Christian G. C. Marxt: Katalogdaten im Herbstsemester 2017

NameHerr PD Dr. Christian G. C. Marxt
LehrgebietTechnologie- und Innovationsmanagement
Adresse
Weinbergstr. 56 /58
WEV J 426
8092 Zürich
SWITZERLAND
Telefon+41 632 05 41
E-Mailcmarxt@ethz.ch
DepartementManagement, Technologie und Ökonomie
BeziehungPrivatdozent

NummerTitelECTSUmfangDozierende
101-0515-00LProjektmanagement2 KP2GC. G. C. Marxt
KurzbeschreibungAllgemeine Einführung in das Projektmanagement basierend auf dem Projektlebenszyklus.
Behandlung der methodischen Ansätze und Hilfsmittel zur Planung, Durchführung und Evaluation von Projekten.
Es werden dabei sowohl klassische Ansätzes des Projektmanagements wie auch agile Methoden vorgestellt.
LernzielProjekte sind nicht nur eine verbreitete Arbeitsform innerhalb von Unternehmen, sondern auch die wichtigste Form von Kooperation mit Kunden. ETH-Studenten werden im Verlaufe ihrer Ausbildung sowie später im Berufsleben oft in Projekten arbeiten und selbst Projekte führen dürfen. Gute Projektmanagement-Fähigkeiten sind eine grundlegende Notwendigkeit für persönlichen und unternehmerischen Erfolg.
Das Ziel der Vorlesung ist die Vermittlung von vertieften Kenntnissen über Modelle und Methoden der Projektführung unter Einbezug von Anwendungsaspekten.
InhaltDarstellung typischer Gefahren und Schwierigkeiten im Projektgeschehen. Ablaufmodelle zur Gestaltung des Projektvorgehens. Modelle der institutionellen Projektorganisation. Aufgaben der Institutionen. Einbindung externer Beteiligter. Projektplanung (Projektstruktur, Terminplanung, Ressourcenplanung, Kostenplanung). Projektkontrolle. Die Bedeutung von PC-Tools für die Projektsteuerung, Anwendungsübungen am PC. Projektinformation und -administration. Agile Methoden (am Beispiel von SCRUM)
SkriptNein.
Die Folien sowie weitere Unterlagen sind ungefähr eine Woche vor den Vorlesungen auf Moodle verfügbar.
363-0861-00LAlliance Advantage - Exploring the Value Creation Potential of Collaborations3 KP2GC. G. C. Marxt
KurzbeschreibungThe development of new business models coping with the constantly augmenting complexity of technologies and systems as well as the ever increasing global competition force organizations to focus on close collaboration with key partners. These alliances are key value creation opportunities and constitute the core part of this lecture.
LernzielLearning outcomes professional competence
- The students learn and understand the management basics of inter-firm cooperation and organizational networks (business models, incl. risk, communication, etc.)
- realize the value creation potentials of alliances (added value)
- understand underlying theoretical models (Transaction cost theory, principal agent, game theory)
- Identify and understand specific forms of collaboration (Strat. All., JV, Networks, M&A, etc.)
- Apply tools hands on in real companies (in coll. with companies)

Learning outcomes methodological competence
- Writing academic papers
- Developing structured documentation of interviews
- Transferring theory directly into application
- Contributing to the learning journey

Learning outcomes social competence
- Work together with industrial partners
- Improving communication skills as basics for collaboration
- Developing and applying team work skills
- Coping with conflicts resolution in teams
InhaltThe constantly augmenting complexity of technologies and systems, the increased pressure caused by competition, the need for shortening time-to-market and the thereby implied growing risks force organizations to increasingly focus on core competencies. Collaboration with external partners is a key value creation opportunity for successful ventures. This type of cooperation also has implications on daily management activities. This lecture will provide a better understanding of special requirements needed for management of cooperation issues.Content:
- Introduction to theory and management of inter-firm collaboration and networks.
- Description of the formation, management and evolution of collaborations and networks.
- Collaborations in marketing, development, manufacturing (e.g. NUMMI).
- Special forms of collaborations: mergers & acquisition (e.g. pre- and post-merger activities, joint venture, strategic alliances (e.g. Doz & Hamel, networks, virtual communities)

Learning journey:
In an introductory lecture we will give an overview of the theoretical framework and explain the concept of the lecture (first week of semester, Sept. 21, 2017). In weeks 2-5 you will work on a first assignment on six different aspects of the underlying framework: strategy and activities, structure and process, culture and people orientation, interaction and roles, risk and trust, knowledge and learning. This first assignment will give you the basics to participate in the second part (Nov. 2+3, 2017) of this seminar. There you will present the results of the first assignment and get additional theoretical input to perform the 2nd assignment. The second assignment will be to analyze real alliance projects in the partner companies. The final lesson will be used as a best practice exchange (Dec. 21, 2017).
Skript- Lecture script
- Current course material
- Harvard Case Studies
- Reader with current papers
LiteraturA list with recommended publications will be distributed in the lecture.

Additional Books:
HBR Collaborating Effectively ISBN 978-1-4221-6264 4
HBR on Mergers and Acquisitions: ISBN 1-57851-555-6
Doz, Y.; Hamel, G.: Alliance Advantage: ISBN 0-87584-616-5
Voraussetzungen / BesonderesThe number of students participating in the lecture is limited to 30.