The table below maps the readings to specific lecture sessions. In addition, a list of optional course readings is available.

LEC # TOPICS readings
1 Project Introduction

Instructor, TA and Student Introductions, Course Objectives, Course Administration, Brief History of Project Management, Terms and Definitions, Course Framework
Module 1: Advanced Methods and Tools
2 Network Planning Techniques

CPM, PERT, MPM, Probabilistic Scheduling, Critical Path Identification, Focus on Parallel and Sequential Task Dependencies
Levy, F. K., et. al. "The ABCs of Critical Path Method." Harvard Business Review (September-October 1963).
3 DSM 1: Task-based Models

Work Breakdown Structures (WBS), Introduction to Design Structure Matrices (DSM), Sequencing, Partitioning and Tearing
Eppinger, Steven D., Daniel E. Whitney, Robert P. Smith, and David A. Gebala. "A Model-Based Method for Organizing Tasks in Product Development." Research in Engineering Design 6, no. 1 (1994): 1-13.
4 DSM 2: Iteration Models

Use of DSM's in a Project Management Context, Sequential and Parallel Iteration Models, Process Analysis and Redesign, Industrial Examples
Eppinger, Steven D., Murthy V. Nukala, and Daniel E. Whitney. "Generalised Models of Design Iteration Using Signal Flow Graphs." Research in Engineering Design 9, no. 2 (1997): 112-123.
5 Project and Team Organization

Influence, Matrix and Dedicated Project Organizations, Alignment of Task, Product and Organizational Architectures (DSM Overlap), IPTs
Eppinger, Steven D. "Patterns of Product Development Interactions." Proceedings of ESD Symposium. Cambridge, MA: May, 2002.
6 SD1: Project System Dynamics

Introduction to System and Project Dynamics, Causes of Project Dynamics, Key Concept: "The Rework Cycle", Notion of Feedbacks and Knock-on Effects
Sterman, John. "Learning in and About Complex Systems." System Dynamics Review (Summer-Fall 1994).
7 SD2: Feedback Loops and Rework

SD Modeling Introduction, "Soft" and "Hard" Tools, Causal Loop Diagrams, Cause-Effect Relationships, Stocks and Flows, Productivity and Quality
8 SD3: Project Dynamics Simulation

Quantitative Modeling of Project Dynamics, Model Calibration and Parameter Estimation, Simulation Execution, Industrial Examples
9 SD4: Managing Project Dynamics

SD Simulation Application, Staff and Schedule Dynamics, Variations on the Basic Rework Cycle, Discuss Vensim Simulation Assignment
Module 2: Strategic Issues in Project Preparation and Planning - Case Studies
10 SD5: Strategic Issues in Project Planning

"Strategic" View of Project Management, Project Preparation and Planning, Strategic vs. Operational Decisions, Initiation of Dynamics
11 Product Development Processes

Classification Phased vs. Spiral PDP's, A Project Management View of the PDP, Process Selection Criteria, Milestones, Industrial Examples
Cho, Soo-Haeng, and Steven D. Eppinger. "Product Development Process Modeling using Advanced Simulation." ASME Conference on Design Theory and Methodology. Pittsburgh, PA: September, 2001.

IDEO Product Development Case (HBS No.9-600-143).
12 Integrated Concurrent Engineering

Traditional Sequential Design versus ICE, Computational Infrastructures and Processes, Peer-Peer vs. Client-Server Architectures, Examples
13 Case 1: Software Development Projects

Industrial guest speaker will give examples of past software/IT projects and discuss salient aspects in the context of the class, Q & A session
Microsoft® Office 2000 Case (HBS No.9-600-97).
14 Case 2: Civil Architecture Projects

Industrial guest speaker will give examples of past civil infrastructure projects and discuss salient aspects in the context of the class, Q & A session
Karnitschnig, M. "Autobahn Plan is Stuck in Slow Lane." The Wall Street Journal, 21 October, 2003.
15 Case 3: Aerospace and Naval Projects

Industrial guest speaker will give examples of past aerospace, automotive or naval projects and discuss salient aspects in the context of the class. These projects differ from case 1 and 2 in the sense that both high hardware and software complexity are present, Q & A session
Module 3: Project Execution, Monitoring and Adaptation
16 Critical Chain/Path Scheduling

Critical Path Scheduling, Identification and Control, Project Crashing and its Consequences, Critical Chain Method, DSM to Critical Chain Linking
17 SD6: Risk Management

SD View of Risk Management, Risk Identification, Risk Assessment, Risk Mitigation, Case Example: Peace Shield, Delay and Disruption Disputes
18 Resource Consumption and Progress Tracking

Resource Consumption: Cost and Time, Progress Monitoring: Perceived vs. Real, Cost Schedule Status Reporting (CSSR), "Earned Value"
19 SD7: Project Change and Adaptation

Descoping, Schedule Adjustments, Staffing Strategies
20 SD8: Overlapping and Concurrency

Use of Buffers, Decoupling Task Interdependencies, Schedule Compression Strategies, Task Overlapping Framework, SD Simulation, Cost Impact
Module 4: Project Critical Success Factors and Summary
21 Project Management: The Human Aspect Gavin, J. G., Jr. "The Apollo Lunar Module, A Retrospective." 53rd International Astronautical Congress, The World Space Congress. Houston, TX: Oct, 2002, pp. 10-19.
22 Project Critical Success Factors

Strategic, Tactical and Operational Factors that have influenced project success and failure in the past, Empirical Data from Lean Aerospace Initiative
Stanke, A., and E. Murman. "A Framework for Achieving Lifecycle Value in Aerospace Product Development." ICAS (2002).
23-24 Project Presentations

Formal Class Presentations by Student SPM Project Teams

Ca. 20 Minutes per Team, including Q & A session
25 Class Summary and Feedback

Review of Key Concepts in SPM, Extension to Multiproject Environments, Discussion of Open Issues, and Quantitative Evaluation of Class Feedback

Optional Readings - Suggested Texts

Kerzner, Harold. Project Management: A Systems Approach to Planning, Scheduling, and Controlling. 6th ed. New York: John Wiley & Sons, 1998.

Forsberg, Kevin, Hal Mooz, and Howard Cotterman. Visualizing Project Management, A Model for Business and Technical Success. 2nd ed. John Wiley & Sons, Inc., 2000.

Highsmith, James. Adaptive Software Development: a collaborative approach to managing complex systems. Dorset House Publishing, 1999.

McConnell, Steve. Rapid Development: Taming Wild Software Schedules. Redmond, WA: Microsoft Press, 1996.

Goldratt, Eliyahu M. Critical Chain. Great Barrington, MA: The North River Press, 1997.