Introductory description

There are two specific features about project management theory which make it a slightly different type of subject to most other academic modules. Firstly, the subject has its
origins in large-scale, complex operations. This means that a large proportion of the
published theory concerns the planning and control aspects of the management of such
processes. Secondly, most of the concepts were developed in the heyday of the 1960s,
where a lot of activity was taking place in the aerospace, defence and construction
sectors. This means that most of the basic literature is reasonably old and technically
focused.

Module aims

Outline syllabus

This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.

The course syllabus including the following items:
Examines the project lifecycle theory.
Explores approaches to stakeholder management, using Fauvet’s theory of socio-dynamics to highlight the limitations of current approach to stakeholder management.
Looks at how project aims, objectives and scope are captures using a project initiation document.
Highlights risk management as a critical factor in the success of projects.
Looks at approaches to estimation in projects.
Explores critical path methodology as a mechanism for project control.
Reviews the theory of constraints and critical chain theory.
Examines project organisation, structure and teams.
Reviews the importance of management and leadership in projects.
Looks at project completion and review.
Explores approaches to improving project performance.

Learning outcomes

By the end of the module, students should be able to:

• Students will be able to define key terms and be able to distinguish between projects, project management, programmes, project management methodology.
• Students will be able to understand the importance of project management to a wide range of commercial and non-commercial organisations.
• Understand the options and solutions available to organisations for structuring their support and control arrangements for projects.
• Describe and apply appropriate project classification, estimation and selection models.
• Describe the tools and approaches applied by project managers to define, plan, monitor & control and closeout projects and understand the complexities and key issues within these stages across a range of project types.
• Understand the ways in which project associated risk is identified, assessed, prioritised and responded to within organisations.
• Critically evaluate the benefits and limitations of current project management techniques, situating the understanding both within the context of contemporary project management practice and also in the theories that underpin the subject.
• Development of cognitive and problem solving ability through analysis of cases.

Indicative reading list

Texts may vary depending on MBA/MSc delivery:
Varanini, F. (2012) Projects and Complexity. Auerbach Publications.
Pidd, M. (2009) Tools for thinking: modelling in management science. Wiley.
Maylor, H. (2010) Project Management (with MS Project CD Rom) (4th edn). London: FT/Prentice Hall.
PMI (2013) A Guide to the Project Management Body of Knowledge. Newtown Square, PA: Project Management Institute.
PMI (2013) The Standard for Program Management. Newtown Square, PA: Project Management Institute.
APM (2012) APM Body of Knowledge. High Wycombe: Association of Project Management.
Sowden, R. (2011) Managing Successful Programmes. Norwich: The Stationary Office.
Bergland, S. and Cox, J. (2010) Velocity: Combining Lean, Six Sigma and the Theory of Constraints to Achieve Breakthrough Performance. New York: Simon and Schuster.
Boddy, D. (2002) Managing Projects: Building and Leading the Team. Harlow: Pearson.
Brookes, F. (1975) The Mythical Man-Month: Essays on Software Engineering. Reading, MA: Addison-Wesley Publishing.
D’Herbemont, O. and Cesar, B. (1998) Managing Sensitive Projects. Baskingstoke: Macmillan (Translation of 1996 text La Strategie du project lateral).
Kerzner, H. (2006) Project Management, A Systems Approach to Planning, Scheduling and Controlling (9th edn). Chichester: John Wiley.
Meredith, J.R. and Mantel Jr, S.J. (2011) Project Management: A Managerial Approach (8th edn). New York: John Wiley and Sons.
PMI (2008) A Guide to the Project Management Body of Knowledge. Newtown Square, PA: Project Management Institute.
APM (2006) APM Body of Knowledge. High Wycombe: Association of Project Management. OGC (2009) PRINCE2 Norwich: The Stationary Office.

Subject specific skills

Demonstrate the ability to define, plan, monitor & control and closeout a simple project.

Transferable skills

Demonstrate decision making skills.
Demonstrate written communication skills.
Demonstrate internet communication skills.
Demonstrate leadership skills.
Demonstrate analytical skills.