Strategic Project Management

Module overview

Complex high value capital goods play a key role in the modern economy, wider society, and increasingly underpin a competitive advantage for countries, international firms, and high-technology industries such as IT, Telecoms, Aerospace, Manufacturing, Energy, and Construction. Complex products and systems which are a subset of capital goods, can be understood as high cost technology-intensive customised products, systems, networks, infrastructure, constructs, and services. The design, production, operations, and implementation of complex products and systems are mainly focused on value-creation activities which require extreme levels of technology and innovation on a distinct project basis. Therefore, this module will introduce students to a range of issues focused on how complex projects are managed and controlled in the development and supply of complex products and systems. Additionally, whereas the innovation literature is concerned with mass produced products, goods, and services, conversely this module introduces students to project management concepts, tools, and techniques involved with the dynamics of innovation systems in high-technology complex products.

Aims and Objectives

Learning Outcomes

Subject Specific Intellectual and Research Skills

Having successfully completed this module you will be able to:

Adapt processes across interdisciplinary project teams in high-technology projects.
Apply appropriate project management approaches in complex projects
Implement project management risk mitigation approaches in high-technology complex projects.
Develop critical project management skills.
Adapt innovation management for high-technology complex projects.

Knowledge and Understanding

Having successfully completed this module, you will be able to demonstrate knowledge and understanding of:

How organisations strategically implement business practices with high-technology complex products .
Interdisciplinary project teams, stakeholders, and the role of project managers in new and emergent high-technology complex projects.
Project management risks in complex projects and risk mitigation.
How organisational capabilities for high-technology complex products innovation management may vary from high volume products and services.
Fundamental project management from ideation, planning, implementation, control, and closure.

Transferable and Generic Skills

Having successfully completed this module you will be able to:

Develop critical and analytical thinking skills.
Analyse project management approaches.
Manage interdisciplinary team structures.

Learning and Teaching

Teaching and learning methods

Teaching methods include ●Lectures ●Use of on-line materials ●Individual assignment reflecting on the lessons learned ●In-class case study / problem solving activities ●Private study

Study time
Type	Hours
Lecture	24
Independent Study	126
Total study time	150

Resources & Reading list

General Resources

Chartered Institute of Procurement & Supply. https://www.cips.org

Chartered Associate for Project management. https://www.apm.org.uk

Project Management Institute. https://www.pmi.org

Institute of Mechanical Engineers. https://www.imeche.org

Chartered Institute of Logistics & Transport. https://ciltuk.org.uk

Journal Articles

Production Planning and Control.

Research Policy.

Technovation.

Manufacturing and Service Operations Management.

International Journal of Project Management.

Journal of Operations Management.

Journal of Product Innovation Management.

Project Management Journal.

Production and Operations Management.

Textbooks

Murray-Webster, R., & Dalcher, D. (2019). APM Body of Knowledge. Association for Project Management.

Chapman, R. (2019). The Rules of Project Risk Management: Implementation Guidelines for Major Projects. Routledge.

Shina, S. (2014). Engineering Project Management for the Global Hight Technology Industry. McGraw-Hill.

Shenhar, A., Dvir, D. (2007). Reinventing Project Management: Diamond Approach to Successful Growth and Innovation. Harvard Business School Press.

Flyvbjerg, B. (2018). The Oxford Handbook of Megaproject Management. Oxford University Press.

Flyvbjerg, B., Bruzelius, N., Rothengatter, W. ( 2003). Megaprojects and Risks: An anatomy of ambition.. Cambridge University Press.

Brown, S. & Bessant, J. (2018). Strategic Operations Management. Routledge.

Davies, A. & Hobday, M. (2005). The Business of Projects. Cambridge University Press.

Maylor, H. (2010). Project Management. Prentice Hall.

Prencipe, A., Davies, A., and Hobday, M. (2003). The Business of Systems Integration. Oxford University Press.

Tidd, J. & Bessant, J. ( 2018). Managing Innovation: Integrating Technological, Market and Organizational Change. Wiley.

Assessment

Summative

This is how we’ll formally assess what you have learned in this module.

Breakdown
Method	Percentage contribution
Report	100%

Referral

This is how we’ll assess you if you don’t meet the criteria to pass this module.

Breakdown
Method	Percentage contribution
Report	100%

Repeat

An internal repeat is where you take all of your modules again, including any you passed. An external repeat is where you only re-take the modules you failed.

Breakdown
Method	Percentage contribution
Report	100%