• Projects as temporary organisations
• Methods for the design of project organisations
• Concept of shared leadership
• Application of the methods for the design of project organisations on real projects
• Considering the context of sustainable development
• Improving of the social competencies of the students

• Understanding of projects as temporary organisations developed
• Basic knowledge about programme Management and programme Organisation is developed
• Understanding of methods for the designing of projects organisations achieved
• Social competency is improved by teamwork and role Plays
• Context of sustainable development was considered

• Workshop form with emphasis on active student participation
• Inputs, discussions and team-work, role Plays
• E-supported learning with Learn@WU

Reading assignments
For Workshop 2: Gareis, G. HappyProjects!, Manz Verlag, Vienna 2005

• Chapter B: Construct: Project and Project Management approaches
• Chapter C: Project organisation models and project roles
• Chapter D: Teams, Leadership in projects and project culture,
• Chapter F : Methods of project and programme management
• Chapter G: Programme management

For Workshop 3

• Turner, J. R. , Müller, R., Dulewicz, V., 2009. Comparing the leadership styles of functional and project managers. International Journal of Managing Projects in Business, Emerald.
• Hoegl, M. Muethel, M., 2007. Shared leadership in dispersed innovation teams: Mutual influence and proactive followership. Academy of Management Proceedings
• Carson, J.B., Tesluk P.E., Marrone J.A., 2007. Shared leadership in Teams: An Investigation of antecedent conditions and Performance. Academy of Management Journal
• Chapter 2 Systemic Constellations in Horn, K.P. & Brick, R., 2009. Invisible Dynamics: Systemic Constellations in Organisation and Business, Carl-Auer.
• Gareis, R., Huemann, M., Martinuzzi, A., 2011. What can project management learn from considering sustainability principles?, Project Perspectives.
• Huemann, M., Eskerod, P., 2014, Managing for Stakeholders. In: Turner, Rodney (ed.), Gower Handbook of Project Management. Farnham: Gower Publishing Ltd. 217-232
• Gaddis, P.O., 1959. The Project Manager. Harvard Business Review , issue May-June. 89-97
• Palm, K., Lindahl, M., 2014. A project as a workplace. International Journal of Project Management

These papers can be downloaded from Learn@WU (downloads/reading assignments).

Grading

87,5 % andmore: Sehr gut (1) (Excellent)
75 % andmore: Gut (2) (Good)
62,5 % and more: Befriedigend (3) (Satisfactory)
50% and more: Genügend (4) (Sufficient)
Less than 50%: Nicht genügend (5) (Failed)