occasionally asked towrite a brief on a key topic.

Final Exam: Accounts for 30% of your grade. The final exam will consist of assessing

your ability to apply concepts and ideas gained in the course. The primary objective will

be to review concepts learned in the class as you formulate thoughts, ideas, andconclusions about a specific case study in a coherent fashion. You shall present an

outline of your final on January 4th

. Turn in two page Outline for Final Paper

Innovative Methods for Project Management. It is due the final day of class in

printed form- February 8th.

Your final exam grade will be determined by the quality and logic of your writing and the

thought process that it reflects. You shall be expected to formulate your own personal

ideas/heuristic on Innovation in Project Management. You can approach this

subject in a variety of ways; however it is your choice to choose how you will fulfill thisfinal project with your ideas, writing and exhibits. Your grade will be determined by

these factors and they should be facilitated by a strong outline that is due on January 4th:

1) Sound and consistent structure within a conceptual framework.2) Depth and insight of the important themes and issues.3) Understandable and consistent analysis.4) Thematic linkages between the analysis, description and recommendation

portions of your paper.5) Clear and organized thoughts that lead to your conclusions with sound logic,

reasoning, and creativity.

The FINAL will be due on last day of class February 8.

THE GRADING FORMAT IS AS FOLLOWS:

A - 90 TO 100

B - 80 TO 89.99

C - 70 TO 79.99


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D - 60 TO 69.99 AND F - 0 TO 59.99

Thank you.

project mgmnt

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