Course content

Implementation of IT solutions can be complicated processes that are typically carried out as projects or project programs. The organizations thus need to develop project managers who are able to carry out the projects within the relevant time and cost limits, at the same time as the project deliveries are in line with expectations. Students will gain knowledge of current theories and methods in planning, implementation and follow-up of projects. Furthermore, this course focuses especially on projects where the aim is acquisition of IT solutions. Students should be able to plan and carry out such implementation projects whether they work for a supplier organization or whether they are on the customer side of a purchasing organization. Furthermore, they will achieve in-depth knowledge of the authorities' guidelines in relation to such procurements and some tools are offered in this context.

Learning outcome

After completing the course, the following overall learning outcomes should be achieved:

Knowledge

Students should:

• Have basic knowledge of projects as a way of work, as well as knowledge of specific project models that can be used when implementing IT solutions in an organization.
• Have knowledge of key topics and concepts from the project management literature.
• Have knowledge of regulations, guidelines and available tools for procurement projects, which are applicable to both customers and suppliers.

Skills

Students should:

• Be able to apply basic methods and tools to plan, implement, complete and evaluate projects.
• Be able to prepare management products that are used in the project work. This includes plan and strategy documents that are subject to change control, registers that are updated while the project progresses and reports that show status of various aspects of the project.
• Be able to apply a relevant project implementation method in projects where implementation of IT solutions is the goal. This includes work with project management topics such as project organizations, quality, planning, uncertainty, change control, progress control and business related anchoring of the project.

General competence

Students should:

• Be able to identify challenges in project work and to document these.
• Be able to evaluate how projects contribute to sustainable development.
• Be able to identify the need for improvements in projects, and lead the implementation of improvement activities.
• Be able to understand and utilize the fact that project work is team work where the total contributions counts.
• Be able to contribute to compliance with ethical guidelines and norms that are applicable for relevant project work.

Learning methods and activities

Student-active collaborative learning with utilization of relevant cooperation technology solutions, as well as lectures.

Compulsory assignments

• Further information in the course description

Specific conditions

Recommended previous knowledge

Basic competence in project work and project management.

Required previous knowledge

The course is reserved for students admitted to the Master's Degree Program in Digital Transformation.

Course materials

Course literature is determined at the start of the course. In this course, it is relevant to focus on the PRINCE2® (PRojects IN Controlled Environments) method. That is, to apply the project management method PRINCE2® in projects that aim to implement IT solutions. Possible textbooks can be:

- Managing successful projects with PRINCE2. ISBN 978 0 11 331059 3. Published by TSO (The Stationery Office), 2009.

- Information Technology Project Management, 8e. ISBN 13: 978-1-285-45234-0. Published by Cengage Learning, 2015.

Possible research articles can be:

- N. Drouin and M. Bourgault, (2013). How organizations support distributed project teams: Key dimensions and their impact on decision making and teamwork effectiveness, J. Manag. Dev., Vol. 32, no. 8, pp. 865-885.

- Floricel, S., Bonneau, C., Aubry, M., & Sergi, V. (2014). Extending project management research: Insights from social theories. International Journal of Project Management, 32 (7), 1091-1107.

- Svejvig, P., & Andersen, P. (2015). Rethinking project management: A structured literature review with a critical look at the brave new world. International Journal of Project Management, 33 (2), 278-290.

- Söderlund, J. (2004). Building theories of project management: past research, questions for the future. International Journal of Project Management, 22 (3), 183-191.

- Winch, G. M. (2014). Three domains of project organizing. International Journal of Project Management, 32 (5), 721-731.

Furthermore, selected resources or lessons based on the following public websites are relevant as additional curriculum:

- Prosjektveiviseren.no (http://www.prosjektveiviseren.no)

- Annskaffelser.no (https://www.anskaffelser.no/)

- Digitaliseringsdirektoratet (https://www.digdir.no/)

Credit reductions