Code: UMMC4A-10-M

Title: Management of International Aerospace
Projects

Version: 1

Level: M

UWE credit rating: 10

ECTS credit rating:

Module type: Project

Owning Faculty: BBS

Field: Operations and Information Management

Valid from: 1 September 2002

Discontinued from:

Contributes towards: CPDA Scheme

Pre-requisites: None

Co-requisites: None

Excluded combinations: None

Learning outcomes:

Aims

• to offer a theoretical and practical perspective on critical factors for successful management of international projects,

• to develop an awareness of specific characteristics and challenges associated with contemporary international aerospace projects, and

• to accelerate the development of necessary operational, strategic and leadership skills for effective participation on and successful management of projects in the international aerospace context.

Learning Outcomes

On completion of this module students should have gained the following

Cognitive skills and subject specific knowledge and understanding: (captured by the assignment question, particularly Marking criteria 1 and 2)

• an awareness and understanding of the key theories, concepts and models relevant to international project environments and management practice in this context

• an ability to identify key managerial challenges related to international aerospace projects;

• an ability to evaluate, select and apply concepts, methods and management tools to problem solving and managerial decision making related to planning, leadership, evaluation, control of, and risk management and collaboration on international aerospace projects.

Subject related practitioner / professional skills (entirely captured by the assignment question, particularly Marking criteria 1 and 3)

• develop a skill to critically evaluate the dynamics of the external context as well as intricacies of various types of international projects in the aerospace industry, to examine the characteristics of a relevant client group / project stakeholder group and understand their objectives;

• identify and evaluate criteria for the measurement of performance of international aerospace projects and understand critical success factors;

• use appropriate approaches to project risk analysis and risk management in an international context;

Other transferable skills:

• understand and apply methods of effective communication in multinational environments;

• develop as ‘reflective practitioner’ (the assignment question requires some personal / critical reflection on experience with the chosen project)

• demonstrate the skills needed for an appropriate use of project management knowledge, methods, and techniques necessary for informed decision making in a variety of business situations within the international aerospace industry.

Syllabus outline:

Theoretical perspectives:

• An overview of key theories, concepts and models relevant to international project environments and management practice in this context: organisational behaviour concepts, complexity theory, unbounded systems thinking and multiple perspectives concept; concepts of knowledge management and collaborative learning;

• Key concerns in managing international aerospace projects

• Multicultural issues and professional diversity

• Risk related to institutional and industrial environments; achieving an agreement about the key performance indicators for the project

• Structure and style of communication – complexity of project communication system

• Managerial and individual behaviour – project organisation, structure, performance and conflicts

• Partnering, trust, cooperation and knowledge management

• Politics, power, and information

• Project evaluation and managerial decision making

• International aerospace projects - critical evaluation of managerial and professional challenges associated with international aerospace projects throughout their life cycle

• Multiple perspective based project evaluation process – a holistic approach

• Collaborative learning, networking and human resource management

Teaching and learning methods:

Besides the taught part of the course, there is a wide range of case studies, examples and exercises to cover a variety of types of international aerospace projects and a variety of project stakeholders’ views. Students are encouraged to relate the knowledge gained throughout the course to their own working environment in a creative way, and to try to find competent solutions to the current problems in managing projects in their organisations. Presentations of a number of industrial speakers are included in the programme to reinforce the practical application of the course material.

Reading Strategy:

All students will be encouraged to make full use of the print and electronic resources available to them through membership of the University. These include a range of electronic journals and a wide variety of resources available through web sites and information gateways. The University Library’s web pages provide access to subject relevant resources and services, and to the library catalogue. Many resources can be accessed remotely. Students will be presented with opportunities within the curriculum to develop their information retrieval and evaluation skills in order to identify such resources effectively.

Essential reading:

Schneider S and Barsoux J-L (2003): Managing Across Cultures, Financial Times Prentice Hall: UK

Love P, Fong P S W, and Irani Z, eds (2004) Management of Knowledge in Project Environments, Elsevier: Butterworth Heinemann: UK and USA

Further reading:

Bresnen M and Marshall N (2000) ‘Motivation, commitment and the use of incentives in Partnerships and alliances’ Construction Management and Economics, 18 (2000), 587-598

Bresnen M , Edelman L, Newell S, Scarbrough H and Swan J (2003) ‘Social practices and the management of knowledge in project environments’ International Journal of Project Management, Vol. 21, pp.157-166

Busby J S (1999) ‘An assessment of post-project reviews’ Project Management Journal, Sept. 1999

Cicmil S (2005) ‘Participation, Reflection, and Learning in Project Environments – A Multiple Perspective Agenda’ in Love P, Irani Z, and Fong S W (eds) Managing Knowledge in Project Environments, Butterworth Heinemann: UK and USA

Engwall M (2003) ‘No project is an island: linking projects to history and context’ Research Policy, 32 , pp.789-808

Fincham R (2002) ‘Narratives of Success and Failure in Systems Development’ British Journal of Management, Vol. 13, 1-14

Harris P R and Moran R T (2000) Managing Cultiral Differences,3rded. Gulf Publishing Company, Houston, Texas

Lawrence P. and Braddon D (1999) Strategic Issues in European Aerospace, Ashgate: Hants

Pinto J K (2000) ‘Understanding the role of politics in successful project management’ International Journal of Project Management, Vol.18, No.2, pp.85-91

Saad M, Cicmil S, and Greenwood M (2002) 'Technology transfer projects in developing countries - furthering the project management perspectives' International Journal of Project Management, No.20, pp.617-625

And other sources such as specific in-company material and weekly newspapers:

The Economist

The Financial Times

Assessment

Post-module assignment: Individual assignment is designed to encourage reflection on the material covered in the course and the application of the body of knowledge to a real-life project situation. The assignment is based on the concept of project evaluation and integrates the major learning outcomes above. Students are required to demonstrate an ability to critically analyse the complexity of a specific international project situation, the management process and team behaviour associated with it, and to recommend improvements or solutions based on the material covered in the course including theoretical concepts and 'best practice' guidelines.

Weighting between components A and B (standard modules only)

n/a

ATTEMPT 1

First Assessment Opportunity

Component A

Description of each element

1 Project - maximum 3500 words

Element weighting

1

Second Assessment Opportunity (further attendance at taught classes is not required)

Component A

Description of each element

1 Project - maximum 3500 words

Element weighting

1

SECOND (OR SUBSEQUENT) ATTEMPT Attendance at taught classes is required.

Specification confirmed by …………………………………………………Date ……………………………

(Associate Dean/Programme Director)