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BMGT45450

Academic Year 2026/2027

Strategic Mgmt of Projects (BMGT45450)

Subject:
Business Management
College:
Business
School:
Business
Level:
4 (Masters)
Credits:
10
Module Coordinator:
Mr Bernard Faughey
Trimester:
Autumn
Mode of Delivery:
On Campus
Internship Module:
No
How will I be graded?
Letter grades

Curricular information is subject to change.

This is a learning-by-doing course. Through a combination of lectures, readings, case studies, and class participation, it introduces you to the tools and vocabulary prerequisites to critical and effective strategic analysis, thinking, and communication.

Strategy is the central, integrated, externally oriented concept of how a firm will achieve its objectives. It encompasses the pattern of organizational actions taken in pursuit of an advantage over its competitors. Put another way, a strategy deals with the challenges managers face in seeking to achieve their organization’s mission in the face of changing, uncertain, and ambiguous environmental and competitive conditions while aligning and deploying the internal assets, capabilities, and people to optimal effect.

This complex task requires a sophisticated blend of analytical, synthetic, and behavioural insights, which are developed in this module. This course and the case study approach will require you to integrate the knowledge and skills you acquired in other modules and apply them using the same multidisciplinary perspective demanded of a project manager.

About this Module

Learning Outcomes:

After completing this module, you will be able to

1. Appreciate the stakeholder perspective of managing an organisation's strategy.
2. Discuss the significant concepts underpinning the alignment of projects with business-level strategy and apply these to the business case settings.
3. Applying a series of fundamental business strategy tools (including industry analysis, competitive strategy and resource and capability tools) and techniques to formulate and analyse value creation and capture at a strategic level.
4. Outline the significant concepts underpinning business strategy and apply these to project and programme management business case settings.

Indicative Module Content:

1. The External/Internal Environment facing firms. The first three weeks introduces the key concepts and vocabulary associated with the field of strategy and focuses particularly upon the two more established schools of thought in the field – the industrial organisation and resource-based views of firm activity.
2. Business-level Strategy. This module will examine the strategic importance of the various issues facing firms when faced with cost versus differentiation-based strategies and strategic innovation.
3. Industry change. In later weeks, we examine the main drivers of industrial evolution, focusing, inter alia, on the determining role played by technological change. Continuing with the technology theme, we will examine the various issues facing firms in technology-intensive and those active in more mature industry settings.
4. Management of Strategy. The final weeks will focus attention on strategic issues facing management at different levels in the firm. The particular emphasis here is on diversification and integration of the organisation, the internationalisation of firms and associated pressures faced in overseas locations and finally, the evolution of large diversified firms and the challenges associated with the management of multi-business organisations and offer an opportunity to position project management as a key enabling discipline in organisational alignment.

UNESCO highlights a set of key competencies that support individuals in their development and support society in achieving the UN Sustainable Development Goals (SDGs). UCD has adapted these competencies and is combining them with others to form a general framework of learning competencies. This module will help you develop the competencies below to the levels specified. 
Learning Competency Additional Information Level

Collaboration

 The ability to learn from others; to understand and respect the needs, perspectives and actions of others (empathy); to understand, relate to and be sensitive to others (empathic leadership); to deal with conflicts in a group; and to facilitate collaborative and participatory problem solving. Competent

Critical Thinking

 The ability to question norms, practices and opinions; to reflect on one’s own values, perceptions and actions. Competent

Systems Thinking

 The ability to recognize and understand relationships; to analyse complex systems; to think of how systems are embedded within different domains and different scales; and to deal with uncertainty. Proficient

Strategic

 The ability to collectively develop and implement innovative actions that further sustainability at the local level and further afield. Proficient

Integrated Problem Solving

 The overarching ability to apply different problem-solving frameworks to complex sustainability problems and develop viable, inclusive and equitable solution options that promote sustainable development, integrating the competencies in this list. Competent

AI Literacy & Agency

 The ability to understand, critically evaluate and responsibly engage with artificial intelligence; to recognise how AI systems are shaped by human values; to assess their ethical, social and environmental implications; and to exercise human judgement, agency and accountability in AI-related contexts. Competent

The United Nations identified seventeen Sustainable Development Goals (SDGs) as core to the 2030 Agenda for Sustainable Development, and UCD contributes in general to SDG 4 Quality Education. Further SDGs explored within this module if relevant are listed below. A scale of 1 - 5 indicates the extent to which the SDG is covered.


Goal Name Description Coverage

Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all 1
 

Student Effort Hours:
Student Effort Type Hours
Specified Learning Activities

100
Autonomous Student Learning

100
Lectures

36
Small Group

36
Total

272

Approaches to Teaching and Learning:
This module will make use of extensive case study discussions to illustrate the theory being taught, along with a review of relevant literature in the areas of Business Strategy and Project/Programme Management.

Requirements, Exclusions and Recommendations

Not applicable to this module.


Module Requisites and Incompatibles
Not applicable to this module.
 

Assessment Strategy
Description Timing Component Scale Must Pass Component % of Final Grade In Module Component Repeat Offered
Assignment(Including Essay): Individual case study reports. Week 6, Week 8 Graded Yes
30
 Yes
Assignment(Including Essay): A critical review of current literature relevant to strategy management in a project management context. Week 12 Graded Yes
35
 Yes
Group Work Assignment: Group case study presentation Week 11 Graded No
35
 No

As part of UCD's student support, under the Additional Consideration policy, extensions may be available for the following assessments in the module: Assignment (including essay/poster), Portfolio, Reflective Assignment, Report(s), and Individual Project.


Carry forward of passed components
No
 

Remediation Type Remediation Timing
In-Module Resit Prior to relevant Programme Exam Board
Please see Student Jargon Buster for more information about remediation types and timing. 

Feedback Strategy/Strategies

• Group/class feedback, post-assessment
• Peer review activities

How will my Feedback be Delivered?

feedback in class post assessment

Timetabling information is displayed only for guidance purposes, relates to the current Academic Year only and is subject to change.
Autumn Lecture Offering 1 Week(s) - 7 Fri 12:00 - 14:50
Autumn Lecture Offering 1 Week(s) - 1, 2, 3, 4, 5, 7, 8, 9, 10, 11, 12 Tues 14:00 - 16:50
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