Enterprise-based Modules for MSc Construction Economics & Management BENVGPM3: Managing the enterprise-project relationship BENVGPM5: The Procurement of Construction, Engineering and Professional Services BENVGPM6: Organisations and People in Projects BENVGPM7: Managing construction BENVGPMD: Environmental Sustainability in the Construction Sector BENVGPME: Supply Chain Management: Principles and Case Studies BENVGPMG The management of large projects and programmes BENVGPMH Social Networks in Projects BENVGPMJ Integrating Project Information Systems with Building Information Modeling (BIM) BENVGPM3: Managing the enterprise-project relationship (Dr Taha Elhag) To develop complex issues in the management of projects within an enterprise context, in particular: the problems of running both related and unrelated groups of projects the evaluation and measurement of project performance strategic management and alignment of finance, organization, value, quality and risk interfaces between project, operations and facility management After taking this module the student should be able to; Analyse the relationship between: individual projects, project portfolios and programmes components of project strategy such as risk, finance, value quality and organization project, facility and operations management Understand, select, develop and apply: appropriate tools and techniques (including comparative project performance measurement) to contribute towards the realization of overall enterprise strategy through strategic management and alignment of groups of projects and their components Seminar Titles: Measures of project effectiveness Managing portfolios, programs and systems Project optimisation Realising project strategy Interfacing project and facility management BENVGPM5: The Procurement of Construction, Engineering and Professional Services (David Coles) Aims/objectives : To understand in the context of projects and project-driven enterprises: Alternative forms of procurement relationships Commercial and legal issues involved in selecting procurement routes The management of procurement processes Legal issues associated with procurement of contractors and professional service providers
BENVGPM5: The Procurement of Construction, Engineering and Professional Services cont After taking this module the student should be able to: Analyse: The nature and alternative forms of procurement relationships The processes of procurement and the legal/commercial issues involved Supply chain risks in fast-track and concurrent engineering projects Supply chain structures and change drivers/opportunities/problems Understand, select, develop and apply: Appropriate strategies, tools and techniques for managing and optimising the supply chain Apply this knowledge to selected case studies Understand the legal issues facing those procuring construction and engineering services Understand the legal obligations placed upon those providing professional services including project management Seminar Titles: Procurement types and standard forms; selection criteria Tendering; legal position; process; EU procedures; evaluation criteria Law of Contract; documents; letters of intent; prime cost contracts Contract administration for Project Managers Legal liabilities for Project Managers BENVGPM6: Organisations and People in Projects (Sarah Earl) To understand in the context of projects and project-driven enterprises: Forms and structures of temporary and longer-term organisations arising in projects and project-based enterprises Power, conflict and communication management issues arising in such organisations Project leadership and team roles Project-based learning and the role of project management support offices/centres of excellence After taking this module the student should be able to: Analyse: The nature and alternative structures of project-based organisations The opportunities and problems arising in the operation of organizations in respect of power, authority, stakeholders, excluded groups (including issues in conflict and communication) The development, leadership and functioning of project-based teams The processes of creating, diffusing and enlarging project-based knowledge Understand, select, develop and apply appropriate strategies, tools, techniques, processes and practices for managing and optimising project-based organisations (including the creation and management of project management support offices and centres of excellence) Apply this knowledge to selected case studies Seminar Titles: Structure Effective communications and race and gender issues Project leadership Case studies in leaders roles, team formation and conflict Excellence in project management
BENVGPM7: Managing Construction (John Kelsey and Dr Andrew Edkins) To understand: The management of the construction phase of a project The construction phase in its overall project context After taking this module the student should be able to: Analyse: Construction interfaces with design, procurement and operations stages Interactions in realizing multiple construction stage objectives Particular problems of co-existing site and enterprise operations Understand, select, develop and apply appropriate strategies, tools, techniques, processes and practices for managing and optimising construction operations Apply this knowledge to selected case studies Managing construction productivity Managing health & safety Case studies in construction projects Construction management in practice by a speaker from the industry Site visit or class desk exercise BENVGPMD: Environmental Sustainability in the Construction Sector (Dr Aeli Roberts) Give an overview of the impact of climate change and diminishing resources on the way that the construction industry currently operates and will operate in the future Provide tools by which the impact of the industry can be assessed and methods by which construction s negative impact may be reduced Consider current drivers for change. Understand the concept of the triple bottom line and the place of environmental sustainability within it Appreciate the interdependent relationship of climate change and the impact on the construction sector Appreciate the costs, benefits and risks attached to adopting currently available environmentally driven building solutions Appreciate the costs, benefits and risks associated with minimizing the non-repeatable use of materials Be conversant with the methods of assessing the total environmental impacts Climate change and the impact of construction The costs of going green Development of brownfield sites Environmental impact assessments Waste reduction and site waste management plans
BENVGPME: Supply Chain Management: Principles and Case Studies (Dr Stephen Pryke) Understand the evolution of SCM and its definition and the relationship between the management of projects and programmes and the management of the supply chain Understand the forces affecting and the motivations behind the transfer of risk between the forms forming the supply chain Become familiar with some best practice case studies Understand the applications of supply chain management to construction and engineering sub contracting Form a view about the increasing importance of SCM to organisation of construction and engineering in the future This module will provide the student with: A detailed understanding of the terminology and principles associated with supply chain management An understanding of the potential benefits to clients and the industry of the effective management of supply chains An understanding of the increasing importance of supply chains as a means of providing lower costs, higher value and improved integration A detailed knowledge of best practice principles for SCM Introduction; history and concepts; assignment Risk management and risk transfer in supply chains Client driven SCM; a case study of Slough Estates plc Franchising; an innovative application of SCM Future for SCM building for the 21st Century BENVGPMG The Management of Large Projects and Programmes (John Kelsey and Sarah Earl) To equip students: To go beyond normal project management to understand the external inter-relationship of large projects and programs with their environment and the internal relationships of the constituent parts of a large project or program. To think dynamically, holistically and strategically about managing large projects and programs using a varied set of approaches based on a combination of academic research and practitioner-led input. To analyze and critically discuss major issues arising in real programs and large projects and be capable of making suitable recommendations To understand:- The dynamic complexity inherent in large projects and programs and the problems which this poses for their successful management Different ways of understanding and practicing management in a dynamically complex project/program environment The roles, relationships and active engagement of different stakeholders in the communication of requirements, the shaping of a sustainable vision and accountability for outcomes The importance and means of realizing and evaluating benefits throughout the project/program life-cycle including the operating phase The importance and means of maintaining purposive coherence, technological consistency and systems integrity in the dynamic unfolding of the project/program and the associated changes in both scope/requirements and the project/program environment The importance and means of capturing/applying lessons learned, developing competency and progressing towards capability maturity within the project/program life-cycle
BENVGPMG The Management of Large Projects and Programmes cont Problems of scale and complexity in managing large projects and programmes Governance, stakeholder engagement, sustainable vision and accountability Managing benefits realisation, value and risk Configuration management, change control and systems integration Managing large projects and programmes in practice (guest speaker from industry) [NEW MODULE] BENVGPMH Social Networks in Projects (Dr Stephen Pryke and Dr Sulafa Badi) [NEW MODULE] BENVGPMJ Integrating Project Information Systems with Building Information Modeling (BIM) (Dr Taha Elhag, John Kelsey and Professor Tim Broyd) To provide a sound theoretical basis for the development and deployment of integrated project information systems (including BIM) using theories, models and concepts which students will have already encountered relating to project, information, communications, knowledge and change management and, in addition, convey key aspects of the theories of Human-Computer Interaction and ICT project management. To help equip students to act in the following roles: As a Project Manager in understanding and arguing the business case for (and against) as well as communicating to clients the benefits, costs and risks of greater integration of project information systems and the role that BIM can play in such systems AND understanding, arguing for and managing the effective deployment of such tools in the better Management of Projects in a context where projects are subject to greater complexity, external regulation/legislation, whole asset life cycle forms of procurement, sustainability targets, FM performance, fragmentation of supply chains and dispersed location of members of the project coalition (and maybe of the project itself). As an active and informed Project Client in an ICT project (within a construction project) for the acquisition and deployment of BIM-related tools As an enterprise manager in advising construction sector enterprises about aspects of the strategic development of BIM-ready capability. Learning Outcomes: To understand: Principles and theories relating to Information and Communications Management Systems together with theories of Human-Computer Interaction and how the adoption of BIM and other information and communication technologies fits (or not) into such principles and theories. This includes key cognitive biases associated with information perception and task performance within enhanced Human-Computer and remote Human-Human interaction environments. The value-adding uses for BIM throughout the project and asset life cycles in assisting the improvement of design/build quality, productivity, technological innovation, health and safety, sustainability, asset/operations/energy management, organizational learning/knowledge management and legacy management (soft landing) including significant unresolved issues and some of the current research to resolve them. Key managerial issues at project, firm and industry levels of re-organization, inter-organizational relations, power redistribution and project coalition formation including problems of interoperability, systems governance, access/editing/version control, responsibilities for system quality and failure, intellectual property (and associated rights) as well as other relevant legal, professional and commercial considerations.
BENVGPMJ Integrating Project Information Systems with Building Information Modeling (BIM) cont Learning Outcomes cont To understand: Issues associated with de-skilling and retraining of the workforce for BIM including problems of supply chain development in assisting and integrating ICT-constrained small and medium enterprises together with supply of BIM-related tools including outsourcing and BIM supply chain issues Current industry practice in UK/USA as well as UK government policy To be able to: Demonstrate understanding of the practical deployment of BIM-related tools as a project-within-aproject (both because of the emergent nature of the associated technologies and because of the unique nature of each project coalition) and use student-acquired project management skills to create a preliminary output specification for a module of a BIM-based information system together with procurement proposals in a construction project at Project Execution Plan stage Teaching event summary: BIM interfaces with theories of information and communications Potential benefits, costs, risks of BIM and unresolved problems Understanding strategic and project issues in implementing BIM Using BIM in the real world (with an invited speaker from industry or professional practice) Group presentations for specifying requirements and procuring a module of a BIM system For any further information please contact CEM Programme Director: John Kelsey j.kelsey@ucl.ac.uk