Unit Information Form (UIF)

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1 Unit Information Form (UIF) UIF0708 The UIF provides essential information to students, staff teams and others on a particular unit. Please refer to the University s Guidance notes on Unit Information Forms before completing the details below SECTION 1 - Changes made to Section 1 of the UIF will require Faculty level approval. If substantial changes to Units/Courses are required, consult with Sub Dean (Quality Enhancement) for advice Unit Name Unit Code Project Management Tools and Techniques BSS012-6 Level 7 Credit Value 30 Location of Delivery Summary/Overview Putteridge Bury This unit explores the theory and principles of project management as applicable to the management of public/private, large/small, national and international projects. It will consider the appropriate application of project management methodologies and tools and provide the opportunity to evaluate commercially available software in real-world cases. The unit includes a study of project management methodologies including PRINCE2, PMBoK and BS The unit aims to: Aims Develop students systematic understanding of project management and its diverse application in a number of contexts; Enable students to evaluate commercially available tools and methodologies for their own applications, understanding the advantages and disadvantages of each; Enable students to approach new projects equipped with all the necessary skills to bring projects to successful conclusions; Enable students to recognize and promote the importance of effective project management to potential users. Page 1 of 9

2 Core Learning Outcomes Learning Outcomes On completion of this unit you should be able to: Assessment Criteria To achieve the learning outcome you must demonstrate the ability to: Demonstrate a depth of knowledge and systematic understanding of project management theory. Be critically aware of the different nuances of project management theory in different contexts. Demonstrate a depth of knowledge, application and systematic understanding of project management methodologies. Evaluate the use of methodologies in different contexts. Demonstrate a depth of knowledge, application and systematic understanding of project management tools and their application. Promote formal project management as an effective and valuable business process. Evaluate relevant project management theory related to methodologies, through an individual report. Produce satisfactory individual and group report/presentations demonstrating awareness of contextual limitations on application of different project management tools and techniques. Identify the critical features and application of methodologies, such as PRINCE2, PMBoK and BS in a satisfactory report; Correctly apply appropriate methodologies in a test at the end of the unit. Produce a satisfactory report evaluating the use of methodologies in different contexts. Correctly apply appropriate project management tools in a test at the end of the unit. Produce a satisfactory group report/presentation demonstrating the ability to effectively use project management tools covered (e.g., Pertmaster, MS Project) as appropriate to case. Give a professional presentation selling the case for formal project management techniques to a professional audience, through a consultancy ethos, showing an ability to rationalise real world situations with good practice guidelines. Page 2 of 9

3 SECTION 2 - Any changes made to Section 2 of the UIF will normally require Faculty level approval Period of Delivery Pre-requisites/Restrictions Student Activity (10 notional learning hours = 1 credit) Approach to Learning Year long full-time Two (2+1) blocks part-time Activity Notional Learning Hours Lectures 36 Seminars/tutorials 20 Lab/Field work 6 Assessment 30 E-Learning 30 Self-directed study 130 Group work 48 Other (specify) Total 300 Curriculum is vocational and highly relevant to those wishing to pursue a career in project management or related areas, developing practical skills and knowledge in key Project Management Tools and Techniques. Teaching will be highly interactive with activities for students, involving use of project management tools and techniques, both paper based and software based. Students will be encouraged through in-class activities and assessment, to reflect and evaluate the use of tools and techniques in relation to their own experience. The unit will be challenging in covering a wide range of tools and the group will be encouraged to share their own experiences to enhance all students learning. Communication To help with the development of this you will: Work in tutor assigned groups with students from different academic and professional backgrounds, in tutorial discussion and debate and present findings and conclusions. Information Literacy To help with the development of this you will: Read widely to support the assessment activities, such as evaluating methodologies and tools. Skills Development Research and Evaluation To help with the development of this you will: Investigate a real case using appropriate research methods, either supplied or from your current or recent history and use the tools provided to evaluate and make recommendations. Creativity and Critical Thinking To help with the development of this you will: Consider the similarities and differences between standards and methodologies and consider the advantages and disadvantages of single approaches. Page 3 of 9

4 A range of assessment methods is used. Assessment 1 Individual report evaluating methodologies available and their use. Assessment Strategy Assessment 2 Group report and presentation evaluation of the use of project management tools within case/organisation. Assessment 3 Other - In unit test recognising and applying appropriate methodologies and applying appropriate project management tools No Learning Outcomes Assessment Description of Assessment Weight Assessed Method* Method % RE Individual report words FT wk11 2 PR Group report, presentation words FT wk27 3 IT In-unit test 30 2 hrs FT wk 29 Submission week (assignments) or length (exam) PT Block 3 PT Block 6 PT Wk 14 *The following codes for assessment methods apply: - AR Artefact PC Practical CB Computer- Based PF Performance CS Case Study PL Placement DI Dissertaion or Project p Portfolio EX Exam PR Presentation GR Group Report RE Individual Report IT In- Unit Test OR Oral LR Literature View OT Other SECTION 3 - Once initial approval of the unit has been given, the Unit Co-ordinator may make changes to this section, following appropriate consultation Outline Teaching Schedule Semester 1 Wk 1 Introduction to unit and project management Wk 2 Project Management theory Wk 3 Project Management methodologies, BS , PRINCE2, PMBoK Wk 4 Project Management methodologies II Wk 5 Project management software, tools, decision analysis Wk 6 Management by deliverables exercise on work breakdown structure Wk 7 Private sector case study Wk 8 Projects and their variety (internal and external projects) Wk 9 Supply Chain Management Wk 10 Supplier selection Wk 11 Project feasibility, brief, eligibility, constraints Wk 12 Public sector case study Wk 13 Review Page 4 of 9

5 Wk 14 Inter-semester gap Wk 15 Inter-semester gap Semester 2 Wk 16 Introduction to Project Planning Wk 17 Project planning: PID Wk 18 Project planning: PID exercise Wk 19 Project planning: Gantt, Critical Path Method, short introduction to risk Wk 20 Project planning: PERT, GERT, Wk 21 Project planning: tools exercise in class Wk 22 Project planning: line of balance, rolling wave Wk 23 Public sector case study in class Wk 24 Benefits Realization Earned Value Analysis Wk 25 Case study in class (type determined by student mix) Wk 26 Selling project management services Wk 27 Student presentations Wk 28 Review and revision Wk 29 In-class Test Part-Time Schedule 2 X 3 sessions, normally 2 X (Friday and Saturday, plus Saturday 3 weeks later). Recommended Resources Essential Lock, D., (2007), Project Management, 9 th Ed., Gower. or Reiss, G., (2007), Project Management Demystified, 3 rd Ed., Taylor and Francis. or Longman, A., and Mullins, J., (2005), The Rational Project Manager: A Thinking Team s Guide to Getting Work Done, John Wiley & Sons Journals Project Management Journal International Journal of Project Management Business Process Management Journal International Journal of Operations & Production Management On-Line Project Management Tools and Techniques Database from Research Informed Teaching Project, Literature Review, completed 2008/9. Background APM, (2006), APM Body of Knowledge, 5 th Ed. Ayyubi, S. R., Ahmad, M., and Faiz, F. (2007). Schedule slippage, its prevention factors & their adherence (assessment of the project management best practices which contribute in successful completion of projects in the software industry of Pakistan). ICIET 2007: Proceedings Of The International Conference On Information And Emerging Technologies, Bailey, G. (2005). Modern project management and the lessons from the study of the transformation of the British expeditionary force in the great war. Management Decision, 43(1), 56. Ben Arbaugh, J. (2007). Introduction: Project management education: Emerging tools, techniques, and topics. Academy Of Management Learning & Education, 6, Besner, C., and Hobbs, B. (2006). The perceived value and potential contribution of project management Page 5 of 9

6 practices to project success. Project Management Journal, 37(3), 12. Boris, A., Maureen, M., and Robert Graham, D. (2004). Exploring decision support and strategic project management in the oil and gas sector. European Management Journal, 22(1), 63. Bresnen, M., Anna, G., and Jacky, S. (2004). Embedding new management knowledge in project-based organizations. Organization Studies (after Jan 1, 2003), 25(9), Bryde, D. J. (2003). Modelling project management performance. International Journal of Quality & Reliability Management, 20(2), 229. Bryde, D. J. (2003). Project management concepts, methods and application. International Journal of Operations & Production Management, 23(7), BS standards: BS : 2002 Project Management. Guide to Project Management BS IEC 62198:2001 Project Risk Management. Application Guidelines Burke, R., (2003), Project Management Planning and Control Techniques, Wiley. Cooke-Davies, T. J., and Andrew, A. (2003). The maturity of project management in different industries an investigation into variations between project management models. International Journal of Project Management, 21(6), 471. Crawford, L., Pollack, J., and England, D. (2007). How standard are standards: An examination of language emphasis in project management standards. Project Management Journal, 38(3), 6. Dey, P. K. (2002). Benchmarking project management practices of Caribbean organizations using analytic hierarchy process. Benchmarking: An International Journal, 9(4), 326. Dikmen, I., Birgonul, M. T., and Gur, A. K. (2007). A case-based decision support tool for bid mark-up estimation of international construction projects. Automation In Construction, 17, Dossick, C. S., and Sakagami, M. (2008). Implementing web-based project management systems in the united states and Japan. Journal Of Construction Engineering And Management-Asce, 134(3), Dvir, D. D., Tzvi, T. R., and Aaron, J. A. J. S. (2003). An empirical analysis of the relationship between project planning and project success. International Journal of Project Management, 21(2), 89. Emery, P. R. (2002). Bidding to host a major sports event: The local organizing committee perspective. International Journal of Public Sector Management, 15(4), 316. Gardiner, P. D., (2005), Project Management A Strategic Planning Approach, Palgrave Macmillan. Gogan, J. L., and Gelinas, U. J. (2007). Managing the internet payment platform project. Journal Of Information Technology, 22, Gowan, J. A. J., and Richard, G. M. (2005). The importance of management practices in is project performance: An empirical study. Journal of Enterprise Information Management, 18(2), 235. Han, S. H., Kim, D. Y., and Kim, H. (2007). Predicting profit performance for selecting candidate international construction projects. Journal Of Construction Engineering And Management-Asce, 133(6), Hans, E. W., Herroelen, W., Leus, R., and Wullink, G. (2007). A hierarchical approach to multi-project planning under uncertainty. Omega-International Journal Of Management Science, 35(5), Henry, R. M., McCray, G. E., Purvis, R. L., and Roberts, T. L. (2007). Exploiting organizational knowledge in developing is project cost and schedule estimates: An empirical study. Information & Management, 44(6), HM Treasury, Public Private Partnerships, last accessed Jan Page 6 of 9

7 09 Jiang, J. J. J., Klein, G. G., and Discenza, R. R. (2002). Pre-project partnering impact on an information system project, project team and project manager. European Journal of Information Systems, 11(2), 86. Keeling, R., (2000), Project Management An International Perspective, Palgrave Macmillan Khodakarami, V., Fenton, N., and Neil, M. (2007). Project scheduling: Improved approach to incorporate uncertainty using bayesian networks. Project Management Journal, 38(2), 39. Kim, K., and Jesus, M. d. l. G. (2005). Critical path method with multiple calendars. Journal of Construction Engineering and Management, 131(3), 330. Kor, R. and Wijnen, G., (2007), 59 Checklists for Project and Programme Managers, Gower. Kuprenas, J. A., and Nasr, E. B. (2007). Cost performance comparison of two public sector project procurement techniques. Journal Of Management In Engineering, 23(3), Lawrence, P., and Scanlan, J. (2007). Planning in the dark: Why major engineering projects fail to achieve key goals. Technology Analysis & Strategic Management, 19(4), Liberatore, M. J., and Pollack-Johnson, B. (2006). Extending project time-cost analysis by removing precedence relationships and task streaming. International Journal of Project Management, 24(6), 7. Liberatore, M. J., Pollack-Johnson, B., and Smith, C. A. (2001). Project management in construction: Software use and research directions. Journal of Construction Engineering and Management, 127(2), 101. Liberatore, M. J., and Titus, G. J. (1983). The practice of management science in R&D project management at the strategic level. Management Science, 29(8), 13. Loo, R. (2003). A multi-level causal model for best practices in project management. Benchmarking: An International Journal, 10(1), 29. Mantel, S. J., Meredith, J. R., Shafer, S. M. and Sutton, M. M., (2001), Project Management in Practice, Wiley. Maroto, C., and Tormos, P. (1994). Project management: An evaluation of software quality. International Transactions in Operational Research 1(2), 13. Maylor, H., (2003), Project Management, 3 rd Ed., FT Prentice Hall. Meredith, J. R. and Mantel, S. J., (2006), Project Management A Managerial Approach, 6 th Ed., Wiley International. Metaxiotis, K. S., John, E. P., and Kostas, A. E. (2003). Production scheduling in ERP systems: An AI-based approach to face the gap. Business Process Management Journal, 9(2), 221. Murphy, A., and Ann, L. (2007). Project management tools and techniques in high-technology SMEs. Management Research News, 30(2), 153. Nikas, A., Poulymenakou, A., and Kriaris, P. (2007). Investigating antecedents and drivers affecting the adoption of collaboration technologies in the construction industry. Automation In Construction, 16(5), OGC, Managing successful projects with PRINCE2, Publisher OGC Philbin, S. P. (2008). Managing complex technology projects. Research-Technology Management, 51(2), Pitsis, T. S., Clegg, S. R., Marosszeky, M., and Rura-Polley, T. (2003). Constructing the Olympic dream: A future perfect strategy of project management. Organization Science, 14(5), 17. Page 7 of 9

8 PMI, A Guide to Project Management Body of Knowledge Third Edition Pollack, J. (2007). The changing paradigms of project management. International Journal of Project Management, 25(3), 266. Pollack-Johnson, B. (2005). Project planning under uncertainty using scenario analysis. Project Management Journal, 36(1), 12. Pollack-Johnson, B., and Liberatore, M. J. (1998). Project management software usage patterns and suggested research directions for future. Project Management Journal, 29(2), 10. Raisanen, C., R., and Anneli, L. (2004). Technologizing discourse to standardize projects in multi-project organizations: Hegemony by consensus? Organization, 11(1), 101. Ramo, H. (2002). Doing things right and doing the right things time and timing in projects. International Journal of Project Management, 20(7), 569. Rozenes, S., Vitner, G., and Spraggett, S. (2006). Project control: Literature review. Project Management Journal, 37(4), 10. Ruikar, K., Anumba, C. J., and Carrillo, P. M. (2003). Reengineering construction business processes through electronic commerce. The TQM Magazine, 15(3), 197. Stanleigh, M. (2006). From crisis to control: New standards for project management. Ivey Business Journal, 2006(70), 5. Taher, M. (2007). Project management: Tools and techniques for today's LIS professional. Information Processing & Management, 43(4), Thang, N. N. (2006). A decision model for managing software development projects. Information & Management, 43(1), 63. Tormos, P. P., and Lova, A. A. (2001). Tools for resource-constrained project scheduling and control: Forward and backward slack analysis. Journal of the Operational Research Society, 52(7), 779. Van Hee, K., Serebrenik, A., Sidorova, N., Voorhoeve, M., and Van der Wal, J. (2007). Scheduling-free resource management. Data & Knowledge Engineering, 61(1), Vilalta-Perdo, E. (2007). Information systems project management: Methods, tools and techniques. Interfaces, 37(4), Weippert, A., Kajewski, S. L., and Tilley, P. A. (2003). The implementation of online information and communication technology (ICT) on remote construction projects. Logistics Information Management, 16(5), 327. White, D., and Fortune, J. (2002). Current practice in project management - an empirical study. International Journal of Project Management, 20(1), Winter, M., Smith, C., Morris, P., and Cicmil, S. (2006). Directions for future research in project management: The main findings of a UK government-funded research network. International Journal of Project Management, 24(8), 638. Zhang, H., Kitchenham, B., and Jeffery, R. (2007). Achieving software project success: A semi-quantitative approach. Software Process Dynamics And Agility, Proceedings, 4470, Zipf, P. J. (2000). Technology-enhanced project management. Journal of Management in Engineering, 16(1), 34. Page 8 of 9

9 SECTION 4 Administrative Information Faculty Business Field Department/School/Division Unit Co-ordinator Business Systems Dr Elly Philpott Version Number Body approving this version Date of University approval of this version (dd/mm/yyyy) Shared Units Indicate below all courses which include this Unit in their diet Form completed by: Name: Dr Elly Philpott Date: January 2009 Authorisation on behalf of the Faculty Teaching Quality and Standards Committee (FTQSC) Chair: Date:... Unit Updates Date (dd/mm/yyyy) Nature of Update FTQSC Minute Ref: Page 9 of 9

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