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.
In the modern context, project management methods are now used for a much wider variety of applications including change management, Third World development programmes and IT based projects. As a consequence, this module aims to span a range of sectors and be as multi-disciplinary and as possible. The planning and control aspects of the module occupy only about 20% of the total time available.

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:

• Demonstrate a thorough understanding of key terms and distinguish between projects, project management, programmes, project management methodology.
• Demonstrate comprehensive understanding of the options and solutions available to organisations for structuring their support and control arrangements for projects.
• 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

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
PMI (2013) The Standard for Portfolio 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

Research element

Students will engage with a body of knowledge, forming critical opinion of suitability and applicability, and balancing different perspectives. Students will learn to be evidence-based, seeking rigour, reliability and repeatability in any analysis they undertake.

Interdisciplinary

MScs - Embedded in the module are applied examples from manufacturing, construction, engineering and service industries; private, public and third sector organisations; and traditional and modern working environments

International

MScs - Three of our main four cases are international being set in Beijing, the USA and Canada. The fourth case is the simulation which is UK-based. Within our Project Management syllabus, we also include discussions on international remote team working and comms, and the cross-cultural usage of certain traditional tools, such as the use of RAG-status colour-coding and the RACI Matrix. These are tools which often struggle to work effectively in cross-cultural environments and thus students are encouraged to critically evaluate them and adapt them.

Subject specific skills

Demonstrate the ability to define, plan, monitor & control and closeout a simple project.
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.
Identify, assess, priortise and respond to project associated risk in organisations.

Transferable skills

Demonstrate decision making skills
Demonstrate written communication skills
Demonstrate analytical skills
Demonstrate problem solving through analysis of cases