Steering Complex Projects
Why enrol in the Steering Complex Projects programme?
'Meet the objective' is the obvious goal for any project—but the objective is not always ROI. When the aim is organisational change, learning outcomes or culture change, a different approach may be needed. This programme can help you gain the expertise to take on more complex and novel projects while successfully connecting the dots between your strategic goals and your project goals. You’ll learn project management processes along with ways to build organisational capability to ensure that not only are your projects completed, but also that your outcomes are predictable.
Who is this programme for?
This programme is focused on the “why” and “how” of managing complex projects, and provides essential best practices regarding their successful completion as well as delivering value for stakeholders. The programme is ideal for:
C-suite and senior-level executives seeking an overview of project management as well as insights on choosing the most appropriate project approach based on their strategic objective.
Highly experienced PMP-certified project managers looking to go deeper than traditional PMP courses and develop their leadership skills in project management.
Consultants who need the skill to articulate the case for projects and influence multiple stakeholders.
The programme’s lessons are applicable across most major industries, including banking and finance, consulting, government, infrastructure, professional services, real estate, technology and telecom.
What you will learn
Throughout this eight-week programme, you’ll learn to select the best approach for your projects to ensure they meet your strategic objectives and deliver value for your stakeholders.
For more information on the syllabus, download the brochure.
Programme highlights
Translate high-level strategic goals into project goals.
Identify the key characteristics of different types of projects, and articulate the appropriate management and personnel systems for each.
Anticipate project uncertainties and take mitigating or responsive actions.
Build a framework for managing governance structures with accountability measures.
Develop effective practices in relationship management and exercising influence.
Apply established methods of knowledge exchange and learning tools in a way that is appropriate to the challenges of a project.
Case studies
Each week starts with a vignette or case reading in which participants examine not only the technical aspects of project management, but also the managerial and strategic implications. The vignettes compel participants to confront the problems of:
Project strategy
See how a struggling natural resources company facing an uncertain future weighs the merits and risks of multiple projects to determine which one(s) will help move their organisation forward.
Project planning
An engineering company that builds drones is tasked with delivering a product proposal to a customer within an abbreviated timeframe. Follow their consideration of the benefits, duration, risks and costs of different activities in an effort to maintain their project schedule.
Novel projects
Follow the journey of a turnaround CEO at a software startup tasked with a project with many unknowns that require her to get to the source(s) of the organisation’s problems in order to determine the appropriate goals for the project.
Team composition
Delve into the makeup of two teams racing to reach the South Pole first in 1911 and see how their composition impacted their success, from their goals, values and problem-solving processes to team roles, interpersonal dynamics and leadership.
Governance
Discover how stakeholder buy-in and leadership issues led to the failure of a knowledge management project undertaken by an enterprise software management company.
Project contracts
Explore fundamental problems with contracts and how an integrated approach can enhance success through the lens of three high-profile project contracts—the Eurotunnel, the Panama Canal expansion and Heathrow Terminal 5.
Project learning
Evaluate the efficacy and necessity of a variety of tools used by an IT consulting firm to ensure that learnings from individual projects could be utilised by their entire project organisation.
Faculty
Professor of Operations and Technology Management
Before coming to CJBS in 2011, Professor Loch was the GlaxoSmithKline Chaired Professor of Corporate Innovation at INSEAD, where he also served as Dean of the PhD programme an...
Professor of Operations Management, MBA, PhD (Case Western University)
Dr Sengupta has served as adviser on several projects with the U.S. Government Department of Defense as well as NASA, besides consulting with organisations in Silicon Valley a...
Testimonials
Certificate
Upon successful completion of the programme, participants will be awarded a digital certificate of completion by Cambridge Judge Business School Executive Education.
Please note that this programme can be incorporated into the completion of the Cambridge General Management Certificate of Achievement (GMCA). It will be credited as an 'in-person' two-day programme for the purpose of meeting the GMCA requirements. If you require more details on the GMCA and wish to speak to our advisers, please contact executive.education@jbs.cam.ac.uk.
Note: After successful completion of the online programme, your verified digital certificate will be emailed to you in the name you used when registering for the programme. All certificate images are for illustrative purposes only and may be subject to change at the discretion of Cambridge Judge Business School Executive Education.
FAQs
Didn't find what you were looking for? Write to us at learner.success@emeritus.org or Schedule a call with one of our Programme Advisers or call us at +44 203 479 4043 (UK) / +1 315 819 0707(US) / +65 3163 8580 (SG)
Early registrations are encouraged. Seats fill up quickly!
Flexible payment options available.
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