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Deliver complex projects on time, on budget, on scope
Online or on campus
Project management is one of the most transferable skills in the global economy. Brigant's MSc covers the full project lifecycle — initiation, planning, execution, monitoring, and closure — using both predictive and agile frameworks. You will earn practical experience with MS Project, Jira, and risk registers while studying stakeholder management, procurement, and programme governance. The capstone requires you to rescue or optimise a real project scenario presented by industry partners. MSc Project Management is taught as one award, not a list of unrelated modules. The published length is 18 months, and the credit total is 36. Students move from Principles of Project Management through Principles of Project Management; Project Planning & Scheduling; Cost & Resource Management; Stakeholder & Communication Management; Agile & Scrum Frameworks; Risk & Quality Management, and finish on Project Management Capstone. Each course has a question, a method, and a submission. In this field, students diagnose one organisation and carry a decision through to a recommendation. Reading is a case, a short financial extract, and a stakeholder note. The artefact a marker expects is a consulting brief a manager could use. The award is built so that a graduate can do the following in practice: Develop comprehensive project charters, WBS, and Gantt schedules Apply Agile, Scrum, and Kanban in software and non-IT contexts Manage project budgets, procurement, and contract negotiations Teaching assumes the student can read a source, attempt a problem before the seminar, and revise after feedback. Attendance at live seminars is part of the design. The capstone or final course must use the methods of the earlier courses; a project that ignores them does not pass. The pages for each course name the topics that are examined. Those topics are the syllabus. A brochure line is not a substitute for them.
You will master MS Project, Jira, and risk registers through live scenarios — not slide decks alone. Electives cover construction, IT, and humanitarian contexts. The capstone rescues a failing project brief from an industry partner.
Faculty spotlight
PMP-certified Professor Daniel Osei teaches agile at scale; Dr. Priya Sharma specialises in humanitarian logistics projects.
Study online
Online tuition is free. Online examinations are free. There is no exam fee for online study.
On-campus study
Prefer to learn at our Edinburgh campus? Campus tuition and campus examinations are charged. The published campus price is on each programme page.
| Code | Course | Credits · hours |
|---|---|---|
| PM501 | Principles of Project Management Principles of Project Management (PM501) is a 3-credit course on MSc Project Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Principles of Project Management as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 3 · 30 h |
| PM502 | Project Planning & Scheduling Project Planning & Scheduling (PM502) is a 3-credit course on MSc Project Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Project Planning & Scheduling as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 3 · 30 h |
| PM503 | Cost & Resource Management Cost & Resource Management (PM503) is a 3-credit course on MSc Project Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Cost & Resource Management as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 3 · 30 h |
| PM504 | Stakeholder & Communication Management Stakeholder & Communication Management (PM504) is a 3-credit course on MSc Project Management, with 30 notional learning hours. By the end, students can justify a marketing decision with evidence rather than a slogan, using Stakeholder & Communication Management as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a brief, a channel note, and a measurement plan. Seminar time is for the decision, not for reading the materials aloud. Assessment is a campaign or content recommendation with audience, channel, and measure. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 3 · 30 h |
| Code | Course | Credits · hours |
|---|---|---|
| PM505 | Agile & Scrum Frameworks Agile & Scrum Frameworks (PM505) is a 3-credit course on MSc Project Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Agile & Scrum Frameworks as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 3 · 30 h |
| PM506 | Risk & Quality Management Risk & Quality Management (PM506) is a 3-credit course on MSc Project Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Risk & Quality Management as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 3 · 30 h |
| PM507 | Procurement & Contract Management Procurement & Contract Management (PM507) is a 3-credit course on MSc Project Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Procurement & Contract Management as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 3 · 30 h |
| PM508 | Programme & Portfolio Management Programme & Portfolio Management (PM508) is a 3-credit course on MSc Project Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Programme & Portfolio Management as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 3 · 30 h |
| Code | Course | Credits · hours |
|---|---|---|
| PM601 | Leadership in Project Environments Leadership in Project Environments (PM601) is a 3-credit course on MSc Project Management, with 30 notional learning hours. By the end, students can draw the system, name the constraint that binds it, and compare two responses, using Leadership in Project Environments as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a system description, an indicator note, and a project option paper. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one decision, with the evidence and the downside. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. This course does not confer a professional engineering licence.
| 3 · 30 h |
| PM602 | Strategic Project Governance & PMO Strategic Project Governance & PMO (PM602) is a 3-credit course on MSc Project Management, with 30 notional learning hours. By the end, students can say who decides, under which rule, and draft a note a professional could read, using Strategic Project Governance & PMO as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a statute or instrument, a case or policy paper, and a commentary. Seminar time is for the decision, not for reading the materials aloud. Assessment is a memo or draft clause with sources and a revision note. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. This course is academic. It does not admit the student to practise law and it is not a qualifying law degree.
| 3 · 30 h |
| PM603 | Project Management Capstone Project Management Capstone (PM603) is a 6-credit course on MSc Project Management, with 60 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Project Management Capstone as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 6 · 60 h |
Modules are assessed through a published mix of coursework, applied projects, and examinations. Exam windows are announced in advance so students in other time zones are not forced into overnight sittings. Alternative arrangements are available where documented.
The published duration is 18 months. Teaching language: English. Actual time-to-complete depends on mode and any recognised prior learning.
You may study this award fully online from your country, or — where published — on campus at Brigant. Online study does not require a student visa. Campus study may.
Degree tuition for this award is published as £0 / tuition-free on the online pathway. Examination or administrative fees may apply at checkout — never an annual tuition invoice. Check the Fees page for any extras.
Requirements are grouped on this page (academic, English, documents). Equivalent qualifications are considered. English may be waived after prior English-medium study.
Assessment is typically a mix of coursework, projects, and examinations. Doctoral awards include a thesis or dissertation and an oral examination. Details sit in the programme specification and module outlines.
Recognition of the award for local employment, professional licence, or ministry attestation is decided by your employer or regulator. University of Brigant publishes verification pages for certificates. We do not claim automatic equivalence in every country.
Start an application on this website. Progress is saved from the first step. Admissions: admissions@brigant.uk.
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