Course Structure

View a suggested course plan

The Bachelor of Project Management degree includes introductory units in mathematics, psychology and economics in the first year as well as an introductory project management unit and units from your chosen stream. In second and third year students undertake more advanced project management units while continuing study in their stream. In third year, a capstone project is undertaken.

High achieving students may be invited to undertake an additional Honours year.

Year 1 Year 2

Introduction to Project Management
Engineering Computing
Differential Calculus
and Algebra (2 x 3 credit points)
Stream unit

Economics for business decision making
Psychology 1002
Integral Calculus & Modelling and Statistics (2 x 3 credit points)
Stream unit

Introduction to Project Finance
Data Analytics for Project Management
Stream unit

Project Based Organisational Behaviour
Project Quality Management
Stream unit

Year 3 Year 4 Honours (invitation only)

Complex Project Co-ordination
Project Risk Management: Tools & Techniques
Capstone Project A
Stream unit

Negotiating and Contracting
Project Variance Analysis
Capstone Project B
Stream unit

Project Management Honours Project A & B
4 Project Management electives from Master of Project Management units
International Project Management
Sustainable PM
Implementing Concurrent PM

View full details of course structure and units of study.

Combined degrees

Bachelor of Engineering Honours / Bachelor of Project Management students will cover the essential units from both the four-year Bachelor of Engineering Honours and the three-year Bachelor of Project Management , completing their combined degree in five years.

View the individual course plan for the Bachelor of Engineering Honours / Bachelor of Project Management

Bachelor of Project Management / Bachelor of Arts students will cover the essential units from both the three-year Bachelor of Project Management and the three-year Bachelor of Arts, completing their combined degree in four years.

Introduction to Project Mgmt (CORE)


Introduction to Project Management offers students an overview of the application of knowledge, skills, tools, and techniques to project activities for achieving project requirements. It helps student understanding of how project management is accomplished through the application and integration of the project management processes of initiating, planning, execution, monitoring, controlling and closing. In this course, we introduce the concept of project management, discuss the role of project manager, identify and orient students with the issues related to planning the project, schedule and project control and evaluation and management of project team.

Introduction to Project Finance (CORE)


Introduction to project finance is designed to assist students in gaining insights about how to identify various players in project finance transactions, their objectives, and how to identify their roles in project. It further provides insight in identification of the legal, operational and financial risks presented by the project. Tools and techniques related to building cash flow statements from historical statements or project projections are also discussed. It then provides a background to key variables impacting key project performance and sensitivity analysis for deeper levels of understanding of project performance. It further offers in tools and techniques for running sensitivity analyses for evaluating cash flow and debt servicing ability of a company or project, and identify potential areas of concern.

Project Mgmt Data Analytics (CORE)


Project Management Data analytics (DA) provides extensive coverage related to examining raw data with the purpose of drawing conclusions about that information. It is used in many industries to allow companies and organization to make better business decisions and in the sciences to verify or disprove existing models or theories. Here, we focus our effort on providing in-depth knowledge and skills to students focusing on inference, process of deriving a conclusion based solely on what is already known by the project manager. This unit of study further divided into exploratory data analysis (EDA), where new features in the data are discovered, and confirmatory data analysis (CDA), where existing hypotheses/assumptions are proven true or false. It further provides background to determine whether the project management systems in place effectively protect data, operate efficiently and succeed in accomplishing organizational or project goals.

Project Based Organisational Behaviour (CORE)


Project based organisational behaviour focuses on human behaviour in organisational and project based context, with a focus on individual and group processes and actions. It involves an exploration of organisational and managerial processes in the dynamic context of organisation and is primarily concerned with human implications of project based activity. In this unit of study, we offer a succinct, lively and robust introduction to the subject of organizational behaviour. It aims to encourage critical examination of the theory of organisational behaviour whilst also enabling students to interpret and deal with real organisational problems and combines relative brevity with thorough coverage and plentiful real-world examples.

Complex Project Coordination (CORE)


Every organisation must acknowledge that its most valuable and most unpredictable resource is its people. Whether you are in the software or construction industry, or any other industry, the tools and techniques of project management remain the same. The key to success will always rest on the Triple C (Communication, Cooperation, and Coordination) of the team. This unit of study explains how communication leads to cooperation, which leads to coordination, which leads to project harmony, which leads to project success. As effective as it is applicable, the Triple C Model is becoming the project management mode of choice across a wide variety of organizations. Tackling the soft side of project management, Triple C Model of Project Management provides practical steps for managing any project. It presents real-world applications and case studies that illustrate the application of the Triple C Model. This unit of study covers techniques for tracking, managing, and controlling project costs as well as implementing the project management body of knowledge (PMBOKĀ®). It further provides students with in-depth knowledge with regards to schedule performance appraisals, project performance appraisals, and alternate project organization structures.

Implementing Concurrent PM (Elective)


This unit of study discusses a rapid, highly efficient, and detailed procedure for concurrent engineering in the planning, scheduling, and controlling of technical projects. Concurrent engineering (wherein all the essential functions for new product development and distribution are carried out concurrently) is a recently developed method that 1) reduces the time required to commercialise a new product and take it to market, and 2) enables time and cost schedules to be more realistically estimated. It further explores concurrent management of projects based on concurrent engineering and provide a complete, step-by-step, Total Quality Management procedure (with sample case studies) for implementing concurrent engineering in the planning, scheduling, and controlling of technical projects, and broadens the scope to include other key functions such as marketing, materials management, industrial design, finance and human resources.

Project Quality Management (CORE)


Project Quality Management offers a specific, succinct, step-by-step project quality management process. It offers an immediate hands-on capability to improve project implementation and customer satisfaction in any project domain and will help maintain cost and schedule constraints to ensure a quality project. This unit of study introduces tools and techniques that implement the general methods defined in A Guide to the Project Management Body of Knowledge-Third Edition (PMBOK) published by the Project Management Institute (PMI), and augment those methods with more detailed, hands-on procedures that have been proven through actual practice. This unit of study is aimed at providing students an explicit step-by-step quality management process, along with a coherent set of quality tools organised and explained according to their application within this process that can be applied immediately in any project context. It further introduces a Wheel of Quality that codifies in one complete image the contributing elements of contemporary quality management. It also help in understanding the process for establishing a new quality tool, the pillar diagram, that provides a needed capability to identify root causes of undesirable effects.

Project Risk Management: Tools & Techniques (CORE)


Project risk management is considered to one of the most vital of the nine content areas of the Project Management Body of Knowledge (PMBOK). Important projects tend to be time constrained, pose huge technical challenges, and suffer from a lack of adequate resources. This unit of study covers most relevant tools and techniques for Identifying and managing project risk from a theoretical and practical perspective so that possibility of failure in critical projects can be minimised. It offers student with step by step through every phase of a project, showing them how to consider the possible risks involved at every point in the process. Drawing on real-world situations and examples, this unit of study outlines proven methods, demonstrating key ideas for project risk planning and showing how to use high-level risk assessment tools. It further offers guidance related to analysis aspects such as available resources, project scope, and scheduling, and also explores the growing area of Enterprise Risk Management.

Negotiation and Contracting Project Services (CORE)


In this unit of study, we draw on examples on project negotiation and contracting from "real-life" business situations and provide practical information on what to do and what not to do. Student would be exposed to the complexity involved in negotiation and contracting from initiation to formalization of final form of contract which is agreed upon and executed by all parties. We will provide a basic understanding of commercial contracts and all their ramifications every step of the way. This unit of study also explains the basics of commercial contract law, highlights how to spot potential issues before they become a problem and then how to work with a lawyer more effectively if things go wrong which is intended for corporate managers rather than lawyers. This unit of study further contains coverage on forming contracts, restitution, statute of frauds, contract interpretation, and modification. We also discuss remedies, performance, and third-party beneficiaries.

Project Variance Analysis (CORE)


Project variance analysis uniquely shows project managers how to effectively integrate technical, schedule, and cost objectives by improving earned value management (EVM) practices. Providing innovative guidelines, methods, examples, and templates consistent with capability models and standards, this unit of study approaches EVM from a practical level with understandable techniques that are applicable to the management of any project. It also explains how to incorporate EVM with key systems engineering, software engineering, and project management processes such as establishing the technical or quality baseline, requirements management, using product metrics, and meeting success criteria for technical reviews. Detailed information is included on linking product requirements, project work products, the project plan, and the Performance Measurement Baseline (PMB), as well as correlating technical performance measures (TPM) with EVM. With straightforward instructions on how to use EVM on a simple project, such as building a house, and on complex projects, such as high-risk IT and engineering development projects, it is the only book that includes excerpts from the PMI's Project Management Body of Knowledge (PMBOK), CMMI, the EVM System standard, systems engineering standards, federal acquisition regulations, and Department of Defense guides.

Sustainable PM (Elective)


With the rapidly growing importance of sustainability and corporate responsibility in a globalised world, project management education is increasingly integrating long-term economic, environmental and social issues into their teaching and research. Project Management education needs to reflect this new reality and provide a broadened understanding of value creation in order to create economic capital while developing social and preserving natural capital. This unit of study provides case studies for creating learning processes on different levels students are forced to struggle with exactly the kinds of decisions and dilemmas managers confront every day. Cases discussed in this unit of study explore both the opportunities and pitfalls companies and NGOs face in targeting sustainability issues and how their values and core assumptions impact their business strategies. It further deals with a myriad of issues including supply chain management, stakeholder dialogue, social entrepreneurship, sustainable marketing, ethics, governance, the business case for sustainability, partnerships, purchasing and climate change.

International Project Management (Elective)


This unit of study provides specific guidelines for achieving greater project success. It addresses the need for modern techniques in project management geared and suited to international projects. It provides opportunity to students to have orientation towards lessons learned from failures and problems in international projects, and suggest alternative solutions for project issues. The critical success factors for managing international projects together with management issues related to vendors and outsourcing across national boundaries are also discussed. It further deals with managing businesses effectively address cross-cultural, social, and political issues.

Capstone Project (CORE)


In this intensive PM capstone project, students are required to apply all of the skills necessary to successfully initiate, plan, execute, control and close a project. Working as part of a team on a simulated four-month, mid-sized, high-priority project, student will be responsible for developing the key project management deliverables, including the project charter, project plan, change control process, status reports and post-project reviews. Students will facilitate meetings, update the project plan with actuals and changes, present status to management, justify your decisions to key stakeholders and determine the impacts of your actions on multiple projects. Under the guidance of a senior project manager and their academic supervisor, students will be given direct feedback and techniques to increase efficiency and effectiveness.

PM Honours Project (CORE)


The ability to plan, systemically conduct and report on a major research project is an important skill for Project Managers. This unit of study builds on technical competencies previously obtained, as well as making use of the report writing and communication skills the students have developed. In this unit of study, students are required to plan and begin work on a major research project, which is very often some aspect of a staff member's research interests. Some of the projects will be experimental in nature, while others may involve computer-based simulation, design or literature surveys. In this unit students will learn how to examine published and experimental data, set objectives, organize a program of work and devise an experimental or developmental program. The skills acquired will be invaluable to students undertaking project management work. Students are expected to take the initiative when pursuing their research project.