SCHOOL OF

AMOUD POSTGRADUAT
UNIVERSITY E STUDIES&
RESEARCH
COURSE OUTLINE
Course Code: RDS 8122
Course Title: Research Programs Planning and Management
Contact Hours: 45 Credit Units: 3 Duration: 15 Weeks
Facilitator: Dr. Odundo Elijah Nyakina Phone no.: 0636469429
Email address: elijahnyakina2001@yahoo.com
WhatsApp: +254712458956

Course Background
This course is designed to guide public health students through the process of
project planning and program management. It will facilitate the acquisition of
advanced program planning and management skills and the ability to communicate
those skills clearly and persuasively. These skills will be useful in a range of fields
that include but are not limited to further academic research and practice. The
fundamental premise guiding course design is that maximizing organizational
performance, efficiency and effectiveness requires understanding of project and
program management fundamentals as processes within larger organizational
processes and situated within particular industry and institutional environments.
This course presents project and program planning, management and evaluation as
a practice that pillars on the nexus of planning and evaluation as well as project,
program and portfolio management fundamental concepts. The course aims to
impart conceptual tools and analytic skills t as well as focus on developing 'hard'
and 'soft' managerial skills.

Course Aims
The skills gained in the course will enable the learner to:
1. To equip students with the knowledge and skills to increase the likelihood of
framing and executing project and program initiatives that generates desired
returns in contemporary innovation contexts.
2. Learn to plan and produce, manage, and evaluate projects and programs
3. Develop and acquire a highly marketable skill in integrated management
portfolio.
4. learn how best to communicate and engage stakeholders in a project or a
program.

Course Objectives
Upon completion of this course, the student will be able to:

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 1. Evaluate, analyze, and manage existing project or program from an informed
perspective.
2. Plan and successfully manage an extensive project, program or portfolio
beyond an academic setting.
3. Communicate and manage stakeholders accordingly.

Course Description
This course focuses on the nexus of project and program planning, management and
eventual evaluation processes driving the inputs, outcomes, outputs and the
subsequent communication and engagement of stakeholders. The course will cover
Introduction of concepts and definition of terms: Project, Operation, Program,
Portfolio, Management, Project and Program management, and Evaluation;
Fundamentals of Management; Fundamentals of Project and Program Planning;
Fundamentals of Project and Program Management; Integration Management;
Project and Program Evaluation.

Learning Outcomes

The course intends to produce people who can easily demonstrate the ability to:
1. assess and apply team skills for the successful management of projects and
programs; 
2. incorporate and analyze project management methods and techniques for
projects and programs; 
3. review, critique and apply different elements of management; 
4. develop a portfolio directed toward career goals.

Course Content Plan

Duration
Content Specific Content Hours Weeks
Overview Introduction of concepts and definition of 9 3
of Concepts terms: Project, Operation, Program,
Portfolio, Management, Project and
Program management
Fundamentals of Management: Definition
and understanding key terms in
definition; Effectiveness, Efficiency,
Organization, Performance; Management
Functions – planning, organizing, staffing,
leading and controlling; Management
process and role of managers; Mintzberg’s
Managerial Roles; Managerial levels and
managerial skills
Fundamentals Project Planning: Project plan outline; 9 3
of Project and Methods and techniques of project
Program planning; Program Planning
Planning Methodologies

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 Duration
Content Specific Content Hours Weeks

Fundamentals Fundamentals of Project Management: 9 3

of Project and Project Management Knowledge Areas,
Program Activities and Decisions, 3D Approaches
Management to Project Management, Role of Project
Manager, Project Life cycle, Planning,
Leadership and Team Building Skills,
Stakeholder Management, Conflict
analysis and Resolution Management,
Project Management Methodologies.
Fundamentals of Program Management:
Objectives and Benefits of an
Organization’s Project Management
Office (PMO); Defining a Program’s
Interaction with the Program Governance
Board; Program Selection and
Organizational Alignment Through
Portfolio Management; Understanding
the Interaction of the Program Manager
with Project Managers; Program
Management Maturity and its Value for
an Organization; Using a Program
Roadmap to Guide Execution in Program
Management
Integration Defining Project/Program failure or 9 3
Management success; Tips and Best Practices; How is a
Program Manager different than a Project
Manager; Key Success Criteria for Project
and Program Manager; Consultation and
Consultancy in Project and Program
Management - Definition and difference,
Steps to Become a Consultant, Tips to
Succeed as a Consultant, Skills Required
to Become a Top Notch Consultant;
Explaining the Basics of the Strategic
Development Process - Market Analysis,
Assessment of Customers and Audience,
Products and Services, Competitive
Analysis, Assessment of Suppliers and
partners; Risk Management in Programs
and Projects
Project and Project and Program Evaluation; 9 3
Program Definition; Scope; General Principles;
Evaluation Timings, Types and Benefits; Project

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 Duration
Content Specific Content Hours Weeks
Evaluation Summary Sample.

Methodology
Lecture based on students’ module. Class discussions, handouts, seminar
presentation, group presentations.

Evaluation
There will be coursework with 40% and end of semester examinations with 60%. The
passing grade is 50%. Students will work on case assignments and produce written
papers. The papers will be evaluated on the basis of originality, depth of research,
soundness of argument, theoretical and practical content, and clarity of presentation.
All assignments, case reports or papers, tests, and examinations must be written and
submitted at the time specified in soft and hard copies. Failure to do so will result in
a mark of “0”, unless an extension is granted by the lecturer and/or
illness/emergency can be proven with appropriate documentation.

The above assessment translates to:

Attendance & Participation 2%
Assignments/Quizzes 8%
CAT 10
Case Studies 20%
End of Semester Examination 60%
Total 100%

Attendance
All students are expected to attend classes, seminars, and workshops. Regular
attendance is essential due to the amount of material and succession of assignments,
each of which builds on previous class lectures and discussions. In addition, oral
presenters need the valuable experience of interacting with a full-class audience. You
have a responsibility to your fellow classmates to be there as they will also need to
be there for you. Attendance will be recorded accordingly. Please note that you are
responsible for compensating for time lost.

Participation
Students are strongly encouraged to participate during each class through questions,
providing answers or opinions, and active listening.

Plagiarism
Academic integrity and honesty is essential for the pursuit and acquisition of
knowledge. The University and School expect every student to uphold academic
integrity & honesty at all times. Please note that students involved in academic
dishonesty, plagiarism or cheating may receive a zero grade on the course. In this
course, academic dishonesty includes copying or use of unauthorized aids in cases
or examinations; plagiarism (submitting, as your own, work completed by someone
else); submission of work generated for another course without prior clearance by
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the facilitator of this course; aiding and abetting another student’s dishonesty; and
giving false information for the purpose of gaining credit.

References
Ghattas, R.G., & McKee, S. L. (2010). Practical project management.
Handley, J. (2014). Enterprise architecture best practice handbook: Building, running and
managing effective enterprise architecture programs – ready to use supporting
documents and enterprise architecture theory into practice.
Levine, H. A. (2015). Practical project management: tips, tactics and tools. First edition.
Lyon, D. D. (2010). Practical project: Guideline for project engineers and program
management personnel. New York, USA. Springer.
Milosevic, D. Z. (2011). Project management toolbox: Tools and techniques for the
practicing manager.
Relevant peer-reviewed journals and/or practitioner journals as assigned.

Effective Date 11.03.2018

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Signed
A course outline must be signed by the course lecturer and by the dean before it can
be accepted as a teaching tool. Note that a course outline is an official university
document.

……………………………………….
Facilitator

……………………………………….
Dean, SPGS&R