Christian G. C. Marxt: Catalogue data in Autumn Semester 2018

Name PD Dr. Christian G. C. Marxt
FieldTechnologie- und Innovationsmanagement
Address
Weinbergstr. 56 /58
WEV J 426
8092 Zürich
SWITZERLAND
Telephone+41 632 05 41
E-mailcmarxt@ethz.ch
DepartmentManagement, Technology, and Economics
RelationshipPrivatdozent

NumberTitleECTSHoursLecturers
101-0515-00LProject Management2 credits2GC. G. C. Marxt
AbstractThe course gives a detailed introduction on various aspects of professional project management out of theory and practice. Established concepts and methods for project organization, planning, execution and evaluation are introduced and major challenges discussed. The course includes an introduction on specialized project management software as well as agile project management concepts.
ObjectiveProjects are not only the base of work in modern enterprises but also the primary type of cooperation with customers. Students of ETH will often work in or manage projects in the course of their career. Good project management knowledge is not only a guarantee for individual, but also for company wide success.

The goal of this course is to give a detailed introduction into project management. The students should learn to plan and execute a project.
ContentProject planning (aims, appointments, capacities, efforts and costs), project organization, scheduling and risk analysis, project execution, supervision and control, project evaluation, termination and documentation, conflict management, multinational project management, IT support as well as agile project management methods such as SCRUM.
Lecture notesNo.
The lecture slides and other additional material will be available for download from Moodle a week before each class.
166-0401-00LShaping Cooperation Processes Restricted registration - show details
Only for MAS in Future Transport Systems.
3 credits2GC. G. C. Marxt
AbstractIn the dynamic and complex environment of transport and traffic systems it is essential to involve various internal and external actors and cooperation partners. This module introduces various management models and methods for implementing interbranch and interdisciplinary cooperation when developing new products, services and business models.
Objective- Ability to understand change processes in the transport system and to participatively design and monitor change processes in various contexts
- Ability to collaborate with relevant actors in projects across branches in an interdisciplinary and/or participative manner
- Ability to communicate future-ready transport solutions within and outside of the organisation in a manner appropriate to the target group
ContentEscalating complexity, increased international competition and reduced time to market are forcing organisations to focus on their core competences and to implement new products, services and business models as efficiently and effectively as possible. Corporate entrepreneurship combined with internal and external alliance management has shown itself to be very effective as a framework for this rapid transformation. The module addresses the following themes in detail:
- Theoretical foundations and the management-oriented implementation of a corporate entrepreneurship framework
- Understanding the management of alliances and cooperation
- Analysis, management and inclusion of various stakeholder groups
- Creation, management and evolution of cooperation efforts and networks
- Strategic and structural aspects of collaboration
- Cultural barriers and their positive uses
- Structures and processes
- Analysing and managing the risk aspects of collaboration (e.g. IP)
- Exchange of knowledge and mutual learning
- Communicating information in a manner suitable to the target group, internally and externally
Lecture notesDistributed at start of module
LiteratureDistributed at start of module
Prerequisites / NoticeAnnounced to students of the MAS / of the CAS at the beginning of the term
363-0861-00LAlliance Advantage - Exploring the Value Creation Potential of Collaborations3 credits2GC. G. C. Marxt
AbstractThe 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.
ObjectiveLearning 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
ContentThe 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).
Lecture notes- Lecture script
- Current course material
- Harvard Case Studies
- Reader with current papers
LiteratureA 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
Prerequisites / NoticeThe number of students participating in the lecture is limited to 30.