MEEN40310

This is a core module on the Master of Engineering Management (MEM) programme. It is designed for postgraduate students based in industry who have at least five years professional engineering work experience. This module is primarily undertaken through self-paced learning of online content and individual and group assignments, with optional live tutorial and feedback sessions.

Strategy implementation is achieved through projects. Senior management must ensure that projects align with strategy through the design of integrated business processes for project selection, portfolio optimisation and to address the “implementation gap”. This module presents the latest theories on the strategic context of project, programme and portfolio management. It is important for project managers to understand this context to effectively deliver the full benefits of a project within budget and on time.

An effective set of project management processes is the primary mechanism used to meet the needs of customers and stakeholders. This module introduces students to the project management lifecycle, its phases, processes and tools for well-defined projects with reference to the 10 knowledge areas in the “Project Management Body of Knowledge (PMBoK)” of the Project Management Institute. Specifically, the module will cover the main tools and techniques used in modern project management processes including; multi-criteria decision analysis (MCDA), work breakdown structures, activity-on-node networks, Gantt charts, PERT, resource levelling techniques, earned value approach to project monitoring and control etc. Thus, by the end of this module you will understand and be able to execute the key steps to ensure that a project is initiated, planned, managed, monitored and controlled successfully.

A broader conceptual framework for project management approaches will be also described as related to project complexity and uncertainty. The appropriate application of conventional or disciplined project management, agile, lean, or learning approaches, or some hybrid, can thus be critically assessed and the approach adapted to the needs of a project. Risk identification and management plays a key role in any project, but even more so as uncertainty increases. Risk management tools and approaches are covered in detail.

At the heart of value generation is the issue of who participates in the project. This brings to the fore the primary decisions that determine which parties are best prepared, suited and equipped to undertake specific parts of the project. This leads to determining how to best procure the required resources. While some part of every project is undertaken in-house, often much of the project work is outsourced. Decisions about how to outsource will be based on the type of project and its needs, the various procurement options and their suitability for the project, and the appropriate contract models accordingly.

Project management also involves “the much messier, often contradictory and paradoxical world of project implementation”. The module will describe the socio-technical nature of projects and the importance of effective leadership, team building and good stakeholder relations. Core concepts will be applied through the use of case studies and computer simulations to show how they are used in business settings.

This module examines leading Project Management theories and current best practice and applies it to a variety of sectors and industries. Classroom workshops and discussions will reinforce the learning. The module will give you the knowledge and skills to manage projects in business today.