Hochschule München

HM Business School (FK 10)

Modulbeschreibung

Stand: SoSe 2024

Name Agile Project Management for Digital Green Business
Katalog-Nummer FK 10#MBAGEDI#MBA 6
Zugehörigkeit zu Curriculum
MBA Green Economy and Digital Innovation | MBA 6 | 6 Leistungspunkte
Modulverantwortung
Brehm, Lars (Prof. Dr.)
Lehrende
Prüfung(en)
Prüfungsform: ModA
Detailangaben:
Abschlusspräsentation ca. 15 Minuten

Studienarbeit von ca. 15 Seiten
Abgabe: 16.Feb.2024

Presentation (approx. 15 Minutes)

Seminar paper ca. 15 pages
Deadline: 16th Feb.2024


Hildsmittel:
Prüfende: Brehm, Lars (Prof. Dr.) , Günzel, Holger (Prof)
Lehr- und Lernform(en)
| 4 SWS | SU - wird nicht angeboten
Arbeitsaufwand
Präsenzzeit: 0 Stunden
Selbststudium, Vor- und Nachbereitung, Prüfungsvorbereitung: 0 Stunden
Voraussetzungen
Verwendbarkeit
Inhalt / Lernziele Lernziele / Kompetenzen:

Durch den Besuch des Moduls erkennen die Studierenden die Herausforderungen und Wirkungszusammenhänge im agilem Projektmanagement mit dem Fokus auf digitale und grüne (=nachhaltige) Projekte im Unternehmenskontext.

Nach Absolvierung des Moduls sind die Studierenden in der Lage:

  • Fachkompetenz: Die Studierenden sind nach der erfolgreichen Teilnahme an diesem Modul in der Lage, nachhaltige und digitale Projekte eigenständig in den relevanten betriebswirtschaftlichen Kontext unter Verwendung des agile Projektvorgehens aufzusetzen, zu planen und durchzuführen.
  • Methodenkompetenz: Die Studierenden können zudem die Herausforderungen und die Erfolgsfaktoren des Projektmanagement für nachhaltige und digitale Projekte im betrieblichen Umfeld analysieren, evaluieren und hinterfragen. Sie bearbeiten projektbezogene Problemstellungen im betriebswirtschaftlichen Kontext eigenständig unter Anwendung der vermittelten Methoden und Instrumente.
  • Sozialkompetenz: Die Studierenden können sich zudem in den Übungseinheiten in kleineren Gruppen über die zu behandelnden Problemstellungen austauschen und die gelernten Inhalte besprechen und anwenden.
  • Selbstkompetenz: Die Studierenden müssen anhand einer nachhaltigen Digitalisierungsinnovation eigenständig eine Konzeption in einem bestimmten Branchenbereich/ Unternehmenssektor realisieren.

Inhalte:
  • Wissenschaftliche Grundlagen agiler Projektmanagementmethoden
  • Komplexität, Unsicherheit und Dynamik im Umfeld von und in Projekten (mit Fokus auf Projektumfeld und Nachhaltigkeit)
  • Voraussetzungen für den erfolgreichen Einsatz agiler Methoden in Green Economy Projekten
  • Überblick über agile Methoden, Prinzipien und Werte und Agile Tools
  • Planung, Steuerung und Durchführung von agilen Projekten mit SCRUM
  • Rollen und Verantwortlichkeiten der Projektbeteiligten
  • Nachhaltigkeit in Projekten und Nachhaltigkeit durch Projekte (z.B. Produktdesign und Circular Economy, Implementierung von Sufficiency Strategies)
  • Nachhaltigkeitskennzahlen im Projekt
  • Umsetzung der Inhalte in einem Nachhaltigkeitsprojekt mit Fokus auf Anwendung von digitalen Technologien, z.B. Green IT am Beispiel von nachhaltigen IT-Einkauf, IT-Betrieb, e-Waste Best Practices

Lehr- und Lernmethoden:

  • Learning Lab GOA
  • Learning Lab Digitale Technologien
  • Gruppenarbeit und Selbststudium
  • Gruppen- und Individualpräsentationen
  • Präsentationen/Übungen
  • Ev. Exkursion
  • Fallstudien


Stellenwert der Note in der Endnote des Masters (Masterzeugnis): 6 / 90

Literatur:

  • Abergel, T., Dulac, J., Hamilton, I., Jordan, M., Pradeep, A., 2019. Towards a zero-emissions, efficient and resilient buildings and construction sector.
  • Baggia, A., Maletič, M., Žnidaršič, A., Brezavšček, A., 2019. Drivers and Outcomes of Green IS Adoption in Small and Medium-Sized Enterprises. Sustainability 11, 1575. https://doi.org/10.3390/su11061575
  • Bocken, N.M.P., Niessen, L. and Short, S.W. (2022) ‘The Sufficiency-Based Circular Economy—An Analysis of 150 Companies’, Frontiers in Sustainability, 3. https://doi.org/10.3389/frsus.2022.899289
  • Gareis, R., Huemann, M., Martinuzzi, A. (2010): “Relating sustainable development and project management: A conceptual model”. PMI Research and Education Conference 2010, Washington, DC. Gareis R,
  • Guo, R., Lv, S., Liao, T., Xi, F., Zhang, J., Zuo, X., Cao, X., Feng, Z., Zhang, Y., 2020. Classifying green technologies for sustainable innovation and investment. Resources, Conservation and Recycling 153, 104580. https://doi.org/10.1016/j.resconrec.2019.104580
  • Hasan, Md.M., Nekmahmud, Md., Yajuan, L., Patwary, M.A., 2019. Green business value chain: a systematic review. Sustainable Production and Consumption 20, 326–339. https://doi.org/10.1016/j.spc.2019.08.003
  • Huemann M, Martinuzzi A, et al. (2013): Project Management and Sustainable Development Principles. Newtown Square: Project Management Institute, Inc.
  • Lema, R., Fu, X., Rabellotti, R., 2021. Green windows of opportunity: latecomer development in the age of transformation toward sustainability. Industrial and Corporate Change 29, 1193–1209. https://doi.org/10.1093/icc/dtaa044
  • Malmodin, J., Lundén, D., 2018. The Energy and Carbon Footprint of the Global ICT and E&M Sectors 2010–2015. Sustainability 10, 3027. https://doi.org/10.3390/su10093027
  • Marcelino-Sádaba, S., Pérez-Ezcurdia, A., González-Jaen, L.F. (2015): “Using Project Management as a way to sustainability. From a comprehensive review to aframework definition”, in: Journal of Cleaner Production, vol. 99, pp. 1–16.
  • Martens, M., Carvalho, M. (2015): “The challenge of introducing sustainability into project management function: multiple-case studies”, in: Journal of Cleaner Production, vol.117, pp. 29-40
  • Mytton, D., 2020. Hiding greenhouse gas emissions in the cloud. Nat. Clim. Chang. 10, 701–701. https://doi.org/10.1038/s41558-020-0837-6
  • Obradovic, V., Todorovic, M., Bushuyev, S. (2019): Sustainability and Agility in Project Management: Contradictory or Complementrary in: Shakhovska, N., Medykovskyy, M. Advances in Intelligent Systems and Computing III, Springer Nature Switzerland AG, Cham
  • Rigby, D.K., Sutherland, J., Takeuchi, H., 2016. Embracing Agile. Harvard Business Review 94, 40–50.
  • Rigby, D.K., Sutherland, J., Noble, A., 2018. Agile at Scale. Harvard Business Review 96, 88–96.
  • Ritchie, H., 2020. Global greenhouse gas emissions by sector, Our World in Data.
  • Silvius, A.J.G., Neuvonen, T., Eerola, O. (2017): “Evaluating projects from a sustainability perspective: Experiences with developing a Project Sustainability Management Plan”, Paper presented at the 24th Nordic Academy of Management Conference, Bodø.
  • Silvius, A.J.G., Schipper, R. (2014): “Sustainability in project management: A literature review and impact analysis”, in: Social Business, vol. 4, no.1, pp. 63-96. Silvius, A.J.G., Van Den Brik, J., & Schipper, R. (2012): Advances in Project Management: Sustainability in Project Management. Gower.
  • Sutherland, J., Schwaber, K., 2020. The Scrum Guide - The Definitive Guide to Scrum: The Rules of the Game.
  • Woetzel, Jonathan, Pinner, Dickon, Samandari, Hamid, Engel, Hauke, Krishnan, Mekala, Boland, Brodie, Powis, Carter, 2020. Climate risk and response - Executive Summary. McKinsey Global Institute. 
English Version
Name Agile Project Management for Digital Green Business
Katalog-Nummer FK 10#MBAGEDI#MBA 6
Zugehörigkeit zu Curriculum
MBA Green Economy and Digital Innovation | MBA 6 | 6 Leistungspunkte
Modulverantwortung
Brehm, Lars (Prof. Dr.)
Lehrende
Prüfung(en)
Prüfungsform: ModA
Detailangaben:
Abschlusspräsentation ca. 15 Minuten

Studienarbeit von ca. 15 Seiten
Abgabe: 16.Feb.2024

Presentation (approx. 15 Minutes)

Seminar paper ca. 15 pages
Deadline: 16th Feb.2024


Hildsmittel:
Prüfende: Brehm, Lars (Prof. Dr.) , Günzel, Holger (Prof)
Lehr- und Lernform(en)
| 4 SWS | SU - wird nicht angeboten
Arbeitsaufwand
Präsenzzeit: 0 Stunden
Selbststudium, Vor- und Nachbereitung, Prüfungsvorbereitung: 0 Stunden
Voraussetzungen
Verwendbarkeit
Inhalt / Lernziele Learning Objectives / Competencies:

By attending the module, students will recognize the challenges and impact contexts in agile project management with a focus on digital and green (=sustainable) projects in a business context.

After completing the module, students will be able to:

  • Professional competence: After successful participation in this module, students are able to independently set up, plan and execute sustainable and digital projects in the relevant business context using the agile project approach.
  • Methodological competence: Students will also be able to analyze, evaluate and question the challenges and success factors of project management for sustainable and digital projects in a business environment. They work independently on project-related problems in a business context using the methods and instruments taught.
  • Social competence: In the practice sessions, students will also be able to discuss the problems to be dealt with in smaller groups and discuss and apply the content they have learned.
  • Self-competence: Students must independently implement a concept in a specific industry sector/company sector based on a sustainable digitization innovation.

Contents:

  • Scientific foundations of agile project management methods
  • Complexity, uncertainty and dynamics in and around projects (with focus on project environment and sustainability)
  • Preconditions for the successful use of agile methods in Green Economy projects
  • Overview of agile methods, principles and values and agile tools
  • Planning, controlling and execution of agile projects with SCRUM
  • Roles and responsibilities of project participants
  • Sustainability in projects and sustainability through projects (e.g. product design and circular economy, implementation of sufficiency strategies)
  • Sustainability metrics in the project
  • Implementation of content in a sustainability project with focus on application of digital technologies, e.g. Green IT using the example of sustainable IT purchasing, IT operations and e-Waste best practices

Teaching and learning methods:

  • Learning Lab GOA
  • Learning Lab Digital Technologies
  • Group work and self-study
  • Group and individual presentations
  • Presentations/Exercises
  • Ev. field trip
  • Case studies

Value of the grade in the final grade of the master's degree (master's certificate): 6 / 90

Literature: 

  • Abergel, T., Dulac, J., Hamilton, I., Jordan, M., Pradeep, A., 2019. Towards a zero-emissions, efficient and resilient buildings and construction sector.
  • Baggia, A., Maletič, M., Žnidaršič, A., Brezavšček, A., 2019. Drivers and Outcomes of Green IS Adoption in Small and Medium-Sized Enterprises. Sustainability 11, 1575. https://doi.org/10.3390/su11061575
  • Bocken, N.M.P., Niessen, L. and Short, S.W. (2022) ‘The Sufficiency-Based Circular Economy—An Analysis of 150 Companies’, Frontiers in Sustainability, 3. https://doi.org/10.3389/frsus.2022.899289
  • Gareis, R., Huemann, M., Martinuzzi, A. (2010): “Relating sustainable development and project management: A conceptual model”. PMI Research and Education Conference 2010, Washington, DC. Gareis R,
  • Guo, R., Lv, S., Liao, T., Xi, F., Zhang, J., Zuo, X., Cao, X., Feng, Z., Zhang, Y., 2020. Classifying green technologies for sustainable innovation and investment. Resources, Conservation and Recycling 153, 104580. https://doi.org/10.1016/j.resconrec.2019.104580
  • Hasan, Md.M., Nekmahmud, Md., Yajuan, L., Patwary, M.A., 2019. Green business value chain: a systematic review. Sustainable Production and Consumption 20, 326–339. https://doi.org/10.1016/j.spc.2019.08.003
  • Huemann M, Martinuzzi A, et al. (2013): Project Management and Sustainable Development Principles. Newtown Square: Project Management Institute, Inc.
  • Lema, R., Fu, X., Rabellotti, R., 2021. Green windows of opportunity: latecomer development in the age of transformation toward sustainability. Industrial and Corporate Change 29, 1193–1209. https://doi.org/10.1093/icc/dtaa044
  • Malmodin, J., Lundén, D., 2018. The Energy and Carbon Footprint of the Global ICT and E&M Sectors 2010–2015. Sustainability 10, 3027. https://doi.org/10.3390/su10093027
  • Marcelino-Sádaba, S., Pérez-Ezcurdia, A., González-Jaen, L.F. (2015): “Using Project Management as a way to sustainability. From a comprehensive review to aframework definition”, in: Journal of Cleaner Production, vol. 99, pp. 1–16.
  • Martens, M., Carvalho, M. (2015): “The challenge of introducing sustainability into project management function: multiple-case studies”, in: Journal of Cleaner Production, vol.117, pp. 29-40
  • Mytton, D., 2020. Hiding greenhouse gas emissions in the cloud. Nat. Clim. Chang. 10, 701–701. https://doi.org/10.1038/s41558-020-0837-6
  • Obradovic, V., Todorovic, M., Bushuyev, S. (2019): Sustainability and Agility in Project Management: Contradictory or Complementrary in: Shakhovska, N., Medykovskyy, M. Advances in Intelligent Systems and Computing III, Springer Nature Switzerland AG, Cham
  • Rigby, D.K., Sutherland, J., Takeuchi, H., 2016. Embracing Agile. Harvard Business Review 94, 40–50.
  • Rigby, D.K., Sutherland, J., Noble, A., 2018. Agile at Scale. Harvard Business Review 96, 88–96.
  • Ritchie, H., 2020. Global greenhouse gas emissions by sector, Our World in Data.
  • Silvius, A.J.G., Neuvonen, T., Eerola, O. (2017): “Evaluating projects from a sustainability perspective: Experiences with developing a Project Sustainability Management Plan”, Paper presented at the 24th Nordic Academy of Management Conference, Bodø.
  • Silvius, A.J.G., Schipper, R. (2014): “Sustainability in project management: A literature review and impact analysis”, in: Social Business, vol. 4, no.1, pp. 63-96. Silvius, A.J.G., Van Den Brik, J., & Schipper, R. (2012): Advances in Project Management: Sustainability in Project Management. Gower.
  • Sutherland, J., Schwaber, K., 2020. The Scrum Guide - The Definitive Guide to Scrum: The Rules of the Game.
  • Woetzel, Jonathan, Pinner, Dickon, Samandari, Hamid, Engel, Hauke, Krishnan, Mekala, Boland, Brodie, Powis, Carter, 2020. Climate risk and response - Executive Summary. McKinsey Global Institute.