COVID-19 STATEMENT: While this virus is impacting everyone differently, this online programme is continuing as planned.
Please consider joining our global online classroom for an enriching and interactive experience to further your career.
While this virus is impacting everyone differently, this online programme is continuing as planned. Please consider joining our global online classroom for an enriching and interactive experience to further your career.

STARTS ON

3 December 2020

DURATION

8 Weeks, Online
4-6 hours per week

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, 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.

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:

The programme’s lessons are applicable across most major industries, including banking and finance, consulting, government, infrastructure, professional services, real estate, technology and telecom.

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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.

*For more information on the syllabus, download the brochure.

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Programme Highlights

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.

Projects as Strategic Change
Aligning Projects with People
Managing Risk and Uncertainty
Governance and Accountability
Relationships and Influence
Providing an Integrated Framework

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
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.

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.

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.

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.

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.

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.

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

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

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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.

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Certificate

Steering Complex Projects Programme 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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