SCHOOL OF ACCOUNTANCY

COLLEGE OF BUSINESS
UNIVERSITI UTARA MALAYSIA
SECOND SEMESTER 2018/2019 (A182)

COURSE CODE : BKAM3063

COURSE NAME : OPERATION AND PROJECT MANAGEMENT
PRE- REQUISITE : BKAM3023 MANAGEMENT ACCOUNTING II

1. COURSE SYNOPSIS

This course is designed to incorporate operation management and project

management. The orientation of the course will be from the management accounting
perspective, blending the use of case study as the main teaching method. Students will
be exposed to project management discipline, the nature of being temporary
endeavour, with defined beginning and end undertaken to meet unique goals and
objectives. The primary challenge of project management is to achieve all of the
project goals and objectives while honouring the preconceived project constraints.
Operation management is concerned with the production of goods and services,
focusing on ensuring that business operation is efficient in terms of resources used,
and effective in terms of meeting customer requirements.

2. COURSE OBJECTIVES

After completing this course, students should be able to:

 Figure out project attributes, suitable frameworks to identify issues and the process
of project management.

 Understand the relationship of operations and supply management and its impact
on the competitiveness of the firm.

 Comprehend issues surrounding operations management and its sustainability.

3. COURSE LEARNING OUTCOMES

Upon completion of the course, students are able to:

 Discuss tools and techniques of project management and evaluate the relationship
of project managers to the external environment.

 Evaluate the relationship of operations management to other aspects of the

organization’s operations.

 Apply tools and techniques of operations management.

4. COURSE CONTENT
1
NO. TOPICS REFERENCES HOURS
1.0 DEFINITION OF PROJECT MANAGEMENT Pinto (1 & 2) 5

1.1 Contrast with repetitive operations and line Maylor (1-2)

management.
1.2 Overview of the project process and nine key process
areas.
1.3 Benefit and limitation of using single process for
managing projects.

2.0 KEY TOOLS FOR PROJECT MANAGERS Pinto (4 & 5) 5

2.1 Work Breakdown Structure, CPA, Grantt Chart etc. Maylor (5-7)
2.2 Earned Value Management.
2.3 Evaluation of plans for project and key process of
PRINCE 2.

3.0 THE PRODUCTION OF BASIC PLANS FOR TIME, Pinto (8 & 9) 5

COST AND QUALITY
Maylor (3,8 & 9)
3.1 Scenario planning and buffering.
3.2 Organizational structure.
3.3 Teamwork.
3.4 Control of time, cost and quality thru performance and
conformance management system.

4.0 PROJECT COMPLETION Pinto (13 & 14) 5

4.1 Documentation, completion reports and system close- Maylor (16, 17)
down.
4.2 Post- completion audit and review activities and the
justification of their costs.

5.0 EVALUATE THE RELATIONSHIP OF THE PROJECT Pinto (13 & 14) 5
MANAGERS TO THE EXTERNAL ENVIRONMENT
Maylor (4,11-13)
5.1 Managing trade-off key project objectives of times, cost
and quality.
5.2 Stakeholders
5.3 Role of support structures.

6.0 SUPPLY CHAIN MANAGEMENT AS A STRATEGIC Slack et all. (6 & 13) 3

PROCESS
Maylor (14)
6.1 Competition in supply chain.
6.2 Role of supply network.
6.3 Demand network on an evaluation of supply chain.

7.0 OVERVIEW OF OPERATION STRATEGY AND ITS Slack et all. (1,2, & 3) 4
IMPORTANCE TO THE FIRM

7.1 Design of product/services and process and how this

relates to operations and supply.
7.2 The concept of sustainability in operation management.

2
8.0 METHOD OF QUALITY MEASUREMENT Slack et all. 4
(17,18,19 & 20)
8.1 Approaches to quality management TQM, British and
European Union system and statistical control process.
8.2 External quality standards.

9.0 SYSTEM USED IN OPERATION MANAGEMENT Slack et all. 6

(11,12, 14 & 15)
9.1 MRP II, OPT and ERP.
9.2 Process maps top present the flow of information and
product.
9.3 Method for managing inventory
- Continuous inventory system (EOQ), periodic inventory
system and ABC system.
9.4 Method of managing capacity.
9.5 Lean production and application in service sector.
9.6 Criticisms and limitation of lean production.

TOTAL CONTACT HOURS 42

5. REFERENCES

Basically, there are two types of references which can be used by students in this
course:

 Main references:

Jeffrey K. Pinto, Project Management: Achieving Competitive Advantage, Pearson,

4th edition 2016.

Harvey Maylor, Project Management, Prentice Hall, 4th edition 2010.

Nigel Slack, S. Chambers, R. Johnston, Operation Management, Prentice Hall, 5th

edition 2007.

 Additional references:

Barry Render, Jay Heizer, Student Lecture Guide Operation Management. Prentice
Hall. 9th edition 2009.

Ganesh Vaidyanathan, Project Management: Process, Technology, and Practice,

Pearson, 1st edition 2013.

Jack R. and Mantel, Samuel J, Project Management: A Managerial Approach.

Wiley. 5th edition 2002.

Kerner, Harold, Project Management: A System Approach to Planning, Scheduling

and Controlling. Wiley. 8th edition 2003.

Lee J. Krajewski, Larry P. Ritzman, Manoj K. Malhotra, Operations Management:

Process and Value Chain. Prentice Hall. 8th edition 2007.

3
6. COURSE ASSESSMENT

Coursework 50%
- Quiz 1 – 2.5%
- Quiz 2 – 2.5%
- Assignment 1 – 22.5%
- Assignment 2 – 22.5%
Comprehensive Final Examination 50%

Total 100%

7. TEACHING METHODS

This course will be conducted for fourteen (14) weeks, comprising three (3) hours of
lecture and one (1) hour of tutorial/discussion class per week. During this period,
tutorial assignments and discussion will be held on a continuous basis. Materials for
lectures, cases, announcements, assignments, and exercises are available on the
learning zone website or lecturer’s personal website.

Students are expected to be prepared with materials that are going to be discussed in
lectures and tutorials. Students are encouraged to actively participate during
discussions.

8. ATTENDANCE

Students are required to fulfil at least 80% of class attendance in order to enable them
to sit for the final examination as governed by the Universiti Utara Malaysia
regulations. Students who fail to meet the above requirements for whatsoever reasons
will be barred from taking the final examination. The 20% absence from lectures
includes medical leaves.

9. ACADEMIC DISHONESTY

Students are reminded that academic dishonesty is the most serious academic offence.
Examples of academic dishonesty are cheating and plagiarism, bringing in notes
during examination, and taking the examination on behalf of another student. Once the
student is convicted of the above offence, the examination result will be withheld and
annulled and/or other serious penalties may be taken against the student.