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

Transferable and Generic Skills

Having successfully completed this module you will be able to:

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

Knowledge and Understanding

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

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

Subject Specific Intellectual and Research Skills

Having successfully completed this module you will be able to:

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

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
Independent Study	126
Lecture	24
Total study time	150

Resources & Reading list

General Resources

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

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

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

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

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

Journal Articles

Journal of Operations Management.

Technovation.

Journal of Product Innovation Management.

Production and Operations Management.

Research Policy.

International Journal of Project Management.

Production Planning and Control.

Manufacturing and Service Operations Management.

Project Management Journal.

Textbooks

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

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

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

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

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

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

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

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

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

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

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

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%