1. Doktor Oecon, Førsteamanuensis Norwegian School of Management BI
Anne Live Vaagaasar
Doktor Oecon, Førsteamanuensis
Norwegian School of Management BI
The maturity test Master of Management in Project Management at Norwegian School of Management BI

2. The project management group at BI
Personnel:
Professor Erling S. Andersen (head of department)
Professor Jonas Sôderlund
Associate Professor Jan Evensmo
Associate Professor Jan-Terje Karlsen
Associate Professor Anne Live Vaagaasar
Doctoral Scholar Therse Dille Fauske
Adjunct professor Ralf Müller
Professor Emeritus Svein-Arne Jessen
Program Manager, administration of Master of Management in Project Management Åse Toska Sevalrud

3. Some of the programs in PM at BI
Master of Management, graduates a year
5 bachelor programs:
3 ”regular” project management courses, 30 credits, 250 graduates
one bachelor level course in project management for administration students at– 350 graduates
one bachelor course in management of IT-projects for information technology students (bachelor) 150 graduates, 8 modules
Project Management at master of science level – in English, 50 graduates
Doctoral course in collaboration with Umeå University and Linköping University in Sweden, 10 students
In addition tailor made company specific programs, and programs in Lituania and China

4. The Master of Management program
Prerequisites: bachelor degree or equivalent and 4 years work experience
Is practice focused but research based, requires a certain level of practical experience from previous project work
It is our aim that participants through the course:
know the requirements projects makes of companies
learn the preconditions for a successful project and avoid the common errors related to establishing and implementing projects
learn the techniques for planning, organising and following up projects
learn social competences for project management
get motivated for project work and management
get a broad understanding of how the company may use projects in their strategic thinking

5. The Master of Management program
Throughout the course, the participants follow and evaluate an ongoing project
The program is conducted through six course modules, a total of 150 lecturing hours
Course outline:
1st course module - The project's foundation
2nd course module - Project planning
3rd course module - Project organisation
4th course module - Project control and project learning
5th course module - Project leadership and team work
6th course module - The project-oriented enterprise
Evaluation: The students are evaluated through a term paper, counting for 18 credit hours and an individual written exam, counting for 12 credit hours.

6. Master of Management program

8. Interpretation Spider graph:
Homogenous on marketing, research and competences
differences in perceptions of lecturers and graduates with regard to project management, program management and social competences
The students think we are better – than the lectures think
The dimensions:
Content: covering project management extensively, broad perspective and social competences
Highly research based, must hold a Phd to teach. Use recent research and students participate in research
Analyzes of reality – theory and practice hand in hand
Weaknesses: limited variety in didactic methods and limited focus on marketing

9. A 2. Lecturers
3,33
4,33
Project management competences of lecturers 5
Didactic competences of lecturers 4
Quality of case studies used 1 3
Support by the lecturers
Qualification of lecturers communicated
Example

10. Part B: Content: project management
3,10
3,39
B 1. Definitions of projects and project management
4,20
4,00
Project definitions and project types 5 4
Project management process (es)
Different project management approaches
Management of small projects v. projects 3
Project management in different sectors
Example

11. C 5. Organisational design of the project-oriented company
4,00
4,80
PM Office 5
Project Portfolio Group / Project Portfolio Steering Committee 4
Specific strategy of the project-oriented company ("Management by projects") 3
Specific culture of the project-oriented company (e.g. empowerment, process orientation, teamwork, etc.)
Specific infrastructure of the project-oriented company
Example