ULMS Electronic Module Catalogue

The information contained in this module specification was correct at the time of publication but may be subject to change, either during the session because of unforeseen circumstances, or following review of the module at the end of the session. Queries about the module should be directed to the member of staff with responsibility for the module.
Code EBUS616
Coordinator Dr F Misopoulos
Operations and Supply Chain Management
Year CATS Level Semester CATS Value
Session 2022-23 Level 7 FHEQ Second Semester 15

Pre-requisites before taking this module (other modules and/or general educational/academic requirements):


Modules for which this module is a pre-requisite:


Programme(s) (including Year of Study) to which this module is available on a required basis:


Programme(s) (including Year of Study) to which this module is available on an optional basis:


Teaching Schedule

  Lectures Seminars Tutorials Lab Practicals Fieldwork Placement Other TOTAL
Study Hours 24



Timetable (if known) 120 mins X 1 totaling 24
60 mins X 1 totaling 6
      60 mins X 1 totaling 6
Private Study 114


EXAM Duration Timing
% of
Penalty for late
CONTINUOUS Duration Timing
% of
Penalty for late
Individual assignment There is a resit opportunity. Standard UoL penalty applies for late submission. This is an anonymous assessment.    100       


This module complements the knowledge of project management by introducing the students to programme and portfolio management, as well the process and tools and techniques for putting the plans into practice whilst establishing necessary monitoring and control structures to handle issues which could influence the smooth progress of a project/programme/portfolio. The module therefore will consist of two interrelating parts:

To provide an opportunity for students to extend their knowledge of PM by understanding aspects of managing multiple projects in the form of programmes or portfolio. Programme and portfolio management, their life cycles, resource management and change management including a range of tools and techniques relevant to the subject will be included;

To describe the project phase that involves the execution of the plans created during the project planning phase, as taught in the Planning and Budgeting with Risk module. The goal of the execution stage is to c omplete the project/programme work specified in the project management plan to meet the project requirements. While each plan is being executed, a series of management processes are undertaken to monitor and control the deliverables being output by the project.

Learning Outcomes

(LO1) Assess and evaluate the performance of the multiple projects in the form of programme or portfolio while considering the global environment;

(LO2) Apply a range of tools and techniques when managing product portfolios;

(LO3) Implement the project plan by authorising the execution of project activities required to produce project deliverables;

(LO4) Manage project progress by applying performance reporting, analysis and progress measurement techniques to ensure activities are executed as planned;

(LO5) Communicate project progress to project team members and other stakeholders, local and/or international;

(LO6) Implement quality assurance measures and corrective action plans if required;

(LO7) Measure and monitor project performance by gathering accurate information and comparing results to the baseline plan;

(LO8) Manage project scope changes and identify needs for corrective action, obtain approvals, perform appropriate actions and evaluate effectiveness;

(LO9) Reassess and update project control plans and practices to ensure effectiveness;

(LO10) Recognise and respond to risk events and issues;

(LO11) Obtain final acceptance of deliverables from appropriate stakeholders and facilitate administrative and financial closure;

(LO12) Preserve essential project records to adhere to legal and other requirements as well as document lessons learned;

(LO13) Ensure project has been transitioned to operation, if applicable;

(S1) Adaptability. Students are asked to develop their flexibility as they are asked in both assignments and case studies in class to seek a solution to unexpected and sudden projects problems.

(S2) Problem solving skills. Students will be provided with case studies and business scenarios and asked to explain how they would respond to a company’s problem. They develop an ability to present an argument or case supported by evidence.

(S3) Numeracy. In the lab students will be asked to amend and re-calculate the case project performance metrics.

(S4) Commercial awareness. Being aware of the project performance in monitoring progress and its value to the business as well as the ability to locate, extract, analyse and understand commercial data.

(S5) Teamwork. Students will work in teams during lecture breakout sessions to read a particular journal article and deliver as a group an overview and evaluation of this to the whole class.

(S6) Organisational skills. Students improve their capacity for self managed learning as well as time management. The nature of controlling and monitoring projects means the lecture notes are full of tips relating to organising yourself and others.

(S7) Communication skills. Students will work in teams during lecture breakout sessions to read a particular journal article and deliver as a group an overview and evaluation of this to the whole class.

(S8) IT skills. There is a lab session where students use Microsoft Project to input a project plan and monitor project performance.

(S9) International awareness. Many case studies are discussed relating to well-known international project failures.

(S10) Lifelong learning skills. Students are required to constantly research the latest developments in project management which enhances ability to critically evaluate arguments and evidence as well as self-reflected learning.

(S11) Ethical awareness. Throughout the module the students are required to refer to the ethical requirements by the PMI.

(S12) Leadership. Students are asked in the case studies and their assignments to develop leadership skills by motivating and directing teams; taking responsibility for the direction and actions of a team; setting objectives; persevering when project performance is challenged; taking a positive attitude to frustration/failure; being flexible: prepared to adapt goals in the light of changing situations.

Teaching and Learning Strategies

2 hour lecture x 12 weeks
1 hour seminar x 6 weeks
1 hour group learning x 6 weeks
114 hours self-directed learning

Students will be provided with access to readings/videos and other online material to support self-directed learning via Canvas in the form of blended activities. These self-directed activities will be monitored through discussion boards/quizzes. Students will be provided with a minimum of one activity per week supported through blended learning as part of the formative assessment process. Self-directed activities will be discussed in class on a weekly basis.



Directing and managing project execution:

Coordination of people and resources;
Integrating and performing project activities;
Implementing the project scope;
Implementation of the approved changes;
Use of performance reporting, analysis and progress measurement techniques to measure performance against the baseline plan;
Implementing and evaluating the communication plan, effective project reporting within the project team and to other stakeholders.

Monitoring and controlling projects: Ensuring quality through quality assurance and quality control. Use of quality control mechanisms such as:

Quality management plan. The tools and techniques used for quality control include inspection, defect repair reviews, tools of quality such as flowcharts, cause and effects diagrams, scatter diagrams etc.;
Quality metrics;
Process improvement plan;
Controlling project quality - defect repairs, corrective and preventive actions;
Earned value m anagement.

Monitoring and controlling projects: Change Control tools and techniques - Managing change requests:

Identifying a change that has occurred and receiving a change request;
Approval or rejection of requested changes;
Monitoring and controlling the flow of approved changes;
Maintaining the integrity of the project baseline;
Coordinating changes and their impact across the project and updating the affected documentation;
Ensuring only approved changes are implemented.

Developing, leading and managing the project team:

Competencies of team members;
Interaction among team members;
Resolving issues;
Coordinating changes;
Tracking the performance of each team member;
Providing feedback to the team members

Project closure: Completed projects vs Terminated projects:

Understanding project closure;
Performing project closure;
Performing contract closure;
Post project review, release of resources and handover of project deliverables.

Programme and Portfolio Management:

Introduction to programme and portfolio management;

Importance of portfolio Management and Resource Management in terms of:

Managing multiple projects;
Multiple project resource scheduling;
Managing resource scheduling in a corporate context;
Project management or programme or programme management;
Managing the portfolio of management change.

Case Study Review.

Managing Multiple Projects:

Benchmarking supply chains, process improvements techniques, aggregate planning, maintenance, ownership of supply chain.

Project Case Study - real life examples.

Recommended Texts

Reading lists are managed at readinglists.liverpool.ac.uk. Click here to access the reading lists for this module.