This course is aimed at students from the national and international markets who are, or wish to be, involved in the delivery of substantial infrastructure programmes. Alternatively, it is appropriate for students who wish to use the same or similar tools and techniques for policy intervention, or for programs of work in other unrelated industries. It is applicable to the public and private sectors.
This Course Overview begins by considering the relevance of the course to the national and international market as described in the opening paragraph and its relevance to those operating in these fields or aiming to do so. This is followed by a consideration of the knowledge and experience required of those entering this field or who are already working in it.
The knowledge and experience required of those delivering this kind of fixed asset (but not necessarily confined to building or civil engineering), or policy intervention, is different from almost any other management endeavours although there are some similarities. The course, via its 6 foundation topics, begins to instil some of the knowledge required and continues with two assignments which are on subject areas probably unfamiliar to most of those taking the course. This is deliberate because those attending the course who aspire one day to do this kind of thing or who are heading in that direction will almost certainly find themselves working outside their original subject area.
The course, therefore, extends thinking beyond managing an individual project into managing multiple projects and programmes more generally. The purpose of these kinds of programs is usually to deliver strategic outcomes and optimise the use of resources at a macro level. The course provides a blend of theory, tools, and techniques. The use of case studies provides context to illustrate this series and allows students to build confidence in managing projects and programmes in a range of industry contexts. Case study examples are also used to analyse causes for success and failures, to identify lessons learned, and to formulate plans for improvements for better delivery of infrastructure programs. A variety of examples are used to extend studies beyond textbook management into the aspects of complexity and ambiguity where solutions are not obvious.
The learning outcomes are assessed via 3 assignments, including a significant team assignment. For the team assignment, students will be working in small teams to collaborate and develop recommendations at a comparatively high level for a programme of work that is likely to be outside the current skill set or experience of those participating. The learning is supported by weekly online tutorials facilitated by experienced academics and professionals who have and are delivering major infrastructure programmes.
Is this a challenging course? For many, it is. Over the last 4 years, the course has changed to accommodate the international demand for such people and benchmarks itself against what is being delivered at Oxford University and also, more recently, Cambridge. Is it at the standard required by the Oxford programme? No, it is not, although having written that, assignment 3 heads in that direction.