MSc in Major Programme Management: Report on Manager Qualities

This report delves into the crucial qualities of a successful major programme manager, emphasizing competencies such as conflict resolution, risk management, communication, and team-building skills. It highlights the importance of leadership and decision-making abilities. The report further outlines the author's potential contributions to an MSc in major programme management, focusing on project initiation, planning, and execution phases. The author emphasizes the use of tools like business case documents and feasibility studies, alongside a solid project plan to guide the management team. The report also covers the author's contributions in monitoring, control, and closure phases, highlighting the impact on project success and deliverables. The conclusion reinforces the significance of these qualities and contributions for effective programme management and its societal benefits.

PROJECT MANAGEMENT 1
Project management
Student’s name:
Name of institution:
Date:

PROJECT MANAGEMENT 2
Introduction
MSc refers to a master’s degree that is offered in universities and which basically comprises of
technology engineering, science and it can also contain programs on mathematics.in addition to
this, MSc also constitutes of social sciences, consulting and management cost and finally it may
include business-related programs in it. On the other hand, programme management refers to the
process of carefully carrying out management on interrelated projects, mostly to make a very
significant improvement in organizational performance. This helps the programme manager
achieve all the program goals and objectives. The primary purpose of writing this paper is to
explain the qualities that are essential in a major programme manager and unique contribution
that I will make to the MSc in a major programme management if I am offered a place in the
programme. (Nuryanah & Islam 2015).
Qualities essential in a major programme manager
Good programme managers must be competent enough, he/she must clearly understand
what he/she is doing, they are expected to notice mistakes done in the process of working out the
project as well as briefing and guiding their team members of how to carry out their activities.
They are also expected to develop new projects and manage challenges that might arise when
working on the projects. He/she should be an expert on the field he is working on. This enable
him to properly plan and organize tasks (Butler, Szwejczewski & Sweeney 2018).
Programme managers should be good at solving conflicts, people working together may
engage in a battle which ruins interpersonal relationships in organizations, managers are required
so solve these conflict fairly in order to maintain good relationships among the workers.
Managers should also, have risk management skills; they should consider failures or problems

PROJECT MANAGEMENT 3
that may arise in the future on specific issues and prevent them in advance to avoid huge losses.
They should remain focused to achieve the objectives and goals of their project, that is, they
should serve as good leaders, and the others will follow.
A successful manager should have excellent communication skills, and the manager has a
responsibility to clearly communicate to all other people involved in the project, explaining to
them the objectives and the duties delegated to each and the expectation at the end of the project.
He/she should be able to motivate the subordinates and ensure they accomplish the desired goals,
should also be capable of making the right decisions because he/she is expected to make many
decisions concerning the project, the decisions made determine whether the project will be
successful or not. It is, therefore, essential that programme managers possess excellent leadership
and decision making skills.
Programme managers should also be excellent team builders. They need to work as a
team for any project to succeed; they should, therefore, bring people together and encourage
them to work together despite their differences so that they all work together with a common
purpose, he/she should treat all team members fairly and equally. The managers should also be
patient enough during the process of working out the project, many challenges may come along,
which requires the manager to be patient with the workers to maintain a good relationship. A
successful programme manager should caring, understanding and also appreciative to his team
members; this makes the team members feel appreciated which boost their working morale
.

PROJECT MANAGEMENT 4
My Unique contributions on MSc in major programme management.
To start with, I will help in carrying out project initiation.
Project initiation comes along being the first phase in the life cycle of the programme
management. It entails measuring of the program’s feasibility together with its value. During
management, I will highly contribute through the use of two comprehensive management tools,
which includes a business case document and the feasibility study. In the document, business
case document, I will clearly state the purpose of the programme and the most significant
estimates of the potential benefits to its users. Moreover, in the feasibility study, I will keenly
evaluate the goals, expenses, and the timeline, which, through my evaluation, the need to carry
out programme execution, will get established. The feasibility study that I will carry out will help
the programme managers to clearly see the set tasks and see how best they can be executed with
the use of the available organizations’ resources and this will mark the commencement of the
project1.
In addition, I will lay a great contribution in planning of the programme management tasks.
In this phase of the project, I will come up with a very solid plan that will guide the
management team throughout the programme. This plan will assist the management team
because it will grant them a very clear guideline that will help them keenly adhere to time and
the set budget for the management activities. In addition, this plan will be of great use in giving
guidance when obtaining the resources and getting the financing and the needed procuring.
1 Castro, A., Quevedo, E., Meme, S., Loustau, J., Hernandez-Brito, J., & Llinás.
Certified Integral Programme Management for R&D European Projects in Marine Sciences.

PROJECT MANAGEMENT 5
However, this will greatly aid in coming up with quality outputs and clearly conveying messages
that are of immense importance to the managing suppliers and the stakeholders at large2. In this
plan, I also intend to come up with a list of the possible obstacles that can arise in programme
management.
.
Finally, I will greatly contribute in programme execution
This is the most critical phase and the most significant contribution I made. It’s a phase
that highly includes the project managers in the various set tasks. In this phase, I will use the best
type of deliverables that fully satisfies the customers and the stakeholders. I will allocate the
available resources in the organization and keep all the members of the management team
focused on their assigned duties. This phase will be extremely a great success because I will
make use of the large solid programme plan. Besides, I will lead in the project monitoring and
control and in programme closure.
Conclusion
In conclusion, programme managers should have some qualities such as good communication,
conflict solving, risk management, decision making skill, among many others. Contributions on
MSc in major programme management are of great importance to the society. Therefore, in this
2 Klimova, Rondeau, Andersson, , Porras, Rybin, & Zaslavsky, An
international Master's program in green ICT as a contribution to sustainable
Development. , 223-239.

PROJECT MANAGEMENT 6
point of discussion, my contributions on MSc in major programme management will be of great
help and they will yield numerous benefits. They will lead to unforgettable success to the
production of the management team and the most admirable product to the people at large3.
3 Kor, R., & Wijnen, G. (2017). 59 checklists for project and programme managers. Routledge.
29(5), 386-402.

PROJECT MANAGEMENT 7
Bibliography
Butler, M., Szwejczewski, M., & Sweeney, M. (2018). A model of continuous improvement
programme management. Production Planning & Control, 29(5), 386-402.
Castro, A., Quevedo, E., Meme, S., Loustau, J., Hernandez-Brito, J., & Llinás, O. (2017, April).
Certified Integral Programme Management for R&D European Projects in Marine Sciences.
In EGU General Assembly Conference Abstracts (Vol. 19, p. 17482).
Klimova, A., Rondeau, E., Andersson, K., Porras, J., Rybin, A., & Zaslavsky, A. (2016). An
international Master's program in green ICT as a contribution to sustainable
development. Journal of Cleaner Production, 135, 223-239.
Kor, R., & Wijnen, G. (2017). 59 checklists for project and programme managers. Routledge.
programme management. Production Planning & Control, 29(5), 386-402.
Nuryanah, S., & Islam, S. M. (2015). Conceptual Framework and Research Methodology. In
Corporate Governance and Financial Management (pp. 63-102). Palgrave Macmillan,
London.
Tsagkaris, K., Logothetis, M., Foteinos, V., Poulios, G., Michaloliakos, M., & Demestichas, P.
(2015). Customizable autonomic network management: integrating autonomic network
management and software-defined networking. IEEE Vehicular Technology
Magazine, 10(1), 61-68.