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Organisations of all sizes, from small businesses to multi-national conglomerates, are expected to continually adapt to their environment to remain resilient and competitive. This adaptation is commonly achieved through project work and there is a growing interest in the use of project management and the related topics of programme and portfolio management. Managers need an ability to understand the nature of project work and appreciate the implications for their management. Given the growing number of methodologies and prescriptions regarding the management of projects it is also increasingly important for managers to be able to discern which frameworks, processes, and tools are most suited to their organisational context.

The course examines what differentiates project work from operational work and the implications for management. It explores the concepts and relationships between project, programme and portfolio management and the use of waterfall versus agile project management approaches. Project governance, managing executive stakeholders and leading teams, and project management maturity frameworks are also examined.

On successful completion of this course students should be able to:

1. critically evaluate the differences and discuss the implications between operational and project work for an organisation;
2. assess the suitability and provide recommendations on the use of projects, programmes and portfolios for managing project work in an organisation or situation;
3. critically compare the various methods for managing project work and critically justify the most suitable method for a particular situation;
4. appraise the components of organisational systems that direct and control project work and critically select the systems that are effective for a specified situation;
5. judge models of organisational project management maturity; critically discriminate and justify where they are useful;
6. create professional communication and engagement artefacts suited to managing projects.