EXECUTIVE EDUCATION

Steering Complex Projects

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Course Dates

STARTS ON

30 June 2021

Course Duration

DURATION

8 weeks, online
4-6 hours per week

Course Duration

PROGRAMME FEE

US$2,000

Course Information Flexible payment available

Why Enrol For 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.

Syllabus

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.

Module 1:

Projects as Strategic Change

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.

Module 2:

Execution Projects

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.

Module 3:

Novel Projects

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.

Module 4:

Change Projects

Identify the four methods for managing a change project; generate guidelines for managing the social dimensions of change; author a template for stakeholder management.

Module 5:

Managing People and Teams

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.

Module 6:

Governance

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.

Module 7:

Partners

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.

Module 8:

Learning and Integration

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.

Module 1:

Projects as Strategic Change

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.

Module 5:

Managing People and Teams

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.

Module 2:

Execution Projects

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.

Module 6:

Governance

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.

Module 3:

Novel Projects

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.

Module 7:

Partners

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.

Module 4:

Change Projects

Identify the four methods for managing a change project; generate guidelines for managing the social dimensions of change; author a template for stakeholder management.

Module 8:

Learning and Integration

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.

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Programme Highlights

Decorative image relating to Project as Strategic Change

Projects as Strategic Change

Translate high level strategic goals into project goals.

Decorative image relating to Aligning Projects with People

Aligning Projects with People

Identify the key characteristics of different types of projects, and articulate the appropriate management and personnel systems for each.

Decorative image relating to Managing Risk and Uncertainty

Managing Risk and Uncertainty

Anticipate project uncertainties and take mitigating or responsive actions.

Decorative image relating to Governance and Accountability

Governance and Accountability

Build a framework for managing governance structures with accountability measures.

Decorative image relating to Relationships and Influence

Relationships and Influence

Develop effective practices in relationship management and exercising influence.

Decorative image relating to Providing an Integrated Framework

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.

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:

Decorative image relating to Project Strategy

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 in this strategy-driven.

Decorative image relating to Project Planning

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.

Decorative image relating to Novel Projects

Novel Projects

Follow the journey of a turnaround CEO at 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.

Decorative image relating to Team Composition

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.

Decorative image relating to Governance

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.

Decorative image relating to Project Contracts

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.

Decorative image relating to Project Learning

Project Learning

Evaluate the efficacy and necessity of a variety tools used by an IT consulting firm to ensure that learnings from individual projects could be utilised by their entire project organisation.

Faculty

Faculty Member Christoph H. Loch

Christoph H. Loch

Dean of Cambridge Judge Business School, Professor of Technology and Operations 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 Chaired Professor of Technology and Operations Management at INSEAD, where he also served as Dean of the PhD programme... More info

Profile picture of programme faculty, Dr. Kishore Sengupta

Kishore Sengupta

Reader in Operations Management, MBA, PhD (Case Western University)

Dr. Sengupta has served as advisor on several projects with the U.S. Government Department of Defense and NASA, and has consulted 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... More info

Certificate

Example image of certificate that will be awarded after successful completion of this program

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" 2-day programme for the purpose of meeting the GMCA requirements. If you require more details on the GMCA and wish to speak to our advisors please contact executive.education@jbs.cam.ac.uk.

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