Springe direkt zu Inhalt

Project Management

Authors: Christian Baier/Andreas Knoth
Instructors: Julia Eder

Credits: 8

In this project management module you will get to know the most important tools and methods in project management. The module is divided into three main sections: Introduction to Project Management, Project Leadership and Communication and Scope Management, Scheduling and Budgeting.

In the introduction you will get to know your first hands-on tool in project management. It is the logical framework matrix with which you can concretize your initial project idea into a first concept. In this section you will as well start to understand which impact diversity can have on a project and how to address it as a project manager. Moreover, you will learn what a project charter/project application/business case is.

A self-management unit will introduce the Project Leadership and Communication section. It will address topics like self-motivation and setting priorities. The following unit will teach you how to analyse your stakeholders. In this part you will also get to know different leadership theories and you will learn to distinguish between authority, responsibility and accountability.

In Scope Management, Scheduling and Budgeting you will be introduced into three essential project management tools. With a work breakdown structure you can breakdown your work into feasible packages of activities. With a network diagram you can show dependencies between those activities. And with a gantt chart you can illustrate those activities on a timeline. In the last two units you will get first insights into cost estimation, budgeting and risk management.

Main goals

  • To give an overview of the theoretical framework and phase-model of project management
  • To become familiar with and learn how to use selected project management tools
  • To apply framework and tools in team-based project work


General topics

  • Project life cycle, organisational structure, organisational behavior
  • Improvement of conversation and negotiation skills, knowledge in conflict management and co-operation for successful team work
  • Tools for goal setting, planning, controlling and evaluation and their application within exercises and case scenarios
  • Planning and implementing self-selected net based projects in an East European context in teams of 4 to 5 participants, utilising the skills and methods learnt



Tests, exercises and participation in online discussions within each unit will count for the final grade as well as the achievements of the group project and the final paper.


Example task from the Project Management Module
Case Study Exercise: Dab i Sosna Woodworking Company (individual & group work; adapted from: Max Wideman, http://maxwideman.com/papers/index.htm)

The „Dab i Sosna“-Case study is a comprehensive project management case. Most incidents described in this case study are typical of practice situations. They may not happen all on the same project, but this case shows how starting a project without understanding project management and its processes can lead even to dangerous situations for organizations.


1. Chapter
What is a project?

"In a truly minimalist definition, the Project Management Institute defines a project as „A temporary endeavour undertaken to create a unique product or service“ (PMBOK Guide, 2000 Edition). Although a commonly agreed upon standard definition is not yet within reach, most authors define a project more narrowly than that. Kerzner (2001) for example, defines a project as any series of activities and tasks that:

  • have a specific objective to be completed within certain specificationshave defined start and end dateshave funding limits (if applicable)consume human and non-human resources (i.e. money, people, equipment)
  • are multifunctional (i.e. cut across several functional lines)

In many definitions further defining features of projects are complexity, uniqueness and unfamiliarity, which effect a close association of projects with uncertainty and risk.

What is NOT a project?
With the rise of project driven business strategies in the last decade, the term “project” has proliferated far beyond the definitional boundaries specified above. While this development certainly does not hurt the project management profession and the associated authors, trainers and application developers riding high on the “project boom”, it is vital to prevent blurring of the object at hand in order to establish clear indicational guidelines for certain project management tools. Three of the most frequent misuses of the project-concept are relating to organizations, programs, and operational routines.

  • Organizations are not projects: Contrary to the common practice of referring to small enterprises and NGOs as “projects”; organizations are not projects unless they are specifically designed for temporary existence. It is also important to distinguish projects from project driven organizations, which represent a lasting shell for otherwise shifting and temporary activities.
  • Programs are not projects: Programs are more extensive in scope and timeframe than projects. While the border between projects and programs can be fluid, a program may be defined as a set of projects with a common strategic goal. In an organizational context a program is the long-term framework in which a number of projects are managed (such as a specific funding or R&D program)
  • Operational routines are not projects: With frequent repetition of a specific sequence of activities, the uncertainty and uniqueness of the process falls away. In becoming an operational routine, such a sequence ceases to be a project."

Andreas Knoth: What is a project? © East European Studies Online; 2010.

project_management Project Management