TJTSM53 Project and Change Management (5 cr)

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Study level:
Advanced studies
Grading scale:
0-5
Language:
English
Responsible organisation:
Faculty of Information Technology
Curriculum periods:
2017-2018, 2018-2019, 2019-2020

Description

Content

Project management is planning, supervision, monitoring and controlling for all project areas. Project management and implementation of information systems are the means to implement organizational changes. This course focuses on the socio-technical change of organizations. During the course, we define the different perspectives to change and its management, will solve practical problems in project and change management, and plan for an organizational change using technology as the means. The course provides an overview to project management practices, change from different perspectives, planning projects and change, and the role and tasks of the change agent. Students apply the principles of project and change management to a course project and to solving practical problems that might occur in projects.

Completion methods

The course consists of lectures and student's independent work in the form of an exam and weekly tasks. Students work on a group assignment to create a project plan. Workload is 135 hours (5 ECTS), which is distributed as follows: Lectures 15 h, Exam 15h (home exam option provided), Independent study: Reading materials 30 h, Independent study: Weekly assignments 30 h, Group assignment: 45 h.

Assessment details

The course grading is based on the exam and team work. Passing the course requires taking an exam, active participation in class and delivering the team work results. Home exam (provided as an alternative exam) is assessed on the basis of content, quality of the argumentation and appropriate use of the course material. Team work is assessed based on the completeness, the feasibility and innovativeness.

Learning outcomes

After the course the student will remember the basics of project management (incl. project life cycle, project plan, project success factors and the role of the project manager). After the course the student is able to explain the organizational changes from the different points of view and describe the tasks related to the management of change. The student will also understand the impact of change in the individual and to the organization. After completing the course the student knows and is able to assess the impact of change and the change resistance. In addition, the student knows the methods and techniques of project management and change management. The aim of the course is that the student is able to able to prepare a project plan and understands its purpose as a change management tool. The course aims to develop students' skills in team work, written communication, and problem solving.

Description of prerequisites

Students taking the course are mainly studying information systems in the first year of their degree programme. Student has from the previous studies or from work understanding about planning andr eporting information system projects. The student knows the basics of project management; different aspects and kwowledge areas of project management and some tools. Understanding of the technology-driven organizational change and change management practices have not been part of the previous studies.

Literature

  • Van de Ven, A. and M. S. Poole (1995), Explaining development and change in organizations, Academy of Management Review, 20 (3), 510-540.
  • Thomas, G., & Fernandez, W. (2008). Success in IT projects: A matter of definition?. International Journal of Project Management, 2 6(7), 733-742.
  • Orlikowski, W. J. (1992). The duality of technology: Rethinking the concept of technology in organizations. Organization science, 3(3), 398-427.
  • Markus, M. L. (2004). Technochange management: using IT to drive organizational change. Journal of Information Technology, 19(1), 4-17.
  • Cadle, J. & Yeates, D. (2007) Project Management for Information Systems (5th ed.). Prentice Hall Press.
  • Iveroth E. (2010), Inside Ericsson: A framework for the practice of leading global IT-enabled change, California Management Review 53(1), 136-153.
  • Keen, P. G. (1981). Information systems and organizational change. Communications of the ACM, 24(1), 24-33.
  • Wiener, M., Mähring, M., Remus, U., & Saunders, C. (2016). Control Configuration and Control Enactment in Information Systems Projects: Review and Expanded Theoretical Framework. MIS Quarterly 40(2), 741-774.
  • Kettinger W.J., J.T.C. Teng and S. Guha (1997). Business process change: A study of methodologies, techniques, and tools, MIS Quarterly 21, No 1, 55-80.

Completion methods

Method 1

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