PROJECT MANAGEMENT
MODULE HANDBOOK
MODULE LEADER: Deji Sotunde
Email: dsotunde@LSBF.org.uk
CONTENTS
1. INTRODUCTION, AIMS AND OBJECTIVES
2. MODULE OUTLINE AND TEACHING METHOD
5. DETAILED COURSE PROGRAMME AND OBJECTIVES
6. ASSESSMENT DETAILS
Module Title: Project Management
Module Type: Elective
Module Code: PM
Module Credit: 15
Teaching Period: 4 WEEKS
Academic Year: 2012
Level: M (Postgraduate Masters)
Study Hours: 39
Lectures: 12
Seminars/Tutorials: 12 (within lecture time)
Revision Clinic: 3
Total: 39
1. INTRODUCTION, AIMS AND OBJECTIVES
INTRODUCTION
There is an increasing orientation for corporate business process and organisation to revolve around projects. Companies strive to differentiate themselves and reduce delivery cycle time. The ability to successfully manage such projects ensuring it is on time, on budget, on completion is critical. The traditional, technical view of project management may not bring about the transformational change that increasingly organisations require. Learners within project-orientated organisations require an in-depth understanding of organisational management and its relationship to successful project management
AIM
The aim of the module is to increase learners’ knowledge of project management, particularly the processes, methodologies and the economies in project management. The module assists in learners’ understanding of the relationship between corporate and project strategy as well as general management principles and techniques. The module also aims to improve learners’ capacity for effective decision making in a project orientated environment and apply project management principles to business situations. Finally, the module aims to help learners attain self-confidence as senior managers within project oriented organisations.
KEY OBJECTIVES
• To understand and apply a variety of theoretical concepts and frameworks on which the project management knowledge systems is based
• To assess and apply effective methodologies, tools and techniques applicable to managing contemporary projects
• To gain knowledge of, and understand traditional and emerging modes of application of project management philosophy in contemporary organizational environments
LEARNING OUTCOMES:
• Demonstrate a systematic understanding of the challenges and issues relevant to Project Management as highlighted in the question.
• Critically analyse current issues in Project Management
• Critically evaluate academic knowledge to the problems stated in the questions.
• Develop management and research skills relevant to the Project Management context.
• Analyse and critically assess the relevant theories and connect them to real world examples.
KNOWLEDGE & UNDERSTANDING
• Knowledge of the phenomenon of project life cycle and alternative approaches to management of projects
• An understanding of project management techniques
• Knowledge of project implementation and the project planning process
• A perspective on successful project delivery and post project outcomes
• Develop skills to critically analyse and evaluate current project management practices in organizations and offer competent suggestions for improvements of existing project management processes
• Identify and examine the criteria for measuring successful performance of a given project, and understand and respond to the critical success factors
• Develop skills to cope with pressures caused by limited power base, availability of resources and multi-objective nature of a project coalition
• Use appropriate approaches, tools and techniques to project planning, monitoring, control, evaluation, project risk analysis and risk management
INDICATIVE CONTENT
• The phenomenon of project life cycle and alternative approaches to management of projects; conventional and emerging criteria for project success
• Introduction to project management techniques; methods and processes, project selection, project proposal, project brief, tendering and bidding procedures, contracts and procurement strategies
• Organizational design for project management; project organization structure, project manager’s authority, responsibility and accountability
• Interpersonal dynamics; communication and culture, conflict management, negotiation techniques, project leadership and project team
• Dynamics of project life cycle; project planning process: the tools, techniques and their applications to a variety of project types;
• Project implementation; project monitoring and control tools and techniques, configuration management, milestone-based control, activity based control, change management
• Variance and change; cost control: cost variance, earned-value analysis, S-curve project stakeholder management
• Uncertainty and decision making; types of project evaluation; project audit, project risk assessment and risk management
• Project success; a multiple perspective view and project deliverable / outcomes; project termination, organizational change projects, project management information systems
TRANSFERABLE SKILLS
• The ability to critically evaluate the applicability and effectiveness of available project management concepts, methodologies and techniques to problem solving and managerial decision making in a range of project environments.
2. MODULE DETAIL AND TEACHING METHOD
WEEK OUTCOME OF SESSION SESSION ACTIVITY READING
1 An introduction to PM and an overview of its main characteristics
1. Defining Project Management
2. Project characteristics
3. Project Rationale: Why Project Management
4. The benefits of a project based approach to problems
5. Key PM challenges
6. Limitations of PM
7. Project failure & success: Reasons
8. The PLC
9. Project Scope Management Class Discussions
On questions provided.
A discussion of the requirements of the exam and assignment Core text (Pages 1-14, 28-30 Shtub 2005)
Case Study:
Why did the Taurus project of LSE fail?
2 Project Planning Management & Tools
1. Scope definition & goals
2. Identifying project needs
3. Introduction to: risks, feasibility, contingency
4. The Project Charter/ the PID
5. Screening & Initiation (checklist and scoring models)
Class Discussions
On questions provided.
Case study review with group discussions Core text (Pages 56-58, 177-180, 357-360, Shtub 2005)
Case Study: Common Pitfalls – Functional to Matrix Transition by Karen R.J White (PMP)
3 Project Planning Management & Tools Cont.,
1. Types of organization design and Structure
2. OBS and WBS
3. Scheduling, Time management
4. Network diagrams, CPA/CPM, Gantt Charts
5. Stakeholders analysis / Management strategies (Mendelow’s Matrix, linear responsibility charts)
6. Building Project Teams Class Discussions – Questions provided
Case study review with groups on Common Pitfalls’
Project Planning Class Exercise Core text (Chapter 7 and Chapter 9, pages: 377-383, 395-409, 434-438, Shtub 2005)
PMI Case Study: Denver International Runaway
4
The Role of the Project Manager & Team Leadership
1. Typical PM responsibilities
2. Characteristics of a Project Manager
3. Project Leadership – Transactional, Transformational and, Situational Leadership (Blanchard & Hersey)
4. Motivation, Power, Authority
5. Communication – Formal and informal6. Class Discussions –
Questions provided.
Case study review Denver International Runaway’ Core text (Pages 14-16, 291, 312, 317-320 Shtub 2005) – Life Cycle Models and Project Processes
Journal:
Shanghai World Expo 2010
5 Dynamics of the Project Life Cycle & The PMBOK
1. The PMBOK: Intro to the concept & rationale
2. The PLC: Concept & Models
3. The PLC: Application & Implementation
4. Project Processes and Process groups
5. Review of weeks 3 & 4 Class Discussions – Questions provided.
Case study review ‘Shanghai World Expo 2010’ Core text (Pages 45-50 and 51-72, Shtub 2005) – Life Cycle Models and Project Processes
PMI Case Study: Saudi Aramco Haradh Gas Project
6 Project Implementation Costing & Progress Report
1. The concept of Implementation and project implementation processes
2. Project Control processes – Control & Monitoring tools
3. Milestone based control
4. Cost Management – Variance Class Discussions on ‘Saudi Aramco Haradh Gas Project’
Core text (Pages 380, 520-524, 528-541)
Case Study: BPR-BECHTEL; Plans and Constructs a potlining Center
7 Project Procurement and Project Risk Management
1. Procurement Management
a. The Nature of Procurement
b. Procurement Process
c. Screening and Selection
2. Risk Management
a. Uncertainty & Decision- Making
b. Risks and Contingency
c. Risk Assessment and Impact Factor
d. Risks and Project Phases
e. Risk Management Process
f. Risk Management Strategies (Gray and Larson 2008) Class Discussions – Questions provided.
Case study review BPR-BECHTEL
Core text (pages 67-70, 355-360, 425-434 Shtub 2005)
Essential reading (pages 360-371, Shtub 2005) –
Project Quality Management, Philosophy and Methods
8 Project Management Information Systems & I.T
1. The nature & role of Information Systems
2. I.T & the PMBOK
3. Current issues in IT PM
4. I.T Selection Process – Checklists and Scoring Models, Classes of Benefits and Costs
Class Discussions
On questions provided.
Case study review with group discussions Core text (Chapter 14 especially pages 617-629, Shtub 2005) – Criteria for Software selection
PMI Case Study: AT&T Project Management Center of Excellence
9 Project Termination & Closure
1. Successful Projects: Reasons for
2. Outcomes & Deliverables
3. Project Closing Process
4. Closeout Reports & Stakeholders
5. Project Termination – Decision Rules
Class Discussions
On questions provided.
Case study review AT&T Project Management Core text (Chapter 15)
Review Course Notes – Identify Themes, theories, concepts & Framework(s)
10 ‘Pulling it Together’ – Theories/concepts from session 1 to date
1. Successful Projects: Reasons for
2. Outcomes & Deliverables
3. Closeout Reports & Stakeholders
4. Course Overview, Themes, Theories, Concepts and Frameworks
5. Exam Technique Class Discussion – Case Study discussion on PTC ‘Improves Customer Service’
Tutorial/Workbooks/ Past questions/ Case study Attempt past exam questions – prepare questions for class discussions
11 Revision Week Past Exam Papers / Mock
12 Examinations
3. READING AND COURSE PREPARATION
Core Reading:
• Shtub, A., Bard, J. F. & Globerson, S. (2005). Project Management: Processes, Methodologies, and Economics, (2nd Edition) Prentice-Hall (ISBN: 0130413313).
Recommended Reading:
• Maylor, H. (2010). Project Management. 4th edition. Pearson (ISBN: 9780273704324)
• Buttrick, R. (2005). The Project Workout (3rd Edition) Harlow: Pearson Education.
• Gray, C. F., Larson, E. W. (2006). Project Management: The Managerial Process, (3rd Edition), London: McGraw-Hill.
• Kerzner, H. (2006). Project Management: A Systems Approach to Planning, Scheduling and Controlling. (9th Edition) London: John Wiley and Sons.
• Meredith J. R. and Mantel S. J. (2006). Project Management: A Managerial Approach. (6th Edition) London: John Wiley and Sons
Journals & Newspaper:
• Publications by the Association for Project Management
• The International Journal of Project Management
• Harvard Business Review
• European Management Journal
• International Journal of Quality and Reliability Management
• The Economist
• The Financial Times
Industry news, views and publications:
• www.apm.org.uk
• www.ipma.ch
• http://www.pmiteach.org/faculty_resources/classroom_resources.aspx#PMI_Resources
• http://labspace.open.ac.uk/file.php/2623/kmap/1216308533/B713_PM.html
Other Sources:
• http://hbr.org/
• http://books.google.com/
• http://www.intute.ac.uk/business/
• http://www.journals.elsevier.com/international-journal-of-project-management/
You may make extensive use of resources in the University of Wales Online Library, the use of which will be briefed during induction.
Relevant information is available from non-academic sources on the Internet. Great care must be taken as Internet content is often published for marketing rather than academic purposes. Most of the web sites are of consulting companies and commercial training providers hence often present a one sided view of a subject and the content may not be supported by real facts. Little or no credit is given if such material is used as evidence, without support from academic sources.
4. LECTURER
Birmingham & Manchester
Insert here
Contact Details
Insert here
London
Deji Sotunde
Contact Details
dsotunde@lsbf.org.uk
5. ASSESSMENT
Assessment Title Weight towards final grade Pass mark Outline details Submission Date
Group Assignment 100% 40% Individual Report TBC
The assessment details are contained in appendix 1.
Assignment Submission Deadline:
Appendix 1
ASSIGNMENT
London School of Business & Finance (LSBF) Masters in Business Administration
Module
Project Management (PM)
Assignment Title Project Management Methodology
Assignment Type Report
Word Limit 4000 (+/- 10%)
Weighting 50%
Student Intake
Issue Date
Submission Date
Feedback Date
Issued by (Assessor)
Internal Verifier
Plagiarism When submitting work for assessment, students should be aware of the LSBF guidance and regulations in concerning plagiarism. All submissions should be your own, original work.
You must submit an electronic copy of your work. Your submission will be electronically checked.
Harvard Referencing The Harvard Referencing System must be used. The Wikipedia website must not be referenced in your work.
Learning Outcomes On successful completion of this assignment you will be able to:
• Identify the phenomenon of project life cycle and alternative approaches to management of projects
• Demonstrate an understanding of project management techniques such as project implementation and the project planning process
• Develop a perspective on successful project delivery and post project outcomes
• Develop skills to critically analyse and evaluate current project management practices in organizations and offer competent suggestions for improvements of existing project management processes
• Identify and examine the criteria for measuring successful performance of a given project, and understand and respond to the critical success factors
• Critically evaluate the use of appropriate approaches, tools and techniques to project planning, monitoring, control, evaluation, project risk analysis and risk management
Scenario The best approach for managing a project will depend on the characteristics of the project concerned such as the degree of uncertainty or certainty, the degree of formality or flexibility and so on. These characteristics can be used to classify projects as either development or deployment projects.
Whatever the type of project, it is important that its characteristics are understood and an appropriate management methodology is applied.
The project management methodology will be a collection of tools and techniques used as a predefined set of inputs to produce predefined set of outputs. The methodology is an interconnection and interdependence of processes. Inputs to some are outputs of others. The full collection should support all the aspects of project management throughout a project’s life cycle – from the initiation of a new project to its (successful) completion and termination. (Shtub, 2nd Edition).
Your Task Write a report on project management methodology. For this assignment, you are required use a project with which you are familiar (researched case study/article(s)). Based on this, you must:
a) Briefly describe the project, highlighting the main characteristics of the project that may have affected the choice of project management approach – it is not necessary to describe the project management approach in detail at this stage
b) Critically discuss the use of planning tool and techniques such as; work breakdown structure(WBS), Gantt chart, critical path method/analysis (CPM/CPA), and the basic PERT approach to scheduling, for this particular project
c) Identify a number of risks associated with the project and critically discuss the use of a risk management methodology discussed in the PM course (for this part you are required to include the four stages of risk management – identification, analysis, response and control)
d) As a summary/conclusion, reflect on what you researched for this assignment and any implications for your current or future practice as a project manager. Describe how your perception about project management may have altered because of this assignment. Outline possible changes you intend to make to your practice as a project manager.
Guidelines In your report, you should make appropriate use of the concepts, principles and frameworks from the project management course topics below (or similar topics from the recommended textbooks):
For part (a), a list of project management case studies/articles can be sourced from the recommended sources in the course module handbook. you will be expected to use a list a criteria for the identification and classification of projects types
Part (b), read chapter 9 A Shtub or similar chapters from recommended academic materials on the use of WBS, Gantt chart, CPM/CPA and PERT before attempting a response.
In part (c), you are expected to (at least) discuss the use of theoretical , models, ,approaches – making links to the three key project constraints and risk strategies (Chapter 5, A Shtub, 2nd Edition)
Your response to part (d) must not exceed 500 words.
• This is an individual assignment.
• Only one hard copy report must be submitted with name and details on the cover page and also a soft copy must be emailed in.
• Company you choose as your client can be of any size, sector and country of origin but you must provide some background and justification of your rational. You will need to make assumptions were information is not available and these need to be clearly outlined.
• You can choose any general academic report structure but there needs to be clear evidence that the theoretical subject matter is understood and is integrated with the practical elements of the task.
Key issues that will be taken into consideration are:
• Presentation and Style
• Evidence of Reading / Application of Theory
• Discussion of Topic
• Use of Applied Examples in Context
• Recommendations and Conclusion
In addition your submissions will be expected to demonstrate the following qualities:
1. Answering the central focus of the assignment topics.
2. A critical appreciation and application of relevant literature and theories to support argument substantiate model(s) and other aspects of the assignment.
3. Taking ownership of the content, being prepared to debate and argue a personal position, evidences evaluative skills. A submission made up of extracts from published sources which is descriptive and just theoretical, is not acceptable.
4. Your submission must have interpretation and consideration of the challenges and issues of taking theory into practice (using cases and/or personal experience).
5. Ability to analyse relevant theoretical concepts in a critical manner, evaluation of material.
6. Logical flow of ideas and treatment; imaginative approaches; appropriate selection of real world factors related to the model(s) or specific assignment topic.
7. Evidence of additional personal research and the ability to analyse material from a variety of appropriate relevant perspectives.
8. A clear listing of references using the Harvard referencing method.
9. Presentation, structure, appropriateness of methodology, breaking into section headings/subheadings, tidiness.
10. A strong conclusion.
Please ensure that you reference material which you take from text books, published documents, internet, etc, in the main body of your report, at the
place you use it, as well as listing the publications in an appendix. Also, try to evaluate and critique this material and the experience you get from applying and using it. The assignment should be written from a third-person perspective.
London School of Business & Finance (LSBF) Masters in Business Administration
¬ Module Project Management
Assignment Title Process Approach to Project Management
Grade Description of Achievement
70%+ • Very high standard of critical analysis (extensive/original exploration of parts/features) of appropriate project management conceptual processes/models/techniques
• Excellent understanding and exposition of relevant issues
• Clearly structured and logically developed discussions/arguments
• Good awareness of project management nuances and complexities
• Substantial evidence of well-executed independent research
• Excellent evaluation and synthesis of source material
• Excellent use of relevant data and examples, all properly referenced
• The Harvard Referencing System has been both used and applied correctly.
60%-69% • High standard of critical analysis (sound exploration of parts/features) of appropriate conceptual project management processes/models/techniques
• Clear awareness and exposition of relevant issues
• Clearly structured and logically developed argument
• Awareness of project management nuances and complexities
• Evidence of independent research
• Good evaluation and synthesis of source material
• Good use of relevant data and examples, all properly referenced
• The Harvard Referencing System has been used and applied, but with minor errors
50%-59% • Uses appropriate project management conceptual processes/models/techniques
• Attempts analysis but includes some errors and/or omissions
• Shows awareness of project management issues but no more than to be expected from attendance at classes
• Discussions/arguments reasonably clear but underdeveloped
• Insufficient evidence of independent research
• Insufficient evaluation of source material
• Some good use of relevant data and examples, but incompletely referenced
• The Harvard Referencing System has been used and applied but some mistakes have been made
40%-49% • Adequate understanding of appropriate project management conceptual processes/models/techniques
• Answer too descriptive and/or any attempt at analysis is superficial, containing errors and/or omissions
• Shows limited awareness of project management issues but also some confusion
• Discussions/arguments not particularly clear
• Limited evidence of independent research and reliance on a superficial repeat of class notes
• Relatively superficial use of relevant data, sources and examples and poorly referenced
• The Harvard Referencing System has been used and applied but major mistakes have been made
30%-39% • Weak understanding of appropriate project management conceptual
• processes/models/techniques
• Weak analysis and several errors and omissions
• Establishes a few relevant points but superficial and confused exposition of project management issues
• No evidence of independent research and poor understanding of class notes
• Poor or no use of relevant data, sources and examples, and no references
• The Harvard Referencing System has been used and applied sporadically but major mistakes have been made
Below 0-29% • Very weak or no understanding of project management conceptual processes/models/techniques
• Very weak or no grasp of analysis and many errors and omissions
• Very little or no understanding of project management issues raised
• in the question
• No appropriate references to data, sources, examples or even class notes
• The Harvard Referencing System has not been used
