msc in major programme management

Executive degree programmes at Oxford Saïd

A part-time masters for experienced programme managers

MSc in Major Programme Management

MSC IN MAJOR PROGRAMME MANAGEMENT2

3WWW.SBS.OXFORD.EDU/MPM

MSc in Major Programme Management

Key facts

Qualification MSc awarded

by the University of Oxford

Duration 2 years

Format Part-time;

8 compulsory modules of approx. 4 days each

Location Taught modules held in Oxford, UK

with continuous study completed from home

Entry requirements Good first-class, or upper second-class honours and at

least 7 years of relevant professional experience

Assessment 8 assignments and a dissertation

(10,000 words)

Start date September 2021

(1 intake per year)

2021-23 cohort dates

Gateway + Designing and ManagingSuccessful Programmes:

6 - 11 September 2021

Major Programme Risk: 16 - 19 November 2021

Systems Thinking: 8 - 11 February 2022

Governance and Stakeholder Management: 10 - 13 May 2022

Commercial Leadership: 19 - 22 July 2022

Research Methods: 6 - 9 September 2022

Managing Performance: 29 November - 2 December 2022

Globalisation andMajor Programmes + Capstone:

27 February - 3 March 2023

Dissertation due by September 2023

‘Major programme management is a compelling career choice for ambitious individuals who can really make a difference, to business outcomes and to society, and who will find an extensive market for their skills.

Whilst major programmes have the power to transform a company, a city and even a country, they frequently fail to deliver on their promise with significant consequences for people and organisations. Through the MSc in Major Programme Management, the School is dedicated to developing exceptional project and programme managers to meet the world’s greatest challenges.’

Dr Atif Ansar Associate Fellow and Senior Teaching Fellow



Why study the MSc in Major Programme Management?

Programmes present complex challengesMajor programmes are more than just big projects, they may have budgets that run into billions of pounds, they may last five years or more from concept to completion and they are likely to have a vast array of competing stakeholder interests.

Major programmes can be seen across sectors and all over the world, and have the power to be transformational. The skills and competencies of project management are useful when managing these programmes, but they are not sufficient. A greater level of understanding is required that is distinct from the traditional practices of project management.

The nature of major projects, having intersecting and moving parts, requires leadership akin to that of a CEO. The MSc develops you as an individual to approach these challenges and equips you with the tools to drive your project to completion on time, to budget and to defined deliverables.

Benefits to you• Take a broader and more strategic view of programme

management – positioning you as a leader.

• Debate and develop the tools, skills and concepts needed to deliver successful major projects and programmes, helping you to progress to the highest level in your career.

• Access the latest research and thinking in major programme management from world-leading University of Oxford faculty and industry practitioners.

• Exchange experiences and discuss challenges and successes with a senior peer group, from a broad range of industries and who are working around the world.

• Gain exposure to the top ranks of programme management and business practice through forums, guest lecture series and other networking opportunities at the Business School and wider University, including access to the resources of the Major Projects Association.

• Grow your professional network with lifelong membership to an Oxford college and membership of the Oxford Business Alumni Network.

The Oxford MSc in Major Programme Management is an intellectually rich programme delivered in an efficient

modular structure designed to be studied part-time.


Hear from our alumni

Tobias O. Person Senior Advisor Technology and Innovation, Los Angeles World Airports

‘Immediately after completing the MSc at Oxford I was hired by a global company to run a major change program. The company had grown ten fold in the course of a decade and was challenged to keep pace

with the changes in the organization as well as in the markets it served. The skills and insights I gained through the MSc allowed me to remain cognizant of the strategic vision and impact that each component of the programs I built and managed had. On top of the practical and financial benefits of the program, studying at the University of Oxford is inspirational and really carried me to the peak of performance.’

Tom Denwood Executive Director for Data, Insights and Statistics, NHS Digital

‘I use what I learned on the MSc to underpin, and to reflect upon, the critical decisions I make. The insights I gained on the programme have allowed me to consider things with greater depth and

confidence which has led to more effective decision making.

With the major responsibilities I have been proud to take on in the last few years the benefits of the MSc in Major Programme Management are not just being felt by me, but ultimately by the members of the public from the UK and around the world that these Major Programmes have been designed to serve.’

Ann McCallSiting and Engagement Director, Radioactive Waste Management Ltd

‘Every module gave me something that I was able to take back into my workplace, it actually managed to mirror some of the issues I was facing.

The diverse range of people in the group all had a different perspective and you can learn a lot from these different insights. I would say you get out of it what you put into it. It was a valuable and enjoyable experience.’

Claire SmithDirector, CH Smith Consulting Ltd

‘Part of the discipline of the programme is to give shape, structure and form to what can be a jumble of past experiences, past studies, half-grasped lessons and current predicaments. I am still in touch

with members of my cohort. It is a great community of professional practitioners who share the same problems, obstacles and challenges; a real source of knowledge, support and of course, friendship.’


Dissertation

Programme Content and Structure

Capstone

Programmes asOrganisations

Stakeholder Engagement

Managing Risk

Designing and Managing Successful Programmes

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Programme structure

The MSc addresses the interdisciplinary approachthat lies at the heart of major programme management. Candidates

study eight core courses, including three themes which are fundamental to discussions throughout the entire MSc.

WWW.SBS.OXFORD.EDU/MPM 7


Programme themes

Programmes as organisationsMajor programmes are far more than scaled-up projects. The answer to successful delivery lies not in ‘better’ project management but instead through conceiving programmes as temporary organisations with the implied requirement for deeper understanding of organisational structure and behaviour and appreciation of how these affect programme outcomes. As a result, Major Programme Managers need to develop the competencies in strategy and governance found amongst the best General Managers and Executive Officers.

Risk and uncertaintyA crucial element of the challenges facing Major Programme Managers is the need to deal with complexity and risk. The failure to deal with risk can be seen all too clearly in the ongoing reports of programmes failing to achieve outcomes and suffering escalating costs and delivery delays. Such risks include technical, financial, contractual and political challenges. A key focus is anticipating and identifying and cataloguing of problems, causes and cures.

Stakeholder engagementEngaging and managing internal and external stakeholders is an aspect of the complexity inherent in programmes and one with a critical effect on success. This close connection means that vision, negotiation and partnering become important attributes to engage and align internal teams and the extended network of ‘buyers’ and ‘builders’ whose support is vital across the programme life-cycle. Fundamental topics include the role of the programme leader, human factors and organisational behaviour.

‘Major Programme Managers have a really difficult job. It is really difficult to manage a multi-billion dollar investment and because of this there are a lot of methodologies, knowledge and skills including personal and leadership skills that you need to have in order to do this well, or better than it is done currently, and this is what we deliver on this programme. This programme is unique and you actually would not be able to find anything at any other university like what we offer here at Oxford.’

Professor Bent Flyvbjerg Academic Director


Gateway + Designing and Managing Successful Programmes

Major Programme Risk Systems Thinking

• Programmes as organisations

• Organisation design

• Theoretical perspectives

• Practical challenges

• Recurrent themes

• How risk fools you

• Risk in context

• The planning fallacy

• Strategic misrepresentation

• The outside view

• ‘De-risking’

• System design

• Coping with change

• Choosing metrics

• Coping with complexity

• Factors for success

After a two-day induction ‘gateway’ designed to prepare students for the programme, this course develops candidates’ understanding of major programmes as a governance structure and a distinctive organisational form.

It investigates the concept of projects and programmes as temporary organisations, and explores the consequences of organising by programmes. You will consider the relevance of organisational theory to major programmes, and reflect on organisational design in the context of programme performance.

Informed by internationally recognised research, this course will investigate the nature of risk in the management of major programmes. Crucial links between risk and the other disciplines associated with project and programme management will be identified and integrated.

Participants will explore how risk manifests across a range of programme sectors, and develop a sound understanding of the role of policy, planning and management in pre-empting such risk. The theoretical and practical skills required to address the challenges posed by risk will be developed through practice-based tools and activities.

Effective systems design and engineering are the core of a successful major programme.

This course will introduce participants, from technical and non-technical backgrounds, to the central concepts and assumptions of systems engineering.

You will explore the real-world issues affecting systems engineering, with a particular complex emphasis on the effects. The course will be interdisciplinary in nature and practically-grounded, with practitioner-led case studies and intensive team-based design activities.

Modules


Governance and Stakeholder Management

Commercial Leadership Research Methods

• Assessing viability and evaluation methods

• Performance measurement and financial metrics

• Risk perception

• Organisational, political and social context of large project financial management

• Communication and stakeholder management and analysis

• Identifying legal risk

• Strategic alliances and cooperative ventures

• Dispute resolution

• Intellectual property

• Due diligence and contractual protection

• Research design and general approaches

• Literature search

• Data collection

• Data analysis

• Writing up research proposals and results

• Research ethics

Cost overrun is one of the significant concerns facing the delivery of projects and programmes. Reaching beyond the simple mechanics, this course will enable programme managers to acquire and articulate a deep understanding of the financial performance of their programmes. Participants will explore the role of financial metrics throughout the programme lifecycle, providing the necessary technical knowledge (from procurement and negotiating to auditing and reporting) for those without a financial background, while contextualising the understanding of experienced financial managers.

This course addresses the crucial role of contractual documentation in the creation and management of a major programme. Using practical, business-focused activities, participants will build effective contract management skills that can be applied throughout the programme lifecycle. Detailed consideration will be given to the optimum structure and terms of key agreements to support project success, and to the inherent risk and complexity of contract management in the programme environment.

This course is an essential introduction to the business and management research methods that are appropriate for researching major programme management, including both qualitative and quantitative approaches. Participants will be introduced to general research design issues, including identifying research problems, formulating research questions, and searching the academic literature, and to specific methods for collecting and analysing data. The course will prepare participants for planning, executing, and writing up their dissertations for both managerial and academic stakeholders.


Managing Performance Globalisation and Major Programmes

• Leadership models

• Framing and reframing perspectives

• The ‘reflective practitioner’

• Developing personal insights

• Leadership in a programme context

• Global strategy development

• Navigating political environments

• Stakeholder management

• Corporate social responsibility

• Emerging economies

This course allows participants to consider their roles as managers and leaders in delivering the outcomes expected of a major programme. Working across individual, team, organisation and programme perspectives, participants examine their own leadership style and understand how their personal approach affects programme performance. You will establish your capacity to act as a ‘reflective practitioner’ in order to continue developing your understanding and performance over time.

A differentiating characteristic of major programmes is the global context in which they operate. The budgetary scale and transformational possibilities of a major programme can have far-reaching political consequences at an international level, and the expectations of geographically distributed stakeholders must be carefully managed. This course explores the international and transnational dimensions of major programmes and how they may be understood, anticipated and managed. Taking a strategic view, participants will consider the impact of politics, different legal models of enforceability, and the particular risks that may be associated with operating in emerging economies.


Typical class profile

3 6 9 12 15

Employment sector

Consulting 5%

Commercial Banking 5%

Construction 3%

Consumer Goods 2%

Creative Industries 3%

Defence 3%

Economic Development 2%

Education 3%

Energy / Utilities 14%

Hospitality 2%

Manufacturing 4%

Mining 2%

Non-profit/NGOs 3%

Other Financial Services 10%

Programme Management Consulting 12%

Public Administration 8%

Real Estate 2%

Retail 2%

Technology 2%

Telecommunications 5%

Transport 8%

0

Data based on the 2020 intake. Decimals are rounded up to the nearest percentile.

The MSc draws together a truly diverse mix of exceptional project and programme managers. Our participants have a good first degree or equivalent professional qualifications, and a minimum of seven years’ relevant professional experience.

55-60class size55-60class size

40%

25 - 29 3%

30 - 34 19%

35 - 39 29%

40 - 44 25%

45 - 49 10%

50 - 54 7%

55+ 7%

5 10 15 20 250

40%

0 5 10 15 20 25 30 35

0 5 10 15 20 25

Age groups %

25 - 29 2%

30 - 34 20%

35 - 39 31%

40 - 44 19%

45 - 49 16%

50 - 54 7%

55+ 5%

‘The course brings together thought provoking scholars, the latest research and leading practitioners; all in a wonderful learning environment. I was really glad to see that my course colleagues are all senior, battle-hardened practitioners too. They are from a rich mix of industries, and together with their experiences make for fascinating discussions, both in class and beyond.’

Edward Carroll Consultant


3%

20%

17%

22%

3%

12%

15% 8%

Nationality

Africa 12%

Asia 8%

Australasia 3%

Europe (excluding UK) 20%

Latin America 3%

Middle East 15%

North America 22%

UK 17%



Selected faculty

The University of Oxford’s faculty members come from around the world and are

leaders in their field, engaged in boundary-extending research on key management issues, and with experience in industry.

The MSc also benefits from the substantial involvement of senior practitioners from a

range of sectors as guest speakers.



Bent FlyvbjergAcademic Director and Module lead: Major programme risk

Prof Flyvbjerg is the first BT Professor and inaugural Chair of Major Programme Management and a Professorial Fellow of St Anne’s College. He works for better management of megaprojects and cities. He

also writes about the philosophy and methodology of social science. Flyvbjerg is the most cited scholar in the world in megaproject management, and among the most cited in social science methodology. He is the author or editor of 10 books and more than 200 papers in professional journals and edited volumes, including the books Megaprojects and Risk, and The Oxford Handbook of Megaproject Management. His publications have been translated into 20 languages. He has worked as a consultant, across the globe, for governments, regulators, corporations, the European Union Commission, and the United Nations. He also teaches on the DPhil Programme, the Major Projects Leadership Academy (MPLA) and the Oxford MBA. He is the Academic Director of the MSc in Major Programme Management, and leads the Major Programme Risk module.

Guy AinsleyProgramme Director

Over a varied career, Guy has worked at a senior level across the automotive industry from vehicle and component manufacturing to retailing. He continues to provide change management and strategic development

consultancy services to automotive businesses.

Guy completed the MSc in Major Programme Management as a member of Cohort 3. He holds a PhD in Management from the University of Birmingham, an M.Ed in Teaching and Learning in Higher Education from the University of Sheffield, and an MBA from Henley Business School, University of Reading. In addition, Guy holds postgraduate certificates in academic practice and advanced research methods and skills. He is a fellow of Advance HE and a governor of West Herts College Group, a progressive further education institution.

Eamonn MolloyModule lead: Designing and managing successful programmes

Dr Molloy is the Tutorial Fellow in Management Studies at Pembroke College, and Associate Fellow at Saïd Business School, University of Oxford. He is internationally recognised for

his research that develops innovative approaches to understanding complex organization design, with particular emphasis on the strategic dynamics of project, programme and portfolio based organizations, and the role of technology in professional and organizational change.

He is an Honorary Fellow of the International Consulting Economists Association (ICEA) and an Associate Fellow of the Economic and Social Research Council’s Centre for Skills, Knowledge and Organisational Performance (SKOPE).

He teaches at undergraduate and postgraduate level including teaching on the Oxford MBA and the Major Projects Leadership Academy (MPLA).


Paolo QuattroneModule lead: Governance and stakeholder management

Prof Quattrone is Professor and Chair of Accounting, Governance and Social Innovation at the University of Edinburgh Business School and Co-Director of the Centre for Accounting and Society and

Associate Fellow at Saïd Business School. Before joining Edinburgh, Paolo Quattrone was Professor of Accounting and Management Control at IE Business School, Madrid, and Reader in Accounting at the Saïd Business School, and Fellow of Christ Church, at the University of Oxford. He was also a Fulbright New Century Scholar at Stanford University. A truly international scholar, he has conducted research and taught at the Universities of Catania, HEC-Paris, Kyoto, Madrid Carlos III, Manchester, Oxford, Palermo, Siena, Stanford and Luigi Bocconi of Milan. His work addresses questions related to the emergence and diffusion of accounting and managerial practices in historical and contemporary settings.

Kate BlackmonModule lead: Research methods

Dr Blackmon is Associate Professor in Operations Management and a Tutorial Fellow in Management Studies at Merton College, University of Oxford. She was the Senior Proctor in 2014-15 and has

contributed to university administration, especially in research ethics and the Bodleian Library. Her chief areas of interest include operations strategy and how to help businesses achieve optimal performance, how gender and diversity can be managed in organisations, the innovation and evolution of new business models in professional service firms, and the design of research methods for business and management research. She is co-author with Dr Harvey Maylor of Researching Business and Management (Palgrave), and is completing a book on the gender gap in leadership, Leading Women, for OUP.

Howard AshcraftModule lead: Commercial Leadership

Howard Ashcraft is a practicing construction lawyer with extensive experience in major infrastructure projects, especially those using advanced and innovative project delivery methods.

He is particularly well-known for developing the theory and recommended practices for collaborative project delivery approaches, such as Integrated Project Delivery, and in integrating technology with project delivery. He, with his Hanson Bridgett team, has structured hundreds of collaborative projects and has used these experiences to evolve the advanced project delivery. Many of the key publications and texts for IPD were authored, or co-authored, by Howard.

In addition to his transactional practice, Howard has significant experience with complex construction litigation.

Janet SmartModule lead: Systems Thinking

Dr Smart is Reader in Operations Management at Saïd Business School. Her areas of expertise include systems engineering, complex systems, big science projects, and programme management. She

joined Saïd Business School in 2007 and helped establish the MSc in Major Programme Management. Dr Smart’s research and teaching are in the area of systems engineering and in the design, delivery and management of large, complex projects. Her key interest is in the adaptation of project management methods to suit the circumstances of particular projects and organizations. She is currently working with two contrasting sectors - big science projects and museums. She took her undergraduate degree in Physics at the University of Oxford, and her PhD in computing at the University of Durham. Dr Smart was Director of Undergraduate Programmes at Saïd Business School from 2008 to 2015, and teaches Operations Management on the undergraduate degree programme in Economics and Management.


Atif AnsarModule lead: Globalisation and major programmes

Dr Ansar is Fellow of Keble College, University of Oxford. His research focuses on delivering major infrastructure and integrated real estate programmes cheaper, faster, and with greater sensitivity to the needs of end-

users. Dr Ansar’s research with colleagues has been widely profiled in the media. He also teaches on the Master in Public Policy (MPP) and the Masters in Business Administration (MBA), and helps deliver executive education programmes such as the UK Government’s Major Projects Leadership Academy (MPLA) for top civil servants. Dr Ansar has been a fixture at the University of Oxford since 2006. From 2006-2010 he undertook his DPhil (PhD), at Brasenose College, with the prestigious Clarendon Scholarship, and from 2010-2013 was a post-doctoral Research Fellow with Professor Bent Flyvbjerg at Saïd Business School. From 2013-2015 he served as a Lecturer at the Blavatnik School of Government. He leads the Globalisation and Major Programmes module.

Sue DopsonModule lead: Managing Performance

Sue is Professor of Organisational Behaviour, Fellow of Green Templeton College and Deputy Dean of Saïd Business School.

She has a BSc in sociology, MSc in sociology with special reference to medicine, MA

(Oxon) and a PhD studying the introduction of general management into the NHS. She is a fellow of the academy of Social Sciences.

Sue conducts research in a range of public and private sector organisations, in the areas of innovation, change and healthcare studies.


Major Programme Managementat Oxford Saïd

When you join the major programme management community at Oxford Saïd you will become part of an ongoing global discussion around programme outcomes.

Our faculty regularly publish in journals and books, and are quoted in the media. We recently launched an annual conference bringing together alumni with other leaders from academia, business and government.

In addition to the MSc we have the capability to deliver bespoke development programmes for organisations such as the UK Government’s Major Projects Leadership Academy (MPLA).

Research at Oxford SaïdA selection from our recent publications are outlined below:

On de-bunking ‘Fake News’ in the post-truth era: how to reduce statistical error in research

Transportation Research Part A: Policy and Practice 5 July 2019, Bent Flyvbjerg, Atif Ansar, Alexander Budzier, Søren Buhl, Chantal Cantarelli, Massimo Garbuio, Carsten Glenting, Mette Skamris Holm, Dan Lovallo, Eric Molin, Arne Rønnest, Allison Stewart, Bertvan Weeghttps://doi.org/10.1016/j.tra.2019.06.011

Complexity transfer in supplier-customer systems

Production Planning and Control, 5 May 2020, Luisa Huaccho Huatuco, Janet Smart, Anisoara Calinescu, Suja Sivadasan https://doi.org/10.1080/09537287.2020.1762135

The Law of Regression to the Tail: How to Survive COVID-19, the Climate Crisis, and Other Disasters

Environmental Science and Policy, online, 5 October 2020, Bent Flyvbjerghttp://dx.doi.org/10.2139/ssrn.3600070

The Oxford Handbook of Megaproject Management,

Edited by Professor Bent Flyvbjerg, Oxford University Press 2017.

This book is the benchmark in the academic field of megaproject management.

The aim of the MSc, to develop exceptional project and programme managers to meet the world’s greatest challenges,

is integral to the School’s mission to make a positive impact on the world we live in.


Benefits to your organisation

Informed by cutting-edge research, this MSc brings together experienced executives to collectively raise the standards of programme management worldwide. It combines academic rigour with a practical approach to managing successful large-scale, complex and transformational projects to deliver significant value to your organisation.

Organisations sponsoring candidates through the MSc will see benefits including:

• Mind-set shift to a focus on leadership over technical skills, increased confidence and ability to lead teams and programmes to success

• Better management of the risks and complexity inherent in major programmes, giving the ability to question, navigate uncertainty and plan for improved outcomes

• Enhanced ability to understand, communicate with, and manage the performance of, internal and external stakeholders, leading to better outcomes including those around risk and reputation

• The modular format which enables your executive to study and develop while remaining a productive and contributing member of the management team

• An experienced peer group that continue as a go-to resource to ensure your executive is continually challenged and challenging – and brings new knowledge and ideas to the business

• The dissertation, the subject of which is the choice of each student. This could be used to examine and address a current organisational challenge and provide recommendations to transform the business.

Our cohorts see a mixture of self-funded and company sponsored candidates, with sponsorship varying around levels of funding support, and time away to attend modules in Oxford or to focus on the dissertation.

Many companies choose to sponsor several candidates within an intake or over several intake years, thereby creating, within the organisation, a common understanding and positive shift in performance across teams.

‘I believed that if Arcadis could tap into this research we would materially improve our offer in the market by providing our clients with a more assured outcome and improved predictability. The only way I could do this was by joining the course.

I can quite honestly say that it is one of the best things I have done in my professional career. The ideas generated by collaborating with new colleagues from different industries and different cultures from around the world was invaluable.

I found that as an organisation we could immediately re-cycle the new concepts and innovative approaches both for sales as well as delivery.’

Peter Madden Chief Operating Officer, Arcadis UK LLP


The Oxford experience

Saïd Business School is dedicated to developing a new generation of business leaders and entrepreneurs, and conducting research not only into the nature of business, but the connections between business and the wider world. The School combines the highest standards of academic rigour with a practical understanding of business. Our faculty are engaged in boundary-extending research on key management issues, in dialogue with the wider intellectual community and with practitioners.

The collegiate systemAs an Oxford student, you will belong to one of the University’s 39 colleges. College life will enrich your time at Oxford, offering you the chance to meet with students and faculty from diverse academic backgrounds in situations ranging from high table dinners to college balls. Each college has its own distinct identity and culture, and colleges have their own alumni societies and professional networks that complement those offered to graduates by Oxford University and Saïd Business School. Whichever college you join, you will probably develop a strong loyalty to it that will stay with you way beyond graduation.

Please see the website for colleges offering membership to MSc participants: www.sbs.oxford.edu/mpm

Saïd Business School is one of the world’s leading and most entrepreneurial business schools. An integral part of the University of Oxford, the School embodies the academic rigour and forward

thinking that has made Oxford a world leader in education.

‘Getting involved with your college is another great way to take advantage of what Oxford has to offer. My college has a very friendly graduate community, a beautiful environment and a wonderful history. They regularly run really thought-provoking talks, and of course you can always take part in college sport.’

David Wright Non-Exec Director, All Cloud Networks and Strategic Moves Consulting


Your alumni network

Graduates are Oxonians for life. You will become both a member of the Oxford Business Alumni Network (OBA) - Saïd Business School’s official global business network, the University of Oxford’s Alumni network and the online Alumni Community – a professional networking platform.

‘The Oxford experience has afforded me an all-in-one concoction of subject matter experts, mental sparring partners, esteemed colleagues, business associates, angel investors, respected peers and most of all, personal friends, diversely spread across the globe. While the master’s programme lasted two years, the connections however, will last a lifetime, continually growing, as multiple networks pleasantly collide, forging new ties, new relationships and new interactions. Oxford lives to its reputation as a world class student village with an intellectual ecosystem that is self-sufficient and sustainable.’

Ramana Rajalingam Director, Special Projects, Khazanah Nasional, Strategic Investment Fund of the Government of Malaysia

OBA members

University of Oxford Alumni


22,500

150

300,000


18,500


How to apply

Requirements• A good undergraduate degree or equivalent

professional qualifications.

• A minimum of seven years’ relevant professional experience.

• A Test of English as a Foreign Language (TOEFL) or International English Language Test Scheme (IELTS) if English is not your native language. Candidates with a degree from, or significant experience of working in, an English speaking country may be granted exemption from this requirement.

Please see our website for further information on our English language requirements.

TOEFL iBT TOEFL Paper IELTS

Minimum score 110 630 7.5

Scholarship available to womenSaïd Business School is dedicated to developing exceptional project and programme managers to meet the world’s greatest challenges. We believe that greater diversity within the project team positively affects the outcome of a project. One of the ways we show our support for greater diversity is by funding scholarships for exceptional female candidates.

Please see the website for detailed information and alumni scholar profiles.

Female candidates who wish to be considered for a scholarship will need to apply by the scholarship application deadline and upload an additional supporting statement.

The application process• Candidates apply online at www.sbs.oxford.edu/mpm

• All applicants will be required to supply transcripts of their previous higher education qualifications and official English language test scores.

• Two professional or academic references are required. We would normally expect one of these to be from your line manager.

• Applicants are required to complete written work as described in the application form.

• Selected applicants will then be invited to interview, usually conducted by telephone or Skype.

• Applicants will be notified of the outcome of their application as soon as possible, generally 5-10 working days following completed application or interview.

Payment of fees• The cost of the 2021/23 programme is £46,800 including:

• Tuition, lunch, refreshments and one college dinner per module.

• Membership to an Oxford college for two years.

• Applicants who are offered and accept a place on the programme are asked to pay a 15% non-refundable deposit, which is offset against their fees. The deposit is due 30 days after notification of acceptance.

• The remainder of the programme fee is due in two instalments, 50% to be paid before the first year of study and 35% before the second year of study.

• Participants should also budget for accommodation during the modules, travel to and from Oxford, and the purchase of essential texts.


Next steps...

Further information

For further information please see the programme website: www.sbs.oxford.edu/mpm

Get in touch today

We would be delighted to discuss the MSc in Major Programme Management with you. Please contact Sara Nema with your questions or your CV by emailing: [email protected] or call: +44 (0)1865 610084


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msc in major programme management

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