module specification

In this Module you will learn about the links between strategy execution and programme, project and portfolio Management (P3M).  You will examine P3M theory and practice, and theories of the management of change, including the construction of the business case for a programme.

Examples of international P3M theory and practice will be explored through case studies and examples of business programmes and projects e.g.:

• Heathrow Terminal 5 – contracting and risk management in construction.
• Berlin International Airport, NPfIT (Connecting for Health) and Crossrail – major programme and project failures.
• Organisational P3M maturity models and the role of Knowledge Management
• The consideration of climate change in major infrastructure projects
• New product development
• Outsourcing, near-shoring and offshoring
• Major system implementation e.g., ERP, CRM and Platforms
• Making a major sale.

You will be able to analyse and evaluate:

• The relationships between the programme lifecycle and the technical life cycles of differing programme types.
• The business case for a programme.
• Approaches to designing programme organisations, their governance and stakeholder management.
• The differences and similarities between various types of business programmes
• The development of organisational P3M capabilities based on effective knowledge management.
• The factors that lead to programme cost and budget over-runs and reduced benefits realisation.
• Approaches to managing sensitive programmes.

The module runs in parallel with International Project Management Practice.

MN7008 (Co-requisite)

1. Introduction to Change Management

• Theories of change
• Change as a Process.
• Recognising the need to change
• Diagnosing what needs to change.

2. Managing Organisational Change

• Leading Change
• Resistance to change.
• Preparing, implementing and sustaining change.

3. Programme and Portfolio Management

• Programme lifecycle
• Programme Organisation
• Portfolio Management
• Governance
• Assurance

4. The PMO and Capability Maturity Models

• Types of PMO
• Roles of the PMO
• Capability Maturity Models
• Knowledge management

5. Major Infrastructure Programmes

• Major and mega-projects
• Causes of over-runs.
• Causes of lower than forecast benefit realisation.
• Measures to improve performance.

6. Major system development and implementation

• The challenges of developing and implementing systems
• Software development and software packages
• Iterative and incremental development
• Agile Project Management
• Approaches to implementation

7. Outsourcing Business Services

• Drivers of outsourcing
• Examples of outsourced services
• Outsourcing contracts and SLAs
• Transition
• Contract Termination

8. Making the major sale

• Bid management.
• Responding to Tenders
• Stakeholders
• After the sale

9. Contracts and Contract Management

• Procurement process
• Provider Selection and management
• Risk transfer and risk sharing

10. New Product Development

• New Product Stage Gate Process
• Innovation and NPD
• NPD in the automotive industry

11. Managing Sensitive Programmes and Projects

• What is a sensitive programme or project?
• Stakeholder analysis
• Stakeholder management
• Techniques for sensitive projects

12. Revision and assessment guidance

In addition to the 36 hours of workshops students will receive guidance and material via WebLearn in support of their studies.

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

1. Critically evaluate P3M tools, methods, and practices.
2. Demonstrate systematic understanding and consistent and coherent application of theories of change in the context of transforming organisations.
3. Critically evaluate the performance of a programme, project, project portfolio or PMO.
4. Communicate effectively in relation to Programmes, Projects and Portfolios.

Assessment 1

Working individually, students will create a presentation on the management of change in the context of transforming organisations based to be submitted as a recorded video of no more than 8 minutes duration. The presentation should include a slide summarising the project design, plan and actual activity used by the student in the preparation of the video, justifying the approach.

Assessment 2

Critical evaluation of programme and project management theory and/or practice through a case study e.g., a major programme over-run. (1,500 words)

Please note for the summer period, the assessments will be taken together and the students will submit the two components by the deadline.

Reading List Link: https://rl.talis.com/3/londonmet/lists/A5219619-35FD-2F8B-6664-5BBB28E19308.html?lang=en&login=1

Textbooks:
Core Text:
Pinto, J. (2019). Project Management Achieving Competitive Advantage. 5th ed. New York: Pearson Prentice Hall.
Other Texts:
Lock, D. (2016) Gower Handbook of Programme Management. [N.p.]: Routledge
Nicholas, JM, & Steyn, H (2017), Project Management for Engineering, Business and Technology, Routledge, London.
RAYNER, P. (2007). APM introduction to programme management. High Wycombe, Association for Project Management.
Roden, E. and Axelos (2013). Portfolio, programme and project offices pocketbook. 2nd ed. Norwich: TSO.
Snowden, R. and Cabinet Office (2011). Managing successful programmes. 4th ed. Norwich: TSO (The Stationary Office).
Trott, P. (2016). Innovation management and new product development. 6th ed. Harlow: Pearson.
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
https://www.axelos.com/best-practice-solutions/p3m3/p3m3-maturity-model

Reading List Talis

https://londonmet.rl.talis.com/modules/mn7007.html