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2011/2 Provisional Module Catalogue - UNDER CONSTRUCTION & SUBJECT TO CHANGE
 Module Code: MANM072 Module Title: PROJECT MANAGEMENT: MANAGING 21ST CENTURY PROJECTS
Module Provider: School of Management Short Name: MBA7
Level: M Module Co-ordinator: LEE-KELLEY E Dr (SoM)
Number of credits: 15 Number of ECTS credits: 7.5
 
Module Availability

Spring
Assessment Pattern
The assessment strategy is designed to measure learning through an integrative exercise. 
 
 Assessment is via a group project which will be developed over the semester, culminating in a comprehensive project report. The purpose of this strategy is two fold: First to provide an opportunity to apply the theoretical project management knowledge to a real-life situation and, secondly to provide a mechanism for students to work together and practise the transferable skills contained in the learning outcomes.
 
 
 
Assessment Pattern 

 
Description
%
Week Set
Week Hand in
1
Guildford-Based: Group project (up to 7,000 words)
100
1
 
Total
 
100
 
 
 
 
 
 
 
2
Non Guildford-Based: Paired project, up to 4,000 words
100
1
 
Total
 
100
 
 

Module Overview
In this module, students will have been introduced to the growing popularity of using project management techniques to bring about strategic and/or operational change. They will  learn the project concept in terms of its life cycle, the prime objectives, common project organisation forms, planning and scheduling, risk management, andmonitoring and control. This elective will give those students who are interested in learning more about this disaplin the opportunity to apply their theoretical knowledge to 'real' projects. Therefore, the primary aim of this module is to help students put into practice their theoretical knowledge of project management. In line with emerging business practices, the focus will be on modern, business projects which often involve multiple partners and conducted as dispersed teams. 
Prerequisites/Co-requisites

None
Module Aims
As an elective module, it extends the prior learning by linking theory with practice. With a focus on collaborative projects, it helps students develop the ability to plan and manage a small to medium sized multi-partner project to its successful conclusion. To reflect modern project working, students are encouraged to work cooperatively throughout the semester. On completion of the module, participants should be able to apply the knowledge and skills of project management for practical strategic and operational problem-solving. 
Learning Outcomes
  • Understand the changing emphasis in 21st century project management; in particular the rise of global, dispersed projects (K,U)
  • Understanding the need and the ability to align projects to the firm’s strategy (K,U)
  • Critical awareness of project partnering issues (C, I)
  • Critical awareness of the structural, process, management and relationship implications of at-distance cooperative working  (C,I)
  • Developing the practical ability to take a project through its life cycle, from conception and planning to close-down. (P, T)
  • Ability to apply project appraisal methods and techniques for project selection (P,T)
  • Understanding the growing importance of risk in modern projects and the ability to develop a suitable risk management strategy for project success (P,T)
  • Developing an ability to work cooperatively with fellow students and improving on existing research, computer and presentation skills (P,T)

KEY:

  • (K,U) Subject knowledge and understanding
  • (C,I) Cognitive and intellectual skills
  • (P,T) Practical and transferable skills
Module Content
  • Modern, 21st century collaborative projects
  • Aligning projects to organisational goals
  • Project organisation and culture 
  • Project team and leadership 
  • Project life cycle management 
  • Project appraisal and selection
  • Project definition, planning and scheduling 
  • Cost estimation and commercial considerations 
  • Project risk management 
  • Project monitoring and control 
  • Project audit and closure
Methods of Teaching/Learning
The teaching and learning strategy is designed to provide a range of delivery methods in a blended way to facilitate the development of skills in the three key learning areas set out above. About 30% of the module concentrates on the theories underpinning the subject, including cognition of cross disciplinary impact on project outcome. 70% takes an active learning approach which includes classroom case-analyses and practical working on exam project. Structured workshop sessions allow students to work in teams on their selected projects.
 
The teaching and learning methods include:
  • Lectures
  • Seminars
  • Workshops
  • Self-directed learning
    • Reading
    • LearnWare/ULearn

Assessment Criteria
In order to achieve the threshold standard for the award of credits for this module, students must demonstrate the following learning criteria related to the learning outcomes above:

  • Knowledge and Understanding: Demonstrating a robust knowledge and understanding of project management theories and concepts and their appropriate use to underpin arguements and decisions
  • Professional, Practical and Transferable Skills: Demonstrating practical ability to research, plan and manage a small to medium sized project to its successful conclusion. Also, demonstrating ability to work as part of a team to use project management tools
  • Intellectual and Cognitive Skills: Demonstrating critical thinking and awareness of cross management issues and their impact on the success of a project
  • Transferable Skills: Demonstrate the ability to apply skills learnt from across the Master programme
Selected Texts/Journals

Selected Readings

Core Text

  • Gray, C.F. and Larson, E.W. (2007) Project Management: The Managerial Process, 4rd ed. London: McGraw-Hill, ISBN13:9780071266260,ISBN10:0071266267

Recommended Readings

  • Maylor, H. (2005) Project Management, 3rd rev Ed. London: Prentice Hall, ISBN: 0273704311
  • Kerzner, H (2006) Project Management, 9th ed. New York: John Wiley & Sons, Inc. ISBN: 0471741876
  • Lock, D. (2003) Project Management, 8th ed., Aldershot: Gower Publishing. ISBN:0-566-08551-8 (ppk)
  • Turner, J.R. (1999) The Handbook of Project-Based Management, London: McGraw-Hill. ISBN: 0-07-709161-2

Supporting Readings

  • Mantel, S.J.; Meredith, J.R.; and Mantel, S.J. Jnr. (2003) Project Management in Practice, 5th ed. New York: JohnWiley & Sons, Inc. ISBN: 0471073237
  • Burke, R. (2003) Project Management: Planning and Control Techniques, 4th ed. Wiley & Sons. ISBN: 0470851244

 

 

 

Other indicative Readings

  • International Journal of Project Management
  • International Journal of Operations and Production Management
  • Journal of Operations Management
  • European Journal of Operational Research
  • IEEE Engineering Management Review
  • International Journal of Quality and Reliability Management
  • Journal of Product Innovation Management
  • Risk Management Journal
  • Supply Chain Management Journal
  • Project Management – Magazine of the Project Management Institute, USA.
  • Project – Magazine of the Association for Project Management, UK.
Last Updated

16 September 2009