Call Us: +44 122 858 5702 (3:30 AM GMT - 6:00 PM GMT)
Call Us: +44 122 858 5702 (3:30 AM GMT - 6:00 PM GMT)
29 September 2020
8 Weeks, Online
4-6 hours per week
'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, and successfully connect the dots between your strategic goals and your project goals. You’ll learn project management processes as well as how to build organisational capability to ensure that your projects are not only completed but that your outcomes are also predictable.
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:
The programme’s lessons are applicable across most major industries, including banking and finance, consulting, government, infrastructure, professional services, real estate, technology and telecom.
DOWNLOAD BROCHUREThroughout 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.
The programme includes video lectures, discussions, live online teaching sessions and assignments. We expect participants to dedicate 4 – 6 hours per week over the eight weeks of the programme.
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.
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 in this strategy-driven.
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 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 tools used by an IT consulting firm to ensure that learnings from individual projects could be utilised by their entire project organisation.
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
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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.
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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.
Get CertifiedFlexible payment options available. Click here to know more.
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 and as the director of the INSEAD Israel Research Center. He served as department editor and Associate Editor of Management Science, Manufacturing & Service Operations Management and Production and Operations Management, and as chair of 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.
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. His published research appears in journals in information technology and management, 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. In 1996-1997 he was a Visiting Scholar at the Hong Kong University of Science and Technology, Hong Kong.
