Law and Politics Study Skills Handbook
Order ID# 45178248544XXTG457 Plagiarism Level: 0-0.5% Writer Classification: PhD competent Style: APA/MLA/Harvard/Chicago Delivery: Minimum 3 Hours Revision: Permitted Sources: 4-6 Course Level: Masters/University College Guarantee Status: 96-99%
Hull University Business School
Module Handbook 2019-20
Business Project Management
Module Leader: Gavin Betts
This handbook is available in alternative formats on request from the FBLP Student Hub
Contents 1. Welcome note and introduction 3 2. Key contacts 3 3. Personal development planning 3 4. Learning and teaching study programme 4 5. How you will be assessed and submitting your work 6 6. Group work 7 7. Assessment results and feedback 8 8. ReadingLists@Hull 9 9. Module review 9
Students are advised to read this module handbook alongside:
- The Student Handbook for HUBS UG which offers additional information including guidance on attendance, student support, plagiarism and examinations.
- The Faculty of Business, Law and Politics Study Skills Handbook – paying particular attention to the information on plagiarism.
These can be found on the HUBS UG Canvas site.
It is your responsibility to ensure that you are fully acquainted with all of the requirements set out in this handbook and in the associated documentation.
The Faculty of Business, Law and Politics operates a policy of continuous quality enhancement, reflecting on the previous year’s practice and specific feedback such as that gained through the Student-Staff Forums, Module Evaluation Questionnaires and National Student Survey. This is intended to ensure that the all subject areas provide the highest quality student experience possible. The Faculty is also, on occasion, required to amend its policies to ensure that they are fully compliant with University regulations and codes of practice. Students are advised to ensure that the Handbooks and Regulations they consult are the up-to-date versions.
This module introduces a number of concepts, techniques, and methods designed to aid the successful management of projects. It also addresses differences in management thinking and the different principles and assumptions that underpin various techniques and methods.
Traditional project management has been adopted as a common practice to deliver profitable and sound facilities, products and services that meet the expectations and needs of customers and other stakeholders. Other approaches for tackling change and improvement interventions in organisations are also achieving greater prominence. Participation in this module will introduce students to two contrasting approaches to thinking about, planning and executing a project as well as encouraging reflection on the appropriateness of each to different contexts and challenges. The module includes coverage of frames of reference drawn from the published works of Hull University Business School academics.
Appreciating complexity within the work environment and understanding that different project approaches may suit different contexts aligns with programme level learning ambitions.
FBLP Student Hub Esk 021 01482 463633 email@example.com Gavin Betts
During this module you will be able to develop your insight and understanding of differing ways of thinking about and undertaking projects in business settings. Throughout the module you are encouraged to reflect critically on the different approaches that have emerged over the years to help enhance your own frames of understanding. This is particularly relevant to help inform your views on contemporary project management practices.
Your personalised timetable can be accessed via Scientia Web Timetables – 2.0.38. Please be aware that dates, times and venues on the timetable are subject to change so you should check your timetable regularly. Please download the University mobile app, iHull, to ensure that you receive any timetable change alerts.
Details of the learning and teaching study programme for the module are provided below. Please note that teaching materials will be made available to you at least 48 hours in advance of teaching sessions and where this is not appropriate, due to the content or mode of delivery, you will be informed.
Week Week Commencing Lecture Topic 2019 4 23 September Intro session; module, assignment and project management approaches 5 30 September Lean systems methodology 6 7 October Lean systems methodology 7 14 October Lean systems methodology 8 21 October Lean systems methodology 9 28 October Traditional project management approach 10 4 November Traditional project management approach 11 11 November Traditional project management approach 12 18 November Traditional project management approach 13 25 November Final review of assignment challenge
Attendance at all classes is compulsory unless otherwise advised and will be monitored accordingly. Unexplained absences may have serious academic consequences. Students are also required to attend punctually.
All students are required to inform the FBLP Student Hub within two working days if they are absent from the University as a result of illness or for any other reason. Please complete the absence form available on the HUBS UG Student Information Canvas site and submit it electronically or in person to the faculty Student Hub. Please be advised that relevant documentary evidence, e.g. a GP’s medical certificate will be required for absences of more than five working days. If you become ill and are unable to inform the Student Hub, you should arrange for someone to communicate on your behalf. If your absence is related to a disability, please contact Student Wellbeing, Learning and Welfare Support for advice.
Project management is used by businesses and other organisations right around the globe. From helping in the construction of buildings almost 1 kilometre in height to highways on stilts running for miles over the sea, examples are widespread. Project management has even been used beyond our planet by, for instance, helping to put the first human on the moon just over 50 years ago. The field of project management is a truly international one.
Assessment tasks, assessment criteria and grading descriptors
This module is assessed by one 4500-word report, accounting for 100% of the overall mark.
Organisational life can be complex and challenging. Opportunities can present themselves or issues develop which must be tackled. The response to such situations is often some form of project.
Different approaches and methods have emerged that a would-be project manager might call upon. They are designed for a range of different purposes. Making astute judgements about the focus and scope of a project, as well as how to tackle it, are important considerations – they can mean the difference between success and failure. Execution is another crucial phase. Finally, critical reflection on how well a project went can be a vital source of learning for the future.
This assignment challenge requires you to choose one of the two project management approaches covered during the module and apply it to one of the two scenarios provided. Each scenario is more suited to one approach than the other – making and justifying a sound choice here is part of your challenge.
In this assignment you are required to produce a 4500-word report. Within this report you will –
- Introduce the report content and describe the organisational scenario that was tackled by the project,
- Set out which project management approach was used in the scenario previously described, from the two introduced during the module,
- Offer discussions which critically evaluate and justify your selection of project management approach, demonstrating clearly to readers why it was more suited to the task than the other approach
- Provide a detailed write up demonstrating your application of tools, techniques and stages from your chosen project management approach to the situation, including, where appropriate, evidence-based recommendations for improvement,
- conclude with critical reflections on undertaking this project using your selected project management approach, setting out any learning for the future that can be drawn from this experience.
- in undertaking all the above, make effective use of a wide range of relevant academic literature.
Further detailed guidance on the requirements for this assignment is provided in the Marking Guidance Sheets at the end of this document. This includes cross referencing to the module learning outcomes. There is a sheet for the lean systems approach and traditional approach. Please ensure you refer to the guidance sheet for the approach that you are using in your assignment.
Submitting your work
Coursework submission dates are outlined above for this module and are provided on your programme Canvas site. Deadlines are strictly adhered to. You must submit each assignment by no later than 4pm on the submission date provided – Monday 2nd December. Please note that a submission will be considered late even if it is only a few seconds after the published deadline.
eSubmission is the approved method for your programme of study. Unless your Module Leader advises you of specific exceptions for particular assessment elements (see below) eSubmission will the process for which you will submit coursework for this module. You must submit your assessed assignments to the relevant module Canvas site and submission of a printed copy is NOT allowed unless, again, your Module Leader advises you otherwise in very specific circumstances (again, see below). Please consult the eSubmission information on your programme Canvas site and work through the ‘Making an eSubmission Guide’ to familiarise yourself with the eSubmission process.
Due to the nature of the assessment of some modules, it may not be possible to hand in your coursework via eSubmission. Examples of where eSubmission would not be possible include;
Portfolios: which include data in formats that cannot be captured electronically.
Web-sites: with multiple files, of different types, that cannot be combined into a single document.
The above is not an exhaustive list and Module Leaders will explain any exceptions to eSubmission for their module. Any coursework which cannot be submitted by eSubmission must be submitted prefaced by a properly completed paper copy of an eSubmission Coursework Coversheet and on or before the submission deadline.
Penalties for late submission and overlong assessments
Please be aware that the University has in place a standard system of penalties for work that is submitted late (after the submission deadline) and assignments that are overlong (in excess of the published word length). Please see the ‘Assessment Procedures’ section in your programme handbook for details.
You will receive feedback on your progress in the following ways:
- Discussions with your Module Leader
- Questions during lectures and tutorials
- Coursework and examination feedback
- Further verbal feedback on request (typically during staff office hours)
Coursework feedback will be made available within twenty working days of the assessment deadline, excluding weekends and non-teaching or holiday periods such as the Christmas or Easter breaks, and should allow you to identify how you can improve and develop your work for future assessments. We appreciate your patience and would like to reassure you that the twenty working day timeline:
- ensures that your work is read thoroughly and that constructive feedback is provided, and
- allows for second marking which is a quality assurance process whereby a member of the teaching team ensures the consistency and standards of first-marking.
It is possible that some Module Leaders may provide feedback earlier than the twenty working day timeline depending on various factors including module size and teaching and research workloads but please remember that these same circumstances might not allow similarly early returns in other modules.
Please see your programme Canvas site for a summary of all coursework feedback dates. You will be notified via your University email account when provisional grades (which are provisional pending exam board approval) and feedback are available for collection together with details on how to access these. Please remember that written feedback is always going to be limited due to space constraints and the fact that it is ‘one way’. If you would like to speak to your Module Leader, to ask any questions or clarify anything, please email or visit during office hours.
Feedback on examinations is provided on a cohort basis on the module Canvas site within 1 week of students being able to access their results. Students may request further verbal feedback on exams from Module Leaders but as this will require the retrieval of exam scripts from archives students should first notify that Module Leader and then be patient as it may take some time to facilitate such feedback. Students are strongly encouraged to make use of Feedback Weeks as these are set up in part precisely to better facilitate such further verbal feedback.
For further information on feedback and results please see your programme handbook.
You can access the module reading list directly by searching by module name or module code on: http://readinglists.hull.ac.uk. These materials are presented as ‘Suggested Purchases’, ‘Essential’, ‘Recommended’ and ‘Background’. Please see the ‘Learning resources’ section in your Programme Handbook for information on these definitions.
This module, in this format, is new and running for the first time in 2019-20. However, it has run for many years on our part time Business Management programme. Students there are professionals who have chosen to study alongside their day-job. Feedback from such cohorts has been overwhelmingly positive. We believe this applied subject matter can also make a valuable contribution to the degree programme of final year full time undergraduates who may be only months away from embarking on their own career.
Appendix: BPM – Marking Guidance Sheet
Key to Your Overall Mark:
70+ A Indicative Grade: 60-69 B ……………. % 50-59 C (The grade for this assignment and module will be confirmed at the Module Board) 40-49 D 35-39 E 0-34 F
Strengths/Weaknesses Feedback (The elements below are not weighted – more sections does NOT mean more marks)
Systems Project Management Approach (4500 words) A B C D E F LOs Report is clearly introduced, with the organisational scenario to be addressed set out for readers … … … … … … Weak (or no) attempt to introduce the report. Coverage of organisational scenario is vague, confusing or absent. Choice of lean systems project management approach clearly presented … … … … … … Choice of lean systems approach absent or only vaguely referred to. Choice is unclear. 1 Strong evaluation and critical discussion clearly demonstrating why the choice of approach is suited to the organisational scenario and preferred to the other approach. … … … … … … Weak (or missing) evaluation and critical discussion. No clarity on why choice of approach is suitable to the organisational scenario. Little or no mention of the other approach. 1 Findings from the ‘check’ phase clearly and accurately presented in relation to:
– system conditions
– current purpose
… … … … … … Absence of some, (or all), findings. Findings presented in a confused and unclear way e.g. not demonstrating actual use of tools and techniques which are included in the ‘check’ phase of this approach. 2 Clear suggestions about the thinking that seems to have shaped the current system are offered – these follow logically from the other findings. … … … … … … Weak (or no) consideration about the thinking that has shaped the system is offered. Suggestions do not appear to follow logically from earlier findings. 2 Recommendations for improving the system are well stated and justified in terms of evidence from ‘check’ and with reference to appropriate theory. Include consideration of what ‘purpose’ the system should have. … … … … … … Recommendations are confused / poorly justified or absent. Reference to appropriate theory is lacking. ‘Purpose’ does not get considered. 2 Proposals for how to implement each recommendation are clearly detailed and follow clearly from earlier work. … … … … … … Implementation proposals are unclear or missing. Difficult to see how they follow from earlier work. 2 Insightful and detailed conclusions on benefits and challenges facing those using the lean systems approach are offered, reinforced with reference to the traditional approach. Thoughts on learning for the future are included here. … … … … … … Conclusions are inconsistent with earlier aspects of the report, unfocussed or absent. No reinforcement / comparison with traditional approach is offered. Thoughts on learning for the future are weak or omitted. 3 Effective use is made of a wide range of relevant academic literature … … … … … … Little or no use made of relevant academic literature to support written material – Presentation & Structure Professional, business style of logically structured writing … … … … … … Repetitive, unstructured, confused writing Appropriate length … … … … … … Under/over appropriate length Grammar/spelling correct … … … … … … Many grammar/spelling errors Thorough & accurate referencing … … … … … … Inaccurate or missing references Appendices appropriately used … … … … … … missing or not referred to
LOs = Learning Outcomes
Traditional project management approach (4500 words) A B C D E F LOs Report is clearly introduced, with the organisational scenario to be addressed set out for readers … … … … … … Weak (or no) attempt to introduce the report. Coverage of organisational scenario is vague, confusing or absent. Choice of traditional project management approach clearly presented … … … … … … Choice of traditional approach absent or only vaguely referred to 1 Strong evaluation and critical discussion clearly demonstrating why the choice of approach is suited to the organisational scenario and preferred to the other approach. … … … … … … Weak (or missing) evaluation and critical discussion. No clarity on why choice of approach is suitable to the organisational scenario. Little or no mention of the other approach. 1 Thorough detailing of the needs addressed by the project based on stakeholders and/or some market research. … … … … … … Needs poorly defined. Weak stakeholder and / or market research. 2 Objectives & benefits are clearly defined and related to stakeholders and / or market research. … … … … … … No objectives defined or they lack clear definition. Poorly related to stakeholders and / or market research. 2 Main stages of the project well described. … … … … … … Description of project stages is weak or lacking. 2 Project options clearly identified and each is well analysed and evaluated. … … … … … … Lack of clear options for the project. Poor analysis and evaluation of any options identified. 2 Cash flow for each option is provided and considered. … … … … … … No cash flow provided. Consideration is minimal or lacking. 2 Well-argued justification for the chosen project option … … … … … … No or minimal attempt to justify the option chosen. 2 Well defined and discussed work breakdown structure (WBS) for the preferred project option is included … … … … … … Poor or absent definition and discussion of the WBS for the preferred option. 2 Clear and critical consideration of the appropriate resources needed to implement the preferred option, including their potential to impact the phasing of the project … … … … … … Inadequate consideration of resources needed to implement the required option. Potential to impact phasing is lacking. 2 Thorough analysis of risks and appropriate strategies identified to manage them. … … … … … … No or poor level of risk analysis. Absent or underdeveloped strategies for management of risks. 2 A well-structured Gantt diagram is present that clearly derives from the earlier analyses. … … … … … … Gantt chart is absent. Gantt chart is poorly structured, confusing or does not follow logically from earlier analyses. 2 Demonstration of a good understanding of the people side of project management applied appropriately to the chosen project. … … … … … … Poor level of understanding is demonstrated. Consideration not well applied to chosen project. 2 Insightful and detailed conclusions on benefits and challenges facing those using the traditional approach are offered, reinforced with reference to the lean systems approach. Thoughts on learning for the future are included here. … … … … … … Conclusions are inconsistent with earlier aspects of the report, unfocussed or absent. No reinforcement / comparison with the lean systems approach is offered. Thoughts on learning for the future are weak or omitted. 3 Effective use is made of a wide range of relevant academic literature Little or no use made of relevant academic literature to support written material – Presentation & Structure Professional, business style of logically structured writing … … … … … … Repetitive, unstructured, confused writing Appropriate length … … … … … … Under/over appropriate length Grammar/spelling correct … … … … … … Many grammar/spelling errors Thorough & accurate referencing … … … … … … Inaccurate or missing references Appendices appropriately used … … … … … … missing or not referred to
LOs = Learning Outcomes
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