The MSc Project and Enterprise Management equips students with an understanding of cutting-edge thinking based on research carried out by staff in The Bartlett School of Construction and Project Management.
Why choose The Bartlett
- Located within the UK’s largest multidisciplinary faculty of the built environment, in one of the world’s top universities
- Based in central London, close to world-leading architectural, engineering and creative practices, many of whom are partners
- Host to students from over 40 nations, many of them among the most sought-after in the world for their drive, creativity, and skills
About the course
The course teaches concepts, tools and techniques employed in managing projects from their earliest stages of definition and development through to operations and maintenance.
These projects are primarily focused on construction (building, civil engineering and infrastructure), but also look at wider applications, such as:
- organisational change
Having finished the course, students will have the skills to perform senior management roles with a variety of employers, including:
- client organisations in property and construction infrastructure
- manufacturing, transport, financial, electrical, gas, water, petrochemical, pharmaceutical companies
- defence agencies and government departments
- public sector infrastructure client organisations
- consultancies and service providers working with public and private sectors
- management consultants
- financial institutions
- central and local government
- commercial research organisations
In addition, a number of students use the MSc as a foundation for MPhil/PhD research.
The programme is accredited by the Royal Institution of Chartered Surveyors (RICS). All students on the MSc Project and Enterprise Management programme get free student membership of RICS, which provides free access to research papers, funding for research, links to groups around the world, advice on full membership and more besides.
For more information, contact the Programme Director, Dr Stephen Pryke.
Full-time students will attend classes on Tuesdays and Thursdays during terms one and two. In addition, students will be expected to spend time on private study, research and group work. Term three will be used to deal with assignments, examinations and the dissertation.
The first term will consist of four core modules in a lecture format.
The second term provides an opportunity for you to choose four modules from a range of around twenty. Work on the dissertation commences in term one and continues until the following September.
To obtain your MSc, you need to pass eight taught modules and the dissertation. The eight taught modules require a total of eight assessments – six essays of 3,000 words each and two exams.
You will choose four of the eight taught modules and decide on your own research dissertation topic.
The part-time programme takes half of the modules per academic year and can be completed over a period of between two and five years.
Term 1 - four core modules (60 credits)
PM1: Project Management
The structures and management issues experienced in construction projects are the focus of this module. Project management and organisational literature is used to illustrate the issues, supplemented by case study material.
PM2: Owner-based Management of Projects
This module focuses upon the business context of projects and in particular their management from a sponsor/owner/client point of view. It deals with business strategy and the development of projects, marketing, sales and finance, procurement and supply chain management, risk and value management, conformance, information management and knowledge management.
PM8: Principles of Enterprise Management
The structures and management issues experienced in enterprises are the focus of this module. Management, organisational and project literature is drawn upon to illustrate the issues, supplemented by case study material.
PML: Projects, Economics, Sectors and Behaviour
This module provides an introduction to microeconomics and behavioural economics and demonstrates their relevance to the management of projects, project teams and supply chains.
Term 2 - four optional modules (60 credits)
A full time student must choose at least two modules from the project-based option modules and at least one module from the enterprise-based option modules. The fourth module can be chosen from either project-based, enterprise-based or economics-based modules.
PM3: Managing the Enterprise-project Relationship
This module is ideal for those interested in measures of project effectiveness, managing portfolios, programmess and systems, project optimisation, realising project strategy, and interfacing project and facility management.
PM5: The Procurement of Construction, Engineering and Professional Services
This module looks at procurement types and standard forms, tendering, legal position, EU procedures, evaluation criteria, law of contract and documents, letters of intent as well as prime cost contracts, contract administration for project managers and legal liabilities for project managers.
PM6: Organisations and People in Projects
This module concerns organisational structures and their design, effective communications, race and gender issues in organisations, project leadership, case studies in leaders’ roles, team formation and conflict and excellence in project management.
PM7: Managing Construction
This module deals with construction productivity, design/ construction/procurement/operation and management interfaces, spatial planning, health and safety, and quality in construction and refurbishment.
PMD: Environmental Sustainability in the Construction Sector
This module looks at climate change and the impact of construction, the costs of ‘going green’, development of brownfield sites, environmental impact assessments, waste reduction and site waste management plans.
PME: Supply Chain Management: Principles and Case Studies
This module looks at the increasing importance of supply chains and their management (SCM) in our pursuit of value and efficiency. It deals with concepts, risk management and risk transfer in supply chains; client-driven SCM; a case study of Slough Estates plc with guest speaker; franchising; an innovative application of SCM; and the future for SCM – building for the 21st century.
PMG: The Management of Large Projects and Programmes
This module looks at problems of scale and complexity in large projects, governance, stakeholder engagement, sustainable vision and accountability. It discusses managing benefits, value and risk, configuration management, change control and systems integration. The programme also focuses on managing large projects and programmes in practice.
PMH: Social Networks in Project and Enterprise Organisations
This module aims to develop understanding of the emergent interdisciplinary area of social networks by drawing upon social, organisational and management perspectives.
PMJ: Integrating Project Information Systems with Building Information Modelling
This module aims to provide a sound theoretical basis for the development and deployment of integrated project information systems. It explains the business case for greater integration of project information systems and the role that BIM can play in such systems.
PMM: The Management of Value
The aim of this module is to equip students with the theoretical knowledge, competencies and tools to deliver value management consultancy services in portfolio, programme and project management. It will utilise knowledge from value management (VM) and industrial experience to demonstrate how value-based studies can give direction to projects and integrate multiple stakeholder perspectives on value through planning, design and operation.
CM7: Managing Professional Practice
This module is for those interested in organisational behaviours, transactions costs and behaviour, as well as functional behaviours such as marketing management, and trust in both theory and practice.
PM9: Enterprise Management: Relationships Between Firms
This module aims to develop understanding of individual and organisational behaviour of firms which carry out projects, a focus being given to behaviours in the marketplace, especially at the Client-Contractor Interface.
PMA: Capturing and Delivering Value
This module deals with requirements such as solicitation, briefing and core competencies, as well as dynamic capabilities for adding value, bodies of knowledge, capturing value and the role of the systems integrator.
PMB: The Construction Firm – Contractors and Subcontractors
This module includes important themes such as business strategy, national and organisational culture, organisational behaviour and engaging and managing subcontractors.
PMF: Marketing and Project Business Development
This module deals with a strategic approach to marketing and business development and should be selected by those who want to pursue a project- or enterprise-based role concerned with the development of new business.
PMK: Managing Change in Organisations
This module aims to explore how change in modern organisations can be enabled, supported and possibly managed.
CM3: Construction Booms and Slumps
This module investigates the cases and effects of the recurrent and relatively strong fluctuations ('booms' and 'slumps') that occur in construction and property markets, both in volumes and prices, placing particular emphasis on the inter-relationships between property and construction markets.
CM4: Construction Clients and the Market for Contracts
This modules aims to help students understand contemporary theories relevant to construction procurement. Transaction cost theory and game theoretical thinking will be heavily relied on.
CM5: Economics of Appraisal of Construction Projects – Leading Issues
This module develops and explores some important appraisal techniques commonly used in practice by both the private and public client. The module will equip students with the ability to apply up-to-date appraisal techniques in the evaluation of real-life projects.
CM6: The Economics of Speculative Construction Development
This module focuses on one of the most significant of clients - the speculative property developer. It shows students how property develops operate, embracing strategic decision-making, land acquisition, raising finance, predicting demand and managing risk.
CMD: Construction Industry Development
This module is about the problems of and prospects for the construction industry in developing countries. Three developing countries have been chosen as case studies – Malaysia, Ghana and India.
Additional (non-assessed, but compulsory modules)
Management skills aims to develop the management skills of students in relation to decision-making, team-working and the consultancy role. These are addressed with the help of appropriate specialist teachers and games specifically devised for the construction industry. The module is taught in the form of a series of workshops which take place during a weekend in term 1 or term 2.
Research methods helps develop an awareness of research methods. The objective is for students to be able to mobilise theories and concepts for application to information and data collection in the field. The module is conducted in workshop format.
Use of project planning software (optional) is a one-day course offering students the opportunity to acquire valuable hands-on experience in project-scheduling software.
Staff teaching on the programme currently include
Professor Richard Barkham
Send Richard an email
Send Mark a message
Send Miles a message
Application procedures, fees, funding and scholarships
For information, please see the faculty admissions information here.
Programme-specific information follows below.
You should have a UK second class
honours degree or its overseas equivalent. Membership of a recognised
professional body may also be accepted as acceptable entry qualifications. Some
work experience is desirable but those with good academic qualifications may
still be eligible without experience. You will need to demonstrate an interest
in MSc PEM and the relevance of the programme to your future career.
applicants who satisfy these criteria will be invited to participate in an
interview with the Course Director in London, or a telephone interview if it is
not possible to come to London.
When to apply
The MSc Project and Enterprise Management programme attracts a large number of applicants and competition for the limited places available is fierce. You are advised to apply as early as possible up to 12 months prior to the proposed commencement of studies. All applicants are advised to apply before 31 March for study commencing September of that year.
If you want to chat about the programme, please contact Stephen Pryke.
Enrolment on the MSc Project and Enterprise Management programme (PEM) at the Bartlett School of Construction and Project Management enables you to join a group of students and academics working on leading-edge research in the field. Teaching is continually refreshed through the ongoing research of UCL academics and a group of practitioners working alongside them who are employed by some of the world’s most prominent consultancies and commercial organisations.
Students are encouraged to be proactive in learning and to contribute to the research carried out by the university. There are a number of examples where PEM students have collaborated with UCL staff in the publication of research papers, or have contributed to research projects undertaken by staff within the Bartlett.
The programme draws on recent research and a range of publications produced by UCL staff. It is accredited by the Royal Institution of Chartered Surveyors and Stephen Pryke as an APC Assessor for RICS is able to advise those who wish to enter the RICS on completion of MSc PEM.
Completing the MSc in Project and Enterprise Management at the Bartlett provides a platform from which to achieve a variety of ambitions, from a career in construction or engineering project management to consultancy or academia. The network that you establish at UCL will provide opportunities and support for the rest of your chosen profession.