Different rules apply to projects in academic fields of work than to traditional business projects. They are based more on open questions, interdisciplinary, international cooperation, teaching contexts and administrative processes. Academic projects do not create consumer goods, but produce new findings, methods, concepts or services.

Project leaders in academia often do not have formal management authority, but are responsible for project management. This requires collaborative communication between the team members and project partners involved.

The use of professional project tools supports the achievement of objectives, effective project control and structured communication. The challenge is to adapt the techniques and methods of project management to the needs of research, teaching, administration, academic co-operation projects and funding applications.

Objectives

The aim is to teach practical project methods for planning and controlling as well as establishing good project communication. Practical exercises provide insights into the use of project management tools. The roles, responsibilities and skills of a project manager in an academic environment are also outlined.

Content

• Challenges of project management in business and scientific organisations
• Traditional vs. agile project management: possibilities and limitations
• Principles of project organisation, planning and control
• Project management: structures, roles, responsibilities, competencies
• Project communication: leading teams and groups
• Toolbox: Project management techniques and methods

Methods

• Knowledge transfer
• Group work and exchange
• Method training
• Case reflection

Dr. Christine Kohistani, SAMIN.WORLD