TU Delft
Year
NEDERLANDSENGLISH
Organization
Education Type
Education print this page print this page     
2006/2007 Technology, Policy and Management Master Systems Engineering, Policy Analysis & Man.
SPM5410
Strategic Management of Large Engineering Projects
ECTS: 7
Module Manager
Name E-mail
Dr. W.W. Veeneman    W.W.Veeneman@tudelft.nl
Instructor
Name E-mail
Prof.dr.ir. A. Verbraeck    A.Verbraeck@tudelft.nl
Education Period
1
Exam Period
1
5
Course Language
English
Expected prior knowledge
spm4910 SEPAM Design Project
spm4130 ICT/TIL/EWI Systems Engineering
Domain specific profile electives
Summary
Complex technological projects show a:

technological complexity: advanced technologies are applied with many technological interdependencies. This offers a situation where technology is dynamic and many uncertainties exist.;
social complexity: many different actors are involved with diverging interests and capacities.
The focus is on managing this type of projects. Attention is given to the role of planning, budgeting and design, steering in a situation of asymmetric information and external legitimating. A distinction is made between two management types:

project management (Alexander Verbraeck)
process management (Wijnand Veeneman).
The course is split up into three parts, first introducing the role of project management in large engineering projects, second reintroducing process management and its role in these projects, and finally a focus on the integration of both perspectives.
Course Contents
See blackboard.
Study Goals
Integration of traditional project management and process management is used as a basis for the analysis of complex technological projects and formulate recommendations for their management. Students are put in situations where they can acquire and apply skills. The objective is to let students understand how the application of project management and process management can support project goals. The analytical part focuses on understanding the pro’s and cons of both approaches and understand how they can be combined intelligently. The skills part focuses on the applying the acquired understanding in the simulated complex technological projects. The focus here is on Learning-by- doing.
A variety of forms is used: lectures, assignments, and simulation games. Also the examination focuses on the application of knowledge acquired during the course, using a short case description.

Learning goals are:
• Recognize complex technological projects.
• Apply project management in complex technological projects.
• Apply process management in complex technological projects.
• Explain the applicability of project management and process management tools for given cases.
• Appraise project situations for management interventions
• Select and combine appropriate responses from project management and process management.
Education Method
The course tries to combine analysis with experience. This means the course makes ample use of alternative forms of meetings, including assignments, simulation games, and workshops. These can be scheduled on different hours than the standard lecture hours. A full program is available at the opening lecture.
The assignments are handed out and discussed during the lectures and available on Blackboard. As the course makes ample use of alternatives form of lectures, dates and times of meetings can change. As Blackboard is the basis for communication, enrollment in Blackboard is requested.
Literature and Study Materials
Reader spm5410, available from the SIC at the start of the course.
Selected chapters from Miller, R. and D.R. Lessard, [2000] The strategic management of large engineering projects, MIT Press Project management handbook, to be announced on blackboard.
Assessment
For all assignments, training sessions and simulation games active participation is required. A written exam offers the final mark and is only valid when all other assignments, simulation games, training sessions and workshops are passed.