MSINM001: PROJECT MANAGEMENT 2011/12
Jane Britton
Course Leader: MSINM001 Project Management
Jane has considerable experience as a project manager in
BT, both in new product development and change
management. She has also worked as a consultant for
both private and public sector organisations. Jane is a
member of various Association for Project Management
(APM) committees and panels on professional
development, and is also a Fellow of the APM.
Contact Jane in class or E-mail: jane.britton@ucl.ac.uk
Matthew Whyndham
Lecturer: MSINM001 Project Management
Matthew is a practising project manager and research
scientist in UCL's Department of Space and Climate
Physics (MSSL) where he is a member of the Technology
Management Group. Most of his work, both as a scientist
and a manager, has been in the instrumentation field
(detectors and data systems), and he is also experienced
in software-oriented and research projects. He teaches
courses in Systems Engineering and Space Systems
Technology.
Contact Matthew in class or E-mail:
m.whyndham@ucl.ac.uk
Kevin Kiernan
Lecturer: MSINM001 Project Management
Kevin has had considerable industry experience leading
projects in the Marketing and Customer Service areas. He
specialised in launching new products and in the
computerisation of order entry systems. As well as his role
at UCL, Kevin lectures at both London Metropolitan
University and on the Open University’s MBA programme.
Contact Kevin in class or E-mail: k.kiernan@ucl.ac.uk
This course outline should be read in conjunction with the Department of
Management Science and Innovation’s ‘Guidelines for Students’ and other
documentation issued to support this course.
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MSINM001 Project Management Course Outline 2011/12
Why Project Management?
Project management is used in both public and private sector organisations to bring about
change and manage innovation. Examples of projects include contractual work (e.g.
construction, consultancy), the installation of new IT systems, introducing new internal
procedures and processes, organising an office move, launching a new product or an
advertising campaign, bidding for a major customer contract.
You will invariably be involved in projects in your future careers, and you will need to know
how to use the tools and techniques of project administration and also understand the
environment in which your project is being undertaken - the organisation(s) involved, your
customers, politics, power, people and how to get the best from them. Our course aims to
introduce you to the range of issues that affect projects, the tools and techniques needed to
manage them, and to help you develop the skills, knowledge, attributes and behaviours that
the project manager needs.
Some comments from previous Project Management students after they had graduated:
“I just wanted to say thanks for your lectures on the Project Management course…the
concepts you covered on the course have helped me immensely and have ensured I know
what’s going on when looking at Gantt charts, process decision designs and work breakdown
structures! Pretty much everything you both taught has cropped up at work…the Project
Management course has probably been the most applicable subject I studied at university.”
(Matthew, under-graduate)
“I recently started a new job as a Senior Healthcare Application Analyst (very technical
position)…and the first thing they handed me was the company’s project management guide!
As I reviewed the manual, I smiled from ear to ear because everything you taught me is in the
manual. I’m way ahead of my manager’s expectations.” (Keri, post-graduate)
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MSINM001 Project Management Course Outline 2011/12
Aims
To define the concept of the project in relation to industrial and commercial
organisations.
To introduce the needs, tools and the success/failure indicators for managing projects.
To exemplify project management by illustrative case studies and practical exercises.
To assist students in developing the skills, knowledge, attributes and behaviours of a
project manager.
Objectives
At the end of this course, students will be able to:
Define a project, its characteristics and the role of the project manager.
Identify the causes of project failure and suggest ways in which these can be overcome.
Demonstrate a divergent approach to problem-solving, through the analysis and
presentation of views on project problems / situations.
Explain the application of the theoretical frameworks within a project environment.
Produce a project plan.
Identify their own motivations, strengths and weaknesses as members of a project team.
Accreditation
The Association for Project Management (APM) has accredited the UCL Department of
Management Science and Innovation as a provider of courses in Project Management, and
this course is aligned to the APM’s Body of Knowledge (5th edition). The benefits to students
are:
The course provides good grounding and preparation for students wishing to go on and
take the APM’s APMP professional qualification.
Professional recognition of the course as a good grounding in Project Management
subjects suitable for projects in any industry.
Students can cite on CVs that the professional association (APM) has attended an
accredited provider Project Management course.
Subject to availability, MS&I may be able to offer high-achieving project management
students the opportunity to convert their knowledge from this course into the APM’s APMP
professional qualification, although students may have to pay the APM’s examination fees.
For more detail on the APMP qualification see: http://www.apm.org.uk/APMP.asp
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MSINM001 Project Management Course Outline 2011/12
Syllabus
BLOCK ONE - INTRODUCTION
Defining a project by differentiating between projects and continuing operations.
The project lifecycle - from concept to termination.
The factors that necessitate formation of a project team. (Scope, unfamiliarity,
complexity of the project and its importance to the organisation).
The human resource consequences of project team organisation. The pros and cons of
the various project team structures. The conflict between line and project managers.
Responsibility exceeding authority.
Pitfalls - recognising the environment (technical, financial, political, end user, strategic,
human resource and legal) in which a project exists, and the most common reasons for
project failure.
The necessary competencies of a project manager.
BLOCK TWO - THE PROJECT MANAGER AS PROJECT INITIATOR
1. Basing The Project On A Clear Need
The unused product delivered to time, cost and performance - a project failure?
The importance of understanding the needs and values of the customer, and of
project definition.
Understanding stakeholders and their different interests and requirements.
Understanding a product or completed project from the customer’s viewpoint.
Understanding the psychological as well as the technical attributes of a product.
The gap between the customer’s perception of a product and its physical features.
2. Putting The Case
Projects as the outcome of strategic decisions. Understanding how projects are
initiated and selected and why it is important for a PM to be aware of this process.
The need to understand the evaluation process before you start. What do decisionmakers want to know?
The end result and the fit with the customer’s needs.
Benefits and risks. Early exit costs.
Plan for logistic support and administration.
Past experience of team and organisation.
How project proposals are assessed by the organisation:
Non-numeric criteria (Strategic objectives, operating necessity, development of
new capabilities).
Numeric criteria – financial appraisal, probability / risk analysis.
How to sell the idea within the organisation.
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MSINM001 Project Management Course Outline 2011/12
BLOCK THREE - THE SKILLS OF A PROJECT MANAGER
1. Managing People And Leadership Styles
The origins of power (physical, resource, position, charismatic, expert and negative).
Leadership styles - dependent on task, leader, individuals, team and organisational
setting.
The importance of motivation. Recognising that different individuals are motivated
differently from each other and from the PM.
Creating and building teams - characteristics of effective teams; stages in team
development.
Managing meetings. The danger of wasting time en masse. The importance of
effective planning and chairmanship. Phases of a meeting: outlining purpose,
ensuring effective discussion, establish conclusions & gaining acceptance.
2. Commercial Negotiation
The nature of trade: a transaction which two or more parties each perceive as being
to their own advantage. Negotiation as the process of dividing the benefits of trade.
The types of negotiation likely to be encountered by a PM, both within and external
to the organisation.
Recognising the opportunities for win-win situations.
Stages of negotiations: preparation, meeting, settlement and implementation.
Principles of effective negotiation.
4. Commercial Contracts
Reasons for a contract: definition of agreement, reduction of risk to supply of
resources.
Types of contract and contractor / supplier reimbursement options.
The issues that should be covered in a contract.
BLOCK FOUR - PROJECT PLANNING, MONITORING AND EVALUATION
1. Planning
The need for planning. Setting an appropriate level of planning.
Identifying the means, resources and actions necessary to accomplish one or more
objectives.
Knowledge of the broad planning required to implement a project of medium sized
complexity.
Knowledge of the main planning and presentation techniques.
Experience of preparing a Project Plan for a medium-sized project.
2. The Project In Context
The importance of quality and safety.
Quality Systems – their role in project organisations.
3. Work Definition
Definition of the product.
Product and Work breakdown structures.
Task responsibility matrices.
4. Resources
Understanding the resources at the disposal of the project.
Understanding the ways a cost estimate may be prepared, appreciation of estimating
accuracy and of the use of contingency funds.
Experience in preparing estimates.
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MSINM001 Project Management Course Outline 2011/12
5. Scheduling
Determining the best means of achieving project objectives. Coping with changes.
Knowledge of scheduling techniques, especially of networks.
Networks and Gantt charts. Critical Path Analysis.
Knowledge and experience of computer-based planning tools.
6. Dealing With Risk
The nature of risk.
Methods for evaluating and dealing with project risk.
Use of a risk register.
7. Project Monitoring And Control
Monitoring tools and control tools.
Familiarity with budget management and progress evaluation.
8. Project Performance Measurement
Relating physical progress with cost status.
Measures of cost and schedule performance.
Understanding of Earned Value concepts.
9. Managing Complexity
Sources of complexity, and why it can be a problem.
Use of processes.
Knowledge of change control process.
Course Hours:
Lectures, including
Small group work (20 x 2 hours)
Assignments
Reading
Revision/examinations
Total Student hours
40
50
48
50
188
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MSINM001 Project Management Course Outline 2011/12
Lecture Programme
This course will be offered in 5 versions. See timetables below. The under-graduate (3001).
M-Level (M001) and post-graduate (G001) versions are run together with mixed groups of
students (U-G, M-Level and P-G).
Attendance at all timetabled lectures is compulsory
Timetables
AUTUMN 2011 MSIN3001/M001/G001 (A)
GROUP A
TIME
TUESDAY
11:00 - 13:00
LECTURE
THURSDAY
09:00 – 11:00
LECTURE
Group A places are primarily for Management Joint Study Programme students with some
places available to others on a ‘wait list’ basis via Moodle.
AUTUMN 2011 MSIN3001/M001/G001 (C)
GROUP C
TIME
TUESDAY
14:00 – 16:00
LECTURE
THURSDAY
14:00 – 16:00
LECTURE
Group C is reserved for Mechanical Engineering. No ’wait list’ places available to other
students.
AUTUMN 2011 MSIN3001/M001/G001 (E)
GROUP E
TIME
WEDNESDAY
11:00 - 13:00
LECTURE
FRIDAY
09:00 – 11:00
LECTURE
Group E is primarily for IMB students with a small number of places available to others on a
’wait list’ basis via Moodle.
SPRING 2012 MSIN3001/M001/G001 (B)
GROUP B
TIME
TUESDAY
11:00 - 13:00
LECTURE
THURSDAY
09:00 – 11:00
LECTURE
Group B is available to all students. Places are allocated on a first come, first served basis
via Moodle.
SPRING 2012 MSIN3001/M001/G001 (D)
GROUP D
TIME
MONDAY
11:00 – 13: 00
LECTURE
WEDNESDAY
09:00 – 11:00
LECTURE
Group D is available to all students. Places are allocated on a first come, first served basis
via Moodle.
Students should select on Moodle which version of this course they will attend.
Students are not allowed to swap versions after registration without prior
agreement of the course leader (Jane Britton).
Each group has different assessments, some of which are done in teams, so you may not
‘mix and match’ your attendance at different groups.
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MSINM001 Project Management Course Outline 2011/12
Office Hours
Students who wish to have individual or small group tutorial meetings to discuss aspects of
the course with course lecturers should e-mail the lecturer concerned for an appointment.
Office hours for lecturers will normally be on their course teaching days.
The student reception for Management courses is on the First Floor of the Engineering Front
Building (EFB), on the corner of Malet Place. Course lecturers are based in the Henry
Morley building.
Assessment
Details of the coursework assessments will be provided in a separate coursework pack for
each of the tutor groups (A, B, C, D, E). Each tutor group has different assessments, one of
which is done in a team, so students must make sure that they have the correct pack for their
particular tutor group.
A summary overview:
1 x report: case study analysis (individual)
1 x project planning assignment (team and individual)
1 x two hour examination (unseen)
10%
40%
50%
Revision Sessions
Due to space constraints there will be more than one version of the revision session. See
Moodle for details of the scheduled sessions, you can choose which one you attend.
Coursework Hand-in dates
Term 1 (Tutor Groups A and C)
Assignment 1:
Before 1.30pm, Friday 28 October 2011
Assignment 2 (Pts 1 and 2):
Before 1.30pm, Wednesday 14 December 2011
Assignment 2 (Pt 3):
Before 1.30pm, Wednesday 21 December 2011
Term 1 (Tutor Group E)
Assignment 1:
Assignment 2 (Pts 1 and 2):
Assignment 2 (Pt 3):
Before 1.30pm, Monday 31 October 2011
Before 1.30pm, Thursday 15 December 2011
Before 1.30pm, Thursday 22 December 2011
Term 2 (Tutor Group B)
Assignment 1:
Assignment 2 (Pts 1 and 2):
Assignment 2 (Pt 3):
Before 1.30pm, Friday 3 February 2012
Before 1.30pm, Wednesday 21 March 2012
Before 1.30pm, Wednesday 28 March 2012
Term 2 (Tutor Group D)
Assignment 1:
Assignment 2 (Pts 1 and 2):
Assignment 2 (Pt 3):
Before 1.30pm, Thursday 2 February 2012
Before 1.30pm, Tuesday 20 March 2012
Before 1.30pm, Tuesday 27 March 2012
Marks are aggregated across all of the assessment components (coursework and exam) to
calculate your final grade for the course. In order to be eligible for a pass you must submit
work for ALL components. Failure to submit all required coursework assessments and sit the
examination will result in students being marked as not complete for the module, ie they will
fail. The M-Level Pass mark for the course is 50% overall (across all components).
Important Note:
The Department of Management Science and Innovation (MS&I) operates a late penalty
system for coursework submissions that are handed in after the deadline. Please see MS&I
Student Guidelines for full details.
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MSINM001 Project Management Course Outline 2011/12
MSIN 3001 / M001 / G001 PROJECT MANAGEMENT: SESSIONS 2011/12
Teachin
g
Week
1
2
3
4
5
Session 1: The Project Game
Session 2: Project Characteristics
Tues 4 Oct (A&C)
Weds 5 Oct (E)
Mon 9 Jan (D)
Tues 10 Jan (B)
Thurs 6 Oct (A&C)
Fri 7 Oct (E)
Weds 11 Jan (D)
Thurs 12 Jan (B)
Session 3: Project Planning
Session 4: Why Projects Fail
Tues 11 Oct (A&C)
Weds 12 Oct (E)
Mon 16 Jan (D)
Tues 17 Jan (B)
Thurs 13 Oct (A&C)
Fri 14 Oct (E)
Weds 18 Jan (D)
Thurs 19 Jan (B)
Session 5: Defining the Work
Session 6: Project Proposals
Tues 18 Oct (A&C)
Weds 19 Oct (E)
Mon 23 Jan (D)
Tues 24 Jan (B)
Thurs 20 Oct (A&C)
Fri 21 Oct (E)
Weds 25 Jan (D)
Thurs 26 Jan (B)
Session 7: Scheduling
Session 8: Managing Stakeholders
Tues 25 Oct (A&C)
Weds 26 (E)
Mon 30 Jan (D)
Tues 31 Jan (B)
Thurs 27 Oct (A&C)
Fri 28 Oct (E)
Weds 1 Feb (D)
Thurs 2 Feb (B)
Session 9: Risk
Session 10: Resource Management
Tues 1 Nov (A&C)
Weds 2 Nov (E)
Mon 6 Feb (D)
Tues 7 Feb (B)
Thurs 3 Nov (A&C)
Fri 4 Nov (E)
Weds 8 Feb (D)
Thurs 9 Feb (B)
6
Week commencing Monday 7 Nov 11 & 13 Feb 12: Reading Week
7
8
Session 11: Introduction to
project planning software
Session 12: Teamwork & Project
Plan Cwk Tutorial
Session 11: Introduction to project
planning software
Session 12: Teamwork & Project Plan
Cwk Tutorial
Tues 15 Nov (A&C)
Weds 16 Nov (E)
Mon 20 Feb (D)
Tues 21 Feb (B)
Thurs 17 Nov (A&C)
Fri 18 Nov (E)
Weds 22 Feb (D)
Thurs 23 Feb (B)
Session 13: Configuration Mgmt
Session 14: Projects in
Organisations
Tues 22 Nov (A&C)
Weds 23 Nov (E)
Mon 27 Feb (D)
Tues 28 Feb (B)
9
Thurs 24 Nov (A&C)
Fri 25 Nov (E)
Weds 29 Feb (D)
Thurs 1 Mar (B)
Session 15: Monitoring and
Control
Tues 29 Nov (A&C)
Weds 30 Nov (E)
Mon 5 Mar (D)
Tues 6 Mar (B)
10
11
Session 16: Motivation & Leadership
Thurs 1 Dec (A&C)
Fri 2 Dec (E)
Weds 7 Mar (D)
Thurs 8 Mar (B)
Session 17: Earned Value
Session 18: Negotiation & Contracts
Tues 6 Dec (A&C)
Weds 7 Dec (E)
Mon 12 Mar (D)
Tues 13 Mar (B)
Thurs 8 Dec (A&C)
Fri 9 Dec (E)
Weds 14 Mar (D)
Thurs 15 Mar (B)
Session 19: Quality & Closure
Session 20: Exam Briefing
Tues 13 Dec (A&C)
Weds 14 Dec (E)
Mon 19 Mar (D)
Tues 20 Mar (B)
Thurs 15 Dec (A&C)
Fri 16 Dec (E)
Weds 21 Mar (D)
Thurs 22 Mar (B)
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MSINM001 Project Management Course Outline 2011/12
Reading List
Essential
MSIN3001/M001/G001 Project Management Session Notes - set of notes relating to the
issues covered in each lecture, available on the course Moodle site.
Title
Project Management:
Planning & Control (5th
edition)1
Authors
Albert Lester
Pub
ButterworthHeinemann
Year
2007
ISBN
0-7506-6956-X
Additional Reading
Recommended readings (generally book chapters) are provided in each set of session notes;
See also the Session Plan on Moodle which summarises the recommended readings by
lecture / topic. In addition, the following are useful supplementary reading:
BS6079-1: 2010. Project Management – Part 1:
principles and guidelines for the management of
projects
BSI
2010
BS6079-2: Part 2: Vocabulary
BSI
2000
APM Body Of Knowledge (5th Edition)
APM
2006
1-903494-13-3
The Noah Project
Ralph A Kliem & Irwin S
Ludin
1993
0-566-07469-9
Project Management
(7th ed.)
J. R. Meredith, S. J. Mantel
2010
978-0-470-40026-5
2007
0-9582-833-5-9
Project Management
Leadership
R Burke and S Barron
The Project Workout
(3rd ed.)
R. Buttrick
2005
0-273-68181-8
Other British Standards Relating to Project Management
BS6079-3: Part 3: Guide to the Management of
Business Related Project Risk
BSI
2000
BS ISO10006: 2003. Quality Management
Systems - Guidelines for Quality in Project
Management
BSI
2003
1
Also available via UCL library e-books
MSINM001 / Page 10
MSINM001 Project Management Course Outline 2011/12
UCL members can access British Standards on-line at no charge. Go to the library online
databases at:
http://www.ucl.ac.uk/Library/database/index.shtml
If you are using the UCL system you should be able to go straight to BS, but if you are offcampus you should be prompted to login with your UCL username and password.
There are a wide range of project management texts in the management collection (in DMS
Watson library), and these are all excellent reference / background reading sources.
Reference-only copies of some texts can also be obtained from the library desk.
Specific books and articles, as they relate to each topic, are noted in the session plan.
MAP
The Department of Management Science & Innovation (MS&I) is located on the first floor of
Engineering Front Building in Malet Place, opposite Waterstones. Teaching Staff are based
in the Henry Morley Building at the rear of Foster Court/Medawar buildings.
MSINM001 / Page 11