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Impacts of climate change on infrastructure and adaptation strategies to respond to these changes. Impact assessments, vulnerability studies, and development of adaptation strategies and techniques for whole of life asset management. Decision-making, management and climate resilience of transport, potable water provision, stormwater and wastewater systems, buildings and other physical infrastructure systems.

Impacts of climate change on infrastructure and adaptation strategies to respond to these changes. Impact assessments, vulnerability studies, and development of adaptation strategies and techniques for whole of life asset management. Decision-making, management and climate resilience of transport, potable water provision, stormwater and wastewater systems, buildings and other physical infrastructure systems.

Impacts of climate change on infrastructure and adaptation strategies to respond to these changes. Impact assessments, vulnerability studies, and development of adaptation strategies and techniques for whole of life asset management. Decision-making, management and climate resilience of transport, potable water provision, stormwater and wastewater systems, buildings and other physical infrastructure systems.

Core theories and their implications for the art and practice of project management in organisations.

Core theories and their implications for the art and practice of project management in organisations.

Core theories and their implications for the art and practice of project management in organisations.

Core theories and their implications for the art and practice of project management in organisations.

Core theories and their implications for the art and practice of project management in organisations.

Core theories and their implications for the art and practice of project management in organisations.

Core theories and their implications for the art and practice of project management in organisations.

Core theories and their implications for the art and practice of project management in organisations.

Core theories and their implications for the art and practice of project management in organisations.

Core theories and their implications for the art and practice of project management in organisations.

Core theories and their implications for the art and practice of project management in organisations.

The culture, structures, roles, tools and techniques required for effective management of projects in uncertain, volatile and ambiguous environments where the project scope evolves or the timescale is the primary driver. Students will learn advanced techniques and apply them to reinforce their learning.

The culture, structures, roles, tools and techniques required for effective management of projects in uncertain, volatile and ambiguous environments where the project scope evolves or the timescale is the primary driver. Students will learn advanced techniques and apply them to reinforce their learning.

The culture, structures, roles, tools and techniques required for effective management of projects in uncertain, volatile and ambiguous environments where the project scope evolves or the timescale is the primary driver. Students will learn advanced techniques and apply them to reinforce their learning.

The culture, structures, roles, tools and techniques required for effective management of projects in uncertain, volatile and ambiguous environments where the project scope evolves or the timescale is the primary driver. Students will learn advanced techniques and apply them to reinforce their learning.

The business case as the tool of choice for many businesses for turning strategy into projects and the subsequent investment appraisals. Topics include systems thinking, the theory of constraints, value, cost/benefit analysis, quadruple bottom line, sensitivity analysis, risk analysis, investment appraisal, performance measurement and benefit realisation.

The business case as the tool of choice for many businesses for turning strategy into projects and the subsequent investment appraisals. Topics include systems thinking, the theory of constraints, value, cost/benefit analysis, quadruple bottom line, sensitivity analysis, risk analysis, investment appraisal, performance measurement and benefit realisation.

The business case as the tool of choice for many businesses for turning strategy into projects and the subsequent investment appraisals. Topics include systems thinking, the theory of constraints, value, cost/benefit analysis, quadruple bottom line, sensitivity analysis, risk analysis, investment appraisal, performance measurement and benefit realisation.

The business case as the tool of choice for many businesses for turning strategy into projects and the subsequent investment appraisals. Topics include systems thinking, the theory of constraints, value, cost/benefit analysis, quadruple bottom line, sensitivity analysis, risk analysis, investment appraisal, performance measurement and benefit realisation.

The practical application of strategic management principles to enable the successful delivery of portfolios, programmes and projects in demand and supply side organisations in the public and private sectors. Examination of international examples from different industry sectors illustrates how theoretical concepts and practical applications can relate to the success or failure of portfolios of resources, programmes of work, and individual projects, sometimes in conditions of uncertainty and ambiguity.

The P3M (Project, Programme and Portfolio Management) and Scaled Agile frameworks and their practical application to local organisations as a method of driving performance improvement. Management of inter-dependencies between projects using current tools and techniques and the role of Hoshin Kanri (policy deployment) in managing strategy implementation.

Theoretical concepts in engineering commercial contracts, how those concepts apply to the work environment and manifest in the contracts in use in the project environment. Students will study relevant case law, NZS3910, NEC3 and FIDIC.