Master’s in Engineering Programme and Portfolio Management
Online master's programme of 1,900 hours in engineering programme and portfolio management. 12 modules covering portfolio governance and prioritisation, systems engineering, integrated planning, earned value, quantitative risk, scaled agile, benefits management, contracting, leadership and the digital PMO, with an assigned technical tutor.
Take the controls.
Run a real engineering trade-off from this field. Move the sliders, watch the model react in real time and beat the challenge.
What you will be able to do
Design governance models for portfolios and PMOs.
Prioritise projects using multi-criteria and optimisation techniques.
Apply systems engineering to complex programmes.
Integrate cost, schedule and resource planning across several projects.
Control programmes through earned value management.
Quantify cost and schedule risks with Monte Carlo simulation.
Manage benefits realisation and stakeholder relationships.
Who it's for
- Programme directors in engineering organisations.
- PMO managers.
- Project portfolio managers.
- Project planners and project controllers.
- Systems engineers taking on programme responsibilities.
- Project risk managers.
- Engineering or science graduates seeking to enter aerospace and defence.
What you'll work with
- ISO 21502:2020 (guidance on project management)
- ISO/IEC/IEEE 15288 (system life cycle processes)
- ANSI/EIA-748 (earned value management systems)
- ISO 21500:2021 (project, programme and portfolio management – context and concepts)
- ISO 21504:2022 (guidance on portfolio management)
- The Standard for Program Management – PMI (programme management practice)
- ISO 31000:2018 (risk management)
- Spanish Law 9/2017 on Public Sector Contracts (public procurement)
- Oracle Primavera P6
- Microsoft Project
- Planisware
- Microsoft Power BI
- Safran Risk
12 modules · 1900 h
1.1Differences between project, programme and portfolio1.2PMI's Standard for Program Management1.3Portfolio governance and PMOs1.4Life cycle of engineering programmes1.5Benefits as the unit of value1.6Matrix and projectised organisations1.7P3M3 and OPM3 maturity models1.8MSP and PRINCE2 frameworks1.9ISO 21500 and ISO 215021.10Case study: governance structure of an engineering PMO
2.1Strategic alignment of initiatives2.2Scoring models2.3AHP multi-criteria analysis2.4Efficient frontier of the portfolio2.5Optimisation under resource constraints2.6Real options in R&D projects2.7Cooper's Stage-Gate process2.8Stop and reallocation decisions2.9Balancing innovation and sustainment2.10Lab: portfolio optimisation with integer programming
3.1The V life cycle and ISO/IEC/IEEE 152883.2Requirements management and traceability3.3System architecture and decomposition3.4Interface management between subsystems3.5MBSE with SysML3.6SRR, PDR and CDR design reviews3.7System verification and validation3.8Configuration management3.9Technology readiness levels (TRL)3.10Workshop: requirements traceability for a subsystem
4.1Work breakdown structure4.2Integrated master plan and integrated master schedule4.3Critical path and critical chain4.4Milestones and work packages4.5Scheduling in multi-project environments4.6Levelling of shared resources4.7Parametric and analogous estimating4.8Planning incremental deliveries4.9Subcontractors in the integrated schedule4.10Practical: integrated schedule with Primavera P6
5.1Scope, cost and schedule baselines5.2Earned value according to ANSI/EIA-7485.3CPI and SPI indices and EAC forecasting5.4Control accounts and work packages5.5Management reserves and contingencies5.6The earned schedule method5.7Variance analysis and reporting5.8Life cycle cost5.9Fixed-price and cost-reimbursable contracts5.10Case study: earned value of a delayed programme
6.1Identifying risks and opportunities6.2Qualitative analysis and probability matrices6.3Monte Carlo simulation of cost and schedule6.4Probabilistic schedule networks6.5Risk responses and mitigation plans6.6Technical risk and technology maturity6.7Supply chain risks6.8Risk register and governance6.9Cognitive biases in estimating6.10Lab: quantitative schedule risk analysis
7.1Agile principles in engineering environments7.2Scrum and Kanban in product development7.3SAFe and agile portfolios7.4Lean Portfolio Management7.5Program increment planning7.6Hybrid approaches for hardware and software7.7Flow metrics and predictability7.8Dependencies between teams7.9Agile contracts with suppliers7.10Workshop: planning a program increment
8.1Benefits map and value chain8.2Benefits measurement and realisation8.3The business case and keeping it up to date8.4Programme cost-benefit analysis8.5Programme performance indicators8.6Transition to operations8.7Post-implementation review8.8Organisational lessons learned8.9Value perceived by the customer8.10Practical: benefits realisation plan
9.1Programme contracting strategy9.2FIDIC and NEC contracts in engineering9.3Management of key subcontractors9.4Change orders and variations9.5Dispute resolution and dispute boards9.6Public tenders and Spanish Law 9/20179.7Alliance and collaborative contracts9.8Supplier performance evaluation9.9Intellectual property in programmes9.10Case study: a subcontractor's claim
10.1Leading multidisciplinary teams10.2Stakeholders and the power-interest grid10.3Communication and expectation management10.4Distributed and international teams10.5Negotiation with clients and sponsors10.6Developing project managers10.7Decision-making in governance bodies10.8Culture and organisational change10.9Emotional intelligence and conflict10.10Practical: stakeholder plan for a megaproject
11.1PPM portfolio management systems11.2Portfolio dashboards11.3Integration of ERP, PLM and planning11.4Predictive project analytics11.5Artificial intelligence in project management11.6Data quality and information governance11.7Document management and BIM in large programmes11.8Report automation11.9Implementing PPM tools11.10Lab: portfolio dashboard in Power BI
12.1Selecting the programme or portfolio for study12.2Maturity diagnosis of the organisation12.3Designing the governance model12.4Prioritisation of the proposed portfolio12.5Integrated cost, schedule and risk plan12.6Benefits realisation plan12.7Implementation of tools and PMO12.8Recommendations for portfolio management12.9Master's Thesis report12.10Master's Thesis: defence before a panel
How you'll learn
A 100% online programme on the SEIUM campus, with downloadable material, recorded classes and an assigned technical tutor. There are no fixed timetables: you progress at your own pace within each intake, so the programme fits around your job.
Each module combines theory, guided reading of the original standard and applied exercises. The working software is Oracle Primavera P6, Microsoft Project, Planisware, Microsoft Power BI and Safran Risk, in free, academic or evaluation versions. Exercises are based on real procedures: optimising a portfolio of engineering projects, earned value analysis of a programme and schedule risk simulation. Assessment is continuous by module, plus the final Master's Thesis.
Standards covered: ISO 21502:2020, ISO/IEC/IEEE 15288, ANSI/EIA-748, ISO 21500:2021, ISO 21504:2022, The Standard for Program Management (PMI), ISO 31000:2018, Spanish Law 9/2017 on Public Sector Contracts.
Build it end to end
Your final project follows the real engineering workflow, step by step, reviewed by your tutor.
Where this takes you
Requirements
- University degree in engineering, science or architecture, or equivalent demonstrable professional experience.
- Internet connection and a computer able to run the programme software.
- English sufficient to read technical standards.
Ready to start?
Send your application today. Our admissions team replies within 72 hours with your study plan and funding options.
Frequently asked questions
The programme totals 1,900 hours over 12–14 months. You set your own pace within each intake, and your tutor helps you plan the workload around your job.
You work with Oracle Primavera P6, Microsoft Project, Planisware, Microsoft Power BI and Safran Risk, using free, academic or evaluation versions. Your tutor indicates the free alternative wherever one exists.
A SEIUM Institute diploma, awarded on passing the continuous assessment and the Master's Thesis. It is SEIUM's own qualification, not an official state degree; its recognition depends on the programme completed and the regulations of each country.
Yes. Modules passed in a course or postgraduate diploma in the same area are recognised in the higher programme. Ask about the recognition policy when you enrol.
A university degree in engineering, science or architecture, or equivalent professional experience, plus a computer able to run the programme software and English sufficient to read technical standards.
Start dates are set by SEIUM's faculty for each intake. Our admissions team will confirm the next available date when you apply.
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