Y o u r r o a d t o s u c c e s s Level 6 Advanced Project Management Your road
Y o u r r o a d t o s u c c e s s Level 6 Advanced Project Management Your road to success • A B E • O F F I C I A L S T U D Y G U I D E abeuk.com © ABE ii © ABE 2017 All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, or held within any information storage and retrieval system, without permission in writing from the publisher or under licence from the Copyright Licensing Agency Limited. Further details of such licences (for reprographic reproduction) may be obtained from the Copyright Licensing Agency Limited, Barnard’s Inn, 86 Fetter Lane, London EC4A 1EN. This study guide is supplied for study by the original purchaser only and must not be sold, lent, hired or given to anyone else. Every attempt has been made to ensure the accuracy of this study guide; however, no liability can be accepted for any loss incurred in any way whatsoever by any person relying solely on the information contained within it. The study guide has been produced solely for the purpose of professional qualification study and should not be taken as definitive of the legal position. Specific advice should always be obtained before undertaking any investment. ABE cannot be held responsible for the content of any website mentioned in this study guide. ISBN: 978-1-911550-29-7 Copyright © ABE 2017 First published in 2017 by ABE 5th Floor, CI Tower, St. Georges Square, New Malden, Surrey, KT3 4TE, UK www.abeuk.com All facts are correct at time of publication. Author: Gisa Ellis, MBA, MSc, Coach Reviewer: Colin Linton, MRes MBA PGCHE DipM DipFS FCIB FCIM FCIPS FCIEA FHEA FInstLM Editorial and project management by Haremi Ltd. Typesetting by York Publishing Solutions Pvt. Ltd., INDIA Every effort has been made to trace all copyright holders, but if any have been inadvertently overlooked, the Publishers will be pleased to make the necessary arrangements at the first opportunity. The rights of Gisa Ellis to be identified as the author of this work have been asserted by her in accordance with the Copyright, Design and Patents Act 1998. Acknowledgements: p12 Damir Sencar/Shutterstock.com; p23 Minerva Studio/Shutterstock.com; p26 MirasWonderland/Shutterstock.com; p30 Gisa Ellis/GoGilvah.com; p36 Andrey Burkov/Shutterstock.com; p59 ESB Professional/Shutterstock.com; p61 Rawpixel.com/Shutterstock.com; p75 Khvost/Shutterstock.com; p81 Lesia_G/Shutterstock.com; p93 Rawpixel.com/ Shutterstock.com; p100 pisaphotography/Shutterstock.com; p108 xiaorui/ Shutterstock.com; p110 motive56/Shutterstock.com; p126 Iryna Melnyk/ Shutterstock.com; p128 Roman Voloshyn/Shutterstock.com; p131 Andres Navia Paz/Shutterstock.com; p134 NAN728/Shutterstock.com © ABE iii Contents Using your study guide iv Chapter 1 Organisational and Strategic Management Issues 2 1.1 Evaluate the difference between project and programme management and the alternative contracting options available 3 1.2 Assess how the structure or an organisation can impact on the performance of project management 13 1.3 Analyse the external business and competitive environment within which a project is undertaken 21 1.4 Assess the strategic fit between major projects and corporate business strategy 27 Chapter 2 Human Aspects of Project Management 38 2.1 Compare and contrast leadership theories and their application to project management 39 2.2 Critically discuss aspects of teamwork relating to the successful management of projects 61 2.3 Evaluate the various methods of communication that could be used by an effective project manager 77 2.4 Critically evaluate principles of knowledge management and organisational learning in projects 85 Chapter 3 Project Planning and Benefits Realisation 90 3.1 Develop an appropriate business case for a project 91 3.2 Discuss considerations in the management of resources and budgets 100 3.3 Evaluate approaches for the identification and management of project/programme risks 107 3.4 Discuss approaches to monitoring project/programme delivery against milestones 113 3.5 Critically discuss the meaning and importance of benefits realisation 117 Chapter 4 The Role of Partnerships in Project Management 122 4.1 Review the role of partnerships in project management 123 4.2 Critically discuss the characteristics of an effective project partnership 127 4.3 Analyse how to monitor and manage project partnerships through to conclusion 130 Glossary 136 © ABE iv Using your study guide Welcome to the study guide for Level 6 Advanced Project Management, designed to support those completing their ABE Level 6 Diploma. Below is an overview of the elements of learning and related key capabilities (taken from the published syllabus). Element of learning Key capabilities Element 1: Strategy and project management • Awareness of the difference between project management and programme management and how a project or programme is influenced by the wider business strategy and structure Strategic management, external analysis, performance management, contracting, business structures Element 2: Human aspects of project management • Ability to apply theories of leadership to project/programme management • Critical understanding of the human aspects of project management, such as teamwork and communication, and their critical importance to the success of a project Leadership, teamwork, project management, communications, knowledge management, organisational learning Element 3: Project planning and benefits realisation • Knowledge of the strategic responsibilities of the project/ programme manager • Ability to develop and business case appropriate to a project • Ability to plan and monitor a project/programme, including managing resources and budgets, assessing and managing risks, and monitoring progress Strategy, responsibility and accountability, developing a business case, budget management, risk management, performance management Element 4: Partnerships • Critical understanding of the role of partnerships in project management and the ability to assess when it may be appropriate to use partners Critical thinking, partnerships, relationships management, monitoring, handling conflict, handling partnership termination This study guide follows the order of the syllabus, which is the basis for your studies. Each chapter starts by listing the syllabus learning outcomes covered and the assessment criteria. © ABE v L6 descriptor Knowledge descriptor (the holder…) Skills descriptor (the holder can…) • Has advanced practical, conceptual or technological knowledge and understanding of a subject or field of work to create ways forward in contexts where there are many interacting factors • Understands different perspectives, approaches or schools of thought and the theories that underpin them. • Can critically analyse, interpret and evaluate complex information, concepts and ideas. • Determine, refine, adapt and use appropriate methods and advanced cognitive and practical skills to address problems that have limited definition and involve many interacting factors. • Use and, where appropriate, design relevant research and development to inform actions. • Evaluate actions, methods and results and their implications The study guide includes a number of features to enhance your studies: ‘Over to you’: activities for you to complete, using the space provided. Case studies: realistic business scenarios to reinforce and test your understanding of what you have read. ‘Revision on the go’: use your phone camera to capture these key pieces of learning, then save them on your phone to use as revision notes. ‘Need to know’: key pieces of information that are highlighted in the text. Examples: illustrating points made in the text to show how it works in practice. Tables, graphs and charts: to bring data to life. Reading list: identifying resources for further study, including Emerald articles (which will be available in your online student resources). Source/quotation information to cast further light on the subject from industry sources. Highlighted words throughout denoting glossary terms located at the end of the study guide. Note Website addresses current as of September 2017. on the go Revision © ABE Introduction Every corporation and business will establish a business strategy that is designed to support their mission, vision and values, whether it is a big blue-chip company like Apple or the hardware shop around the corner. A business strategy is essential to ensure that the business will grow in the right direction and deliver financial results to secure the business, satisfy its stakeholders and serve the owners in the future. Programmes and projects are part of the practical implementation of the strategy. This chapter will evaluate the impact of business strategy on these programmes and projects. It also examines how the organisational business structure and the internal and external environment affect projects and programme management, performance and success. First, have a definite, clear, practical ideal; a goal, an objective. Second, have the necessary means to achieve your ends; wisdom, money, materials, and methods. Third, adjust all your means to that end. Aristotle Only 64% of projects meet their goals. Project Management Institute: Pulse of the Profession (2015) Learning outcome On completing this chapter, you will be able to: 1 Critically analyse the organisational and strategic management issues concerned with project management. Assessment criteria 1 Critically analyse the organisational and strategic management issues concerned with project management. 1.1 Evaluate the difference between project and programme management and the alternative contracting options available 1.2 Assess how the structure of an organisation can impact on the performance of project management 1.3 Analyse the external business and competitive environment within which a project is undertaken 1.4 Assess the strategic fit between major projects and corporate business strategy Organisational and Strategic uploads/Management/ 6-studyguide.pdf
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- Publié le Jul 02, 2021
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