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 16 FEBRUARY 8 2011-2012 AMBA

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

CLASS MEETING TIMES: WEDNESDAYS 1730 TO 2130 PLACE: INSTRUCTOR: OFFICE: PHONE: UTEP Graduate School of Business / Chase Building - Downtown Ricardo R. Blazquez Graduate Business Center (915) 345-7407

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E- MAIL: OFFICE HOURS:

rrblazquez@utep.edu 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 be readily 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 its relationship 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 two sides 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 dependent upon 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 success can 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

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 for complete 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 comprehending these 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 the management 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 upon the 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 in the 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 at times 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 with Hamel and then move quickly to the concept of innovation in the 21st 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 this journey. Massive and unprecedented changes are occurring on a global scale, influencing the concept 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. Thus project 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 and successful project management is a sound bridge between strategy and its sustainability. Todays business environment resembles a neuron like network of global interactions that engages 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 of the 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 improvement the 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 market development 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 border integration 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

advances in business practices fostered by networked improvements that foster the ease of trade, information technology development, investment strategies and the advent of new 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 meaningful strategic 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 in culture, 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 in business 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 that shall 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 that in 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 solve issues 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 proactive personal 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 the context 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 fused using a Socratic case method dialogue. The case method is a valuable technique for learning that should be tempered within the context 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 brief periods 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 study develop 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 our learning (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 cases while 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 develop your 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 gain value. The creation of the value for this course comes from you and your active engagement in 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.

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 to participate. 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 class as 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 PROMOTE CRITICAL THINKING AND JUDGMENT. 2) READING ALL CLASS AND CASE MATERIAL PRIOR TO THE CLASS WILL BE FUNDAMENTAL TO YOUR ABILITY TO DISCUSS SAID MATERIAL IN A LOGICAL, CRITICAL, AND CREATIVE WAY. 3) THEREFORE, PREPARATION SHALL HAVE A MAJOR IMPACT UPON YOUR SUCCESS 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 class with 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 as such 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 this class 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 thoughts while 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 to comprehend 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 Diamond Framework and how do you link them to strategy and execution? What political, cultural and individual characteristics contribute or detract from the process of engaging a successful project management process? What are their forms? What are the elements of the Diamond Framework that require our analysis and our guidance as business leaders in order to insure effectiveness? What are the new forms of project management measurement and how do they differ from traditional paradigms of the iron triangle? How does innovation fuse itself to this process and what are its manifestations in project 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 or can there be a base model that can be applied to broader projects with minor

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 of corporate 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 the Diamond 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 crossorganizational 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 new model? 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 context of 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 designs for consideration in todays environment of growing interdependencies across the globe? What are the implications of new work arrangements compacts, in this model? 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 project management? How are the implications of more diverse workforces contemplated and what role do they play in a networked world with shifting job requirements and descriptions. What role or actions does the firm contemplate when skill sets in regional contexts 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 represent the 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 critical topic 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. 9 Innovative Methods in Project Management

Trends in various ancillary disciplines such as technology and information systems will also play a vital role in executing sound project management and strategy. Innovation will 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 in new and innovative ways. Your key to success will be to identify and build your own theoretical models that you feel 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 foster its 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 develop internal 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 in some way, shape or form. We shall explore this theme with the following two key pieces of literature and a variety of cases and articles. Therefore new and novel forms of global economic orders are coming into being that in turn 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 along these novel and rapidly changing 21st century facets: What side or level of the change curve are we on in our business/industry and its structure for success? Barriers to entry and deregulation are the order of the day; how do we adapt and manage these challenges? How do your value webs behave and what is your role in them and how does power in such new structures shift and move? How does this impact organizational structure and design? Ideas in the world of digitalization are free! How does the structure of organizational 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 can organizational design and human capital management strategies change, morph or shift to new and novel designs that serve this newfound power of the customer with people and strategies that serve with potentially decreasing margins? As these forces take hold, traditional strategy life cycles are shrinking. How do these 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 business and 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 and structure 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 in this 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 the process of the Diamond Framework help to mitigate risk while augmenting the ability of the firm to execute strategy. What forms of in process measurement tools 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 four corners the Diamond? What kinds of people, teams and tools are needed to drive this project management strategy in the firm and what inter-organizational structures 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 as the firm drives a sound project management structure? How are the ideas of novelty, technology, complexity and pace calibrated and understood for successful project management? What does this imply from not only a business perspective in terms of organizational alliances and structures but also from a leadership support and measurement perspective? How do we identify the type of talent that we need to drive success in project management, 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 business innovation 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 on both 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 completion of 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 project management? How are considerations in goals, plans, work, environment, control and management contemplated for to this end? What lies ahead and beyond the Diamond Framework? Are there distinction by sector that should be considered?: Are the following legitimate considerations? 1) global vs. localized project action 2) value chain challenges and ecosystem implications 3) 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 world that 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 versus semi-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 that have 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 own experiences 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 the cohort 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 your professional lives. Political: This complement will allow us to explore the context of decisions, who makes them, and how they are made. This shall include the discussion and analysis of relationships within the applied realms of influence, power, and governance. 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 human activity both individually and collectively within the milieu of the organizations and cultures. Here we shall view: 1) the relationship between structure and significance, 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 of organizational 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 helps to 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 and transformation 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 clues because 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 other interactions. Here we shall explore the creation of new forms of organizational strategy 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 explore the 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 a reflection 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 conflict c) Resource based perspectives d) Dynamic capabilities perspective e) 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 of behavior 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 Socratic case method dialogue on the first day of class. Your active participation will be 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 project management 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 a successful 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, and individual 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 the ability to drive sound project management. In so doing begin to process in our minds 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 and new 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 and apply theory with practice under your watchful eye of leadership. 9) To help facilitate the development of a personal viewpoint and heuristic or framework 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 illuminate your path to understanding and thus resolution. 12) To provide you with a context for both individual and collective action to support the 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 accept project 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 of leadership 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 various dimensions of project management, its operational applications, and measurement 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 viably contribute 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 a keen 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 other organizational structures. 5) To help develop critical thinking skills as a leader in the area of administration and management. Your thinking should reflect the following components: respect and 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 tires that 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 used at 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 included a 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 is vital for study and for potential project work. 5) Listen to Hamel from HBS collection. (time permitting)

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6) 7) 8) 9)

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

November 23 1) Read Section Two of the Future of Management Book / Innovation Matters and arrive prepared to discuss its essence. 2) Read and arrive prepared to discuss Danimal in South Africa: Management innovation 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 of Management and arrive prepared to discuss its essence. 2) Read and arrive prepared to discuss in case method fashion, Hindustan Unilevers Pureit Water Purifier case from HBS. 3) Read The Forgotten Strategy from HBR 4) 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 and arrive prepared to discuss its essence. 2) Read and arrive prepared to discuss in case method fashion, Managing Knowledge and Learning at JPL case from HBS. 3) Read Can You Say What Your Strategy Is from HBR 4) Read A Technical Note on Risk Management from HBR December 14 1) Read Part One from Reinventing Project Management Book and arrive prepared to discuss its essence. 2) Read and arrive prepared to discuss in case method fashion, AtekPC Project Management Office case from HBS 3) Read Finding your Strategy in the New Landscape from HBR 4) Read How Great Companies Think Differently from HBR

December 21 1) Read Part Two from Reinventing Project Management Book and arrive prepared to discuss its essence.

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2) Read and arrive prepared to discuss in case method fashion, Ganging up on Cancer: Integrative Research Centers at the Dana Farber Cancer Institute case from HBS 3) Read Leading Team Note from HBS Module Note 4) 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 prepared to discuss its essence. 2) Read and arrive prepared to discuss in case method fashion, The Runaway Project: A Large IT Project Goes Wrong from HBS Book Chapter. 3) Read Using the Balanced Scorecard as a Strategic Management System from HBR 4) Read Lost Roots: How Project Management Came to Emphasize Control Over Flexibility and Novelty from the California Management Review 5) Read How to Save Good Ideas from HBR 6) Turn in two page Outline for your Final Paper Innovative Methods for Project Management January 11 1) Read and arrive prepared to discuss in case method fashion, American Constructors 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 HBR 3) 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 the Practices of Distance Information Systems Development: CGI and the Hubble Project - Part A and Part B and The Tetra Tech EC and Risk Management cases from HBS 2) Read What Leaders Really Do from HBR 3) 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 Regional Police Services: Reassessing the CIMS Project case and its (B) and (C) cases from HBS.

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2) Read and arrive prepared to discuss in case method fashion, The P&G Japan: The SK-II Globalization Project case from HBS 3) Read The Morning Meeting: Best-Practice Communication for Executive Teams 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 Vega Project: Developing People and Products Case from HBS 2) Read and arrive prepared to discuss in case method fashion, The International Trachoma Initiative Case from HBS. 3) The Secrets to Managing Business Analytics Projects from Sloan Management Review 4) Turn in a Project Assessment Critique on The International Trachoma Initiative case. February 8 1) Read and arrive prepared to discuss in case method fashion, The We've Got Rhythm! Medtronic Corp.'s Cardiac Pacemaker Business Case from HBS. 2) Read and arrive prepared to discuss in case method fashion, The Novo Nordisk Engineering: 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 on its 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 expected to 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 that all 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 the Handbook of Operating Procedures (HOP) and available in the 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 BE NOTIFIED 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 a positive 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, and sophistication 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;

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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. They should 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 is required 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 about the 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 are they an idea that can be clearly and quickly traced to a salient issue or concept at hand? 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 richer understandings 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 Innovation and 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 to the 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) 2) 3) 4) 5) Understand the key innovation - project management issue(s) at hand Document the key dimensions to the issue Develop your point of view Support your point of view with case evidence or evidence from in class readings 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 you may 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 shall be 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 the readings. 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 yourself questions about issues at hand and engage in reflection on their essence. It is through this process 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 23 Innovative Methods in Project Management

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 to write 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, and conclusions 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 this final 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) 2) 3) 4) Sound and consistent structure within a conceptual framework. Depth and insight of the important themes and issues. Understandable and consistent analysis. 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.

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