module specification

Project management practice in the US and Europe is set out in a number of methods and bodies of knowledge (BOK) including the:
• US Project Management Institute’s PMBOK
• UK Association of Project Managers APMBOK
• best practice guides published by the UK Government that have built on the PRINCE method and now include Programme Management, Risk Management and Agile,
• Dynamic System Development Method (DSDM) Project Management developed by the Agile Business Consortium.

This module deals with the core activities of project management as set out in the APM BOK version 7, making comparisons with the PMBOK and PRINCE.  The focus is primarily on managing a highly predictive project where the output is clearly defined and understood, for example a building construction project. Consideration is also given to projects where the solution emerges in an iterative or evolutionary way and so Agile methods are also introduced.

Students will develop the ability to create, manage and close projects effectively, and to make use of project management software.  The module will introduce relevant theories and research in relation to projects as temporary social organisations, the categorisation of project types, the nature and management of risk, and the importance of stakeholder communication and management.

N/A

Throughout each topic a comparison will be made with Agile methods.

1. Introduction to projects and project management
a. Types of project – highly predictive to highly adaptive
b. Lifecycles and methods – linear, incremental, iterative and evolutionary
c. APM BOK, PRINCE2 and PM BOK
d. The Business case and benefit realisation
e. Projects as temporary organisations
f. Stakeholders

2. Scope Management
a. Requirements Management
b. Solutions development
c. Benefits management
d. Configuration Management
e. Change control

3. Project Design and Planning
a. Work Breakdown Structure
b. Estimating
c. Network Diagrams
d. Gantt Chart
e. Critical Path

4. Project Design and Planning
a. Work breakdown structure
b. Estimating
c. Network Diagram
d. Gantt Chart
e. Phases, Activities and Tasks
f. Gateway Reviews

5. Resource Scheduling and Time Scheduling
a. Resource management
b. Adding resources to the Gantt Chart
c. Working time and resource availability
d. Crashing the project

6. Financial and Cost Management
a. Budgeting and cost control
b. Fixed and Variable Costs
c. Project Overheads
d. Investment appraisal

7. Critical Path and Critical Chain
a. Theory of Constraints
b. Critical Chain
c. Buffers
d. Contingency

8. Progress Tracking and Reporting
a. Project information
b. Reporting
c. Earned Value

9. Change Control, Risk and Issue Management
a. Change control
b. Risk assessment and risk management
c. Issue Management

10. Quality Management
a. Managing quality
b. Iron Triangle
c. Acceptance
d. Assurance

11. Introduction to alternative approaches to delivering projects
a. Critical Chain
b. Lean Construction and the Last Planner

12. Revision and Assessment Preparation

The module requires students to act as independent learners, following the guidance for study on the VLE.  Workshops will include lectures, discussion, topical issues such as Cross Rail, practical exercises and case studies. Students will need to be proficient in the use of both MS Project and Microsoft Excel in order to complete the assessments and will need to master the use of this software during the module using the guidance provided.

Reflection is included in the assessment.

On successful completion of this module students will be able to:

1. Critically evaluate leading edge project management theory and practice.

2. Demonstrate a critical understanding of risk within a project management context.

3. Analyse and evaluate a business case in order to inform project management decision making.

4. Solve project planning, budgeting, tracking and change problems using MS Project throughout the lifecycle.

5. Communicate clearly and professionally project plans, costs, benefits and risks throughout the life of a project.

Assessment Part 1 (Presentation and individual reflection)

Students will research and evaluate an aspect of project management theory and/or practice e.g. a critical evaluation of the critical chain approach to planning. This component will be assessed in the form of a 20min group presentation and individual reflection. (LO1)

Assessment Part 2

Students will prepare key project planning documents and submit a portfolio of documentation based on a case study e.g. a project plan and supporting Gantt chart, business case, risk register, an assessment plan and a reflective report. Completion will be time constrained – 3 weeks to complete. Students have a limited time to complete the project documentation, as they would in real life, and importantly they will be required to make an appropriate plan for the completion of their assessment submission. (LO 2-5)

Core Texts:

• Pinto, J.K. (2019), Project Management: Achieving Competitive Advantage, 5th Ed, New York: Pearson Prentice Hall
• Koster, K. (2009). International Project Management. 1st ed. London: Sage.

Other Texts:

• Bennett, N. and Axelos (2017). Managing successful projects with PRINCE2. 6th ed. Norwich: Stationary Office
• Larson, E. W., Gray, C. F., & Gray, C. F. (2017). Project management: the managerial process 7th ed. McGraw Hill Education.

Journals:

International Journal of Construction Project Management
International Journal of Information Systems and Project Management
International Journal of Project Management
PM Network
PM World Journal

Websites:

www.agilebusiness.org
www.apm.org.uk
www.axelos.com
www.pmi.org
www.projectmanagement.com
www.thepmchannelnews.com

Electronic Databases:

Social Media Sources

Other

• Edmondson, A. C. (2012) ‘Teamwork On the Fly’, Harvard Business Review, 90(4), pp. 72–80.

• Hout, T. and Michael, D. (2014) ‘A Chinese Approach to Management’, Harvard Business Review, 92(9), pp. 103–107.

• Jenson Chong-Leng Goh, Pan, S. L. and Meiyun Zuo (2013) ‘Developing the Agile IS Development Practices in Large-Scale IT Projects: The Trust-Mediated Organizational Controls and IT Project Team Capabilities Perspectives’, Journal of the Association for Information Systems, 14(12), pp. 722–756.

• Lechler, T, Ronen, B, & Stohr, E (2005), 'Critical Chain: A New Project Management Paradigm or Old Wine in New Bottles?', Engineering Management Journal, 17, 4, pp. 45-58

• Perez, A and Ghosh, S (2018) "Barriers faced by new-adopter of Last Planner System®: a case study", Engineering, Construction and Architectural Management, Vol. 25 Issue: 9, pp.1110-1126, https://doi.org/10.1108/ECAM-08-2017-0162

• Raz, T (2003), 'A Critical Look At Critical Chain Project Management', Project Management Journal, 34, 4, pp. 24-32

• Yu Yanjuan (2018) ‘PM Competence Is Key Growth Driver of Developing Countries’, PM World Journal, 7(7), pp. 1–8.

• Zoninsein, M. S. (2011) ‘The Melting Pot’, PM Network, 25(1), pp. 44–51

Reading List Talis

https://londonmet.rl.talis.com/modules/mn7008.html