Dhr. Ralf Müller DBA

Dhr. Ralf Müller DBA

Expert areas: Context, Information Technology (COBIT, IT Governance, IT Managing Implementation), Management & Organisation (Knowledge Management, Leadership, Organisational Behaviour, Project Management), Quantitative Methods (Business Research Methods)


Dr. Ralf Müller is an international lecturer, researcher, author, and business consultant. He is the founder and managing director of PM Concepts, a Sweden-based Management Consultancy, which advises larger enterprises in project management improvement. In parallel he is Associate Professor at Umeå University, Sweden, and Adjunct Professor at the Norwegian School of Management BI as well as at the Graduate School of Management in Lille, France. He lectures and researches in project management, as well as research design and methodology. He is also a visiting lecturer for MBA, Executive MBA and MSc programmes at TIAS, the business school of Tilburg University and Eindhoven University of Technology, The Netherlands, where he lectures on project management and research methodology.

As a consultant he worked in 44 different countries, mainly for the improvement of IT project management in large organisations. In this capacity he managed national, international and global IT projects and consulting organisations as worldwide. The majority of his consulting engagements were related to coaching and training of managers, as well as planning, implementation, and recovery of IT projects. Larger planning projects he managed included the development of a Master Plan for the IT part of a US$ 4.7 billion Telephone Expansion Project in Saudi Arabia, and a US$ 500 million proposal for the renewal of the network infrastructure and management system for a large European Telecom. In these projects he worked closely with AT&T and Bell Laboratories, USA. 

Dr. Müller developed and held a wide variety of project management related training programmes from basic to advanced levels, co-developed a project manager certification programme, and the strategic framework for project management improvement at NCR Teradata.

Dr. Müller holds a docent/habilitation from Umeå University, and a doctorate in business administration (DBA) from Henley Management College / Brunel University, UK. His thesis was ranked by EDAMBA (European Doctoral Programmes Association in Management and Business Administration) among the top eight doctoral dissertations in 2003. He also holds an MBA from Heriot-Watt University in Edinburgh, UK; as well as master certificates in global business management and in project management from George Washington University, USA. Furthermore he holds an advanced postgraduate diploma in management consultancy from Henley Management College, UK, and a project management professional (PMP) certification from the project management institute (PMI), USA.

Dr. Müller is editorial review board member of several academic journals, a member of the Academy of Management and the Consortium for Research on Emotional Intelligence in Organisations. He is a co-founder of PMI’s Frankfurt, Munich and Copenhagen Chapters, is listed in the 2002 issue of the 'International Who's Who of Information Technology', and a contributor to the PMI Standards for Organisational Project Management Maturity (OPM3), as well as Programme and Portfolio Management.


  • Müller, R. (2009). Project Governance. Aldershot, United Kingdomo: Gower Publishing.
  • Turner, J. R., Müller, R. & Dulewicz, V. (2009). Comparing the Leadership Styles of Functional and Project Managers. International Journal of Managing Projects in Business, 2(2).
  • Müller, R., Spang, K., & Özcan, S. (2009). Cultural Differences in Decision Making in Project Teams. International Journal of Managing Projects in Business, 2(1), 70-93.
  • Müller, R., Martinsuo, M. & Blomquist, T. (2008). Project Portfolio Control and Portfolio Management Performance in Different Contexts. Project Management Journal, 39(3), 28-44.
  • Müller, R. & Turner, J. R. 2007. The Influence of Project Managers on Project Success Criteria and Project Success by Type of Project. European Management Journal, 25(4), 289-309.