The benefit of learning together with your friend is that you keep each other accountable and have meaningful discussions about what you're learning.
Courtlyn
Promotion and Events Specialist
8 weeks, online
4–6 hours per week
Our participants tell us that taking this programme together with their colleagues helps to share common language and accelerate impact.
We hope you find the same. Special pricing is available for groups.
The benefit of learning together with your friend is that you keep each other accountable and have meaningful discussions about what you're learning.
Courtlyn
Promotion and Events SpecialistThis 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:
The programme’s lessons are applicable across most major industries, including banking and finance, consulting, government, infrastructure, professional services, real estate, technology and telecom.
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.
Understand the strategic goals of the organisation and articulate what the project outcomes will contribute to the strategy; understand the political process of creating project goals, including negotiating and seeking win-win coalitions; translate high level strategic goals into project goals.
Identify the key characteristics of execution projects; understand the managerial relevance of the critical path and limitations; identify uncertainties and take mitigative or responsive actions.
Identify the key characteristics of novel projects and the technical steps of managing them; articulate steps to follow when encountering unforeseeable uncertainty; understand pivoting/iterating and parallelism, and how to incorporate them into project planning and monitoring.
Identify the four methods for managing a change project; generate guidelines for managing the social dimensions of change; author a template for stakeholder management.
Identify and apply ingredients of goal clarity and three criteria for them; articulate competency-driven values for a project; analyse how to deal with rule-breakers and high-performers and establish related guidelines.
Understand the role governance plays in maintaining strategic alignment in projects; identify the five elements of well-designed governance structures; build a framework for managing the governance structure with accountability measures.
Understand what contracts can and cannot do, and identify the four different types of contracts for an appropriate fit; understand the role that co-location can play in project management; understand how renegotiation must be built into the contract from the beginning.
Identify the tools for each project type and how to deploy them; make informed choices from the portfolio of tools to ensure projects encourage learning within the organisation; apply established methods of knowledge exchange and learning tools in a way that is appropriate to the challenges of a project.
Understand the strategic goals of the organisation and articulate what the project outcomes will contribute to the strategy; understand the political process of creating project goals, including negotiating and seeking win-win coalitions; translate high level strategic goals into project goals.
Identify and apply ingredients of goal clarity and three criteria for them; articulate competency-driven values for a project; analyse how to deal with rule-breakers and high-performers and establish related guidelines.
Identify the key characteristics of execution projects; understand the managerial relevance of the critical path and limitations; identify uncertainties and take mitigative or responsive actions.
Understand the role governance plays in maintaining strategic alignment in projects; identify the five elements of well-designed governance structures; build a framework for managing the governance structure with accountability measures.
Identify the key characteristics of novel projects and the technical steps of managing them; articulate steps to follow when encountering unforeseeable uncertainty; understand pivoting/iterating and parallelism, and how to incorporate them into project planning and monitoring.
Understand what contracts can and cannot do, and identify the four different types of contracts for an appropriate fit; understand the role that co-location can play in project management; understand how renegotiation must be built into the contract from the beginning.
Identify the four methods for managing a change project; generate guidelines for managing the social dimensions of change; author a template for stakeholder management.
Identify the tools for each project type and how to deploy them; make informed choices from the portfolio of tools to ensure projects encourage learning within the organisation; apply established methods of knowledge exchange and learning tools in a way that is appropriate to the challenges of a project.
For more information on the syllabus, download the brochure.
Download Brochure
Projects as Strategic Change
Translate high-level strategic goals into project goals.
Aligning Projects with People
Identify the key characteristics of different types of projects, and articulate the appropriate management and personnel systems for each.
Managing Risk and Uncertainty
Anticipate project uncertainties and take mitigating or responsive actions.
Governance and Accountability
Build a framework for managing governance structures with accountability measures.
Relationships and Influence
Develop effective practices in relationship management and exercising influence.
Providing an Integrated Framework
Apply established methods of knowledge exchange and learning tools in a way that is appropriate to the challenges of a project.
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:
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.
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.
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.
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.
Discover how stakeholder buy-in and leadership issues led to the failure of a knowledge management project undertaken by an enterprise software management company.
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.
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.
CHRISTOPH H. LOCH
KISHORE SENGUPTA
CHRISTOPH H. LOCH
Professor of Operations & Technology Management, Co-Director of the Cambridge Centre for Chinese Management, Dipl.-Wirtsch.-Ing. (Darmstadt Institute of Technology), MBA (University of Tennessee, Knoxville), PhD (Stanford Graduate School of Business)
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 and as the Director of the INSEAD Israel Research Center. He has occupied the position of the Department Editor at Management Science as well as Production and Operations Management, the Associate Editor at Management Science, Manufacturing & Service Operations Management and Operations Research and the Chairman at the Behavioral Operations section of INFORMS. His research focuses on the management of innovation processes and project management more broadly—including innovation strategy, projects under high uncertainty, the emotional aspect to the motivation of professional project workers, and project supervision and governance.
In 2012, Professor Loch was identified in a benchmarking study as one of the top 10 innovation researchers worldwide. He serves on the supervisory board of an educational software start-up company and is a member of the Cambridge United Football Club board of directors.
KISHORE SENGUPTA
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 and Hong Kong. He has also worked at the AT&T Network Software Center (now Lucent Technologies) and Ernst & Young. His published research appears in information technology and management journals, such as Management Science, MIS Quarterly, IEEE Transactions on Software Engineering, IEEE Transactions on Systems, Man, and Cybernetics, and IEEE Transactions on Engineering Management. He is currently working on a book on online electronic environments. Prior to joining the School, Dr Kishore Sengupta was an Associate Professor of Information Systems at INSEAD. Before this he was on the faculty at the Naval Postgraduate School in Monterey, California, USA and between1996—1997 he was a Visiting Scholar at the Hong Kong University of Science and Technology, Hong Kong.
— Tim Gys, Manager, International Operations, Marine EMEA, BRP European Distribution
— Peter Harvey, Director, Newbury Consulting
— Paulo Ferreira , Director General, FISU
— Brigitta Karina Hoffmann, Project Management, Civil Construction
— Michael Moloney, Project Manager, Self-Employed
— Daniel Wenzel Mendes, VP, Global Supply Chain and Planning, Cycling Sports Group
— Mario Pavon, Manager, Digital Civis Solutions
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.
Download BrochureNote: 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.
After reviewing the information on the programme landing page, we recommend you submit the short form above to gain access to the programme brochure, which includes more in-depth information. If you still have questions about whether this programme is a good fit for you, please email learner.success@emeritus.org, and a dedicated programme adviser will follow up with you very shortly.
Some programmes do have prerequisites, particularly the more technical ones. This information will be noted on the programme landing page, as well as in the programme brochure. If you are uncertain about programme prerequisites and your capabilities, please email us at the ID mentioned above.
Note that, unless otherwise stated on the programme web page, all programmes are taught in English, and proficiency in English is required.
More than 50 per cent of our participants are from outside the United States. Class profiles vary from one cohort to the next, but generally, our online certificates draw a highly diverse audience in terms of professional experience, industry and geography—leading to a very rich peer learning and networking experience.
Check back at this programme web page or email us to inquire if future programme dates or the timeline for future offerings have been confirmed yet.
Each programme includes an estimated learner effort per week. This is referenced at the top of the programme landing page under the Duration section, as well as in the programme brochure, which you can obtain by submitting the short form at the top of this web page.
We have designed this programme to fit into your current working life as efficiently as possible. Time will be spent among a variety of activities, including:
The programme is designed to be highly interactive while also allowing time for self-reflection and to demonstrate an understanding of the core topics through various active learning exercises. Please email us if you need further clarification on programme activities.
More than 300,000 learners across 200 countries have chosen to advance their skills with Emeritus and its educational learning partners. In fact, 90 per cent of the respondents of a recent survey across all our programmes said that their learning outcomes were met or exceeded.
All the contents of the course would be made available to students at the commencement of the course. However, to ensure the programme delivers the desired learning outcomes the students may appoint Emeritus to manage the delivery of the programme in a cohort-based manner the cost of which is already included in the overall course fee of the course.
A dedicated programme support team is available 24/5 (Monday to Friday) to answer questions about the learning platform, technical issues or anything else that may affect your learning experience.
Peer learning adds substantially to the overall learning experience and is an important part of the programme. You can connect and communicate with other participants through our learning platform.
Each programme includes an estimated learner effort per week, so you can gauge what will be required before you enrol. This is referenced at the top of the programme landing page under the Duration section, as well as in the programme brochure, which you can obtain by submitting the short form at the top of this web page. All programmes are designed to fit into your working life.
This programme is scored as a pass or no-pass. Participants must complete the required activities to pass and obtain the certificate of completion. Some programmes include a final project submission or other assignments to obtain passing status. This information will be noted in the programme brochure. Please email us if you need further clarification on any specific programme requirements.
Upon successful completion of the programme, you will receive a smart digital certificate. The smart digital certificate can be shared with friends, family, schools or potential employers. You can use it on your cover letter or resume and/or display it on your LinkedIn profile.
The digital certificate will be sent approximately two weeks after the programme, once grading is complete.
No, only verified digital certificates will be issued upon successful completion. This allows you to share your credentials on social networking platforms, such as LinkedIn, Facebook and Twitter.
No, there is no alumni status granted for this programme. In some cases, there are credits that count towards a higher level of certification. This information will be clearly noted in the programme brochure.
You will have access to the online learning platform and all the videos and programme materials for 12 months following the programme start date. Access to the learning platform is restricted to registered participants per the terms of agreement.
Participants will need the latest version of their preferred browser to access the learning platform. In addition, Microsoft Office and a PDF viewer are required to access documents, spreadsheets, presentations, PDF files and transcripts.
Yes, the learning platform is accessed via the internet, and video content is not available for download. However, you can download files of video transcripts, assignment templates, readings, etc. For maximum flexibility, you can access programme content from a desktop, laptop, tablet or mobile device.
Video lectures must be streamed via the internet, and any livestream webinars and office hours will require an internet connection. However, these sessions are always recorded, so you can view them later.
Yes, you can register up until seven days past the published start date of the programme without missing any of the core programme material or learnings.
The programme fee is noted at the top of this programme web page and usually referenced in the programme brochure as well.
Yes, you can do the bank remittance in the program currency via wire transfer or debit card. Please contact your programme adviser or email us for details.
Yes! Please email us with the details of the programme you are interested in, and we will assist you.
Please email us your invoicing requirements and the specific programme you’re interested in enrolling in.
Yes, the flexible payment option allows a participant to pay the programme fee in instalments. This option is made available on the payment page and should be selected before submitting the payment.
Please connect with us via email for assistance.
You may request a full refund within seven days of your payment or 14 days after the published start date of the programme, whichever comes later. If your enrolment had previously been deferred, you will not be entitled to a refund. Partial (or pro-rated) refunds are not offered. All withdrawal and refund requests should be sent to admissions@emeritus.org.
After the published start date of the programme, you have until the midpoint of the programme to request to defer to a future cohort of the same programme. A deferral request must be submitted along with a specified reason and explanation. Cohort changes may be made only once per enrolment and are subject to availability of other cohorts scheduled at our discretion. This will not be applicable for deferrals within the refund period, and the limit of one deferral per enrolment remains. All deferral requests should be sent to admissions@emeritus.org.
Flexible payment options available.