BMM5682 - Managing People in Projects

Objectives:

On successful completion of the module, students will be able to:

1 - Critically evaluate the effectiveness of various management and leadership models, particularly in the context of forming and leading diverse project teams and managing organisational change
2 - Identify and critically assess strategies for building and motivating diverse project teams, incorporating theories of team development (e.g., Tuckman, Lewin) and motivational models (e.g., Maslow, Herzberg)
3 - Recognise the role of the personnel and HRM specialists in public and private organisations, emphasising their contributions to team effectiveness and project success
4 - Explain the significance of communication and decision making in projects, utilising decision-making models and communication theories
5 - Identify and evaluate strategies to build and motivate diverse project teams.

Content:

This module introduces students to theoretical management and leadership models and their practical application in project settings. It emphasises the dual responsibility of project managers and HR specialists in managing people within projects. The importance of human capital and the impact of power dynamics, conflict resolution, and organisational culture on project teams are explored. Students will analyse strategies for team building, management, and motivation, as well as the crucial role of communication and stakeholder relationships. Additionally, diverse team dynamics and their effectiveness are examined.

Overview of various management and leadership theories and models. Application of these models to forming and leading project teams.

The role of human capital in project success.

Strategies for effective team building and management. Theories of team development (e.g., Tuckman, Lewin, Fisher, TIP). Diverse team dynamics and performance, including team role theories and group behaviour.

Application of motivational theories (e.g., Maslow, Herzberg, Alderfer's ERG theory). Strategies to motivate diverse project teams.

Decision types (programmed and non-programmed), the decision environment, decision making models.

Relevant KSBs

K3.1 How to communicate effectively with internal and external stakeholders to build and maintain their support for successful project outcomes.

S3.2 Manage an effective project communication plan across stakeholders with different cultural and physical barriers.

S3.3 Analyse information and communicate with stakeholders incorporating elements of feedback to understand and measure the effectiveness of planned communications.

B1 Leadership: Drive for results with the ability to inspire and support project team members and manage stakeholder relationships. Promote the vision, organisational/project purpose and values. Understand and create the environment for an inclusive and diverse organisational culture.

B2 Collaboration and Teamwork: Work collaboratively to build rapport and trust, develop networks and maintain relationships. Build and inspire teams, empower and motivate others to improve performance and achieve outcomes. Delegate tasks, set goals and accountabilities, provide clear guidance and monitor progress.

B3 Personal and Professional Responsibility: Drive to achieve in all aspects of work. Demonstrate resilience and determination when managing difficult situations and able to influence the behaviour of others to meet required project outcomes. Seek and adopt new opportunities underpinned by commercial acumen and sound judgement.

Learning and Teaching Information:

The sessions will be organised in a 2-day teaching block. Lectures will deliver core theoretical frameworks, followed by tutorials and personal exercises for reflection and development. Tutorials will be designed to support learners to be self-directed in additional research and with particular emphasis on research within their own employing organisation.

The module will present students with selected scenarios for basic analysis in order to develop both analytical competence and the ability to identify and apply appropriate techniques in a range of typical situations.

The module will make use of case studies and developing business trends and so the nature of the topics and exercises will vary. Students will be provided with, and/or directed to, relevant reading and additional questions/ exercises to support their progress through the module material.



Planned LTU Off-the-Job Delivery Learning:

Lectures
Hours: 14
Intended Group Size: Cohort

Virtual Tutorial Cafe
Hours: 2
Intended Group Size: Cohort



Planned Off-the-Job Learning:

Training Plan Activities
Hours: 32
Intended Group Size: Individual



Minimum Self-Directed Off the Job Learning and Practical Training:

Hours: 152



Further Details Relating to Assessment

Report:
Apprentices act as project managers at XYZ Ltd, analysing an urban development project which is facing challenges related to team dynamics, communication barriers, and stakeholder management. They will evaluate current practices and propose strategies for team effectiveness, motivation, communication, and decision-making. They will produce a report covering:

- Overview of XYZ and the project;
- Evaluation of management and leadership models;
- Assessment of team building and motivation strategies;
- Examination of HR roles in supporting project managers;
- Analysis of communication and decision-making importance;
- Recommendations for improving people management practices; and,
- Summary of key findings and reflections.

Students will be offered formative feedback throughout the module in order to help them to achieve successful coverage of the apprenticeship standard’s KSBs in conjunction with the modules aims and outcomes. This will be done via formal sessions and also via online interactions on the Moodle platform and the use of tools such as email and Microsoft Teams.

Assessment:

Fact File

Module Coordinator - PRS_CODE=
Level - 5
Credit Value - 20
Pre-Requisites - NONE
Semester(s) Offered - 5AP

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