Engineering Tripos Part IIB, 4E12: Project Management, 2023-24
Module Leader
Lecturer
Dr N Oraiopoulos
Timing and Structure
Lent term. Eight 2-hour sessions + coursework. Assessment: 100% coursework (please see details below)
Aims
The aims of the course are to:
- introduce the principal elements of project management; equipping students with the basic skills to enable them to manage a project and to operate effectively as part of a project team.
Objectives
As specific objectives, by the end of the course students should be able to:
- use a set of tools and frameworks that enable effective project planning and execution.
- understand the need for appropriate governance structures and control systems in the delivery of project objectives.
- run a small scale project and to be an effective member of any project team.
Content
Session 1: Introduction to Project Management
- Wide applicability of Project Management (PM)
- Reasons why project fail
- History of PM: Roots of change
- Critical Path Method (CPM): Dragonfly Case - part 1
Session 2: Project Planning and Control
- Beyond the CPM; the PERT method
- EVA/ABC
- Design Structure Matrix
- Monte Carlo Simulation and Limitations
- Dragonfly Case - part II
Session 3: Ambiguity in Large Innovative Projects
- Flying Car Case
- Managing Residual Uncertainty
- Strategies for Managing Ambiguity
Session 4: Project Risk Management
- Intro to PM Risk Management
- Review of decision trees
- Real Options
Session 5: Managing Project Teams
- In-class exercise
- Heavyweight vs lightweight project managers
- Functional vs. project-based organizations
Session 7: Portfolio Management
- Scoring tables and financial indices: value and limitations
- Risk return matrices and visual tools
- The need for diversification in high risk projects
Session 8: Project Management Contracts
- Fixed fee/Time and Materials/Performance-based contracts
- Comparison and applicability of each contract type
- Risk-sharing through optimal contract design
- Barganining power and negotiations
Coursework
Individual Coursework (100%).
| Coursework | Format |
Due date & marks |
|---|---|---|
|
[Coursework activity: Project Prioritization and Analysis / Final] Brief description You will be given a case study and asked to analyse the risk profiles of different projects portfolios. You will have to make a recommendation regarding what projects should the company select and defend your recommendation with both quantitative and qualitative arguments. Learning objectives:
|
Individual Report anonymously marked |
Beginning of Easter Term
|
Booklists
Please refer to the Booklist for Part IIB Courses for references to this module, this can be found on the associated Moodle course.
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
GT1
Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.
IA1
Apply appropriate quantitative science and engineering tools to the analysis of problems.
IA2
Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.
KU1
Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.
KU2
Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S2
Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
P7
Awareness of quality issues.
Last modified: 30/05/2023 15:30
Engineering Tripos Part IIB, 4E12: Project Management, 2025-26
Module Leader
Lecturer
Dr N Oraiopoulos
Timing and Structure
Lent term. Eight 2-hour sessions + coursework. Assessment: 100% coursework (please see details below)
Aims
The aims of the course are to:
- introduce the principal elements of project management; equipping students with the basic skills to enable them to manage a project and to operate effectively as part of a project team.
Objectives
As specific objectives, by the end of the course students should be able to:
- use a set of tools and frameworks that enable effective project planning and execution.
- understand the need for appropriate governance structures and control systems in the delivery of project objectives.
- run a small scale project and to be an effective member of any project team.
Content
Session 1: Introduction to Project Management
- Wide applicability of Project Management (PM)
- Reasons why project fail
- History of PM: Roots of change
- Critical Path Method (CPM): Dragonfly Case - part 1
Session 2: Project Planning and Control
- Beyond the CPM; the PERT method
- EVA/ABC
- Design Structure Matrix
- Monte Carlo Simulation and Limitations
- Dragonfly Case - part II
Session 3: Ambiguity in Large Innovative Projects
- Flying Car Case
- Managing Residual Uncertainty
- Strategies for Managing Ambiguity
Session 4: Project Risk Management
- Intro to PM Risk Management
- Review of decision trees
- Real Options
Session 5: Managing Project Teams
- In-class exercise
- Heavyweight vs lightweight project managers
- Functional vs. project-based organizations
Session 7: Portfolio Management
- Scoring tables and financial indices: value and limitations
- Risk return matrices and visual tools
- The need for diversification in high risk projects
Session 8: Project Management Contracts
- Fixed fee/Time and Materials/Performance-based contracts
- Comparison and applicability of each contract type
- Risk-sharing through optimal contract design
- Barganining power and negotiations
Coursework
Individual Coursework (100%).
| Coursework | Format |
Due date & marks |
|---|---|---|
|
[Coursework activity: Project Prioritization and Analysis / Final] Brief description You will be given a case study and asked to analyse the risk profiles of different projects portfolios. You will have to make a recommendation regarding what projects should the company select and defend your recommendation with both quantitative and qualitative arguments. Learning objectives:
|
Individual Report anonymously marked |
Beginning of Easter Term
|
Booklists
Please refer to the Booklist for Part IIB Courses for references to this module, this can be found on the associated Moodle course.
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
GT1
Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.
IA1
Apply appropriate quantitative science and engineering tools to the analysis of problems.
IA2
Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.
KU1
Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.
KU2
Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S2
Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
P7
Awareness of quality issues.
Last modified: 04/06/2025 13:28
Engineering Tripos Part IIB, 4E12: Project Management, 2018-19
Module Leader
Lecturer
Dr N Oraiopoulos
Timing and Structure
Lent term. Eight 2-hour sessions + coursework. Assessment: 100% coursework (please see details below)
Aims
The aims of the course are to:
- introduce the principal elements of project management; equipping students with the basic skills to enable them to manage a project and to operate effectively as part of a project team.
Objectives
As specific objectives, by the end of the course students should be able to:
- use a set of tools and frameworks that enable effective project planning and execution.
- understand the need for appropriate governance structures and control systems in the delivery of project objectives.
- run a small scale project and to be an effective member of any project team.
Content
Session 1: Introduction to Project Management
- Wide applicability of Project Management (PM)
- Reasons why project fail
- History of PM: Roots of change
- Critical Path Method (CPM): Dragonfly Case - part 1
Session 2: Project Planning and Control
- Beyond the CPM; the PERT method
- EVA/ABC
- Design Structure Matrix
- Monte Carlo Simulation and Limitations
- Dragonfly Case - part II
Session 3: Ambiguity in Large Innovative Projects
- Flying Car Case
- Managing Residual Uncertainty
- Strategies for Managing Ambiguity
- Stakeholder Management
Session 4: Project Risk Management
- Intro to PM Risk Management
- Review of decision trees
- Real Options
Session 5: Managing Project Teams
- In-class exercise
- Heavyweight vs lightweight project managers
- Functional vs. project-based organizations
Session 7: Portfolio Management
- Scoring tables and financial indices: value and limitations
- Risk return matrices and visual tools
- Experimental evidence: collective bias
Session 8: Project Management Contracts
- Fixed fee/Time and Materials/Performance-based contracts
- Comparison and applicability of each contract type
- Risk-sharing through optimal contract design
- Barganining power and negotiations
Coursework
In-class individual case discussion contributions (20%), Group case write-up (20%), Coursework work individual (60%).
| Coursework | Format |
Due date & marks |
|---|---|---|
|
Coursework activity #1: Project Management Case Study Coursework 1 brief description You will be given a case and asked to analyse the risk management framework that the managers use to ensure a smooth transition of the IT operations. Learning objective:
|
Group Report anonymously marked |
Beginning of Lecture 4 [12/60] |
|
[Coursework activity #2 Project Prioritization and Analysis / Final] Coursework 2 brief description You will be given a case study and asked to analyse the risk profiles of different projects portfolios. You will have to make a recommendation regarding what projects should the company select and defend your recommendation with both quantitative and qualitative arguments. Learning objective:
|
Individual Report anonymously marked |
Beginning of Easter Term [36/60] |
Booklists
Please see the Booklist for Group E Courses for references for this module.
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
GT1
Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.
IA1
Apply appropriate quantitative science and engineering tools to the analysis of problems.
IA2
Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.
KU1
Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.
KU2
Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S2
Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
P7
Awareness of quality issues.
Last modified: 25/05/2018 13:48
Engineering Tripos Part IIB, 4E12: Project Management, 2022-23
Module Leader
Lecturer
Dr N Oraiopoulos
Timing and Structure
Lent term. Eight 2-hour sessions + coursework. Assessment: 100% coursework (please see details below)
Aims
The aims of the course are to:
- introduce the principal elements of project management; equipping students with the basic skills to enable them to manage a project and to operate effectively as part of a project team.
Objectives
As specific objectives, by the end of the course students should be able to:
- use a set of tools and frameworks that enable effective project planning and execution.
- understand the need for appropriate governance structures and control systems in the delivery of project objectives.
- run a small scale project and to be an effective member of any project team.
Content
Session 1: Introduction to Project Management
- Wide applicability of Project Management (PM)
- Reasons why project fail
- History of PM: Roots of change
- Critical Path Method (CPM): Dragonfly Case - part 1
Session 2: Project Planning and Control
- Beyond the CPM; the PERT method
- EVA/ABC
- Design Structure Matrix
- Monte Carlo Simulation and Limitations
- Dragonfly Case - part II
Session 3: Ambiguity in Large Innovative Projects
- Flying Car Case
- Managing Residual Uncertainty
- Strategies for Managing Ambiguity
Session 4: Project Risk Management
- Intro to PM Risk Management
- Review of decision trees
- Real Options
Session 5: Managing Project Teams
- In-class exercise
- Heavyweight vs lightweight project managers
- Functional vs. project-based organizations
Session 7: Portfolio Management
- Scoring tables and financial indices: value and limitations
- Risk return matrices and visual tools
- The need for diversification in high risk projects
Session 8: Project Management Contracts
- Fixed fee/Time and Materials/Performance-based contracts
- Comparison and applicability of each contract type
- Risk-sharing through optimal contract design
- Barganining power and negotiations
Coursework
Individual Coursework (100%).
| Coursework | Format |
Due date & marks |
|---|---|---|
|
[Coursework activity: Project Prioritization and Analysis / Final] Brief description You will be given a case study and asked to analyse the risk profiles of different projects portfolios. You will have to make a recommendation regarding what projects should the company select and defend your recommendation with both quantitative and qualitative arguments. Learning objectives:
|
Individual Report anonymously marked |
Beginning of Easter Term
|
Booklists
Please refer to the Booklist for Part IIB Courses for references to this module, this can be found on the associated Moodle course.
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
GT1
Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.
IA1
Apply appropriate quantitative science and engineering tools to the analysis of problems.
IA2
Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.
KU1
Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.
KU2
Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S2
Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
P7
Awareness of quality issues.
Last modified: 30/09/2022 10:07
Engineering Tripos Part IIB, 4E12: Project Management, 2020-21
Module Leader
Lecturer
Dr N Oraiopoulos
Timing and Structure
Lent term. Eight 2-hour sessions + coursework. Assessment: 100% coursework (please see details below)
Aims
The aims of the course are to:
- introduce the principal elements of project management; equipping students with the basic skills to enable them to manage a project and to operate effectively as part of a project team.
Objectives
As specific objectives, by the end of the course students should be able to:
- use a set of tools and frameworks that enable effective project planning and execution.
- understand the need for appropriate governance structures and control systems in the delivery of project objectives.
- run a small scale project and to be an effective member of any project team.
Content
Session 1: Introduction to Project Management
- Wide applicability of Project Management (PM)
- Reasons why project fail
- History of PM: Roots of change
- Critical Path Method (CPM): Dragonfly Case - part 1
Session 2: Project Planning and Control
- Beyond the CPM; the PERT method
- EVA/ABC
- Design Structure Matrix
- Monte Carlo Simulation and Limitations
- Dragonfly Case - part II
Session 3: Ambiguity in Large Innovative Projects
- Flying Car Case
- Managing Residual Uncertainty
- Strategies for Managing Ambiguity
Session 4: Project Risk Management
- Intro to PM Risk Management
- Review of decision trees
- Real Options
Session 5: Managing Project Teams
- In-class exercise
- Heavyweight vs lightweight project managers
- Functional vs. project-based organizations
Session 7: Portfolio Management
- Scoring tables and financial indices: value and limitations
- Risk return matrices and visual tools
- The need for diversification in high risk projects
Session 8: Project Management Contracts
- Fixed fee/Time and Materials/Performance-based contracts
- Comparison and applicability of each contract type
- Risk-sharing through optimal contract design
- Barganining power and negotiations
Coursework
In-class individual case discussion contributions (5%), Group case write-up (30%), Coursework work individual (65%).
| Coursework | Format |
Due date & marks |
|---|---|---|
|
Coursework activity #1: Project Management Case Study Coursework 1 brief description You will be given a case and asked to analyse the risk management framework that the managers use to ensure a smooth transition of the IT operations. Learning objective:
|
Group Report anonymously marked |
Beginning of Lecture 4
|
|
[Coursework activity #2 Project Prioritization and Analysis / Final] Coursework 2 brief description You will be given a case study and asked to analyse the risk profiles of different projects portfolios. You will have to make a recommendation regarding what projects should the company select and defend your recommendation with both quantitative and qualitative arguments. Learning objective:
|
Individual Report anonymously marked |
Beginning of Easter Term
|
Booklists
Please refer to the Booklist for Part IIB Courses for references to this module, this can be found on the associated Moodle course.
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
GT1
Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.
IA1
Apply appropriate quantitative science and engineering tools to the analysis of problems.
IA2
Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.
KU1
Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.
KU2
Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S2
Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
P7
Awareness of quality issues.
Last modified: 16/02/2021 06:35
Engineering Tripos Part IIB, 4E12: Project Management, 2024-25
Module Leader
Lecturer
Dr N Oraiopoulos
Timing and Structure
Lent term. Eight 2-hour sessions + coursework. Assessment: 100% coursework (please see details below)
Aims
The aims of the course are to:
- introduce the principal elements of project management; equipping students with the basic skills to enable them to manage a project and to operate effectively as part of a project team.
Objectives
As specific objectives, by the end of the course students should be able to:
- use a set of tools and frameworks that enable effective project planning and execution.
- understand the need for appropriate governance structures and control systems in the delivery of project objectives.
- run a small scale project and to be an effective member of any project team.
Content
Session 1: Introduction to Project Management
- Wide applicability of Project Management (PM)
- Reasons why project fail
- History of PM: Roots of change
- Critical Path Method (CPM): Dragonfly Case - part 1
Session 2: Project Planning and Control
- Beyond the CPM; the PERT method
- EVA/ABC
- Design Structure Matrix
- Monte Carlo Simulation and Limitations
- Dragonfly Case - part II
Session 3: Ambiguity in Large Innovative Projects
- Flying Car Case
- Managing Residual Uncertainty
- Strategies for Managing Ambiguity
Session 4: Project Risk Management
- Intro to PM Risk Management
- Review of decision trees
- Real Options
Session 5: Managing Project Teams
- In-class exercise
- Heavyweight vs lightweight project managers
- Functional vs. project-based organizations
Session 7: Portfolio Management
- Scoring tables and financial indices: value and limitations
- Risk return matrices and visual tools
- The need for diversification in high risk projects
Session 8: Project Management Contracts
- Fixed fee/Time and Materials/Performance-based contracts
- Comparison and applicability of each contract type
- Risk-sharing through optimal contract design
- Barganining power and negotiations
Coursework
Individual Coursework (100%).
| Coursework | Format |
Due date & marks |
|---|---|---|
|
[Coursework activity: Project Prioritization and Analysis / Final] Brief description You will be given a case study and asked to analyse the risk profiles of different projects portfolios. You will have to make a recommendation regarding what projects should the company select and defend your recommendation with both quantitative and qualitative arguments. Learning objectives:
|
Individual Report anonymously marked |
Beginning of Easter Term
|
Booklists
Please refer to the Booklist for Part IIB Courses for references to this module, this can be found on the associated Moodle course.
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
GT1
Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.
IA1
Apply appropriate quantitative science and engineering tools to the analysis of problems.
IA2
Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.
KU1
Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.
KU2
Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S2
Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
P7
Awareness of quality issues.
Last modified: 31/05/2024 10:06
Engineering Tripos Part IIB, 4E11: Strategic Management, 2017-18
Module Leader
Timing and Structure
Lent term. 8 sessions + coursework.
Aims
The aims of the course are to:
- provide participants with an opportunity to discuss the strategic challenges facing managers in today’s business environment and to develop a facility for critical strategic thinking.
Objectives
As specific objectives, by the end of the course students should be able to:
- show a critical, reflective approach to managerial concepts.
- show familiarity with some of the key models used in strategic analysis and have some understanding of their application and limitations.
- show a broad overview of managerial disciplines and their interdependency.
- understand some of the current “hot” topics in strategic management.
Content
Strategic management involves the comprehensive analysis of a firm and its environment and the development of a course of action for the firm. It is therefore a comprehensive topic drawing together themes from marketing, organisation design, economics, and other business disciplines. The primary aim of this module is to provide participants with an opportunity to discuss the strategic challenges facing managers in today’s business environment and to develop a facility for critical strategic thinking. This will require participants not only to understand the course material, but also to apply it to business situations through the analysis of businesses cases in class. This overview of strategy will provide a broad framework for future management study, and a context for engineering practice.
Strategic Management
The lectures will cover a range of topics that provide a basic introduction to strategic management. In each session, the lecturer will introduce a basic concept and explain its role in the strategic management process. The class will then analyse a case or discuss the situation facing some well-known firm in order to explore the application of the concept. The module will cover eight topics.
- Course Introduction and Industry Analysis
- Generic Strategies and Competitive Advantage
- Expansion Strategies and the Resource-based View
- Build, Borrow, or Buy? Acquiring of New resources
- Corporate Strategy
- Strategic Innovation
- Platform Businesses and Non-market strategy
- Organization, Strategy, and Society
Coursework
| Coursework Table | Format |
Due date ]
|
||||
|---|---|---|---|---|---|---|
|
||||||
|
|
Individual Report anonymously marked |
Wed week 9 [xx/60] |
Booklists
Please see the Booklist for Group E Courses for references for this module.
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
GT1
Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.
IA1
Apply appropriate quantitative science and engineering tools to the analysis of problems.
IA2
Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.
KU1
Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.
KU2
Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.
S2
Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
Last modified: 19/01/2018 16:22
Engineering Tripos Part IIB, 4E11: Strategic Management, 2023-24
Module Leader
Timing and Structure
Lent term. 8 sessions + coursework.
Aims
The aims of the course are to:
- provide participants with an opportunity to discuss the strategic challenges facing managers in today’s business environment and to develop a facility for critical strategic thinking.
Objectives
As specific objectives, by the end of the course students should be able to:
- show a critical, reflective approach to managerial concepts.
- show familiarity with some of the key models used in strategic analysis.
- show some understanding of these models' application and limitations.
- show a broad overview of managerial disciplines and their interdependency.
Content
Overview
Why are some firms more successful than others, and what, if anything, does strategy have to do with it? Because superior performance accrues to firms with a competitive advantage, this course examines how firms develop and maintain competitive advantage. Strategy is the field of management that has been developed to help general managers (as opposed to functional managers whose responsibilities focus on one particular function such as finance, production, marketing, human resources, IT etc.), make better decisions that will improve the competitive position of the organization in the long run and create value for its key stakeholders. The field of strategy is made up of all theories, concepts, methods and tools that top managers can use to ensure the profitable and long-term growth of their organizations. It divides into works on content of strategy - what activities and sectors the organization will compete in and how it will compete in those -, and process of strategy - the mechanisms by which organizations choose to compete in certain ways, activities and sectors and how they implement these choices. Both process and content approaches address issues of business and corporate-level strategy.
Course Content:
- Nature and context of strategic management
- Theories, concepts and models of strategic analysis
- Applications to strategic management practice
Learning Objectives
The fundamental focus of the strategy core course is on helping participants develop skills that will allow them to make robust strategic decisions in the face of uncertainty and complexity. By the end of the module participants will be able to synthesize the set of concepts and frameworks you have gained to address challenging strategic management problems. In particular, you will be able to:
- Analyze industry structure and environmental trends to assess industry potential
- Evaluate firms’ competitive positioning and assess firm-level resources and capabilities
- Formulate business-unit and corporate strategies to achieve competitive advantage
- Evaluate and manage complex ethical and social issues facing firms in implementing strategy and organizing the firm for strategic success.
Method of Instruction
Method of Instruction:
The course will be taught through a mixture of case discussions, videos, and short lectures. There will be a variety of teaching modalities in order to keep the learning fresh and to appeal to learners with different learning styles. Each session of the course will focus on a specific subset of corporate strategic decisions. The class will mix theoretical content (with a particular focus on mastering the tools to present, frame and analyse a corporate strategy) and practical cases. Students will be invited to participate and share their thoughts on theoretical and practical considerations in relation with the content of the course. They should feel free to ask questions and discuss, especially if they want to clarify or challenge the content covered in the course. Students will be asked to present and challenge case analyses.
Assessment - Due March 23rd 2024
Regarding the form of individual assessment, it will be 100% coursework (essay of 2,500 words):
You will prepare a complete strategic analysis of the current and prospects for a company of your choice. The paper should contain a comprehensive industry and market analysis, including a detailed analysis of relevant competitors, and conclude with strategic recommendations (including corporate and business strategies) for top management. The selection of companies for strategic analysis is entirely up to each student; however, firms in industries that are in transition or firms that are undergoing major strategic changes are potentially more interesting.
Teaching Staff
|
Prof Shaz Ansari |
Department: |
Strategy and International Business |
|
Email: |
||
|
Tel: |
+44 (0) 1223 768128 |
Course Structure & Selected Readings
|
SESSION |
DATE |
TOPIC |
READING |
|
||
|
1. |
What is Strategy and Strategic Management Frameworks |
|||||
|
2. |
Generic Strategies and Competitive Advantage |
Case: Aldi (IES 184) |
||||
|
3. |
Expansion Strategies and the Resource-based View |
Case: Starbucks (KEL665) |
||||
|
4. |
Acquisition of New Resources: Build, Buy, Borrow |
|||||
|
5. |
Corporate Strategy |
Case: Walt Disney Co (HBS 9-701-035) |
||||
|
6. |
Strategic Innovation: Blue Ocean Strategy |
Case: SalesForce. Product #: INS255-PDF-ENG |
||||
|
7. |
Platform businesses and Non-Market Strategy |
Case: Uber (HBS 9-316-101) |
||||
|
8. |
Organization, Strategy and Society |
|||||
Book
Contemporary Strategy Analysis, 11th Edition
Robert M. Grant
ISBN: 978-1-119-81523-5 November 2021 544 Pages
Assignment Questions for cases (Sessions 2-7),
No cases for session 1 and 8
Session 2:
- What are the core elements of Aldi’s business strategy?
- Why has the company been so successful over the years?
- What are the key challenges for Aldi’s expansion into other countries? Will the company continue to be successful?
Session 3:
1.In the beginning, how was Starbucks different from other coffee options for coffee drinkers in the United States? What activities and assets did Starbucks leverage to differentiate itself from competitors?
2.When Starbucks was rapidly expanding its store locations in 2006–2009 it made specific changes in order to facilitate that growth. What did Starbucks gain—and give up—as a result of each change?
3.When Schultz returned to Starbucks as CEO in 2008, how had the competitive context changed since his first tenure running the firm? What had caused or facilitated the changes?
4.Why did Schultz respond the way he did to the changes he found in 2008? What was he trying to achieve? Were his responses effective or ineffective?
5.Did the introduction of VIA make sense in light of the market and the company’s other actions?
Session 5:
1. Why has Disney been successful for so long?
2. What did Michael Eisner do to rejuvenate Disney? Specifically, how did he increase net income in his first four years?
3. Has Disney diversified too far in recent years?
Session 6:
- Who were the non-customers of the typical CRM industry? What were the biggest blocks to buyer utility?
- What path did Salesforce take to create a new market?
- How does Salesforce compete and create a competitive advantage in the on-demand CRM market with both larger players and new entrants?
Session 7:
1.Do you agree or disagree with Uber’s surge pricing policy? What are the reasons it can be perceived as unfair? What does it mean to say that a pricing policy is exploitative? What are the risks of the policy to Uber? Given these risks, should Uber modify its policy?
2.Uber is notoriously aggressive in its business tactics. It frequently operates without getting regulatory approval and it often ignores legal concerns; as a consequence, the company has become a lightning rod for criticism. Do you agree with Uber’s aggressive tactics? Is there a more diplomatic way for Uber to conduct its business? Should Uber be taking more of a “tiptoe” approach when it enters new markets?
3.Uber has become enormously popular among consumers in a very short period of time. How has the company accomplished this?
4.How well does Uber treat its drivers? From a driver’s standpoint, is it better to drive for Uber or is it better to drive for a taxi/limo service? Is it economically more attractive to drive for Uber? What would you imagine are the biggest complaints drivers have about driving for Uber? What would you imagine are the most appreciated benefits? What is the profile of a typical Uber driver, and how does it compare to the profile of the typical taxi or limo driver?
5.How robust is Uber’s operating model? Where are the weak links in its service model? Is Uber vulnerable? In what way?
6.In its relatively short life span, Uber has attracted a lot of media attention. Why is this? What is it about the Uber business model that is both compelling and polarizing? In addition, why has Uber managed to achieve such a high valuation? What are the pros and cons of a high valuation?
Strategic Management
The lectures will cover a range of topics that provide a basic introduction to strategic management. In each session, the lecturer will introduce a basic concept and explain its role in the strategic management process. The class will then analyse a case or discuss the situation facing some well-known firm in order to explore the application of the concept. The module will cover eight topics.
|
1. What is Strategy and Strategic Management Frameworks |
|
2. Generic Strategies and Competitive Advantage |
|
3. Expansion Strategies and the Resource-based View |
|
4. Acquisition of New Resources: Build, Buy, Borrow |
|
5. Corporate Strategy |
|
6. Strategic Innovation: Blue Ocean Strategy |
|
7. Platform businesses and Non-Market Strategy |
|
8. Organization, Strategy and Society |
Coursework
| Coursework | Format |
Due date & marks |
|---|---|---|
|
Coursework activity: Final You will prepare a complete strategic analysis of the current and future prospects for a company of your choice. The paper should contain a comprehensive industry and market analysis, including a detailed analysis of relevant competitors, and conclude with strategic recommendations (including corporate and business strategies) for top management. The selection of companies for strategic analysis is entirely up to each student; however, firms in industries that are in transition or firms that are undergoing major strategic changes are potentially more suitable for analysis. Learning objective:
Grading criteria:
|
Individual Essay of 2500 words anonymously marked |
23 March 2024 4pm
|
Booklists
Please refer to the Booklist for Part IIB Courses for references to this module, this can be found on the associated Moodle course.
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
GT1
Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.
IA1
Apply appropriate quantitative science and engineering tools to the analysis of problems.
IA2
Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.
KU1
Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.
KU2
Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.
S2
Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
Last modified: 27/12/2023 23:56
Engineering Tripos Part IIB, 4E11: Strategic Management, 2022-23
Module Leader
Timing and Structure
Lent term. 8 sessions + coursework.
Aims
The aims of the course are to:
- provide participants with an opportunity to discuss the strategic challenges facing managers in today’s business environment and to develop a facility for critical strategic thinking.
Objectives
As specific objectives, by the end of the course students should be able to:
- show a critical, reflective approach to managerial concepts.
- show familiarity with some of the key models used in strategic analysis.
- show some understanding of these models' application and limitations.
- show a broad overview of managerial disciplines and their interdependency.
Content
Strategic management involves the comprehensive analysis of a firm and its environment (strategy analysis), the development of an intended course of action for the firm (strategy formulation), and the execution of that intention (strategy execution). It is, therefore, a comprehensive topic drawing together themes from marketing, organisation design, economics, and other business disciplines. The primary aim of this module is to provide participants with an opportunity to discuss the strategic challenges facing managers in today’s business environment and to develop a facility for critical thinking about strategy and management. This will require participants not only to understand the course material, but also to apply it to business situations through the analysis of business cases in class. This overview of strategy will provide a broad framework for future management study, and a context for engineering practice.
Strategic Management
The lectures will cover a range of topics that provide a basic introduction to strategic management. In each session, the lecturer will introduce a basic concept and explain its role in the strategic management process. The class will then analyse a case or discuss the situation facing some well-known firm in order to explore the application of the concept. The module will cover eight topics.
- Course Introduction
- Outside In or Inside Out?
- The Ecosystem Perspective
- Disruption and Continuous Renewal
- Strategy Formulation
- Strategy Execution
- Industry Evolution and Strategic Change
- Corporate Strategy and Wrapup
Coursework
| Coursework | Format |
Due date & marks |
|---|---|---|
|
Coursework activity: Final You will prepare a complete strategic analysis of the current and future prospects for a company of your choice. The paper should contain a comprehensive industry and market analysis, including a detailed analysis of relevant competitors, and conclude with strategic recommendations (including corporate and business strategies) for top management. The selection of companies for strategic analysis is entirely up to each student; however, firms in industries that are in transition or firms that are undergoing major strategic changes are potentially more suitable for analysis. Learning objective:
Grading criteria:
|
Individual Essay of 2500 words anonymously marked |
20 March 2023, 4pm
[xx/60] |
Booklists
Please refer to the Booklist for Part IIB Courses for references to this module, this can be found on the associated Moodle course.
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
GT1
Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.
IA1
Apply appropriate quantitative science and engineering tools to the analysis of problems.
IA2
Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.
KU1
Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.
KU2
Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.
S2
Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
Last modified: 12/12/2022 13:59
Engineering Tripos Part IIB, 4E11: Strategic Management, 2021-22
Module Leader
Timing and Structure
Lent term. 8 sessions + coursework.
Aims
The aims of the course are to:
- provide participants with an opportunity to discuss the strategic challenges facing managers in today’s business environment and to develop a facility for critical strategic thinking.
Objectives
As specific objectives, by the end of the course students should be able to:
- show a critical, reflective approach to managerial concepts.
- show familiarity with some of the key models used in strategic analysis and have some understanding of their application and limitations.
- show a broad overview of managerial disciplines and their interdependency.
- understand some of the current “hot” topics in strategic management.
Content
Strategic management involves the comprehensive analysis of a firm and its environment and the development of a course of action for the firm. It is therefore a comprehensive topic drawing together themes from marketing, organisation design, economics, and other business disciplines. The primary aim of this module is to provide participants with an opportunity to discuss the strategic challenges facing managers in today’s business environment and to develop a facility for critical strategic thinking. This will require participants not only to understand the course material, but also to apply it to business situations through the analysis of businesses cases in class. This overview of strategy will provide a broad framework for future management study, and a context for engineering practice.
Strategic Management
The lectures will cover a range of topics that provide a basic introduction to strategic management. In each session, the lecturer will introduce a basic concept and explain its role in the strategic management process. The class will then analyse a case or discuss the situation facing some well-known firm in order to explore the application of the concept. The module will cover eight topics.
- Course Introduction and Industry Analysis
- Generic Strategies and Competitive Advantage
- Strategic Innovation
- Corporate Strategy
- Strategic Turnaround: How do firms change their strategies successfully?
- Strategic Failure: Why do strategies fail?
- Platform Businesses and Non-market strategy
- Organization, Strategy, and Society
Coursework
| Coursework | Format |
Due date & marks |
|---|---|---|
|
Coursework activity: Final You will prepare a complete strategic analysis of the current and future prospects for a company of your choice. The paper should contain a comprehensive industry and market analysis, including a detailed analysis of relevant competitors, and conclude with strategic recommendations (including corporate and business strategies) for top management. The selection of companies for strategic analysis is entirely up to each student; however, firms in industries that are in transition or firms that are undergoing major strategic changes are potentially more suitable for analysis. Learning objective:
Grading criteria:
|
Individual Essay of 2500 words anonymously marked |
Monday 8 April 2019, 4pm
[xx/60] |
Booklists
Please refer to the Booklist for Part IIB Courses for references to this module, this can be found on the associated Moodle course.
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
GT1
Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.
IA1
Apply appropriate quantitative science and engineering tools to the analysis of problems.
IA2
Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.
KU1
Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.
KU2
Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.
S2
Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
Last modified: 29/09/2021 21:44
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