| Unit name | Project Management |
|---|---|
| Unit code | EFIM20015 |
| Credit points | 20 |
| Level of study | I/5 |
| Teaching block(s) |
Teaching Block 1 (weeks 1 - 12) |
| Unit director | Dr. Lloyd Fletcher |
| Open unit status | Not open |
| Pre-requisites |
Introduction to Management (EFIM10015) |
| Co-requisites |
none |
| School/department | School of Management - Business School |
| Faculty | Faculty of Social Sciences and Law |
Project management has been adopted by a wide range of organisations in industry, commerce and the public sector to help handle many, varied one-off undertakings. Also known as projects, such endeavours tend to entail higher levels of complexity and uncertainty, and therefore risk, than more routine operational activities. The problems involved in managing projects have led to the development of project management as a specialised branch of management. As the use of projects has become more commonplace, this established discipline requires an introduction that enables students to critically examine concepts, theories and techniques to which they will be exposed in almost any organisation.
The main aims of the unit are to introduce the topic and help students to develop an integrated, holistic understanding of what projects ‘are’, and how they are managed in organisations. Further aims are to show how effective project management contributes to organisational success and to encourage students to think critically, analytically, and systematically about projects and their management. Rather than teaching basic tools and techniques, the emphasis is on critical reflection on assumptions, methods, and procedures. The unit offers a grounding in relevant concepts, models, and theoretical frameworks that students can apply in developing their managerial thinking within project environments.
On successful completion of this unit, students will be able to:
1: Demonstrate a holistic, integrated understanding of basic project management concepts and theories.
2: Show how project management techniques are used in order to manage project outcomes.
3: Critically analyze common approaches to managing projects.
4: Recognize how projects interact with the wider managerial, strategic, political, and social environment.
5: Demonstrate theoretical and experiential understandings of the challenges and practicalities of group work as a form of project organizing.
Lectures: 12 hours
Small group classes: 20 hours
80% : Examination. 2 Hour exam. This assesses all of the ILOs.
20% : Group Assignment (up to 3000 words)
Members of a given team may receive different marks depending on their contribution to the work.
With a focus on ILO 5, this also covers ILOs 1-4.
Core text:
Maylor, H. (2010) Project Management. 4th Edition. London: FT Prentice Hall.
Other references that may prove useful, offering different perspectives or emphasis:
• Wysocki, Robert K. Effective Project Management: Traditional, Agile, Extreme. 6th ed. Indianapolis, Ind.: John Wiley &Sons, 2011.
• Smith, C. Making Sense of Project Realities: Theory, Practice and the Pursuit of Performance. Gower Technical Press, 2007.
• Lientz, Bennet P. Project Management: A Problem-based Approach. Houndmills, Basingstoke; New York, NY: Palgrave Macmillan, 2013.
• Nicholas, J. and Steyn, H. (2008) Project Management for Business, Engineering and Technology. 3rd Edition. Oxford: Elsevier.
Students will be directed to selected articles from a variety of relevant publications, in particular the International Journal of Project Management and the Project Management Journal.
