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, 2021-22
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 (20%), Individual Coursework (80%).
| 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: 24/05/2021 15:28
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, 2019-20
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: 28/05/2019 14:40
Engineering Tripos Part IIB, 4E12: Project Management, 2017-18
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 (30%), Coursework work individual (50%).
| 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 [18/60] |
|
[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 [30/60] |
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: 19/01/2018 16:34
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, 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, 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, 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
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