MSc Strategic Project Management Programme Handbook 2010 - 2011
School of Management and Languages
MSc Strategic Project Management Course Handbook 2010 - 2011
School of Management and Languages MSc Strategic Project Management Course Handbook 2010 - 2011 1
SUMMARY OF KEY INFORMATION............................ 1
2
WELCOME AND INTRODUCTION ............................... 2
3
GENERAL INFORMATION ABOUT THE SCHOOL..... 3
5
COURSE OVERVIEW ................................................. 14
6
COURSE STRUCTURE AND DELIVERY................... 16
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MSc Strategic Project Management Course Handbook 2010 - 2011
PART A: SCHOOL INFORMATION 1
Summary of Key Information
Key Contacts Programme Director
Mr Amos Haniff
A.Haniff@hw.ac.uk
School Postgraduate Office Postgraduate Secretaries
Roseanna Barnes-Brett Leila Daher
R.Barnes-Brett@hw.ac.uk L.Daher@hw.ac.uk
School Administrative Officer (Postgraduate)
Stephanie Ashby
S.A.Ashby@hw.ac.uk
Postgraduate Secretary (Registry)
Jessica Forbes
J.Forbes@hw.ac.uk
Key Office Locations School Postgraduate Office Esmée Fairbairn Building School of Management and Languages Heriot-Watt University Edinburgh, EH14 4AS
School Office, Room 1.23 Mary Burton Building School of Management and Languages Heriot-Watt University Edinburgh, EH14 4AS
Tel: 0131 451 3284 Fax: 0131 451 8336 Email: pgenquiries@sml.hw.ac.uk
Tel: Fax:
0131 451 3863 0131 451 3296
Key Dates in Academic Year 2010 - 2011 Postgraduate Enrolment
Tuesday 7th September 2010
Semester 1 teaching starts September Edinburgh Holiday Semester 1 teaching finishes Semester 1 assessment
Monday 13th September 2010 Monday 20th September 2010 Friday 3rd December 2010 Monday 6th December – Friday 17th December 2010
Christmas Break
Monday 20th December 2010 – Friday 7th January 2011
Semester 2 teaching starts Semester 2 teaching finishes
Monday 10th January 2011 Friday 1st April 2011
Easter Break
Monday 4th April – 22nd April 2011
Semester 2 assessment Postgraduate Re-sit exams Graduation
Monday 25th April – Friday 20th May 2011 Monday 6th June – Friday 10th June 2011 November 2011 (To be confirmed by Registry)
School Postgraduate Website: http://www.sml.hw.ac.uk/postgraduate 1
MSc Strategic Project Management Course Handbook 2010 - 2011
2
Welcome and Introduction
2.1
Welcome from the University Principal I am delighted to welcome you as a student of Heriot-Watt University. Heriot-Watt University has a well earned reputation as Scotland's most international and outward-looking University. With three campuses in Scotland (attended by a high percentage of students from across the world), our new Campus in Dubai, and Learning Partner institutions across the world, we have a vibrant and diverse learning culture which is unique and unmatched by other universities in the United Kingdom. We are keen to give our students the opportunity to develop an international dimension to their studies which will enhance their opportunities for future growth. Students at all our campus locations are an important part of our global community and I very much hope you enjoy your time with us. Professor Steve Chapman University Principal
2.2
Welcome from the Head of School Welcome to the School of Management and Languages. I speak for all members of staff within the School in congratulating you on your efforts so far in reaching this stage of your academic career. We will all endeavour to make your stay with us as interesting, challenging, enjoyable and rewarding as we possibly can. The School of Management and Languages has an international reputation as a major centre of research and is well networked with industry and government both within the UK and internationally. Students graduating in previous years of the course have taken up various posts with an impressive list of companies and non-profit organisations. We hope that you will be joining them in pursuing such a career after successful completion of your course. Our aim is to provide you with a suitable environment and innovative approach to learning the technical and analytical skills of a range of complex and challenging subjects as well as providing the opportunity and support to develop transferable skills, such as presentation skills, report writing and problem solving. I hope you fulfil your personal goals and objectives during your stay with us and that my colleagues and I are successful in achieving our aim. Professor Gillian Hogg Head of School
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MSc Strategic Project Management Course Handbook 2010 - 2011
2.3
Welcome from the Programme Director Welcome to the MSc in Strategic Project Management. Whether you are a full-time or part-time student, I am confident you will find the course enjoyable, rewarding and it will assist you in achieving your career goals. Despite the global economic downturn, there is still a strong demand for good project management personnel, who not only have a high level qualification, but also understand how projects add value to the organisation and how that value will be achieved. Strategic Project Management responds to the strong and consistent growth in demand for business and management skills that can help deliver core business activities and realize competitive strategies in both public and private sector organizations. It encompasses both 'project management' as a process to deliver end products, and strategic management as a process of formulating and implementing strategy in a complex and turbulent environment, thus making our students valuable assets to an organisation. Over the years we have increased our connections with industry, enjoyed closer relationship with the Association of Project Management (APM) and introduced a number of seminars, initiatives and courses that students are welcome to join. Through this course you will have the opportunity to meet interesting people, network with professionals and discover new opportunities. I therefore wish you a very successful year during which I hope you will be able to fulfil your personal and your academic ambitions.
Amos Haniff Programme Director
3
General Information about the School
3.1
School Overview The School of Management and Languages has over 2000 full-time students, and over 100 members of academic staff. The School operates from the Edinburgh campus, with bases at both the Scottish Borders Campus in Galashiels, and the Dubai campus. We offer a diverse portfolio of degree programmes across a broad range of subjects at both undergraduate and postgraduate level. Within the School there are three departments: 1. Accountancy, Economics and Finance 2. Economics 3. Business Management
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MSc Strategic Project Management Course Handbook 2010 - 2011
3.2
School Staff Contact details for all School of Management and Languages staff can be found in Appendix B at the end of this handbook. Staff details may also be viewed online at http://www.sml.hw.ac.uk/sml/staffprofiles
3.2.1 Office Hours for Academic Staff Most academic staff set aside certain hours each week when students may visit them in their offices without appointment. “Office hours” are normally displayed on the lecturer’s door or noticeboard. Alternatively, students may make an appointment to see a member of staff at another mutually convenient time.
3.3
School Buildings Campus maps showing the location of academic buildings and student residences are available from University Main Reception, or online at www.hw.ac.uk/maps/detailed-campus-map.pdf The School of Management and Languages is located across three main buildings at the western edge of the campus next to the University Library: Esmée Fairbairn Research Centre Esmée Fairbairn is home to the School Postgraduate Office, the School Research Office, and also many of the staff involved in postgraduate teaching and administration. The building also houses a new computer study area for postgraduate and final year undergraduate students with 15 PCs, a wi-fi area and self-study space. During peak periods of the academic year (e.g. exam and re-sit periods) a booking service may be in operation. The building is open to students from 9.00am to 5.00pm daily from Monday to Friday. There is no access on weekends. Building abbreviation: EF Henry Prais Building Henry Prais is home to the Department of Languages and Intercultural Studies. There is a PC lab in 1.20 and a self-study Language laboratory in 1.17. The building is open to students from 8.30am to 5.30pm daily from Monday to Friday; between 5.30pm and 11.00pm entry is obtained via the digital lock. On Saturdays and Sundays entry is via the digital lock, which allows access from 8.30am to 11.00pm. The code for the digital lock is given to students by the LINCS Departmental Office and should in no circumstance be divulged to anyone else. Any student using the building after 5.30pm or at weekends must sign the out-of-hours book in the entrance hall; this requirement also extends to those already in the building at 5.30pm. Building abbreviation:
HP 4
MSc Strategic Project Management Course Handbook 2010 - 2011
Mary Burton Building Mary Burton is home to the Departments of Accountancy, Economics & Finance; and Management. Academic staff in these departments have their offices here. The School Office (MB 1.23) and the School Undergraduate Office (MB 1.27) are also located in Mary Burton. A new postgraduate computer lab opened in Mary Burton in September 2009. The lab is located in G.10 and is used for postgraduate teaching. It is also available for postgraduate student self-study. The lab gives access to a range of leading specialist logistics software packages as well the standard Microsoft Office Professional suite of programmes. Access to this lab is by keypad. The code can be obtained from the Postgraduate Office. In addition there are a further two PC labs on the ground floor, located in G.22 and G.51. Any student experiencing computer problems in the lab should email ithelp@hw.ac.uk . When reporting any problems please include your full name and PC username. The Mary Burton building is open 8.00am – 10.00pm daily from Monday to Friday, and 10.00am – 5.00pm on weekends. During vacation periods opening hours may differ. Building abbreviation:
MB
Postgraduate Centre A new purpose built postgraduate centre was opened in May 2009 for use by all of the campus 1,500 postgraduate students. The state of the art building is located to the north of the campus on Second Gait of Boundary Road North. The Centre will be used by a number of School of Management and Languages postgraduate courses for lectures, tutorials, research meetings and presentations. As well as teaching rooms the centre has a café on the ground floor and a student social and working space on the top floor for the exclusive use by post graduate students. The building has no computing labs but has wi-fi coverage throughout. Outside normal working hours entrance to the top floor student social and working area is by a security entry card system. A small charge is made for the entry cards (currently £5). To obtain a card please enquire at the PG Centre Office (just inside the main entrance) or contact the PG Centre Manager, Mr David Herrera (D.Herrera@hw.ac.uk). Building abbreviation:
PG
PC Labs There are a number of PC labs across the Heriot-Watt campus. A map indicating the locations of these labs can be found here: http://www.hw.ac.uk/it/Guide_to_Services/pclablocations.html
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3.4
Communications 3.4.1
Contact Details It is essential that the School and the University are kept informed of any changes to students’ contact details, particularly term-time and home addresses. It is the responsibility of the student to notify the School Postgraduate Office as soon as a change occurs. Change of Address forms are available from the Postgraduate Office. Completed forms must be returned to the Postgraduate Office for processing. Please note that it is particularly important to ensure address details are kept up to date.
3.4.2
E-mail New students will be issued with instructions on how to set up their email account during enrolment. Returning students will have continued access to their e-mail. Please note that students’ Heriot-Watt e-mail addresses are used by academic and administrative staff to send important information throughout the year. Students must either check their HW e-mail regularly, or redirect it to the e-mail account they wish to access it from. More information regarding Heriot-Watt’s I.T. facilities and regulations can be found in Part B: 10.5
3.4.3
Postgraduate Noticeboard The Postgraduate Noticeboard is located at the main entrance to Esmée Fairbairn Building, just by the School Postgraduate Office. Notices relating to classes (including timetables), tutorials, assessment, careers guidance, job opportunities, University clubs and societies, as well as social events are posted on the board. Students should ensure they check the noticeboard regularly.
3.4.4
Social Events A number of postgraduate social events are held throughout the year. The School Postgraduate Social Night will be held on Tuesday 21st September at City Night Club which is located in Edinburgh city centre.
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MSc Strategic Project Management Course Handbook 2010 - 2011
This is the first our social event and is always a great night to meet other postgraduate students. Tickets are available from the School Postgraduate Office at £5.00, which includes a buffet. The annual Inter-Masters Challenge will be held on Wednesday 20th October. This is an opportunity for you to be part of a team representing your course in an organised quiz to win the prestigious Inter-Masters Challenge Trophy. The highlight of the social calendar is the SML Postgraduate Burns Supper, which usually takes place in late January or early February. This is an opportunity to celebrate the works of the Robert Burns, eat haggis and experience a real Scottish Ceilidh. This event is not to be missed, but be aware that tickets sell out fast. Further social event details will be announces over the year. 3.4.5
Mitigating Circumstances Policy In the course of the academic year many students will experience illness, personal problems, or unexpected events. The School will support students as fully as it can but, in order to do so, we must be aware of the circumstances students find themselves in. All students are therefore required to keep their Programme Director and mentor informed of any circumstances which may adversely affect their attendance or their performance in course-related activities. In addition, students are encouraged to submit evidence of mitigating circumstances to the School as and when appropriate so that an official record can be kept. This should be done using a ‘Postgraduate Mitigating Circumstances form’, which can be obtained from the Postgraduate Office, accompanied by any supporting documentation (medical certificates, etc.). This form is also available online at: http://www.sml.hw.ac.uk/postgraduate/policy.html All forms and supporting documentation should be submitted to Jessica Forbes, room EF13 J.Forbes@hw.ac.uk. All information and supporting documentation submitted by students will be treated in the strictest confidence. The normal procedure is that this evidence will be considered by the Postgraduate Mitigating Circumstances Committee in May following the Semester 2 exam diet with a view to making recommendations to the MSc Progression Board (e.g. regarding late submission penalties, opportunities for resits, etc.). Please also see section 6.4.1. All evidence to be considered by the Mitigating Circumstances Committee must be submitted by students no later than one week after the date of their last exam. This applies to both the Semester 1 exam diet and the Semester 2 exam diet.
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MSc Strategic Project Management Course Handbook 2010 - 2011
It is the responsibility of the student to ensure that the School is aware of any mitigating circumstances, of any aspects of their studies which have been affected by such circumstances, and to ensure that appropriate evidence is submitted.
3.5
Mentoring
The School operates a mentoring policy for all registered postgraduate students. 3.5.1
Aims and Objectives
Aims: To assign each postgraduate student entering the School of Management and Languages (the mentee) to a member of academic staff in the School of Management and Languages (the mentor) who can be consulted on all aspects of the University and who will provide a mechanism whereby the progress of each postgraduate student in the School of Management and Languages is monitored and remedial action taken where appropriate. Objectives: The mentees can expect that mentors will: 1. Normally provide the first point of contact when advice is required, whether of an academic or non-academic nature. 2. Be able to direct mentees to other sources of information and advice that are available centrally within the University. 3. Monitor each mentee’s academic progress. 4. Counsel mentees who fail a course and where possible ascertain the reasons for the failure. 5. Have an overview of the whole of each mentee’s University career and should be in a position to provide background information to other members of the University and to Examination Boards. 6. Give advice to the students where appropriate or required to their Personal Development Plan. The aims of this plan are: a) to provide opportunities for the development of student self-confidence in identifying their own competence and the transferability of the skills they have developed; and b) to provide opportunities for the development of guidance and information systems which enable students to monitor and record their own progress. 3.5.2
Formal and Informal Meetings
Formal meetings All mentees will meet with their mentors formally: Full time postgraduate students Semester 1: Semester 2:
Weeks 2 to 3 following induction and course introductory lectures Weeks 2 to 3 following receipt of Semester 1 assessment
Informal meetings All mentees will have the opportunity to meet with their mentors/ course directors informally at other times by appointment. 8
MSc Strategic Project Management Course Handbook 2010 - 2011
3.5.3 Procedures 1. All students entering the School of Management and Languages will be assigned to a mentor by the Programme Director. For some courses the Programme Director will act as the mentor. 2. The Programme Directors will be responsible for informing postgraduate students who their mentor is. 3. The Programme Directors will inform mentees of the timing of meetings with mentors. 4. Mentors will be responsible for informing the Programme Director when a mentee fails to attend a formal meeting. 5. At each meeting, formal or informal, a record of the meeting will be made by the mentor and a copy of the record will be forwarded to the School of Management and Languages Postgraduate Office for inclusion in student records. Confidential information should not be included in the record of the meeting.
3.5.4 Duties of Mentors Mentors will be responsible for: 1. Organising an appointments system for formal meetings with mentees. 2. Taking a caring interest in their mentees. 3. Offering advice or directing mentees to support services better able to provide advice, on all aspects of the student’s life at the University. 4. Offering advice to mentees regarding their Personal Development Plan. 5. Monitoring the progress of each mentee, counselling any mentee who has failed a course, where possible ascertaining the reasons for the failure, taking appropriate follow-up action. 6. Making arrangements to see mentees informally when necessary. 7. Completing a record of formal and informal meetings with their mentees. A copy of the record should be forwarded to the School of Management and Languages Postgraduate Office.
3.5.5 Duties of Mentees All mentees should: 1. Make an appointment and attend formal meetings with their mentor at the agreed time. 2. Keep their mentor informed of any changes in their circumstances which may affect their academic progress. 3. Inform their mentor of any approved changes to their course of study.
3.5.6 Duties of Programme Directors Programme Directors will be responsible for: 1. Where required allocating all mentees to their mentor, informing mentors and mentees and keeping an up to date record.
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3.5.7 Monitoring of the Mentor Scheme The School Director of Learning and Teaching will be responsible for monitoring the mentor scheme and for reporting to the University Postgraduate Studies Committee on the operation of the scheme.
3.6
Student Feedback 3.6.1
Postgraduate Student-Staff Committee The School of Management and Languages Postgraduate Student–Staff Committee is a consultative body of student and staff representatives. It may discuss any matters that it considers relevant to the running of postgraduate degree courses in the School, such as curricula, teaching and assessment methods. It is intended to provide a forum in which meaningful contributions can be made by students and staff alike. It is not competent, however, to deal with matters concerning individual students or members of staff, such as disciplinary matters, assessments, or appointments. The committee normally meets 1-2 times per semester. It is convened by the Director of Postgraduate Disciplines and has as its membership all MSc course directors, relevant School administrators, and a student representative for each MSc course. Elections are held at the start of Semester 1 to appoint class representatives. For further information on the Postgraduate Student-Staff Committee, see http://www.sml.hw.ac.uk/postgraduate/studentstaff
3.6.2
3.7
Course Evaluation At the end of each course you take you will be asked to complete a course evaluation questionnaire. Your views are important to us and the information gathered from these questionnaires is analysed by the School and the resulting information is then fed into the annual review of each MSc course.
Academic Concerns The School of Management and Languages endeavours to foster good working relationships between students and staff. We recognise that in the course of the academic year students may have concerns regarding a course or course. Within the School there is an agreed procedure for raising these matters so that they can be dealt with quickly and efficiently (see Figure 1 on following page).
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MSc Strategic Project Management Course Handbook 2010 - 2011
Figure 1 Process for Raising an Academic Concern
Step 1
Raise concerns directly with the member of teaching staff concerned or Class Representative. If matter is unresolved
Step 2
Discuss concerns with course co-ordinator or mentor.
If matter is unresolved Step 3
Discuss concerns with Programme Director. If matter is unresolved Approach senior staff in this order:
Step 4
1. Director of Postgraduate Teaching Programmes 2. Head of Department 3. Head of School If matter is unresolved
Step 5
Inform HWUSA of your concerns
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MSc Strategic Project Management Course Handbook 2010 - 2011
Step 1 Students should first raise their concerns directly with the member of teaching staff concerned (this may be a class teacher, tutor or lecturer). Students should not worry about raising any concern but, if a student feels uneasy doing this, they can contact their class representative who can raise the matter on their behalf. Step 2 If the matter is not resolved, the next step is for students to discuss their concerns with their mentor and, if they have not already done so, with the course co-ordinator (see Part A, section 6 of this handbook for course coordinator details). Step 3 If the matter remains unresolved, students should approach their Programme Director. Students should also inform their class representative if they have not already done so. Class representatives are members of the Postgraduate Student-Staff Liaison committee (PGSSLC). The members of this committee work to resolve any matter that it considers relevant to the running of the postgraduate degree courses in the School of Management and Languages, such as curricula, teaching and assessment methods. Committee members are able to bring student concerns to the attention of senior staff on your behalf. Please note, however, the committee does not consider individual cases, including individual appeals of assessment grades. Step 4 If the matter remains unresolved, students are able to approach senior staff directly in the order given in Figure 1. Step 5 If a student still feels that the matter is unresolved, they are able to raise their concerns through HWUSA. There is a sabbatical officer offering full time representation for Education and Welfare matters and they can be e-mailed at vpew@hwusa.org. Please note that HWUSA will ask students if they have raised their concerns through the established procedures before they address any issues.
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4
Key staff and office locations
4.1 Programme Director: MSc in Strategic Project Management Mr Amos Haniff MB 1.37 Mary Burton Building School of Management and Languages Heriot Watt University Edinburgh, EH14 4AS Tel:
+44 (0) 131 451 3847 +44 (0) 131 451 3296 A.Haniff@hw.ac.uk
Fax: E-mail:
4.2
SML Postgraduate Administration Team Postgraduate Role
Location
Personnel
Postgraduate Secretary (SML Postgraduate Office)
EF 11
Roseanna Barnes-Brett Leila Daher
R.Barnes-Brett@hw.ac.uk L.Daher@hw.ac.uk
Postgraduate Secretary (Registry)
EF 13
Jessica Forbes
J.Forbes@hw.ac.uk
School Postgraduate Administrator (Postgraduate)
EF 12
Stephanie Ashby
S.A.Ashby@hw.ac.uk
The School Postgraduate Office is located immediately on the left as you enter the Esmée Fairbairn Building in Room EF 11. Postgraduate Secretaries Roseanna Barnes-Brett and Leila Daher are located within the Postgraduate Office and assist with any student’s initial enquiries. The Postgraduate Office is responsible for: • • • •
Certification Letters Change of Course Change of Address Transcripts (issuing of)
Contact: Tel: Fax: E-mail:
+44(0) 131 451 3284 +44(0) 131 451 8336 pgenquiries@sml.hw.ac.uk
Opening Hours: The Postgraduate Office is open 9.00am – 12.30pm and 2.00 – 4.30pm.
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Stephanie Ashby is the School Postgraduate Administrator. She is responsible for postgraduate matters not listed above. Her contact details are: EF 12: Esmée Fairbairn Building Tel: +44(0) 131 451 3285 E-mail: s.a.ashby@hw.ac.uk Jessica Forbes is the Postgraduate Secretary for matters related to the Registry. Her contact details are: EF 13: Esmée Fairbairn Building Tel: +44(0) 131 451 4202 E-mail: J.Forbes@hw.ac.uk
5
Course Overview Heriot-Watt University reserves the right to update materials from time to time and will ensure that advance notification concerning changes to materials is provided to students on the relevant section of the University website. It is the responsibility of students to check the website, particularly if they are returning to studies after a period during which their studies have been in abeyance.
5.1
Course Handbook This course handbook is for your reference and should provide all the information about the course you require. Please read the handbook carefully prior to the start of the course. If you have any queries which are not answered here, please contact the School Postgraduate Office who will be able to help. The rules and regulations governing the MSc in Strategic Project Management are set out and should be read thoroughly. Should any amendments be necessary, you will be notified as soon as possible.
5.2
Course Aims and Objectives Successful completion of MSc Strategic Project Management enables students to:
To acquire and develop a systematic understanding of knowledge in the areas associated with strategic project planning: To apply strategies appropriate to managing a programme and a portfolio of projects with reference to the internal and external organisational environment; To understand the connections, tensions and relationships within the strategic alignment of projects and the organisations mission. To select and apply project management processes in the delivery of successful projects; be able to transfer techniques and solutions for managing projects from one project to another, including skills in 14
MSc Strategic Project Management Course Handbook 2010 - 2011
managing the project life cycle, risk and quality issues in projects, scheduling and budgeting, and monitoring and control; project initiation and establishing shared expectations, the project life cycle, control and evaluation of projects, the planning and management of procurement and contracts, quality and risk management throughout a project and apply special techniques to manage multiple projects. To apply techniques for project appraisal, selecting and prioritising projects; be able to use selected accounting practices to plan, manage and control project budgets; and apply relevant aspects of contract law. To acquire a critical awareness of contemporary and pervasive issues in strategic project management that may change over time, both in the academic discipline and professional practice. To understand and evaluate a comprehensive range of research techniques used in the areas of strategic project planning in order to create and interpret knowledge. To evaluate critically academic research, professional research, published case studies and media pronouncements on the development and use of strategic project planning in business and management. To encourage the development of subject interests by enabling students to carry out original research at the forefront of knowledge on a relevant strategic project planning topic through a dissertation. To assist the development of transferable skills (particularly teamwork, leadership, communication, negotiation, conflict resolution and presentation) for employment, particularly in middle-to-senior strategic and business related positions in a wide range of public and private organisations, or in academic research and in preparation for lifelong learning and personal development.
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6
Course Structure and Delivery
6.1
Course Structure The MSc Strategic Project Management comprises of 8 taught courses and a dissertation. The course is formed around the three distinct themes:
6.2
1.
Strategy Investigates the formulation and implement of the organisations strategic vision. • Competitive Strategy • Strategic Project Management • Strategic Change • Business Models, Themes and Issues
2.
Project Control Investigates the knowledge and skills required to manage a project selected to implement an organisations strategy. • Project Management • Project Procurement and Contract Management • Project Finance, Accounting and Control
3.
Research Investigates emerging paradigms and seeks to contribute to subject the knowledge. • Research Methods • Dissertation
Course Delivery Each of the 8 taught courses are delivered through lectures and workshops running over the two semesters, normally on a Monday and a Friday. Although, additional sessions, guest speakers and seminars will be held outwith the teaching days. Students will be advised of these sessions as they are arranged. Students must attend all taught session for each course. The dissertation period is normally four months for full time students. Students are not required to attend classes, but must demonstrate adequate progress through the dissertation process.
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6.3
Part time study Part time students registered for either an MSc. or a Postgraduate Diploma, must register and satisfactorily complete two courses in each semester. For progression to year 2, students must satisfactory completed 4 courses. For progression to dissertation, students must satisfactory complete all 8 courses. The normal course of study for part time study is as follows: Year 1 Semester 1 Competitive Strategy Strategic Project Management
Semester 2 Project Management Project Procurement and Contract Management
Year 2 Semester 1 Strategic Change Business Themes and issues
Semester 2 Project Finance, Accounting and Control Research Methods
Part time students will attend classes with full time students and will be assessed on the same criteria. Students must attend all sessions and complete all parts of the assessment for each course. Full details of the programme structure and award requirements for the MSc Strategic Project Management are shown on the following pages. This programme structure document is also available online at: http://www.sml.hw.ac.uk/postgraduate/courseinfo Please note that this document may subject to change over the course of the academic year. You will be notified of any such changes as appropriate.
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Form 18
Heriot-Watt University – Graduate/Postgraduate Course Structure and Course Notes Template (RAY)
1. Course Codes C147-SPM/C145-SPM/C140-SPM
2. Course Title Strategic Project Management
6. Course Accredited by N/A
3. School/Institute Management and Languages
4. Type Specialist Departmental
7. QAA Subject Benchmarking Group(s) Business and Management
5. Awards MSc, PG Dip, PG Cert
8. Date of Production/Revision November, 2007
10. Arrangement of Courses
11. Awards, Credits & Level
9. Composition Mandatory and Optional Courses Starting From Semester 2
Semester 1 Course Code & Title
9 courses (including the dissertation) 8 taught courses (all taught courses are mandatory)
Competitive Strategy
150
Business Models, Themes and Issues
150
Strategic Change
150
Strategic Project Management
150
12. Mode and Location of Study Home Campus
X
Effort Hours
Other Campus
Collaborative Partner
Full-time X
Course Code & Title
Business Research Methods
150
Project Finance, Accounting and Control
150
Project Management
150
Project Procurement and Contract Management
150
Part-time X
14. Mode of Delivery Conventional
Blended
15. Level of Courses Level 11 X
Levels 7-10 (UG)
Mixed
Independent
Course Code & Title
Effort Hours
Dissertation
600
MSc requires 180 Scottish Credit and Qualification Framework credits; at least 165 of which are at Level 11 PG Dip requires 120 Scottish Credit and Qualification Framework credits; at least 105 of which are at Level 11 PG Cert requires 60 Scottish Credit and Qualification Framework credits; at least 45 of which are at Level 11
13. Duration of Study (months)
(specify) Dubai
Approved Learning Partner
Starting From Semester 2/3
Effort Hours
Masters
Standard Full-time Part-time 12 24
Full-time 24
Maximum Part-time 48
Diploma
9
21
21
45
Certificate
9
21
21
45
16. Collaborative/Approved Learning Partner Course (Please specify details of partner institutions) N/A
Courses not at Level 11 (codes): N/A
18
Form 18
Heriot-Watt University – Graduate/Postgraduate Course Structure and Course Notes Template (RAY)
1. Course Codes C147-SPM/C145-SPM/C140-SPM
2. Course Title Strategic Project Management
6. Course Accredited by N/A
3. School/Institute Management and Languages
4. Type Specialist Departmental
7. QAA Subject Benchmarking Group(s) Business and Management
5. Awards MSc, PG Dip, PG Cert
8. Date of Production/Revision November, 2007
Course Notes 1. Nominal Pass Mark/Grade
2. Summary of Assessment Methods
• • •
Figures are approximate and averaged across all courses. See course syllabi for detail.
Masters: PG Diploma: PG Certificate:
50% average (Grade C) 40% average (Grade D) 40% average (Grade D)
•
Coursework: 27%
Examination: 40%
Dissertation: 33%
3. Re-assessment Opportunities At the discretion of the Exam Board students may be permitted the opportunity to resit up to a maximum of three courses from the eight taught courses in order to obtain the required overall average grade to permit progression to the Masters Dissertation or award of a Diploma or Certificate. Resits are not permitted where the overall average mark or grade (of >= 50% ,Grade C) has been achieved. The Examination Board has discretion to select the required courses to be re-assessed in keeping with the Degree title. Where courses are assessed entirely by examination or by a combination of examination and coursework the resit will be by examination. For courses where assessment is based solely on coursework, a new assignment will be given. All resits have to achieve a pass at 50% or above for Masters and 40% or above for Diploma or Certificate. Resits will be taken in a PG resit diet which will be scheduled not less than one week after the course Progression Board. The dissertation may, at the discretion of the Exam Board, be revised and resubmitted where a grade D is awarded (40% - 49%). The dissertation to be resubmitted by November 30th in the year following the first submission. Students will be provided with feedback on the deficiencies in their dissertation but will not receive additional academic supervisory support. The re-submitted dissertation will be required to achieve a grade C or mark of 50% with a maximum grade of C or mark of 55% being awarded. 4. Award Criteria •
Master (Distinction):
No. of Course Passes 9
Overall Mark/Grade >=70%/Grade A
•
Master:
9
>=50%/Grade C
•
PG Diploma (Distinction):
8
>=70%/Grade A
•
PG Diploma:
8
>=40%/Grade D
•
PG Certificate:
4
>=40%/Grade D
19
Basis of Overall Mark/Grade
Average of course marks at first assessment
Other Requirements At least 6 courses at >=60%, (Grade B). No course with grade D, E or F At least 6 courses at >=50%, (Grade C). No course with grade E or F At least 6 courses at >=60%, (Grade B). No course with grade E or F At least 6 courses at >=40%, (Grade D). No course with grade F At least 4 courses, Degree subject specific at >=40%, (Grade D)
Form 18
Heriot-Watt University – Graduate/Postgraduate Course Structure and Course Notes Template (RAY)
1. Course Codes C147-SPM/C145-SPM/C140-SPM 6. Course Accredited by N/A
2. Course Title Strategic Project Management
3. School/Institute Management and Languages
7. QAA Subject Benchmarking Group(s) Business and Management
4. Type Specialist Departmental
5. Awards MSc, PG Dip, PG Cert
8. Date of Production/Revision November, 2007
5. Course Choice/Dissertation The course provides students with a range of learning opportunities to facilitate the return to university study within higher education in the British system, informed by recent developments in research, and designed to encourage the development of professional, transferable skills, and the development of managerial and professional careers upon graduation. Mandatory courses in the programme ensure that students develop the key skills and knowledge appropriate to this level of study, while the dissertation provides flexibility for students, allowing them to pursue particular interests. The programme has a strong international flavour, resulting from international recruitment, consistent with the School’s expectations that graduates will typically develop footloose careers. On entry into this course of study, particular attention is paid to the development of scholarship skills, introducing professional development and employability as personal objectives, and encouraging the practice of reflective learning. In the first two semesters of study, students register for a total of seven courses, six of which are compulsory. To progress to the dissertation component of the Master of Science Degree, students must achieve an average of 50% (grade C) in the eight taught courses, with no E or F grades and no more than 2 D grades. For the award of the degree of Master of Science, students must also obtain an average of 50% across all courses plus the dissertation. Students obtaining 60 Scottish Credit and Qualification Framework credits from completing four courses with an average mark of at least 40% are eligible for the award of a Postgraduate Certificate. Students obtaining 120 Scottish Credit and Qualification Framework credits from completing seven courses with an average mark of at least 40% are eligible for the award of a Postgraduate Diploma. Students failing to obtain a grade D in initial course assessments are permitted one further opportunity for reassessment for a maximum of three courses. Any student failing to obtain at least a grade C following re-assessment in the course or whose average mark across the eight taught courses from the first assessment opportunity is less than 50% cannot proceed to the dissertation stage of the Master of Science, but may be awarded a postgraduate certificate or postgraduate diploma as an exit qualification. As part of the School’s mentoring programme, students who are unable to complete a course of study will be given appropriate advice. 6. Additional Information The overall course is formed around 3 subject streams plus a dissertation. The 3 subject streams are: 1. Strategy; 2. Control; and 3. Integration.
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6.3
Course Information Course refers to a unit of study which spans a semester. An overall grade is awarded for each course at the end of the semester in which the course was studied. Students are expected to put in a total effort of 150 hours for each course. These 150 hours includes all lectures, tutorials, computing labs, workshops, background reading, writing up notes, coursework, revision and examination for the course. Each course will be assessed in one of three ways: • • •
by coursework; by examination; by a combination of both coursework and examination
At the end of each course an overall grade is awarded: Overall mark of approximately 70% or more Overall mark of approximately 60% to 69% Overall mark of approximately 50% to 59% Overall mark of approximately 40% to 49% Minimum requirement for the award of credit points Performance below the minimum acceptable level for the award of credit points (FAIL)
6.3.1
A B C D E F
Course Outlines Individual course outlines are contained within this section. They give details of the aims, objectives, assessment procedures and key texts for each course taught on the course. Full course descriptors will be given out at the beginning of each course.
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MSc Strategic Project Management Course Handbook 2010 - 2011
Course Code
C11CS1
Course Title
Competitive Strategy
Course Co-ordinator
Dr John Sanders
Delivery Schedule
Semester 1
Course aim
Provide an understanding of the key elements of the strategic management process via conceptual models of analysis. Understand the dynamics of the strategic management process. Understand the importance and impact of strategic management issues for private, public and voluntary sector organisations Understand the application of theoretical and analytical models to real life business situations through the use of case studies. To develop analytical and problem-solving skills appropriate for a variety of subject and nonsubject specific contexts. To develop independent and team/groupworking skills To develop communication skills To develop presentation skills
Course syllabus
Introduction Strategic purpose Analysing the Strategic Environment Strategic Group Mapping Porter’s Five Forces Model Analysing Resources and Capabilities Value Chain Analysis Organisational design Managing change Strategy and Culture Stakeholder behaviour Strategy Implementation Course Review
Assessment
1. Continuous assessment (50%) 2. 3-hour end of course exam (50%)
Key text
Johnson, G. Scholes, K and Whittington, R. (2009). Fundamentals of Strategy. Edinburgh Gate, Harlow: Pearson Education Limited
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MSc Strategic Project Management Course Handbook 2010 - 2011
Course Code
C11TJ
Course Title
Business Models: Themes and Issues
Course Co-ordinator
Dr C. Turner
Delivery Schedule
Semester 1
Course aim
To establish links between contemporary strategic thinking and the operational aspects of the enterprise through business models. Critical examine how modern strategic thinking is reflected within evolving business models; To explore the major themes and issues in the development of business models. To examine the link between business models, the value proposition and competitive differential.
Course syllabus
• • • • • • • •
Assessment Key texts
The evolution of strategy in the new economy; Business models; Quality/value as a source of differentiation; Value Propositions: development and change; Experience/attention economy; Quality/Value in on-line environments; Modularity/Solutions based strategies Value propositions in the international economy.
Continuous Coursework (100%) TBC
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MSc Strategic Project Management Course Handbook 2010 - 2011
Course Code
C11SH
Course Title
Strategic Change
Course Co-ordinator
Mr Robert Graham
Delivery Schedule
Semester 1
Course aim
Provides students with a knowledge and understanding of organisational change from a strategic HR perspective, and of models of change and their application.
Course syllabus
1. An introduction to strategic change – 2. Organisational Analysis and Development 3. Analysis of the organisation 4. Culture Change 5. Designing and managing the transition 6. Performance management 7. Human resource development 8. Reward management 9. Resistance to Change 10. Downsizing and redundancy 11. Leading Strategic Change
Assessment
1. Individual coursework (50%) 2. End of course examination (50%)
Key text
J. Balogun and V.H.Hailey, Exploring Strategic Change (2nd ed.), Pearson Education, 2004.
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MSc Strategic Project Management Course Handbook 2010 - 2011
Course Code
C11SP
Course Title
Strategic Project Management
Course Co-ordinator
Mr Amos Haniff
Delivery Schedule
Semester 1
Course aim
This core course investigates the linkages between business strategy, implementation and project management. In particular it seeks to establish how organisations align projects with the organisational strategy. Emerging practices of alignment are discussed, including portfolio management and programme management
Course syllabus
• • • • • • • • •
Defining strategic project management Strategy and Projects The strategic hierarchy of projects Project Portfolio Management Value Management Project Programme Management Programme Organisation and Governance Benefits Management Programme and Project Maturity
Assessment
Continuous Coursework (100%)
Key text
Morris W.G. & Pinto, J.K. (2007) The Wiley Guide to Programme Management
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MSc Strategic Project Management Course Handbook 2010 - 2011
Course Code
C11BU2
Course Title
Business Research Methods
Course Co-ordinator
Dr Louise Hassan
Delivery Schedule
Semester 2
Course aim
To prepare students for personal and business research To generate an understanding of the social science research process To provide an understanding of the theory and approaches to research To present the tools and techniques required to carry out primary research To explain research design; project planning and writing style with particular reference to the MSc dissertation
Course syllabus
The research process The approaches to research with special reference to qualitative and quantitative techniques used in the social sciences Formal research methods, including carrying out a survey, hypothesis testing and other techniques Literature searches and review techniques Writing and critical analysis skills Research project planning and implementation
Assessment
Coursework (100%)
Key text
Saunders, M. et al, Research Methods for Business Students, FT Prentice Hall, 2007.
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MSc Strategic Project Management Course Handbook 2010 - 2011
Course Code
C11PF2
Course Title
Project Finance, Accounting and Control
Course Co-ordinator
Ms Audrey Jackson
Delivery Schedule
Semester 2
Course aims
Course syllabus
To explore developments in the economic analysis of management accounting including strategic management accounting, capital budgeting, project appraisal, budgeting and control within an organisational context. To introduce alternative modes of analysis that demonstrate the social impact of management accounting techniques. • • • • • •
Introduction to Strategic Management Accounting and External Environmental Considerations Strategic Cost Management, the Value Chain and the Balanced Scorecard Project Appraisal and Valuation: NPV, Payback, ARR and IRR Relevant Costs for Decision Making: CVP Budgeting and Control Human Responses to Management Accounting Techniques
Assessment
Coursework (100%)
Key text
TBC
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MSc Strategic Project Management Course Handbook 2010 - 2011
Course Code
C11PA2
Course Title
Project Management
Course Co-ordinator
Mr Amos Haniff
Delivery Schedule
Semester 2
Course aims
To introduce students to a variety of tools and techniques for monitoring and controlling projects throughout the project life cycle. Emphasis is placed on project definition through a variety of baselines, the importance of risk management and decision making techniques are highlighted. Control issues in the face of new information from stakeholders and the environment are explored, leading to the management of key decisions, including the difficult decision of pulling the plug on a project.
Course syllabus
• • • • • • • • • • • •
Assessment
1. Coursework (50%) 2. End of course examination (50%)
Key text
Gray & Larson, Project Management: The Managerial Process, McGraw-Hill, 2005.
Organisation Strategy and Project Selection Organisation and Project Structures Project Definition Estimating Project Time and Costs Developing a Project Plan Managing Risk Scheduling Resources Reducing Project Duration Progress and Performance Control Project Audit and Closure Project Management and the Future Leadership and Managing Project Teams
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MSc Strategic Project Management Course Handbook 2010 - 2011
Course Code
C11PP2
Course Title
Project Procurement and Contract Management
Course Co-ordinator
Professor Tom Chadwick
Delivery Schedule
Semester 2
Course aim
To provide students with the knowledge of principles, practices and techniques for the commercial management of projects with particular emphasis on the role of the supply chain specialist.
Course syllabus
Assessment
Coursework (40%) End of course examination (60%)
Key text
Arjan J.Van Weele, Purchasing & Supply Chain Management, Analysis, Strategy, Planning and Practice (4th ed), Thomson Learning, 2005.
Introduction and the role of procurement Supply market capability analysis Specifying the requirement Relationships with suppliers Legislation and guidance Contract management and assuring performance
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MSc Strategic Project Management Course Handbook 2010 - 2011
Course Code
C11SD3
Course Title
Strategic Project Management Dissertation
Course Co-ordinator
Mr Amos Haniff
Delivery Schedule
Summer months
Course aims
Course syllabus
To demonstrate specialist subject knowledge and mastery of critical and evaluative techniques of understanding To develop a wide range of appropriate research skills To develop project management skills
Individual student dissertation research i. In-Company, multi-company or academic format ii. periodic individual and/or group review
Assessment
Written Dissertation (100%)
Key text
N/A
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MSc Strategic Project Management Course Handbook 2010 - 2011
Table 1: Assessment Scheme Semester 1
Method of Assessment
Course
Coursework
Exam
Competitive Strategy
50%
50%
Business Models, Themes and Issues
100%
Strategic Change
50%
Strategic Project Management
100%
Semester 2
Method of Assessment
Course
Coursework
50%
Exam
Business Research Methods
100%
Project Finance, Accounting and Control
100%
–
Project Management
50%
50%
Project Procurement and Contract Management
40%
60%
Summer Months
Method of Assessment
Course
Coursework
Exam
100%
–
Strategic Project Management Dissertation
6.3
Timetable Timetables will be made available at the beginning of each semester and students will be advised of the location of their lectures. Timetables are also available online at http://www.sml.hw.ac.uk/postgraduate/timetable
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MSc Strategic Project Management Course Handbook 2010 - 2011
6.4
Assessment 6.4.1
Coursework Course staff will advise students of the format of any coursework set (e.g. essay, group project, oral presentation), the due date for submission of the coursework and the date set for returning the marked coursework. All work must be well presented, word-processed and should include a cover sheet with the following information clearly marked:
MSc in Strategic Project Management Title of coursework/project Student’s name and enrolment number Date Course Title and Course Code Lecturer’s name
Any variation in the procedure outlined below will be notified to students by the Programme Director.
Submission Procedure Coursework must be submitted to the School Office in Mary Burton Building (MB 1.23). Students must complete a Coursework Submission Form and have it signed and receipted by a member of staff in the School Office. Students should retain the receipt and a copy of their coursework until it has been marked. The office is open at the following times: Monday - Thursday Friday
9.30am - 12.30pm (Closed am)
&
1.30pm - 4.45pm 1.30pm - 4.30pm
Coursework will not be accepted outside these hours.
Late Submission Coursework submitted after the due date must also be submitted to the School Office. A Late Coursework Submission Form must be completed and submitted with the coursework. Students should retain the receipt. A second copy of the Late Coursework Submission Form and any medical certificates or supporting documentation should be submitted to Jessica Forbes in room EF13. Coursework submitted after the due date for submission but prior to the date set for return of the coursework will be marked. However, it will be subject to a penalty deduction of 30% of the awarded mark. All Late Coursework Submission Forms will be reviewed by the Postgraduate Mitigating Circumstances Committee along with any medical certificates and supporting documentation. The Committee will have discretion to waive the penalty and reinstate the full mark or reduce the penalty in the light of circumstances. The Committee has absolute discretion in this matter and prior opinions will not be available in any circumstances.
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MSc Strategic Project Management Course Handbook 2010 - 2011
Coursework not submitted by the date set for the return of marked coursework will not be marked. The following is a guide to the types of reasons considered acceptable or unacceptable with regard to late submission of coursework: Acceptable reasons • significant medical problems • significant problems of a personal nature (e.g. family emergency) • compassionate grounds (e.g. family bereavement) • major computer problems (e.g. failure of university IT systems, such as network or server failure) N.B. In all cases students must provide suitable documentary evidence to support such reasons.
Unacceptable reasons • minor computer problems (e.g. lost /damaged files, printer breakdown) • unverifiable travel difficulties • running out of time • other assignments due • temporary lack of availability of key resources required for the completion of the work N.B. It is students’ responsibility to ensure they plan and manage their workload in order to complete and submit coursework by the deadline set.
Non-submission Non-submission of coursework must also be intimated to the School Office. Students will be asked to complete a form and supply any medical certificates or supporting documentation for non-submission.
Return of Coursework When the coursework has been marked, you will be given a Coursework Feedback Form indicating its grading against various criteria and written comments. Your coursework itself may be retained for inspection by the External Examiner and returned only after the Examination Board meeting in May. Any grades given to you prior to their meetings should be considered as provisional and subject to confirmation by this Board.
6.4.2
Examinations Examination Diets Full-time students in attendance at the University are entered automatically, without fee, for the examinations of courses in which they are registered.
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MSc Strategic Project Management Course Handbook 2010 - 2011
The MSc in Strategic Project Management has two main diets of examinations: Semester 1 assessment Semester 2 assessment
6th December– 17th December 2010 26th April 2011 – 20th May 2011
Resits
June 2011 (To Be Confirmed)
The Programme Director will inform students of the exact dates, times, and locations for all exams in due course. The resit diet normally takes place in the first half of June. It is ultimately the student’s responsibility to ensure they have the correct times and locations for the exams they are sitting.
6.5
Reassessment Students may resit up to three courses. The courses in which students are required to be reassessed will be determined by the relevant Exam Board. In the case of courses examined by a combination of examination and coursework, the reassessment will be based on the regulations in the Course Descriptor. For details of reassessment for the MSc Strategic Project Management, please refer to the course structure and course notes in Part A, Section 6.1 – 6.3 of this handbook.
6.6
MSc Dissertation To obtain the MSc degree, students must successfully complete a dissertation. Students will be advised that they have successfully completed the diploma stage of the programme and can then proceed to the dissertation stage. To be able to proceed to the dissertation a student must have successfully passed all the taught courses with an average mark of 50%. This decision to proceed will be made at a Progression Board, which will be held after the Semester 2 examinations in May. Students will receive specific detailed information on the format, structure and sourcing of ideas for dissertation projects as well the requirements for preparing, writing and submitting their dissertations during the taught programme. Specific training in research methods as well as detailed assistance with choosing and defining topics will be given usually through Semester 2. During Semester 1 all students will receive a separate booklet detailing the structure, formatting and style to be adopted in their dissertation as well as wider helpful guidance on completing a dissertation.
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MSc Strategic Project Management Course Handbook 2010 - 2011
The aim of the MSc dissertation is to enable students to undertake independent research into a topic that is relevant to the practical pursuit of their subject. While students are not required to make a new and significant contribution to knowledge in the area chosen, they are expected to show evidence of independent enquiry and investigation. The general learning outcomes of the dissertation course are as follows: Understanding, Knowledge and Subject-Specific Skills • • •
To demonstrate a critical awareness of the relevance of current theory to the practical concerns of practitioners; To show a solid understanding of specific issues and problems facing practitioners ; To display an ability to resolve and understand such problems through the application of appropriate theoretical frameworks.
Cognitive skills, Core skills and Professional Awareness • • • • • •
6.6.1
To reflect critically on the relationship between theory and practice; To gather and sort data from a variety of written and electronic sources; To review, organise and evaluate evidence and reflect and comment critically on it; To present a clear and coherent argument on a specialised topic To use information gathered from a wide variety of appropriate sources to support and substantiate claims; To work independently to a set deadline.
Supervision Arrangements Students will be allocated an academic supervisor who will provide students with general guidance and support in completing their dissertation. Wherever possible the academic supervisor will have a detailed knowledge of the topic area but, due to the need to balance academic supervisor workloads, this will not always be possible. As all academic supervisors have extensive knowledge of the research process, this will not disadvantage any student. The supervisor will agree an overall schedule of work with students and will establish how frequently meetings will be required. General policy is that the student will have up to five meetings with their supervisor through the dissertation period. The supervisor will keep a written record of all meetings, normally using the “Record of Supervision Meeting” form which can be found at http://www.sml.hw.ac.uk/postgraduate/dissertations. Where supervision is carried out remotely (e.g. by email), evidence of supervision will take the form of email correspondence between supervisor and supervisee. Supervisors are asked to aim to reply to any correspondence relating to dissertations (including e-mail correspondence) and to return comments on submitted work within a week of receipt. Students should recognise that
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MSc Strategic Project Management Course Handbook 2010 - 2011
academic staff may be away for extended periods whilst attending conferences, undertaking other academic duties, their own research or due to holidays. Students are responsible for making themselves aware of when their academic supervisors will be away from the University. Supervisors will only use Heriot-Watt e-mail accounts for correspondence with students. It is the student’s responsibility to ensure their e-mail account is available to meet all necessary file transfers. At all times it is the responsibility of the student to maintain adequate contact with their supervisor and to keep their supervisor informed of their progress. During the writing process students can expect supervisors to normally read up to two draft chapters, once. Supervisors are not required to read successive drafts of the same part. Students whose dissertations attract a mark in the 40-49% range (grade D) may be required to resubmit their dissertation. In such cases students will receive feedback on the specific areas to be improved but will not receive any additional supervision. Neither will supervisors be required to read any further chapters. Resubmitted dissertations will receive up to a maximum of grade C or 55%. Students requiring to resubmit their dissertation will be required to pay an additional fee to the University (currently £120).
6.6.2
6.6.3
Schedule for Preparation and Submission Preparation for the dissertation will normally take place during the second Semester. The summer semester will be the time when intensive research, data collection, analysis and writing will take place. Students will be advised by their Programme Director of the specific stages and milestones in taking their initial ideas and forming these into research questions and methods of investigation. Once the subject area has been agreed and a supervisor allocated, the student will complete a formal Dissertation Proposal form. This form is available online at http://www.sml.hw.ac.uk/postgraduate/dissertations. Whilst the emphasis within a specific topic may change, students should not change their topic without the permission from their supervisor.
Ethics At the proposal stage students should also read the School’s Policy on Ethical Aspects of Research for Postgraduate Dissertations (http://www.sml.hw.ac.uk/postgraduate/dissertations) and confirm this policy by ticking the appropriate box on the Dissertation Proposal Form. Students and supervisors will also be required to complete a University “Application to School Ethics Committee for Ethical Approval for a Research Project”. Students will also have to obtain approval under the Disclosure Scotland procedures if research will involve students interacting with individuals or groups under the age of 18 or other designated vulnerable or at risk individuals or groups
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MSc Strategic Project Management Course Handbook 2010 - 2011
6.6.4
Overview of a Dissertation Length The dissertation should normally be between 12,000 and 15,000 words in length, although those dissertations dealing with numerical analysis may be permitted a lower level. The Programme Director or academic supervisor will provide you with specific guidance. Students whose dissertations vary by a margin of 10% will be required to re-submit their work and to express themselves within the stipulated limits. Appendices are not included in the word count but should not be excessively long. The word count should be on the title page.
6.6.5
Order of Parts: The dissertation should observe the following order of parts (although all may not apply in each dissertation. 1.
Title page (containing: title, student’s name, year of graduation, supervisor’s name, word count and the following wording: “Dissertation submitted in partial fulfilment of the requirements for the degree of MSc at Heriot-Watt University”.) 2. Abstract (a summary of the main arguments and conclusion, not to exceed one page) 3. Dedication or Epigraph (optional) 4. Table of contents 5. List of illustrations (plates, figures, maps and tables, in that order) 6. List of Abbreviations 7. Acknowledgements (of all help received during the preparation of the dissertation) 8. Text (including introduction) 9. Conclusion 10. Bibliography 11. Appendices (only relevant supporting information)
6.6.6
Submission deadlines and requests for extensions The deadline for the submission of the dissertation will be advised by the Programme Director. The normal time for the submission will be in the last week of August. In order to manage the intake of dissertations at the School Office, each course will be allocated a separate date and time during that week for dissertations to be submitted. Students will be advised of the submission date no later than the end of Semester 1. If students wish to graduate at the November graduation ceremony, they must submit their dissertation during this period in August. This deadline must be strictly observed. Dissertations which are submitted late will suffer a penalty of 30% of the mark awarded in line with the Late Submissions policy detailed in section 6.4.1 above. In exceptional personal circumstances a request may be made to the Director of Postgraduate Disciplines for an extension to the normal submission date. This should be done using the ‘Request for Extension to MSc Dissertation form’ which can be obtained from the Postgraduate Office or found online at: http://www.sml.hw.ac.uk/postgraduate/policy.html
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MSc Strategic Project Management Course Handbook 2010 - 2011
All such requests must be accompanied by appropriate supporting documentation. It is essential that requests are made in a timely fashion and should not normally be made less than two weeks in advance of the normal submission deadline. For a list of acceptable extenuating circumstances see section 6.4.1. above. It should be noted that students who are granted an extension to the MSc dissertation submission date will not normally be able to graduate at the November ceremony and will normally be required to pay a writing-up fee (currently ÂŁ120). It is the responsibility of students to ensure that they schedule their work in such a way that they are able to submit by the deadline. The time required for final checks, proof-reading, printing and binding should not be underestimated. Students will usually provide a minimum of two bound copies of their dissertation as well as an electronic copy on a CD. Submitted dissertations may be checked for evidence of plagiarism using TurnitIn. All copies of the dissertation must be submitted to the School Office and not to their academic supervisor. Students must also complete a Dissertation Submission Form and have it signed and receipted by a member of staff in the School Office. Students should retain the receipt and a copy of their coursework until it has been marked. Submitted copies of the dissertations can not normally be returned to students. Students undertaking company sponsored projects will be expected to provide an additional copy of their dissertation for the company; this is in addition to the minimum two copies. Students who have been required to resubmit their MSc dissertation will normally be expected to do so by 30 November (see section 6.6.1 above).
6.6.7
Costs Students need to be aware that with the exception of projects supported by companies they will receive no financial support for expenses incurred in obtaining data for their dissertations from the University. In planning their dissertations, students need to be aware that the University cannot provide travel, data processing, mailing, telephone or specific requests for specialist reports. Where students are undertaking a company supported project either obtained by the University or themselves, they will not usually be paid, although they may be able to claim travel and accommodation costs where prior agreement with the company has been obtained. The student has the responsibility to ensure that any expenditure has been approved before it is incurred.
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MSc Strategic Project Management Course Handbook 2010 - 2011
6.7
Resources 6.7.1
Relevant Journals The selected journals listed opposite are recommended for browsing and reading. These lists are not exhaustive but are representative of the most useful journals in the field. Course lecturers will provide reading lists which may contain articles from other journals specific to the course topics. A full list of journals is available at http://www.hw.ac.uk/library/journals.html. 1
E = available in electronic format from the library website
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MSc Strategic Project Management Course Handbook 2010 - 2011
PROJECT MANAGEMENT JOURNALS 1. International Journal of Project Management 2. Project Management Journal 3. PM Network 4. Project Manager Today
AVAILABILITY1 E E – –
STRATEGY JOURNALS 1. Long Range Planning 2. Strategic Management Journal 3. Strategic Change 4. Business Strategy Review
AVAILABILITY1 E E – E
BUSINESS AND MANAGEMENT JOURNALS 1. Academy of Management Journal 2. Academy of Management Review 3. Administrative Science Quarterly 4. British Journal of Management 5. California Management Review 6. Harvard Business Review 7. Journal of Management Studies 8. Management Science 9. Scandinavian Journal of Management 10. Sloan Management Review
AVAILABILITY1 E E E E – – E E E E
OTHER RELEVANT JOURNALS Business Process Management Journal Engineering Management Journal (IEEE) European Journal of Marketing European Journal of Operational Research Human Resource Management Journal International Journal of Human Resource Management International Journal of Information Management International Journal of Logistics: Research & Applications International Journal of Operations & Production Management Journal of Management in Engineering (ASCE) Journal of Marketing Management Journal of the Operational Research Society Measuring Business Excellence Organization Studies Personnel Review Service Industries Journal
AVAILABILITY1
40
E E E E E – E – E E – – – E E –
MSc Strategic Project Management Course Handbook 2010 - 2011
6.7.2
School Referencing Policy Referencing sources of information is an important aspect of all academic work and a key criterion in the assessment of coursework. In order to further aide our students to submit correctly cited academic work, SML has adopted the Harvard Style as its standard mode of referencing. All assessed coursework should adhere to this style of referencing. Heriot Watt's Library has produced a comprehensive guide to the Harvard Style, which can be accessed here: http://www.hw.ac.uk/library/guides.html. The Library also runs a series of Workshops designed to help all students maximise their academic potential and get the most out of the University's extensive resources. It is strongly recommended to all SML students that they utilise the excellent Learning and Teaching support services provided by the Library. If you are in doubt about how to compile your reference list or cite sources of information in the body of your written work, you may want to look at some learned journals in the library or ask an academic member of staff for advice.
6.7.3
VISION Course materials will be made available through the University’s virtual learning environment called VISION (http://vision.hw.ac.uk). Students can access VISION through any web browser using their PC username and password provided to them at enrolment.
END OF PART A
All students are required to familiarise themselves with both Part A and Part B of the Postgraduate Handbook. Part B of the Handbook is produced by the University and is shared by every programme within the School of Management and Languages. This section contains important information about rules and regulations of Heriot Watt, including examination and assessment procedures in addition to information about Student Services and life on campus.
41