International Project Management MSc

This module will enable students to document the assumptions/risks that have to be made while developing the project plan and budget, and assess their impact on achieving the project objectives. This will require developing a risk register, assessing the impact and likelihood of each risk, simulating the impact of the high priority risks on the project plan and then coming up with risk response actions to treat the impact of those risks. This will be followed with monitoring and controlling those risks as well as adding newly identified risks. The module will explore definitions of risk in different project environments as well as examining the required inputs to risk management and the risk management process. Risk planning, and various risk categories for the risk register will be developed and students will be exposed to a variety of information gathering techniques for identifying and assessing risks in the project life cycle. Both quantitative and qualitative risk analysis will be discussed and techniques such as Expected Monetary Value; decision trees; and financial investment appraisal techniques will be used to evaluate risks in projects. In addition to risk planning strategies, we will examine risk response strategies from avoidance to management and mitigation and risk maturity models.

This Module will focus on business processes and systems (hard and soft), which are critical to business success, and the benchmarking and refining of those processes systems. As such, students will be introduced to a variety of benchmarking tools and techniques measuring Key Performance Indicators, Critical Success Factors for specific firms in a variety of industries and business environments. The conceptual tools and models will introduce students to operational, financial, organisational and cultural conceptual frameworks that are used in practising business and consultancies, to diagnose, analyse and evaluate among alternative potential change scenarios giving a qualified estimate of potential success of managed programmes of change rather than “guestimating” the potential outcomes. As well as examining planned change efforts of firms, to improve their position, we will look at unplanned, emergent strategies of change.