1. Welcome to Project management and leadership in professional organisations; 7,5 hp bjorn.tragardh@gu.se Bengt-erik.larsson@gu.se

3. Short presentations – who am I? I am (name, age, born/raised in)… My faculty department is… and my project/Ph. D. thesis), is about (i.e. my subject and interesting results) I started my Ph D work in… and will finish… So I have done … % of my Ph d education.

4. Ph D Participants Family nameFirst name Family name First name Bogren Malin Kalén Ola Egardt Jenny Karlsson Annica Nilsen Andrine Karlsson Lars Norlin David Kijani Siavash Singh Shailendra Malm Carl Johan Utterberg Marie Maro Salome Westerlind Andreas Pirzadeh Irannezhad Laleh Acharya Shikha Suarez Carolina Eckerström Marie Szymaszek Maciej Fahlberg Per Tiozzo Matilde Gripson Märtha Vestberg Daniel Joshi Abhishek

5. Project teams Team 1First name Team 2 First name Bogren Malin Kalén Ola Egardt Jenny Karlsson Annica Nilsen Andrine Karlsson Lars Norlin David Kijani Siavash Singh Shailendra Malm Carl Johan Utterberg Marie Maro Salome Westerlind Andreas Pirzadeh Irannezhad Laleh Acharya Shikha Suarez Carolina Eckerström Marie Szymaszek Maciej Fahlberg Per Tiozzo Matilde Gripson Märtha Vestberg Daniel Joshi Abhishek

6. Becoming an academic professional - a changing role for Ph. D. students Becoming a faculty member (as long as it takes; accepted or rejected) Doing education (240 credits) (formal merits and studies for 4 years) Trend Master-apprentice relationship. Dissertation as a proof; mastering the academic profession Teacher-pupil relationship. Thesis as a ”driver´s license”

7. The themes of the course Major theme Minor theme Basic understanding of project management – in order to improve your ability to manage projects. Learning to manage your Ph D thesis as a project. Basic knowledge of professional organisations (e.g. universities). Management, leadership and employeeship to better understand expectations and roles.

8. To get 7,5 credits you need to: 1. Be present and active on 75 % of the course lectures, including reading book chapters and articles connected to the lectures. 2. Take an active part of a literature seminar. 3. Be part of a ”project team” writing and presenting a report on management and leadership in different contexts. 4. Write an individual project plan on your Ph D ”project”.

9. 1. Be present and active! Less than 75 % presence = no ceredits. So plan for presence. If you can´t make it this semester, do it next!! The project management lectures on the course have different subjects, e.g. “risk analysis” or “project communication”. For each such subject there is an article to read (see schedule). You shall read the “article of the day” before the lecture and give a one page summary to the teacher when you come to the class. Prepare to give your view of the article.

10. 2. The literature seminar You will be part of a team. Read all seminar articles (see schedule). Prepare to present one article each – decide at a team meeting which team member will present which article. Ask yourself: a) what was the story in the article? b) b) how strong are the evidences for the conclusion(s) based on theory, method, empirical data and analysis? Presentations on Oct 5. Prepare for discussions.

11. 3. The project team task The same team as in the literature seminar. The task: Do interviews with managers in different settings – but include at least one university manager. Do one interview each. Team work: Plan together who to interview, and what to ask. Compare and discuss your findings (similarities and differences). Write a joint report 3-5 pages. Dead-line e-mail: October 29. Presentation November 2.

12. 4. The project plan Write a 10 page project plan. The project : your Ph D thesis. The project plan: apply the project management tools presented during the course on your Ph D thesis. Dead-line e-mail: November 4. Discussion: November 9.

13. The content of the project plan: The project directive From idea to “green light” (what is needed to actually start the project?) Description of the project phases Description of the project organization (both text and model) A description of the project environment Stake holder analysis, Risk analysis and success analysis Planning tools, e.g. mile stones, Gantt schedule… A project communication plan Description of project termination and implementation (in e.g. permanent organization) Project evaluation – a discussion of how to evaluate the project. Do some comments/reflections for each section of the project plan!

14. WeekDayDateRoomTimeTeacherContent 37MonSep 7B 419-12BTIntroduction 37MonSep 7B 4113-16BELThe project directive and project organization Tonnquist chapt. 1, 2, 4 Optional: e-mail project directive to BEL for feedback no later than noon 10/9 37FriSep 11B 419-12 BEL Starting a project and project phases Tonnquist chapt. 1, 3 38MonSep 14B 4113-16BELStake holder-, risk- and success analysis Tonnquist chapt. 3, 6 Optional: e-mail stake holder-, risk- and success analysis to BELfor feedback no later than 17/9 39MonSep 21D 349-12BELManagement, leadership and employeeship. Tonnquist chapt. 10. 40MonSep 28B 4113-16BELProject environment Tonnquist chapt. 14 41MonOct 5C 25 F 44 9-12 a 9-12 b BT BEL Literature seminars on the project articles of the course 41ThuOct 8B 4113-16BEL Goal directed project management Tonnquist chapt. 5, 8, 9 42MonOct 12B 419-12BEL Project communication Tonnquist chapt. 7 Optional: e-mail communication plan to BEL for feedback no later than 15/10 43MonOct 19B 419-12BELLeadership in professional organizations. Articles: Kouzes (1979), Mintzberg (1981). 44MonOct 26B 419-12BELProject termination, evaluation and implementation. Tonnquist chapt. 11, 12, 13 Mandatory: e-mail group reports to BT no later than 29/10 45MonNov 2D 349-12BTGroup presentations of interviews with managers + questions concerning individual project plans Mandatory: e-mail your individual project plan to BT no later than 4/11 46MonNov 9B 419-12BTDiscussion of project plans + course evaluation

15. An ordinary 3 hour lecture Repe- tition New knowledge Apply the new stuff on your Ph D projects Article of the day 09.00 10.00 11.00 12.00 Case of the day

17. The all-mighty project manager A good planning ability A good motivator A skillful evaluator A good formulator of project visions A good personnel manager with a participative style A good internal communicator and organizer of a good work climate A competent problem solver A good negotiator with external contacts Being able to integrate and co-ordinate parts Being able to find useful information Being able to complete and evaluate the project If this is you – raise your hand!

18. Leader or team oriented projects? One project leader having all skills and responsibilities... leading project team members by telling them what to do... makes the project very vulnerable for the quality and ability of the project manager and not very rewarding for the rest of the team. A project team with shared responsibility for the project... but with different skills and responsibilities for parts of the projects... makes the project less vulnerable for the quality and ability of the project manager and more rewarding for the rest of the team.

19. A team… Share goals Has well defined and interdependent roles covering what is needed to reach the goal Interact intensively Has an identity

20. People at work have a… Functional Role: title & function experience & expertise Team Role: a tendency to behave, contribute and inter- act with others in a particular way &

21. Meredith Belbin’s Team Roles - why do some teams perform well? The personality traits, intellectual styles and behaviors of project team members were assessed. Cluster of behaviors were then given names. Well performing project teams had people with different kinds of skills who co-operated in order to achieve results. The Belbin test will help you to discover your personal preference for certain team roles. Use that knowledge!

22. Belbin Team Role System There are 9 role types Some roles have a lot in common, some are opposites Some roles focus on project ideas, some on project needs, some on project organisation etc. Each type has a characteristic behavioural strength and a weakness

23. MONITOR EVALUATOR - judges impartially Action-oriented roles - People-oriented roles - Cerebral roles - SHAPER, IMPLEMENTER & COMPLETER FINISHER CO-ORDINATOR, TEAMWORKER & RESOURCE INVESTIGATOR PLANT, MONITOR EVALUATOR & SPECIALIST TEAM ROLE OPPOSITES SPECIALIST - specifies RESOURCE INVESTIGATOR - recognises opportunities IMPLEMENTER - applies TEAMWORKER - supports COMPLETER FINISHER - perfects established systems CO-ORDINATOR - generalises PLANT - theorises SHAPER - drives

24. TEAM-ROLE CONTRIBUTION ALLOWABLE WEAKNESSES PLANT: Creative, Solves difficult problems Loses touch with everyday realities MONITOR EVALUATOR: Discerning and Objective Uninspiring, Slow-moving CO-ORDINATOR: Makes good use of group activities Manipulative IMPLEMENTER: Disciplined, Efficient, Practical Slow to see new possibilities COMPLETER FINISHER: Painstaking, Conscientious Anxious, Reluctant to delegate RESOURCE INVESTIGATOR: Enterprising, Quick to explore opportunities Weak in follow through SHAPER: Driving and challenging Provocative, Aggressive TEAMWORKER: Co-operative, Averts friction Indecisive Limited in Interests SPECIALIST: Single-minded, Professionally dedicated

25. My Belbin test Do your Belbin test and draw conclusions of your prefered project team role(s). Bring the result to your first team meeting and tell the others of your result. Discuss together how you shall use all the results in the test – what role should each member take?

26. Next lecture This afternoon about: - project directives and - project organisation. Tonnquist chapt. 1, 2, 4