QLTY09038 2013 Applied Project Management
Full Title
Applied Project Management
Transcript Title
Applied Project Management
Code
QLTY09038
Attendance
N/A %
Subject Area
QLTY - Quality
Department
MENG - Mech. and Electronic Eng.
Level
09 - NFQ Level 9
Credit
05 - 05 Credits
Duration
Semester
Fee
€
Start Term
2013 - Full Academic Year 2013-14
End Term
2019 - Full Academic Year 2019-20
Author(s)
Paul Curran
Programme Membership
SG_EQLTY_M09 201300 Master of Science in Quality
SG_EPROJ_M09 201300 Master of Science in Project Management
SG_SPROJ_S09 201900 Level 9 Certificate in Science in Project Management
SG_EQLTY_M09 201400 Master of Science in Quality
Description
In this module the student will acquire a comprehensive knowledge of project planning and implementation and the issues and pitfalls which commonly occur on projects across a range of organisation structures and industries.
Learning Outcomes
On completion of this module the learner will/should be able to;
1.
Demonstrate an understanding of Project Management in distributed and international environments.
2.
Assess the linkage between projects and strategy implementation as well as transformational change.
3.
Distinguish between the technical and behavioural aspects of Project Management.
4.
Master practical skills of project implementation and understand why an approach will/will not work in a particular situational environment through real world case studies.
5.
Learn tools and techniques spanning the steps from defining the projects through to controlling the project using earned value and Theory of Constraints and Agile Project Management.
Module Assessment Strategies
Continuous Assessment
Written assignments/ case studies 60%
Final Examination
One two hour written examination 40%
Indicative Syllabus
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1. Modern Project Management and Integration of Organisation Strategy with Projects. The role of project management in modern organisations. Demonstrating the link between strategic planning and establishing project choice. Analysis and review of relevant case study. 2. Defining the Project and Managing Risk. Establishing aims and objectives, identifying tradeoffs and project boundaries. Making risk assessments, establishing contingency plans and evaluating impacts on project schedule. Analysis and review of relevant case study. 3. Developing a Network plan and Resource Scheduling. Defining activities, developing work packages. Determining constraints, establishing leveled resource schedule, splitting and multi-tasking, establishing a responsibility matrix. Analysis and review of relevant case study. 4. Reducing Project Time Determining methods of reducing project time and understanding cost/ time tradeoffs. Analysis and review of relevant case study. 5. Organisation and Culture Understanding a project organization and its fit with both functional and matrix managed organizations. Determine the cultural dimensions of an organisation supportive of project management. Analysis and review of relevant case study. 6. Leadership – being an effective Manager Understanding the network of relationships, the significance of a project sponsor and leading by example. Analysis and review of relevant case study. 7. Managing Project Teams Creating a high performance work team, requirements for an effective project vision. Analysis and review of relevant case study. 8. Partnering – managing inter-organisation relations in an international environment Determining key practices in partnering and outsourcing relationships. Establishing a project partner framework. Understanding negotiation. Analysis and review of relevant case study. 9. Progress and Performance Measurement and Evaluation Project schedule and control charts, project management system overview and project cost summary and status reporting. Analysis and review of relevant case study. 10. Project Audit and Closure Project closure methods, assessment versus original objectives, identifying .Outstanding issues and reaching agreement with customers. Analysis and review of relevant case study. 11.Theory Of Constraints Identification of the system constraints, decision process on the system constraints, evaluation of the system constraints. To recognize the conditions in which traditional project management versus agile project management should be used. To understand how Agile PM works and in particular, the value of an incremental, iterative development approach to new product development. Analysis and review of relevant case study. |
Coursework & Assessment Breakdown
Coursework & Continuous Assessment
60 %
End of Semester / Year Formal Exam
40 %
Coursework Assessment
| Title | Type | Form | Percent | Week | Learning Outcomes Assessed | |
|---|---|---|---|---|---|---|
| 1 | Case Study | Coursework Assessment | UNKNOWN | 60 % | OnGoing | 1,2,3,4,5 |
End of Semester / Year Assessment
| Title | Type | Form | Percent | Week | Learning Outcomes Assessed | |
|---|---|---|---|---|---|---|
| 1 | Final Exam | Final Exam | UNKNOWN | 40 % | End of Term | 1,2,3,4,5 |
Full Time Mode Workload
| Type | Location | Description | Hours | Frequency | Avg Workload |
|---|---|---|---|---|---|
| Lecture | Not Specified | Lectures tutorials and case studies | 3 | Weekly | 3.00 |
Total Full Time Average Weekly Learner Contact Time 3.00 Hours
Part Time Mode Workload
| Type | Location | Description | Hours | Frequency | Avg Workload |
|---|---|---|---|---|---|
| Lecture | Not Specified | Lecture | 2 | Weekly | 2.00 |
| Tutorial | Not Specified | Tutorial | 1 | Weekly | 1.00 |
Total Part Time Average Weekly Learner Contact Time 3.00 Hours
Module Resources
Non ISBN Literary Resources
|
Harold R. Kerzner |
Project Management: Case Studies, 4th Ed., |
Wiley |
2013 |
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Harold R. Kerzner |
Project Management: A Systems Approach to Planning, Scheduling, and Controlling, 11th Ed., |
Wiley |
2013 |
|
Meredith, Mantel |
Project Management: A Managerial Approach 8th Ed., |
Wiley |
2011 |
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Eliyahy M. Goldratt |
Critical Chain: Project Management and the Theory of Constraints |
North River Press |
8th ed ., 2012 |
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Other Resources
None
Additional Information
None