MSc MPM Brochure

7/31/2019 MSc MPM Brochure

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MSC IN MAJORPROGRAMME

MANAGEMENT2012/13


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2 MSC IN MAJOR PROGRAMME MANAGEMENT

PROFESSORPETER TUFANODean, SadBusiness SchoolUniversity of Oxford

The Sad Business Schoolis proud to host the rstresearch and teaching centrein the world established tounderstand and deal withthe challenges of majorprogramme management. TheBT Centre for Major ProgrammeManagement is dedicatedto building and supporting acommunity of excellence in the eld, and this MSc is central toour commitment. It offers theintensive, rigorous quali cationyou would expect from Oxford,designed to challenge anddevelop the most exceptional ofprogramme managers.


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WWW.SBS.OXFORD.EDU/MPM 3

MAJORPROGRAMMES

PRESENTCOMPLEX

CHALLENGES

Major programmes are more than just bigprojects; they may have budgets that runinto billions of pounds, they may last veyears or more from concept to completion,and they are likely to have a vast array ofcompeting stakeholder interests. Majorprogrammes can be seen across sectorsand all over the world, and have the powerto transform a company, a city and evena country. The skills and competenciesof project management are a prerequisitefor managing these programmes, butthey are not suf cient. A greater level ofunderstanding is required that is distinctfrom the traditional practices of projectmanagement.

The Oxford Masters in Major ProgrammeManagement is an intellectually rich,part-time programme. Informed by cutting-edge research and grounded in the bestof international practice, this specialisedmasters combines the highest standards ofacademic rigour with a practical approachto managing large-scale, complex andtransformational programmes. Deliveredin an ef cient modular structure, theprogramme is completed over two years,allowing you to enjoy the lasting bene ts ofthe Oxford experience without signi cantinterruption to your working life.


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Mo d u le s

Dissertation

PROGRAMME

OUTLINEThe MSc comprises eight courses,which are completed module bymodule within two years, and adissertation. Each module beginson a Wednesday and concludeson a Saturday afternoon, allowingparticipants to combine workwith study. The rst modulecommences with an additionaltwo-day induction, and the nal

module concludes with a one-daycapstone event.

Candidates undertake pre-readingand formative assignments, andform virtual learning teams duringthe course of the programme tosupport each others progress.The MSc is formally assessedby eight individual assignmentsand a written dissertation of10,000 words. Candidates willbuild their dissertation round an

intellectually challenging questionof their choice that will encouragethem to explore the subject matterof the thesis in depth.

The rst day convinced me to throw out the book and rethinkhow I design and manage large programmes. The course bringstogether thought-provoking scholars, the latest research and leadingpractitioners; all in a wonderful learning environment. I was reallyglad to see that my course colleagues are all senior, battle-hardenedpractitioners too. They are a rich mix of industries and experienceswhich make for fascinating discussions, both in class and beyond.

EDWARD CARROLLUnited Nations

D e s i g n i n g

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F i n a n c i a l M a n a g e m

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C o n t r a c t M a n a g e m e n t

R e s e a r c h M e t h o d s G l o b a l i s a t i o n a n d

M a j o r P r o g r a m m e s


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PROGRAMME

THEMESPROGRAMMES ASORGANISATIONSMajor programmes are farmore than scaled-up projects.This means that the answer tosuccessful delivery lies not inbetter project managementbut instead through conceivingprogrammes as temporaryorganisations with the implied

requirement for deeperunderstanding of organisationalstructure and behaviour andappreciation of how these affectprogramme outcomes. As a result,major programme managers needto develop the competenciesfound amongst the best generalmanagers and executive of cers.This concept is introduced inthe Designing and ManagingSuccessful Programmes moduleand developed throughoutsubsequent modules of theprogramme, in which participantsexplore and seek to resolvethe questions of strategy andgovernance that are central to thesuccessful delivery of integratedsolutions.

RISK AND UNCERTAINTYA crucial element of the challengefacing major programmemanagers is the need to deal withcomplexity and risk. The failureto deal with risk can be seen alltoo clearly in the ongoing reportsof programmes failing to achieveoutcomes and suffering escalatingcosts and delivery delays. The

Major Programme Risk moduleprovides a particular focus onidentifying and cataloguing theextent of the problem and thenature of the particular risksthat affect major programmesacross sectors. Given thatthese risks include technical, nancial, contractual and politicalchallenges, risk is a subjectreturned to across the MSc whereunderstanding of problems,causes and cures continues to bereappraised and re ned.

STAKEHOLDER ENGAGEMENTEngaging and managing internaland external stakeholders is anaspect of the complexity inherentin programmes and one witha critical effect on success.This close connection meansthat vision, negotiation andpartnering become importantattributes to engage and align

internal teams and the extendednetwork of buyers and builderswhose support is vital acrossthe programme life-cycle. TheManaging Performance modulepays particular attention to thistheme and considers the roleof the programme leader andhow they engage and directtheir immediate team and thewider programme organisation.This module draws togetherand integrates the elements ofstakeholder engagement thatemerge in earlier modules, forexample, the human factors andorganisational behaviour aspectsof the systems engineeringapproach chosen to guide thedelivery of a programme.

The MSc addresses theinterdisciplinary themes that lieat the heart of major programmemanagement. The complexnature of these topics meansthey do not respond to simplisticinterpretations and instead requirescrutiny from several perspectives.For these reasons each themebene ts from being the focus of

a particular course, and throughongoing investigation across theprogrammme.


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PROGRAMME

CONTENT

Informed by cutting-edge research andgrounded in the best of internationalpractice, the Oxford Masters is built oneight core courses that are completedmodule by module within two years.

DESIGNING AND MANAGINGSUCCESSFUL PROGRAMMESAfter a two-day inductiongateway designed to preparestudents for the programme, thismodule develops candidatesunderstanding of majorprogrammes as a governancestructure and a distinctiveorganisational form. It investigates

the concept of projects andprogrammes as temporaryorganisations, and explores theconsequences of organising byprogrammes. You will considerthe relevance of organisationaltheory to major programmes, andre ect on organisational designin the context of programmeperformance.

This module will cover: Programmes as organisations Organisation design Theoretical perspectives Practical challenges Recurrent themes

SYSTEMS ENGINEERINGEffective systems design andengineering are the core of asuccessful major programme.This module will introduceparticipants, from technical andnon-technical backgrounds, to thecentral concepts and assumptionsof systems engineering. You willexplore the real-world issues

affecting systems engineering,with a particular emphasis onthe effects of complexity. Themodule will be interdisciplinary innature and practically-grounded,with practitioner-led case studiesand intensive team-based designactivities.

This module will cover: System design Coping with change Choosing metrics Coping with complexity Factors for success

CONTRACT MANAGEMENTThis module addresses thecrucial role of contractualdocumentation in the creationand management of a majorprogramme. Using practical,business-focused activities,participants will build effectivecontract management skills thatcan be applied throughout the

programme lifecycle. Detailedconsideration will be given to theoptimum structure and terms ofkey agreements to support projectsuccess, and to the inherentrisk and complexity of contractmanagement in the programmeenvironment.

This module will cover: Identifying legal risk Strategic alliances and

cooperative ventures Dispute resolution Intellectual property Due diligence and contractual

protection

FINANCIAL MANAGEMENTCost overrun is one of thesigni cant concerns facingthe delivery of projects andprogrammes. Reaching beyondthe simple mechanics, thismodule will enable programmemanagers to acquire andarticulate a deep understandingof the nancial performance of

their programmes. Participantswill explore the role of nancialmetrics throughout theprogramme lifecycle, providingthe necessary technical knowledgefor those without a nancialbackground, while contextualisingthe understanding of experienced nancial managers.

This module will cover: Assessing viability and

evaluation methods Performance measurement and

nancial metrics Risk perception Organisational, political and

social context of large project nancial management

Communication andstakeholder management


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MANAGING PERFORMANCEThis course allows participants toconsider their roles as managersand leaders in delivering theoutcomes expected of a majorprogramme. Working acrossindividual, team, organisationand programme perspectives,participants examine their ownleadership style and understand

how their personal approachaffects programme performance.You will establish your capacity toact as a re ective practitioner inorder to continue developing yourunderstanding and performanceover time.

This module will cover: Leadership models Framing and reframing

perspectives The re ective practitioner Developing personal insights Leadership in a programme

context

MAJOR PROGRAMME RISKInformed by internationallyrecognised research, this modulewill investigate the nature ofrisk in the management ofmajor programmes. Cruciallinks between risk and the otherdisciplines associated with projectand programme managementwill be identi ed and integrated.

Participants will explore howrisk manifests across a range ofprogramme sectors, and develop asound understanding of the role ofpolicy, planning, and managementin pre-empting such risk. Thetheoretical and practical skillsrequired to address the challengesposed by major risk will bedeveloped through practice-basedtools and activities.

This module will cover: How risk fools you Risk in context The planning fallacy Strategic misrepresentation The outside view De-risking

GLOBALISATION ANDMAJOR PROGRAMMESA differentiating characteristicof major programmes is theglobal context in which theyoperate. The budgetary scale andtransformational possibilities ofa major programme can have far-reaching political consequencesat an international level, and the

expectations of geographicallydistributed stakeholders must becarefully managed. This moduleexplores the international andtransnational dimensions ofmajor programmes and how theymay be understood, anticipatedand managed. Taking a strategicview, participants will considerthe impact of politics, differentlegal models of enforceability,and the particular risks that maybe associated with operating inemerging economies.

This module will cover: Global strategy development Navigating political

environments Stakeholder management Corporate social responsibility Emerging economies

RESEARCH METHODSThis module is an essentialintroduction to the businessand management researchmethods that are appropriate forresearching major programmemanagement, including bothqualitative and quantitativeapproaches. Participantswill be introduced to general

research design issues, includingidentifying research problems,formulating research questions,and searching the academicliterature, and to speci c methodsfor collecting and analysingdata. The module will prepareparticipants for planning,executing, and writing up theirdissertations for both managerialand academic stakeholders.

This module will cover: Research design and general

approaches Literature search Data collection Data analysis Writing up research proposals

and results Research ethics

DISSERTATIONThe programme concludeswith a 10,000-word academicdissertation, based roundan intellectually challengingquestion that participants willexplore in depth.


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THE MASTERSCANDIDATEThe Oxford Masters in Major ProgrammeManagement draws together a trulydiverse mix of exceptional project andprogramme managers. Our participantshave a good rst degree or equivalentprofessional quali cations, and a minimumof seven years professional experience.

INTERNATIONAL COMPOSITION

0% 8 16 24 32 40

AFRICA & MIDDLE EAST 12

ASIA 10

AUSTRALIA 4

EUROPE 15

NORTH AMERICA 17

SOUTH AMERICA 4

UK 38

EMPLOYMENT

0% 6 12 18 24 30

BANKING & FINANCE 10

CONSTRUCTION & LOGISTICS 10

CONSULTING 20

DEFENCE & AERONAUTICS 8

ENERGY & UTILITIES 4

HEALTHCARE & BIOTECHNOLOGY 5

PUBLIC SECTOR & NGOS 6

TELECOMMUNICATIONS & IT 29

OTHER BUSINESS SECTORS 8

PREVIOUS EDUCATION

0% 9 18 27 36 45

BACHELORS 41

POSTGRADUATE DIPLOMA 7

MASTERS 19

MBA 28

MPHIL & DOCTORATE 2

PROFESSIONAL QUALIFICATIONS 3

We are developing leaders who will beresponsible for the most expensive, complex,and potentially transformational programmesaround the world. Our MSc candidatesmust be experienced, knowledgeable andchallenging if they are to succeed.

PAUL CHAPMANProgramme Director


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BANU LAKSHMANANOracle Corporation

I have more than ten years ofexperience in executing projects,but I consider myself a novicein the programme managementarena. I want to develop both thenecessary experience and theacademic acumen to effectivelyexecutive large-scale programmeswith the con dence of a clearvision.

I have never been so thrilled tobe part of an elite group. Theexhilarating experience andbreadth of knowledge I havegained has well surpassed allmy expectations. The course isstructured distinctly to shapeevery individual, to stretchmanagement capabilities and tosteer towards great attitude andpositive direction.

The content of the MSc offersabove and beyond what I was

seeking to further my career,and I know that Oxford providesthe highest quality of knowledgein the world. As a result offollowing the programme, I willbe a well-rounded ProgrammeManager and will be able toexecute programmes in a broaderspectrum and maintain shorterlifecycles. More than anything,the honour of being a part of theUniversity of Oxford legacy issomething I will cherish for the

rest of my life.

TOM DENWOODNHS National Programme for IT

I currently run a team of 30people, managing a key supplierto deliver a 500 millioncomponent of the programmeacross the South of England. Idbeen fortunate to spend timeon soft-skill courses, and beingPRINCE2 and MSP quali ed, Iwas looking for something thatcould put an academic wrapperaround my chosen career, with

more relevance than an MBA. Iwas pointed in the direction ofthe MSc in Major ProgrammeManagement, and havent lookedback.

I had a concern that theprogramme might be tooacademic, but the combinationof the outlook of the faculty,the relevance of the programmematerial to the work setting, andmy fellow practitioners on theprogramme, ensures that this isntthe case. It has caused me to lookat work challenges in a differentlight with more forensicobjectivity and con dence.

Moving forward, I want to move toleading even greater programmesof public sector change, and aswell as the quali cation froma cutting-edge programme ata leading University, the MScwill also equip me with theknowledge, vision and network to

help get me there.

ALICIA CALEFRaytheon Company

I work with the US Air Forcemanaging a developmentprogramme for a satellitecommunication system. I workwith many talented engineers.Some are considered the bestin their eld. I am passionateabout leading these individuals.The defence industry is vital toUS national security and is thebenefactor of many tax payer

dollars. I owe it to my teams andmy customer to learn as muchas possible about managingprogrammes.

It is easy to get caught up in the restorm of daily managementchallenges. The MSc has allowedme to think strategically aboutprogrammes and the corporations,organisations, and nations theycan in uence as well as gainpractical knowledge from some ofthe worlds leading experts. Theseemingly paradoxical combinationof 800-year-old universitytraditions and the modernbusiness school environment haveyielded a powerful combinationof underpinning theory andcurrent practice. The MSc inMajor Programme Management atOxford has been amazing I amin awe of my classmates! I havebuilt a quick rapport with thosewho are also in my college, inparticular, and I hope to continuethis connection after graduationand network with other futureparticipants and alumni.

RAYMOND FONGTaylor Woodrow

Graduating with a degree incivil engineering, I commenceda career that started off with astint in designing bridges andhas latterly led to the delivery ofconstruction projects in the railsector.

I nd myself in a class ofexperienced professionals frommany different industry sectors.My colleagues are engaging andkeen to share their opinionsand knowledge. Exchangingexperiences and best practice hasbeen of immediate bene t to mywork. The lecturers and tutors arethe best academics in the eldof programme management, andthey inspire us to view problemsand potential solutions from arange of different perspectives.

Being a part-time programmemeans that the onus is on

the student to undertake asigni cant amount of self-studyaway from the lecture theatre.I am redeveloping the abilityto research, absorb, analyseand critique the different ideasaround any particular topic. Thisis perhaps the most importantbene t that I will gain from thecourse. In retaining this ability,my store of technical knowledgewill constantly be updatedthroughout my career and will

never be stagnant.

THE CURRENT CLASS

Class size: 45

Age range: 2953

Nationalities: 20

Sectors: 15

Work experience (years): 727


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Colleges currentlyoffering membership toparticipants include:Brasenose College

Exeter College

Green TempletonCollege

Kellogg College

Linacre College

Merton College

Pembroke College

St Annes College

St Catherines College

St Cross College

St Hughs College


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THE OXFORD

EXPERIENCE THE COLLEGIATE SYSTEMAs an Oxford student, you will belongto one of the Universitys 38 colleges.College life will enrich your time atOxford, offering you the chance to meetwith students and faculty from diverseacademic backgrounds in situationsranging from high table dinners tocollege balls. Each college has its own

distinct identity and culture, and collegeshave their own alumni societies andprofessional networks that complementthose offered to graduates by OxfordUniversity and Sad Business School.Whichever college you choose, you willprobably develop a strong loyalty to it thatwill stay with you way beyond graduation.

THE SAID BUSINESS SCHOOLThe Sad Business School is oneof Europes youngest and mostentrepreneurial business schools. Anintegral part of the University of Oxford,the School embodies the academic rigourand forward thinking that has made Oxforda world leader in education.

The Sad Business School is dedicatedto developing a new generation ofbusiness leaders and entrepreneurs, andconducting research not only into thenature of business, but the connectionsbetween business and the wider world.The School combines the higheststandards of academic rigour with apractical understanding of business andwealth creation. Our faculty are engagedin boundary-extending research on keymanagement issues, in dialogue with thewider intellectual community and with

practitioners.

THE BT CENTRE FOR MAJORPROGRAMME MANAGEMENTThe BT Centre for Major ProgrammeManagement is the rst research andteaching centre in the world dedicatedto understanding and dealing withthe challenges of major programmemanagement and helping business,government and civil society meet

and overcome them. The purpose ofthe Centre is to develop leaders andscholars who understand the strengthsand weaknesses of major programmesand have the knowledge, skills and toolsnecessary to decide when to, and notto, execute such programmes and tosuccessfully govern, plan, manage anddeliver programmes on behalf of business,government and society.

Getting involved with your college is another greatway to take advantage of what Oxford has to offer.My college has a very friendly graduate community, abeautiful environment and a wonderful history. Theyregularly run really thought-provoking talks, and ofcourse you can always take part in college sport.

DAVID WRIGHTAllCloud Networks


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SELECTED FACULTY

PAUL CHAPMANProgramme Director

Dr Chapman is ExecutiveDirector of the BT Centrefor Major Programme

Management and aFellow in OperationsManagement andExecutive Education atthe Sad Business School.Prior to joining Oxford hewas a Senior ResearchFellow at Cran eldSchool of Management.Dr Chapman teachesoperations managementand leadership, and hisresearch is focused onmechanisms for bene tdelivery, especially therole of collaborations.Dr Chapman is theProgramme Directorfor the MSc in MajorProgramme Management.

The University of Oxfords faculty members comefrom all around the world. They are leaders in their eld and are engaged in boundary-extending researchon key management issues.The programme bene tsfrom the substantial involvement and collaborationof senior practitioners from a range of sectors.

BENT FLYVBJERGAcademic Director

Bent Flyvbjerg is the rstBT Professor and Chairof Major Programme

Management andFounding Director of theUniversity of OxfordsBT Centre for MajorProgramme Management.He is a leadinginternational expertwithin the eld of majorprogramme management,and is author and co-author of key references,including the booksMegaprojects and Riskand Decision-Making onMega-Projects. ProfessorFlyvbjerg has worked as aconsultant to government,regulators, corporations,the European UnionCommission, and theUnited Nations. His workhas changed megaprojectpolicy and management inthe UK, USA and severalother countries.

PATRICK OCONNELLMajor ProgrammesPractice

Dr OConnell is thePresident of Delivery

and Service Operationsfor BT Global Servicesand Managing Directorof BT Health. He is thePractitioner Director ofthe BT Centre for MajorProgramme Managementat the Sad BusinessSchool. Dr OConnellsexperience with large,complex, multi-billion companies andprogrammes encompassesmore than 25 years ingovernment and industry.He has a doctorate inComputer Science andtaught the managementof large scale systems asan adjunct professor atThe George WashingtonUniversity for 15 years.

EAMONN MOLLOYProgramme Managementand Organisation Theory

Dr Molloy is a Fellow andTutor of Management

Studies at PembrokeCollege, University ofOxford and an AssociateFellow at the SadBusiness School. Hiscurrent research focuseson connecting organisationtheory with theories ofproject and programmemanagement, and he haspublished extensivelyon the relationshipsbetween work, technologyand organisation. DrMolloy is also engagedin research on emotionalbias in political languagealongside colleaguesin the Department ofPolitics and InternationalRelations at the Universityof Oxford. He teachesat undergraduate andpostgraduate level, and inexecutive education.

JANET SMARTSystems Engineering

Dr Smart is a Fellowin Management at theSad Business School.

Her work concerns,amongst other areas,programme managementas a complex system. Sheis currently researchingthe management of largescienti c projects, suchas the ATLAS Experimentat CERN, with a particularinterest in the cultural andleadership aspects of BigScience. Formerly a Readerin Engineering Science atthe University of Oxford,Dr Smart has publishedover 150 conference andjournal articles, ten bookchapters and two books.She is a member of theInstitution of Engineeringand Technology.


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Visit our faculty pages at:www.sbs.oxford.edu/mpm

PAOLO QUATTRONEFinancial Management

Paolo Quattrone isProfessor of Accountingand Management Control

at the IE Business Schoolin Madrid, one of the topranked business schoolsin Europe. His researchand teaching concern thevisual power of accountingand managementtechniques, and theirability to engage the user.Professor Quattrone ison the editorial boardof several leadingaccountancy journals,and he has publishedextensively in the broadermanagement sphere. Hewas Fulbright New CenturyScholar for 20092010at Stanford University,where he worked on issuesof university governanceand accountability, andon the future of businesseducation.

KATE BLACKMONOperations and ServiceManagement

Dr Blackmon is UniversityLecturer in Operations

Management and a TutorialFellow in ManagementStudies at Merton College.She is currently an ESRCAdvanced Institute ofManagement Research(AIM) Mid-Career Fellowin Services. Much of herrecent research focuses onintegrating organisationaltheory with operationsmanagement, and alsoon historical and cross-national perspectives.Dr Blackmon teachesoperations managementand service managementto undergraduates andpostgraduates, as wellas an extensive rangeof sessions on researchdesign, philosophy, ethics,and methods to researchpostgraduates.

LINDSAY HENSHAWCorporate and CommercialLaw

Lindsay Henshaw is abarrister who specialises in

corporate and commerciallaw and is an AssociateFellow of the SadBusiness School. Shehas lectured in corporate nance and business lawat a postgraduate levelfor the Oxford Instituteof Legal Practice, and asthe Institutes Director ofContinuing ProfessionalDevelopment, sheestablished its role asa central provider ofvocational training to thelegal profession. She hasbeen a senior legal adviserto global corporations andgovernment in the UnitedKingdom and at EuropeanUnion level. LindsayHenshaw read law at theUniversity of Cambridgeand is a member ofLincolns Inn.

MARI SAKOInternational Business

Mari Sako is Professorof Management Studiesat the Sad Business

School. Her focus hasbeen on understandinghow business enterprisesare governed in differentways in different locations,with speci c attentionto human resources andsupply chains. She has20 years experience ofresearching about globalstrategy, resulting inthe publication of vebooks, including Prices,Quality and Trust (1992)and Shifting Boundariesof the Firm (2006),and numerous journalarticles. Professor Sakois a Senior Fellow of theUK ESRC/EPSRC AIM,and a member of theNovak Druce Centre forProfessional Service Firmsat Sad Business School.


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HOW TO APPLYREQUIRMENTS

A good undergraduate degreeor equivalent professionalquali cation.

A minimum of sevenyears relevant professionalexperience.

A GMAT or GRE score: a highscore does not guarantee aplace, nor does a low scoreautomatically disqualify anapplicant, but as a guidewe are looking for scores inexcess of 600. Candidateswho have at least ten yearsmanagement experience maybe granted exemption fromthis requirement.

A Test of English as a

Foreign Language (TOEFL)or International EnglishLanguage Test Scheme (IELTS)if English is not your nativelanguage. Candidates witha degree from, or signi cantexperience of working in, anEnglish speaking country maybe granted exemption from thisrequirement. Please see ourwebsite for further informationon our English languagerequirements.

TOEFL TOEFL IELTSiBT Paper

MinScore 109 630 7.5

THE APPLICATION PROCESS

Candidates apply online atwww.sbs.oxford.edu/apply .

All applicants will be requiredto supply transcripts of theirprevious higher educationquali cations and of cialGMAT/English language testscores.

Two professional or academicreferences are required. Wewould normally expect oneof these to be from your linemanager.

Applicants are required tocomplete written work asdescribed in the applicationform.

Selected applicants willthen be invited to interview.Interviews can be conductedin Oxford, or by telephone forinternational applicants.

Applicants will be noti

ed oftheir results as soon as possible.

PAYMENT OF FEES

Applicants who are offered andaccept a place on the courseare asked to pay a 20% non-refundable deposit, which isoffset against their fees. Thedeposit is due 30 days afternoti cation of acceptance.

The remainder of theprogramme fee is due in twoequal instalments to be paidaccording to a set schedule.

There is also a college feewhich varies from college tocollege. This fee is due on anannual basis.

Participants should also budgetfor accommodation during themodules, travel to and fromOxford, and the purchase ofsome essential texts.

Oxford is the pre-eminent centre of academic excellence. An MSc from Oxford carriescredibility and weight not found elsewhere. Yet the most compelling reason for gainingthis quali cation is the journey rather than the destination. The Oxford MSc in MajorProgramme Management attracts the best from the worlds of academia and business,and I very much want to be part of that. I want to go on to use what I have learned,with con dence, for the bene t of my organisation, myself, the wider good, and thecontinuing reputation of the University of Oxford.

NICK BORWELLBT Global Services


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For further information contact Liz Starbuck Greer tel: +44 (0)1865 422565, email: [email protected]

or visit our website: www.sbs.oxford.edu/mpm


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Sad Business SchoolUniversity of OxfordExecutive Education CentreEgrove ParkOxford OX1 5NYUnited Kingdom

Contact:Liz Starbuck GreerTel: +44 (0)1865 [email protected]/mpm

TAUGHT PROGRAMMESDiploma in Financial Strategy

Diploma in Global Business

Diploma in Organisational Leadership

Diploma in Strategy and Innovation

Executive MBA

MBA

MSc in Financial Economics

MSc in Major ProgrammeManagement

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SAID BUSINESS SCHOOLThe Sad Business School is oneof Europes youngest and mostentrepreneurial business schools.An integral part of The Universityof Oxford, the School embodiesthe academic rigour and forwardthinking that has made Oxford aworld leader in education. TheSchool is dedicated to developing anew generation of business leadersand entrepreneurs and conductingresearch not only into the natureof business, but the connectionsbetween business and the widerworld.

MSc MPM Brochure

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