Project and Change Management (L5M8)

1.2 Evaluate the impact on supply chain relationships of undertaking projects

• 1.2.1Supply chain networks for projects
• 1.2.2Relationships with sub-contractors
• 1.2.3Consortiums and joint ventures for projects
• 1.2.4Traditional and contemporary relationships
• 1.2.5Project partnering and strategic partnering

1.3 Analyse the resources for projects

• 1.3.1Resource loading and levelling
• 1.3.2Multi project scheduling and resource allocation
• 1.3.3Information technology systems for project management
• 1.3.4Leading and managing projects
• 1.3.5Critical chain methodology
• 1.3.6Asset finance and the role of banks

1.4 Analyse the project life cycles of projects

• 1.4.1Perspectives on project life cycles
• 1.4.2Project initiation
• 1.4.3Organising projects and project implementation
• 1.4.4Co-ordination in project management
• 1.4.5Project control
• 1.4.6Project closure
• 1.4.7Project review

2.1 Analyse the types of organisational change

• 2.1.1Evolution
• 2.1.2Adaption
• 2.1.3Revolution
• 2.1.4Reconstruction
• 2.1.5Closed, contained and open-ended change

2.2 Analyse situations that lead to organisational change

• 2.2.1Organisational life cycle
• 2.2.2SWOT and PEST analysis and factors
• 2.2.3Internal drivers
• 2.2.4Future trends and innovation
• 2.2.5Multiple-cause diagrams and simultaneous change
• 2.2.6Changes in management and structure
• 2.2.7Cycle of competitive behaviour and reactive breakpoints

2.3 Evaluate organisational responses to change

• 2.3.1Environmental turbulence
• 2.3.2Resistance to change
• 2.3.3Cynicism and scepticism
• 2.3.4The challenge of maintaining change
• 2.3.5The change cycle – loss, doubt, discomfort, discovery, understanding, integration

2.4 Analyse methods to manage, achieve and maintain change

• 2.4.1Collaborate, communicate, direct, and coerce
• 2.4.2Clarify goals
• 2.4.3Refine methods and procedures
• 2.4.4Empowerment and ownership
• 2.4.5Incremental adjustment
• 2.4.6Lean and value stream mapping
• 2.4.7Monitor and maintain changes
• 2.4.8The change spectrum – hard (difficult) vs. soft (messy) problems

3.1 Evaluate structures for corporate governance

• 3.1.1Project boards/executive
• 3.1.2Project responsibility charting
• 3.1.3The use of project initiation documents
• 3.1.4Structures of project management such as project, functional and matrix
• 3.1.5Project reporting

3.2 Analyse the common objectives for projects

• 3.2.1Identifying goals and objectives of projects
• 3.2.2The balance between cost, quality, and time in projects
• 3.2.3Technology project development
• 3.2.4Building sustainability into major projects
• 3.2.5Impact on the community for major projects
• 3.2.6Communicating project objectives to the supply chain

3.3 Analyse approaches to the management of risks for projects

• 3.3.1Identifying assumptions and risks
• 3.3.2Risk simulation
• 3.3.3Risk registers
• 3.3.4Risk accountability
• 3.3.5The management of risk in supply chains

3.4 Critically compare methodologies for the planning of projects

• 3.4.1Sequencing activities
• 3.4.2Network techniques including project evaluation and review techniques (PERT) and critical path method (CPM)
• 3.4.3Gantt charts and baselines