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Cambridge Judge Business School
Executive Education
STEERING COMPLEX
PROJECTS
 Too often we see projects in 
isolation. We view projects without 
context and fail to adequately bring 
our experience to the process.
Kishore Sengupta 
Reader in Operations Management
Cambridge Judge Business School 
Executive Education
 
OVERVIEW
Steering Complex Projects
“ “
02
 
Today’s companies understand that 
successful project management is crucial for 
business growth and organisational change. 
And while many are actively looking for 
ways to expand their project management 
capabilities in order to take on more 
complex and novel projects, few have been 
able to successfully connect the dots 
between their strategic goals and their 
project goals.
This programme presents concepts essential 
for developing these broader project 
capabilities, enabling leaders to �ll in the 
context gaps within their projects and to 
envision what shape the implementation 
might take within their organisations. 
While other programmes focus on the 
technical aspects of project management, 
Steering Complex Projects explores three 
di�erent project types: execution, novel and 
change. Each type of project must be 
managed di�erently, taking into account the
politics and negotiation of strategy within
projects.
As a participant, you will also learn how to 
build the personnel and incentive 
structure necessary to identify the right 
project for your strategy and implement it. 
Steering Complex Projects
03
WHO IS THIS PROGRAMME FOR? 
This programme is focused on the “why” and “how” of managing strategic projects, and 
provides essential best practices regarding their successful completion as well as 
delivering value for stakeholders. 
The programme’s lessons are applicable across most major industries, including banking 
and �nance, consulting, government, infrastructure, professional services, real estate, 
technology and telecom. 
This programme is ideal for:
• C-suite and senior-level executives seeking an overview of project management, as well 
 as insights on choosing the most appropriate project approach based on their strategic 
 objective. 
• Highly experienced PMP-certi�ed project managers looking to go deeper than 
 traditional PMP courses and develop their leadership skills in project management. 
• Consultants who need the skill to articulate the case for projects and in�uence multiple 
 stakeholders. 
Steering Complex Projects
Projects as Strategic Change
Translate high level strategic goals into project goals. 
Aligning Projects with People
Identify the key characteristics of di�erent types of projects, and 
articulate the appropriate management and personnel systems 
for each. 
Managing Risk and Uncertainty
Anticipate project uncertainties and take mitigating or 
responsive actions. 
Governance and Accountability
Build a framework for managing governance structures 
with accountability measures. 
Relationships and In�uence
Develop e�ective practices in relationship management 
and exercising in�uence. 
Providing an Integrated Framework
Apply established methods of knowledge exchange and 
learning tools in a way that is appropriate to the challenges 
of a project. 
04
PROGRAMME HIGHLIGHTS
The programme includes video lectures, discussions, live online teaching 
sessions and assignments. We expect participants to dedicate 4 – 6 hours 
per week over the eight weeks of the programme. 
Steering Complex Projects
05
SYLLABUS
• Understand the strategic goals of the organisation and articulate what the project outcomes will 
 contribute to the strategy
• Understand the political process of creating project goals, including negotiating and seeking win-win 
 coalitions
• Translate high level strategic goals into project goals
• Identify the key characteristics of di�erent types of project and articulate appropriate management 
 and personnel systems for each 
Module 1: Projects as Strategic Change 
• Identify the key characteristics of execution projects
• Understand the logic and assumptions behind Gantt charts to identify their limitations
• Understand the managerial relevance of the critical path and limitations
• Identify uncertainties and take mitigating or responsive actions 
Module 2: Execution Projects
• Identify the key characteristics of novel projects and the technical steps of managing them
• Articulate the steps to follow when encountering unforeseeable uncertainty
• Understand pivoting/iterating and parallelism, and how to incorporate them into project planning 
 and monitoring
Module 3: Novel Projects
• Identify the four methods for managing a change project
• Generate guidelines for managing the social dimensions of change
• Author a template for stakeholder management
• Re�ect upon and apply the principles of change project management to a project in your 
 professional work
Module 4: Change Projects
• Identify and apply ingredients of goal clarity and three criteria for them
• Articulate competency-driven values for a project
• Analyse how to deal with rule-breakers and high-performers and establish related guidelines
• Answer the key questions for fostering e�ective interpersonal dynamics
Module 5: Managing People and Teams
Steering Complex Projects
06
• Understand the role that governance plays in maintaining strategic alignment in projects
• Identify the �ve elements of well-designed governance structures
• Build a framework for managing the governance structure with accountability measures
• Learn how supervision and goals reveal the political nature of the role of the project within the 
 organisation
• Understand what contracts can and cannot do, and identify the four di�erent types of contracts for 
 an appropriate �t
• Understand the role that co-location can play in project management
• Understand how renegotiation must be built into the contract from the beginning 
• Develop e�ective practices in relationship management and exercising in�uence
Module 7: Partners
• Identify the tools for each project type, and how to deploy them
• De�ne how organisational learning is di�erent from individual learning
• Make informed choices from the portfolio of tools to ensure projects encourage learning within 
 the organisation
• Apply established methods of knowledge exchange and learning tools in a way that is appropriate 
 to the challenges of a project
Module 8: Learning and Integration
Module 6: Governance
Steering Complex Projects
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PROGRAMME FACULTY
MBA, PhD (Case Western University)
Kishore Sengupta
Reader in Operations Management
Dipl.-Wirtsch.-Ing. (Darmstadt Institute of Technology), MBA (University of Tennessee, 
Knoxville), PhD (Stanford Graduate School of Business)
Christoph H. Loch
Dean of Cambridge Judge Business School 
Professor of Technology and Operations Management
Dr. Sengupta has served as advisor on several projects with the U.S. Government 
Department of Defense and NASA, and has consulted with organisations in Silicon 
Valley and Hong Kong. He has also worked at the AT&T Network Software Center 
(now Lucent Technologies) and Ernst & Young. His published research appears in 
journals in information technology and management, such as Management 
Science, MIS Quarterly, IEEE Transactions on Software Engineering, IEEE 
Transactions on Systems, Man, and Cybernetics, and IEEE Transactions on 
Engineering Management. He is currently working on a book on online electronic 
environments. Prior to joining the School, Dr Kishore Sengupta was an Associate 
Professor of Information Systems at INSEAD. Before this he was on the faculty at 
the Naval Postgraduate School in Monterey, California, USA. In 1996-1997 he was a 
Visiting Scholar at the Hong Kong University of Science and Technology, Hong 
Kong.
Before coming to CJBS in 2011, Professor Loch was Chaired Professor of Technology 
and Operations Management at INSEAD, where he also served as Dean of the PhD 
programme and asthe director of the INSEAD Israel Research Center. He served as 
department editor and Associate Editor of Management Science, Manufacturing & 
Service Operations Management and Production and Operations Management, 
and as chair of the Behavioral Operations section of INFORMS. His research focuses 
on the management of innovation processes, and project management more 
broadly; including innovation strategy; projects under high uncertainty; the 
emotional aspect to the motivation of professional project workers, and project 
supervision and governance. In 2012, Professor Loch was identi�ed in a 
benchmarking study as one of the top 10 innovation researchers worldwide. He 
serves on the supervisory board of an educational software start-up company and 
is a member of the Cambridge United Football Club board of directors.
Steering Complex Projects
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CASE STUDIES
Each week starts with a vignette or case reading in which participants examine not only the technical 
aspects of project management, but also the managerial and strategic implications. The vignettes compel 
participants to confront the problems of: 
Project Strategy
See how a struggling natural resources company facing an uncertain future weighs the 
merits and risks of multiple projects to determine which one(s) will help move their 
organisation forward in this strategy-driven
Project Planning
An engineering company that builds drones is tasked with delivering a product proposal 
to a customer within an abbreviated timeframe. Follow their consideration of the bene�ts, 
duration, risks and costs of di�erent activities in an e�ort to maintain their project 
schedule.
Novel Projects
Follow the journey of a turnaround CEO at software startup tasked with a project with 
many unknowns that require her to get to the source(s) of the organisation’s problems in 
order to determine the appropriate goals for the project. 
Team Composition
Delve into the makeup of two teams racing to reach the South Pole �rst in 1911 and see 
how their composition impacted their success, from their goals, values and 
problem-solving processes to team roles, interpersonal dynamics and leadership. 
Governance
Discover how stakeholder buy-in and leadership issues led to the failure of a knowledge 
management project undertaken by an enterprise software management company.
Project Contracts
Explore fundamental problems with contracts and how an integrated approach can 
enhance success through the lens of three high-pro�le project contracts—the Eurotunnel, 
the Panama Canal expansion, and Heathrow Terminal 5. 
Project Learning
Evaluate the e�cacy and necessity of a variety tools used by an IT consulting �rm to 
ensure that learnings from individual projects could be utilised by their entire project 
organisation.
Steering Complex Projects
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ASSIGNMENTS
Assignments are structured around the project management workbook, in which participants re�ect on 
each week’s concepts and then plot next steps to apply what they’ve learned. Responding in the form of 
a few short paragraphs, participants place their key �ndings in the context of their own organisation.
Participants also have opportunities to reinforce key concepts by participating in brainstorm activities, 
discussions, and interactive quiz questions. These non-graded activities are interspersed between the 
videos. 
Strategy & Change
Describe a strategic change 
project your company should be 
tackling now but isn't, and 
determine what type of project it 
would be and its outcome. 
Execution Projects
Explore opportunities for three 
areas of execution project 
management in your organisation: 
critical path; establishing bu�ers 
or risk management.
Novel Projects
Provide a rationale for why you’d 
ask a question with an unknown 
answer, explain how you would 
answer it, and identify the 
mini-project you'd need to set up 
to arrive at an answer.
Structuring Contracts
Develop a potential 
recommendation for how 
structuring contracts could be 
approached di�erently or better 
within your organisation, 
specifying the stakeholders you'd 
need to work with to execute it.
Managing Change Projects
Dissect a change project, identify 
takeaways, and use them to develop 
a playbook for future projects. 
Assembling and 
Managing Teams
Analyse breakdowns in the key 
ingredients for high-performance 
teams—and evaluate your own 
organisation. 
Governance Structure
Identify a systematic weakness in 
project governance at your 
organisation and describe how it 
could be remedied.
Learning Tools
Describe the function, bene�ts and 
limitations of a learning tool. 
Expound on how learning could be 
strengthened in your organisation 
and the tools that could be 
incorporated to support it. 
Steering Complex Projects
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THE LEARNING EXPERIENCE
The Steering Complex Projects programme is spread over eight weeks and consists of 
Video Lectures, Live Webinars, Assignments, Q&A Sessions and Discussions. 
Orientation
The Steering Complex Projects programme is spread over eight weeks and 
consists of Video Lectures, Live Webinars, Assignments, Q&A Sessions and 
Discussions. 
Goal Setting
In other weeks, you have learning goals set for the week, including watching the 
video lectures and completing the assignments. All assignments have weekly 
deadlines. 
Video Lectures
The recorded video lectures are conducted by programme faculty. 
Live Webinars
During the programme, there are two live webinars conducted by Cambridge 
Judge faculty. Live webinars are usually conducted between 1 p.m. and 3 p.m. UTC 
on Tuesdays or Wednesdays. 
Q&A Sessions
In addition to the live webinars, Course Leaders also conduct Q&A sessions every 
week or every alternate week to help participants clarify any questions they may have 
about the content. 
Follow-Up
A Programme Support Team will follow-up through emails and via phone calls with 
participants who are unable to submit their assignments on time. 
Continuous Programme Access
You will continue to have access to the programme videos and learning material for up to 
12 months from the programme start date.
Steering Complex Projects
11
CERTIFICATE
Upon successful completion of the programme, participants will be awarded a digital 
Certi�cate of Completion by Cambridge Judge Business School Executive Education. 
Date
Your Name
STEERING COMPLEX PROJECTS
Cambridge Judge Business School
Executive Education
University of Cambridge
completed
Allison Wheeler Heau
Director of Open Programmes
Cambridge Judge Business School
Executive Education
University of Cambridge
Jane Davies
Director
Cambridge Judge Business School
Executive Education
University of Cambridge
Steering Complex Projects
12
ABOUT CAMBRIDGE JUDGE BUSINESS SCHOOL
Founded in 1990, Cambridge Judge Business School is part of the Faculty of Business and 
Management at the University of Cambridge. In 1991 sponsorship from Sir Paul and Lady Judge 
provided the funds that enabled construction of a building for the newly established school. 
One of Britain’s most brilliant and innovative architects, John Outram, was chosen to design the 
building, which has been widely acclaimed for its boldly imaginative and colourful design.
The reputation of Cambridge Judge Business School has grown rapidly and today it is 
internationally celebrated as a provider of stimulating management education, with a particular 
emphasis on entrepreneurship and innovation management. With a world-class faculty of over 
50 members and a philosophy of collaboration, the School is a place where people from many 
disciplines meet and share ideas – policy makers, entrepreneurs, leaders of industry, regulators, 
not-for-pro�t organisations and academics. One of the main strengths of Cambridge Judge 
Business School is its position at the heart of a vibrant entrepreneurial community – the so-called 
Silicon Fen, or Cambridge Cluster. Cambridge, and the area surrounding it. is home to a multitude 
of high-tech businesses and the Schoolbene�ts from this proximity by drawing on experienced 
business founders who can act as role models to aspiring entrepreneurs and business leaders.
Alumni: Cambridge Judge Business School’s global community has over 6200 members in more 
than 100 countries worldwide; a truly international and dynamic network.
Cambridge Judge Business School Executive Education
Cambridge Judge Business School Executive Education o�ers a wide range of open enrolment 
and customised programmes. These programmes are designed for organizations, business 
professionals, managers, leaders, and executives from many di�erent functions who strive for 
professional and personal growth. Programmes are developed to help executives and 
organisations from both the private and the public sectors achieve operational excellence and 
results. 
Steering Complex Projects
Cambridge ideas
have changed the
world. Over 100
Nobel Prizes have
been awarded
to Cambridge
alumni.
14
PROGRAMME FEE AND DURATION
Upon successful completion of the programme, participants will be awarded a digital 
Certi�cate of Completion by Cambridge Judge Business School Executive Education. 
Singapore residents who wish to enrol in this programme will be charged GST. 
USD 2,000
8 Weeks, Online
PREREQUISITES
?
in English. All videos are recorded in English. All assignments are written in 
English and are required to be responded to in English.
The programme requires you to have a device and 1 Mbps (or faster) Internet 
connection. The device on which you access the programme should support 
one of the following browsers: Chrome 71, Firefox 64, IE 11, Edge 42, Safari 11.
ABOUT EMERITUS 
Cambridge Judge Business School Executive Education is collaborating with online education provider
EMERITUS to o�er a portfolio of high-impact online programmes. These programmes leverage Cambridge
Judge Business School’s thought leadership in technical practice developed over years of research,
teaching and practice.
By collaborating with EMERITUS, we are able to broaden access beyond our on-campus o�erings in a
collaborative and engaging format that stays true to the quality of Cambridge Judge Business School
Executive Education. 
Steering Complex Projects
This programme is being delivered in 
collaboration with EMERITUS.
Prospective participants with 
questions on the programme are 
encouraged to contact EMERITUS, 
for further information.
Email: info@emeritus.org
Call: +44 122 858 5700
Cambridge Judge Business School
Executive Education
University of Cambridge
Trumpington Street
Cambridge CB2 1AG
United Kingdom
The organisers reserve the right to change 
any details of the Programme without notice.
© JBS Executive Education Limited has 
copyright of all original material contained in 
this brochure.
Schedule a call with a 
Programme Advisor to 
learn how this programme 
can help you
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