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Engineering Tripos Part IIB, 4E12: Project Management, 2017-18

Module Leader

Dr N Oraiopoulos

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:

  • Assess the Risk Management Framework and implementation in a large scale IT project
  • Develop contingency plans and mitigation techniques 
  • Develop recommendations to extend the existing framework 

 

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:

  • Understand the complexity of project portfolio selection processes 
  • Analyze the organizational dynamics that affect project execution in project teams
  • Analyze how collaborative agreements and contracts can affect project performance 

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, 2021-22

Module Leader

Dr N Oraiopoulos

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:

  • Understand the complexity of project portfolio selection processes 
  • Analyze the organizational dynamics that affect project execution in project teams
  • Analyze how collaborative agreements and contracts can affect project performance 

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, 2025-26

Module Leader

Dr N Oraiopoulos

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:

  • Understand the complexity of project portfolio selection processes 
  • Analyze the organizational dynamics that affect project execution in project teams
  • Analyze how collaborative agreements and contracts can affect project performance 

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, 2019-20

Module Leader

Dr N Oraiopoulos

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:

  • Assess the Risk Management Framework and implementation in a large scale IT project
  • Develop contingency plans and mitigation techniques 
  • Develop recommendations to extend the existing framework 

 

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:

  • Understand the complexity of project portfolio selection processes 
  • Analyze the organizational dynamics that affect project execution in project teams
  • Analyze how collaborative agreements and contracts can affect project performance 

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, 2022-23

Module Leader

Dr N Oraiopoulos

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:

  • Understand the complexity of project portfolio selection processes 
  • Analyze the organizational dynamics that affect project execution in project teams
  • Analyze how collaborative agreements and contracts can affect project performance 

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, 2023-24

Module Leader

Dr N Oraiopoulos

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:

  • Understand the complexity of project portfolio selection processes 
  • Analyze the organizational dynamics that affect project execution in project teams
  • Analyze how collaborative agreements and contracts can affect project performance 

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, 2018-19

Module Leader

Dr N Oraiopoulos

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:

  • Assess the Risk Management Framework and implementation in a large scale IT project
  • Develop contingency plans and mitigation techniques 
  • Develop recommendations to extend the existing framework 

 

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:

  • Understand the complexity of project portfolio selection processes 
  • Analyze the organizational dynamics that affect project execution in project teams
  • Analyze how collaborative agreements and contracts can affect project performance 

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, 2024-25

Module Leader

Dr N Oraiopoulos

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:

  • Understand the complexity of project portfolio selection processes 
  • Analyze the organizational dynamics that affect project execution in project teams
  • Analyze how collaborative agreements and contracts can affect project performance 

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

Dr N Oraiopoulos

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:

  • Assess the Risk Management Framework and implementation in a large scale IT project
  • Develop contingency plans and mitigation techniques 
  • Develop recommendations to extend the existing framework 

 

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:

  • Understand the complexity of project portfolio selection processes 
  • Analyze the organizational dynamics that affect project execution in project teams
  • Analyze how collaborative agreements and contracts can affect project performance 

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, 4D15: Water management under climate change, 2024-25

Leader

Dr E Borgomeo

Lecturer

Dr E Borgomeo

Timing and Structure

Lent term. 16 lectures ( Eight 2 hour sessions) + coursework. Assessment: 100% coursework.

Aims

The aims of the course are to:

  • Recognise the unsustainable feature of current water engineering practice
  • An understanding of water management under climate change, and the role that sustainability professionals can play in helping societies adapt to climate change
  • The ability to evaluate recent practices and developments in managing all aspects of the water cycle in both developed and developing countries

Objectives

As specific objectives, by the end of the course students should be able to:

  • Understand the limitations of conventional /traditional water supply and wastewater engineering systems in a sustainability context.
  • Appreciate the key features of managing the water cycle in a sustainable manner and the need to meet a variety of resilience criteria.
  • Recognise and critically assess the problems and solutions associated with managing water engineering projects.
  • Be familiar with key aspects of water management in an international development context
  • Recognise global issues in relation to the equitable management, distribution and disposal of water under growing environmental, social and political constraints.

Content

Leonardo Da Vinci remarked that ‘Water … is the cause of life or death, of increase or privation, nourishes at times and at others does the contrary …’. Today, water is at the centre of the sustainable development and climate action agendas. The most serious and high-profile impacts of climate change are being felt through water: floods, droughts, melting of ice and reduced snow cover, amongst others. Water is also a major sustainable development challenge: worldwide, 844 million people lack access to drinking water, and 2.3 billion do not have access to latrines or other basic sanitation facilities, mostly in low- and middle-income countries. High-income countries are also faced with water-related policy and engineering dilemmas. In the UK, the water sector is facing a major governance and investment crisis, and in the US, millions of people are drinking potentially unsafe tap water.

The module explores established and emerging practices for managing water under climate change. The module introduces key water issues around the world, including access to water supply and sanitation, flood and drought risk management, irrigation water service provision, and freshwater ecosystem degradation. Established and emerging engineering and policy practices for addressing these issues under climate change will be reviewed, including risk-based water resources planning, water allocation reform, and nature-based solutions. The interdependencies between water and other critical resources and sectors will be explored, with respect to greenhouse gas emissions, energy use, food security, and recovery of nutrients. The module features discussions of present-day applications, with a focus on case studies from Africa, Asia, and Latin America.

 

Why Plan and Manage Water?

Climate change expresses itself through water. Nine out of ten ‘natural’ disasters are water-related. Water-related climate risks cascade through food, energy, urban and environmental systems. If we are to achieve climate and development goals, water must be at the core of adaptation strategies and development policy. This lecture describes some of the challenges and opportunities related to water, with examples from around the world. Problems of water management include too much, too little, too polluted, or too expensive water. The lecture also provides an overview of global progress towards Sustainable Development Goals 6 on ensuring availability and sustainable management of water and sanitation for all.

 

Approaches for Water Resources Planning and Management

Water resources planning and management activities are usually motivated by the realization that there are problems to solve and/or opportunities to obtain increased benefits by changing the management and use of water and related resources. This lecture presents water planning and management approaches, focusing on their technical, financial and economic, institutional and governance aspects. The different paradigms of water resources planning and management are discussed, including top-down planning, bottom-up planning, and Integrated Water Resources Management. The lecture evaluates the engineering paradigms and tools typically used to support planning and management and identifies the potential to update them in light of sustainable development and climate goals. The approaches and framework discussed in this lecture will serve the basis for the sub-sector deep-dives in the following lectures.

 

Are we going to run out of water?

Households, farms, factories, and ecosystems around the world are being forced to live with less water. Water crises are now amongst the top global risks, and many cities are already facing water shortages. This lecture unpacks the concept of water scarcity to explore its multiple dimensions and map its consequences at global and local levels. What are the main sources of water? And how do societies use it – and value it? Will we run out of water? Taking the world’s most water scarce region (Middle East and North Africa) as a case study, the lecture responds to these questions and evaluates alternative responses to water scarcity, with a focus on engineering options that manufacture new water through wastewater reuse and desalination.

 

Can clean energy help ease the water crisis?

How does the energy sector use water? What are the potential impacts of energy system transformation on water supplies? And how much energy does the water sector utilize? This lecture explores the ‘nexus’ between energy and water, examining both water for energy and energy for water, and presenting options for integrated energy and water systems planning. Taking the case study of a water utility in Brazil, the lecture discusses pathways to reduce energy consumption in the water sector.

 

Can we grow more food with less water?

Sustainable food production will not happen if water is not managed properly. Agriculture accounts for 70 percent of global freshwater withdrawals, and remains a major source of water pollution. Against this backdrop, engineers and policy-makers around the world often promote investments to grow more ‘crop per drop’, that is, more food with less water. This lecture explores the opportunities of growing more food with less water, and reveals some of the linkages between food and water policy that engineers need to be aware of when seeking to maximize efficiency in the water sector. Taking the case study of solar-power irrigation systems in India, the lecture discusses the complexities of integrated water-food-energy policy.

 

Working with nature: can ecosystems-based approaches help achieve water security?

Engineers around the world increasingly work with natural processes to reduce the impacts of floods and droughts, or to improve water quality. This lecture describes multiple types of nature-based solutions, and their benefits in terms of water-related outcomes and broader environmental outcomes. Taking the case study of natural flood management in the UK, the lecture discusses the approaches for working with nature to improve water security.

 

Sharing water, sharing problems?

As water scarcity increases around the world, the spectre of ‘water wars’ is often evoked by the media and by politicians. While water is indeed a source of tension between and within countries, it is very rarely a direct cause of war or conflict. This lecture reviews the complexities of managing water across boundaries and explores the evidence that helps dispel the myths of water wars. Two case studies from river basins in Africa showcase the potential for water engineering to contribute to cooperative transboundary water management.

 

Putting it all together: project planning for climate adaptation in the water sector

The course introduced some of the water-related challenges and opportunities encountered around the world, and the tools that are being used to address them.  The final lecture combines messages from the previous lectures to draw some general lessons on good practices for climate adaptation in the water sector. The concepts of robustness and adaptive planning are introduced, and a framework for analysis and implementation of projects is evaluated with examples from projects from different parts of the world.

 

Coursework

Coursework Format

Due date

& marks

Coursework 1: Individual Research Report on a key water related topic

An open ended  investigation in further detail of one aspect of water engineering practice

Learning objective:

  • To  develop the ability to seek new information and achieve a balanced critique of the existing literature through individual research of relevant details/topics NOT covered in the lecture programme
Individual Report
 anonymously marked

day during term, ex:

Thu week 4

[30/60]

Coursework 2: Resilience assessment of one aspect of water engineering practice

A critique of  one aspect of  current water engineering practice (e.g supply, wastewater dispsoal, drainage, development) against resilience criteria and propose key areas for change

Learning objective:

  • To apply a resilience and sustainable mindset to the delivery of water services

Individual Report

anonymously marked

  Wed week 9

[30/60]

 

Booklists

Loucks, D. P., & Van Beek, E. (2017). Water resource systems planning and management: An introduction to methods, models, and applications. Springer

World Bank. (2017). Beyond Scarcity: Water Security in the Middle East and North Africa. The World Bank.

 

 

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.

S3

Understanding of the requirement for engineering activities to promote sustainable development.

S4

Awareness of the framework of relevant legal requirements governing engineering activities, including personnel, health, safety, and risk (including environmental risk) issues.

E1

Ability to use fundamental knowledge to investigate new and emerging technologies.

E2

Ability to extract data pertinent to an unfamiliar problem, and apply its solution using computer based engineering tools when appropriate.

E4

Understanding of and ability to apply a systems approach to engineering problems.

P1

A thorough understanding of current practice and its limitations and some appreciation of likely new developments.

P3

Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).

P6

Understanding of appropriate codes of practice and industry standards.

P7

Awareness of quality issues.

US1

A comprehensive understanding of the scientific principles of own specialisation and related disciplines.

 
Last modified: 06/03/2025 09:40

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