This module centre around the concept of managing the flow of work during project execution, in the context of projects as complex adaptive systems previously introduced. This is a shift in focus from seeing project controls as following a narrowly defined baseline.  The modification adds a different perspective – that of control through delegation and the maximisation of work flow in an uncertain environment. 

The module is divided into four parts: 

1. Building a collaborative project team
2. The History of Project Management – managing for flow is not new!!
3. Tools and techniques for flow
4. Synchronising complex flow

As well as a range of formal techniques (covered in parts 3 and 4), the module discusses collaborative culture and how project leadership can facilitate collaborative teams to improve flow. 

Amongst the techniques discussed in this module we look at agile, lean, theory of constraints, lean construction, Kanban, and project production management. We introduce leadership concepts about psychological safety, error cultures and collaboration. Students develop their own generic understanding of how work and information flows within a project, and the impact that this can have on execution performance. 

As with all modules, students are encouraged to apply critical analysis and evaluation to the methods they are introduced to.

• Reflect on and apply the idea of flow in projects.
• Become aware of the strategies available to project to maximise the flow of work, and what can inhibit and restrict flow.
• Explain the relevance of psychological safety to the leadership of a project team, in the context of a collaborative, creative, culture in the face of uncertainty and emergence.
• Understand the features and uses of value-enhancing tools that leverage collaborative project teams to improve flow.
• Describe the weaknesses in conventional project planning methods when it comes to managing the detailed flow of work on a project.
• Explain and critically analyse a range of common approaches used to manage the flow of work across a project’s supply network
• Understand how the ideas of leverage points, constraints and buffers can be applied to project supply networks in order to manage the efficient flow of work and identify improvement opportunities
• Explain with examples how major projects in the past managed to achieve speed and cost performance that seems to still be rare with today’s projects.
• Use a process flow diagram to document a project-related workflow, and use structured methods to identify the process constraint, flow obstacles, and improvement opportunities.