CAMBRIDGE INTERNATIONAL DIPLOMA
PROJECT MANAGEMENT
FOR ASSESSMENT IN 2007
IMPORTANT NOTICE
The Cambridge International Diploma in Project Management was formerly known as the Cambridge
Career Award in Project Management. Documents available from CIE may still refer to the old title in some
places. The content of the syllabus has not changed in any way.
University of Cambridge International Examinations (CIE) in the UK and USA
University of Cambridge International Examinations accepts entries in the UK and USA only from students
registered on courses at CIE registered Centres.
UK and USA private candidates are not eligible to enter CIE examinations unless they are repatriating from
outside the UK/USA and are part way through a course leading to a CIE examination. In that case a letter of
support from the Principal of the school which they had attended is required. Other UK and USA private
candidates should not embark on courses leading to a CIE examination.
This regulation applies only to entry by private candidates in the UK and USA. Entry by private candidates
through Centres in other countries is not affected.
Further details are available from Customer Services at University of Cambridge International Examinations.
You can find syllabuses and information about CIE teacher training events on the CIE Website
(www.cie.org.uk).
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Cambridge International Diploma in Project Management 2007
CONTENTS
PAGE
Section 1: Project Management General Information ....................................................................................... 1
Section 2: Project Management Assessment ................................................................................................... 3
Section 3: Syllabus Structure ............................................................................................................................ 6
Section 4: Syllabus Content
Unit One
Synopsis ............................................................................................................................. 10
Project Identification and Analysis ...................................................................................... 11
Student Assessment Record .............................................................................................. 13
Unit Two
Synopsis ............................................................................................................................. 14
Project Appraisal and Assessment ..................................................................................... 15
Student Assessment Record .............................................................................................. 16
Assignment 1................................................................................................................................................ 17
Unit Three
Synopsis ............................................................................................................................. 20
Project Definition and Planning........................................................................................... 21
Student Assessment Record .............................................................................................. 27
Unit Four
Synopsis ............................................................................................................................. 30
Financial Management and Approval ................................................................................. 31
Student Assessment Record .............................................................................................. 33
Assignment 2................................................................................................................................................ 34
Unit Five
Synopsis ............................................................................................................................. 38
Project Management and Implementation .......................................................................... 39
Student Assessment Record .............................................................................................. 44
Unit Six
Synopsis ............................................................................................................................. 46
Project Closure and Hand Over .......................................................................................... 47
Student Assessment Record .............................................................................................. 48
Assignment 3................................................................................................................................................ 49
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Cambridge International Diploma in Project Management 2007
SECTION 1: PROJECT MANAGEMENT GENERAL INFORMATION
1.0 Introduction
The ability to manage and direct projects of varying sizes and complexities is an increasingly vital skill
for managers at all levels. The Cambridge International Diploma in Project Management at
Professional Level provides a framework for developing these skills in a variety of ways and has been
developed specifically for the international market. It recognises the growing importance of project
managers and their role within business, along with the increasingly wide range of roles in which such
individuals are operating.
Project Management brings together and optimises the resources necessary to complete a project
successfully. This qualification will allow candidates to demonstrate competence in managing the
talents and co-operative efforts of a team of people, facilities, tools and equipment, information systems
and finance.
The scheme is assessed through completion of a file of evidence and three assignments. The
qualification and assignments have been designed to follow the naturally occurring phases of a project’s
life-cycle as follows:
Unit 1
Project identification and analysis
Unit 2
Project appraisal and assessment
Assignment 1 completed
Unit 3
Project definition and planning
Unit 4
Financial management and approval
Assignment 2 completed
Unit 5
Project management and implementation
Unit 6
Project closure and hand over
Assignment 3 completed
There are no formal candidate entry requirements for the Cambridge International Diploma in Project
Management but consideration should be given to the intended target market (see section 1.3).
1.1 The International Dimension
The standards embodied in the Cambridge International Diploma in Project Management are valued in
countries around the world. The scheme and assignments are designed so that they can be used in
different places, systems and cultures. The assignments do not directly assess English language skills
but give candidates the opportunity to prepare evidence which illustrates that they understand, and can
apply, the principles and theory taught in the scheme. The assignment will be judged on the
candidate’s ability to convey and demonstrate their project management skills, so that the Assessor and
Examiner can effectively establish that all the criteria have been met.
1.2 Aims
The aim of this Diploma is to assess a candidate’s ability to demonstrate their competence in a wide
range of management skills, directly related to managing a specific project.
These skills include:
•
selecting and organising viable projects
•
project leadership
•
management of change
•
the ability to solve problems
•
conflict resolution.
It is vital that candidates are able to demonstrate not only competence in their technical ability but also
excellent interpersonal management skills.
The candidate will also be required to use a range of appropriate project management software.
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Cambridge International Diploma in Project Management 2007
1.3 Target Market
The Diploma in Project Management is aimed primarily at management staff who currently undertake
projects within their normal role and project managers who have responsibility for a particular project,
both of whom will produce naturally occurring evidence.
The Examiners recommend that candidates are working on live projects, as simulated evidence is not
usually sufficient to meet the requirements of the assessment.
1.4 Length of Study
The scheme is designed to take approximately 250 learning hours, including the development and
implementation of the work-related project. In addition time should be allowed for the creation and
maintenance of the project file.
1.5 Distance Learning Candidates
A CD-ROM is available for this Diploma which provides candidates with materials to support their
learning. This CD-ROM is only available for purchase through Centres approved to run the Cambridge
International Diploma in Project Management. The CD-ROM is intended for support material to
supplement the teaching of a Project Management course and is not part of the assessment.
Centres should note that provision should be made to support candidates learning at a distance. This
will involve:
•
providing registration and advice services
•
distributing learning materials
•
providing on-going tutor contact: through telephone, e-mail or face-to-face meetings
•
monitoring candidates’ progress
•
arranging final assessment
•
distributing candidate results and certificates.
1.6 Fees
For the latest information on fees for this qualification, contact CIE Customer Services.
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Cambridge International Diploma in Project Management 2007
SECTION 2: PROJECT MANAGEMENT ASSESSMENT
2.0 Methods of Assessment
When the candidate reaches the stage of being able to complete or perform a particular section of the
diploma standards, without help, the tutor initials the Student Assessment Record (SAR). The SAR can
be found after each unit in the syllabus and should be photocopied for each candidate to act as a record
of ongoing achievement. In signing off a section of the SAR, the tutor must record the date when the
candidate was deemed competent and his/her project file contained the appropriate evidence, e.g.:
1.1
Identify differences between projects and day to day management
15/11/05 / SW
2.1
Produce clear, specific and unambiguous statements which describe tasks
20/11/05 / SW
Candidates build the performance of their skills and competencies, progressing at their own pace. The
SAR helps the tutor and candidate keep track of individual progress. The nature of the progression of
learning will mean that signing off all sections of the SAR under one date is not recommended as it
does not demonstrate to the Examiner the process of ongoing learning and progression.
Each section of the SAR must be signed and dated. Use of brackets and dittos to sign off sections is
not permitted.
All candidates, regardless of their prior experience, must complete three assignments.
When candidates have mastered the relevant skills, they then put them to constructive use by
completing the individual assignment - an extended piece of work which brings together the various
skills involved. The Diploma standards outline the requirements for each assignment.
The Project Management Diploma combines the assessment of both practical ability and theoretical
knowledge and understanding, and therefore requires the involvement of Centre tutors in the
assessment process.
Assignments can be submitted to CIE according to the Administrative Guide issued to Centres by CIE.
Centres should ensure that each assignment is clearly labelled with the candidate name, Centre
number, date and the assignment being submitted. The Diploma assesses not only final competence
but an ongoing learning process which follows the project life-cycle. It is therefore expected that
assignments are submitted in phases, linked to the study of the course.
2.1 Accreditation of Prior Learning
Accreditation of Prior Learning (APL), or Accreditation of Prior Achievement (APA), is the process of
identifying, assessing and accrediting competencies which a candidate already possesses. CIE
recognises this process and will allow candidates to be accredited by APL for Project Management
criteria.
Please note that any Centre can use APL for signing off a candidate's SAR. However, candidates who
are deemed competent in the unit criteria through APL are still required to submit the specified evidence
for a certificate to be awarded.
Any Centre approved to deliver Project Management can use APL but the Centre is expected to have:
•
at least one person nominated as an APL advisor
•
implemented a specific policy and system for APL
•
implemented a thorough initial assessment process for candidates
•
provided resources and systems for guiding and supporting candidates seeking APL
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The tutor within a Centre is responsible for ensuring that a candidate's APL evidence is:
•
appropriate to a particular requirement
•
relates to actual performance and real observed outcomes
•
is authentic (the result of the candidate’s own performance)
•
is current (the candidate is still able to demonstrate the skill at the point at which APL is awarded)
Candidates using APL must ensure that work is verified and signed by a tutor senior to them in the
organisation. Failure to do so may result in a refusal by CIE to accept the validity of the APL claimed.
If the Examiner is in any doubt about the tutor’s decision to award criteria to a candidate on the basis of
APL, CIE reserves the right to request details of the Centre’s APL policy and relevant policy
documentation before awarding certification.
2.2 Submission of Candidates’ Work
Centres must ensure that candidates’ work is submitted in its original form. Completed SARs for the
two units preceding the assignment should accompany each assignment.
•
Assignment 1 will be submitted with complete SARs for units 1 and 2
•
Assignment 2 will be submitted with complete SARs for units 3 and 4
•
Assignment 3 will be submitted with complete SARs for units 5 and 6.
Examined assignments are not returned to the Centre and Centres are advised to keep a copy of each
candidate’s work.
Where Centres have issued a task sheet to candidates for guidance on the assignment this should be
submitted to CIE along with each candidate’s assignment.
2.3 Grading Criteria for Assignments
All assignments which make up the Diploma in Project Management will be graded at Distinction, Merit,
Pass or Fail.
Candidates may resubmit assignments that have failed.
For details of the marking scheme and specimen assignments that have been judged by the Examiners
to be of an excellent standard, please refer to the Project Management syllabus support CD published
by CIE.
Assessment Criteria
The awarding of the Diploma in Project Management at Distinction level will indicate evidence in the
assignments of advanced skills, accountability and underpinning knowledge linked to a real project
delivery experience. An award at Distinction Level will reflect the fact that the candidate has taken an
executive role within the project for the major duration of the project life cycle, and indicate evidence of
executive responsibility within the project context.
An overall Pass grade will be awarded for the Diploma where candidates achieve:
•
three assignments at Pass level or
•
two assignments at Pass level and one assignment at Distinction level or Merit level
An overall Merit grade will be awarded for the Diploma where candidates achieve:
•
three assignments at Merit level or
•
two assignments at Merit level and one assignment at Distinction level or Pass level
An overall Distinction grade will be awarded for the Diploma where candidates achieve:
•
three assignments at Distinction level or
•
two assignments at Distinction level and one assignment at Merit level
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Cambridge International Diploma in Project Management 2007
2.4 Certification
Candidates will receive the Cambridge International Diploma in Project Management on successful
completion of all three assignments. All certificates will be issued automatically to students by CIE.
There is no separate fee for the issue of the final certification for the Project Management International
Diploma.
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SECTION 3: SYLLABUS STRUCTURE
3.0 Unit Structure
This syllabus includes all the units and assignments needed to complete this qualification. Each unit is
laid out under the following headings:
•
Area of Competence
defines the competence by title within the general context of the unit title above
•
Knowledge and Understanding
defines the activities and underpinning knowledge requirements specific to each area of competence
•
Computer Application
defines the related computer (information technology) competence required within each area of
competence
•
Evidence of Competence
3.1 Assignments and Assessment
In order to provide appropriate and proper evidence of competence, three assignments must be
completed in a time scale agreed with the course leader. Each assignment is made up of several parts
and covers part of the project life-cycle.
•
Assignment 1 covers project initiation through the process to financial approval
•
Assignment 2 covers implementation
•
Assignment 3 covers monitoring, tracking through the process to project closure, or hand over.
In addition to the three assignments, a Project File must be maintained from the outset of the course.
The Project File will collect and duplicate data from the 3 assignments and is a live project management
tool, whereas the assignments are specific requirements for project management information which will
enable and standardise the assessment process.
The Project File will be subject to ongoing informal assessment by the course tutor throughout the
duration of the project’s life-cycle. The tutor will be required to sign a student assessment record (SAR)
confirming completion of the Project File. Cambridge International Examinations (CIE) reserves the
right to request submission of Project Files at any time, in cases where there is doubt or
concern as to the authenticity or quality of the submitted work.
At the end of the course there will be three assessed pieces of work and a completed Project File.
3.1.1 Course Assignments and their Relationship to the Project File
The first action in the Course Programme is to set up a Project File in which to archive live project data.
The Project File will be subject to ongoing internal assessment by the course tutor and must be
available throughout the whole project life-cycle and the Project Management course. It is expected
that documents from the Project File will be used in the assignments.
All of the assignment content will have duplicate copies contained in the relevant section of the Project
File.
Candidates who have difficulties working with a real project will negotiate with the course tutor
simulated evidence for assessment and moderation during the early stages of the course.
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Cambridge International Diploma in Project Management 2007
3.2 Project File: Guidance Notes
The Project File is the main control system operated by the project manager. This working file will
contain the day to day information from start to finish of the project. In most cases, unless otherwise
agreed with the course tutor, the Project File will contain naturally occurring evidence. It is vital that the
project manager keeps this file up to date and available for inspection at any point for the duration of the
project, as, in reality, the future of the project could be at risk if anything goes wrong and proper
management records have not been maintained.
The Project File usually takes the form of a lever arch file. The information should be inserted in
reverse order with the newest information at the top, or front, of each section. On large projects there
may be a series of numbered files. It is the project manager’s responsibility to ensure that the Project
File is accurately maintained and up to date.
Maintenance and completion of the Project File will inevitably duplicate some work produced in the
assignments. This will aid and facilitate the process of internal and external assessment. The Project
File is central to the achievement of the Diploma and should be maintained as a priority action.
The Project File will be subject to ongoing informal assessment by the Course Tutor. The progress of
the Project File should be discussed with the candidate on completion and submission of each
assignment.
The following information is a guide to the naturally occurring evidence which could be found in the
candidate’s project file. The evidence can be arranged in the Project File according to relevant
company procedures.
3.2.1 Project Initiation Information
This information may include any documents relating to the project initiation process, enquiry
information, expressions of interest and any letters or documents leading to outline discussions with the
client or beneficiary. Data relating to pre-qualification or pre-conditions will also be filed here.
3.2.2 Project Plans
This will include all Schedule Plans and/or Baseline Plans, i.e. completed Gantt chart, PERT Chart and
the projects Work Break Down (WBS) structures. All records should be kept up to date and any
changes recorded through the life-cycle to completion of the project.
3.2.3 Terms of Reference (ToRs)
This will include the ToRs for the project manager and all staff employed within the project. This will
identify who is responsible for what in the project. Information relating to assumptions or external
factors affecting the project in some way will be filed here.
Assumptions and external factors may be outside the scope of the project but may have an effect on
achieving the project deliverables. Detailed evaluation on assumptions will be contained in the Project
Risk Plan.
3.2.4 Progress Reports
Weekly, monthly and quarterly reports for both the project team and customers will show all the issues
that were dealt with and the outcomes of any decisions made. They will be useful for auditing
purposes. This section may also include the following:
• Revised Gantt Charts
• Resource Sheets
• Staffing Reports
• ‘What if’ projections
• Fallback Plan implementation
• Use of Contingency expenditure.
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3.2.5
Project Timetables
These will be the timetables of all those employed in the project, including full and part time
employees. It will also include timetables for delivery of equipment and materials.
3.2.6
Forecasts/Projections
These will be the progress reports and any estimated completion dates for tasks, against the set
budget. Included here will be estimates and/or financial data from other stakeholders or subcontractors.
3.2.7
Estimates and Budget Reports
The project file should contain all the original spreadsheet estimates and how these estimates were
arrived at for resources materials, plant etc. These calculations may be necessary to resolve any
problems during the project. Copies of budget and revised budget reports should be provided in
date order as the project progresses.
3.2.8
Minutes of Meetings
Team meetings need to be formally minuted. This will include internal (project team) and external
meetings (other stakeholders). These will be kept in the project file with all actions minuted with
named/owned actions for future reference.
3.2.9
Amendment or Variation Requests
All amendments that are formally requested during the project must be recorded for future
reference to facilitate the auditing process, i.e. any variation to time, cost and quality. This will
affect the project budget.
3.2.10
Risk Assessment and Plan
This is a record of the risks identified in the approval stages. You should also track the original
identified risks and update these within the project. Detailed here will be an evaluation of external
factors and assumptions which may be outside the scope of the project, but which may have an
effect on achieving the deliverables.
3.2.11
Contracts
All the contracts (both original and any additional as the project progresses) relating to customers,
suppliers, sub contractors etc, as well as letters relating to each party are included here. These
may be needed if any disagreements arise during the project and for evaluation at the end of the
project to ensure the original contract has been fulfilled.
3.2.12
Organisation Chart
This is the project team structure and identifies who reports to whom in the team (a parent
organisational structure may also be shown). The external suppliers will also be identified here to
determine communication links.
3.2.13
Project Specifications
All the documents and specifications to be undertaken within the project should be included. Any
technical specifications and further information would also be included.
3.2.14
Acceptance Documentation
On large-scale projects there may be interim handovers, when clients accept certain parts of the
completed project phases. This documentation must be recorded and kept in the project file.
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3.2.15
Health and Safety Documentation
This will include the signed Health and Safety Policy Statement and designated personnel
responsible for its implementation.
• a copy of the actual Health and Safety Project Statement
• a devised Project Health and Safety Policy Statement
• Health and Safety Line Management Diagram (supplementary data added to 2.1.2 and 2.1.3
above)
Add Health and Safety roles and responsibilities to project management structure diagram.
Other relevant documents may be included, upon agreement with the course tutor.
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Cambridge International Diploma in Project Management 2007
SECTION 4: SYLLABUS CONTENT
UNIT ONE: SYNOPSIS
By the end of unit one the candidate will be able to:
1.
2.
Use a project approach to
•
understand and apply the six stage project life-cycle matrix
•
identify and list the products, services and outputs which must be achieved at each of the six
stages
•
identify and apply outline planning tools and techniques in the preparation of a project plan.
Ensure corporateness within projects
•
3.
identify and state aims, objectives and outcomes, Terms of Reference (ToR’s) and their relationship
to strategic plans.
Produce accurate business outcomes
•
write project outcome statements
•
complete a functional analysis to three levels
•
introduce and overview logical framework planning in project cycle management.
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UNIT 1: Project Identification and Analysis
Area of Competence
Knowledge and
Understanding
1.
Organisation’s or
department’s overall
purpose, mission and
main operational
objectives
Defining and
characterising
projects
1.1 Identify differences
between projects
and day to day
management
2.
Producing outcome
statements
2.1 Produce clear,
specific and
unambiguous
statements which
describe tasks
3.
Computer Application
Two specific projects are
identified from
candidate’s personal
experience
A checklist to identify
projects from day-to-day
management
Organisation’s or
department’s activities,
products and/or services
How to produce task
outcome statements
which:
•
are in past tense
•
contain an action
•
contain a subject
•
describe conditions
within which actions
take place
Evidence of Competence
Organisational chart
indicating management
structure, including
projects, also indicating
links with partners and/or
clients
Basic word processing
and use of a spreadsheet
Clear unambiguous
project definition and
purpose statements
An explanation of how
they link to overall
organisation strategy
Defining project
goals
3.1 Identify the life-cycle
of a project and what
should be achieved
at each stage
Functional analysis and
Work Breakdown
Structures (WBS)
3.2 Discuss the
implications of
achieving the critical
dimensions of time,
quality and cost
Basic Information
Technology Procedures
Use of an integrated
software package, which
includes word processing,
drawing and
spreadsheets
A project matrix is
produced for an example
project which indicates
specific actions and
outcomes at the following
stages:
•
•
•
•
•
•
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identification
appraisal
definition
financial approval
implementation
operation by user
Cambridge International Diploma in Project Management 2007
Area of Competence
4.
Knowledge and
Understanding
Computer Application
Identifying the
qualities of a
Project Manager
4.1 Understand and
apply the role and
responsibilities of the
Project Manager
4.2 Identify essential
skills and abilities of
the Project Manager
4.3 Ensuring availability
and forming the
project team
•
•
•
•
•
communication skills
motivation skills
organising skills
leadership skills
decision-making skills
Basic word processing,
production of flow charts
and checklists using
software
Types of appointment and
personal contracts: fulltime, part-time, fractional,
package deals
Evidence of Competence
Checklists are produced
which evaluate project
management skills and
abilities, and include:
• lead a project team
• communicate
information
• organise a project
• motivate staff
• make decisions
• synthesise:
− the client need
− the project need
− the team needs
Production of team
design charts
Examples of selection
criteria questions for
interviewing project staff
Produce two or more
outline job specifications
and examples of staff
contracts
Produce two job
descriptions for team
members
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FOR CENTRE USE ONLY - PLEASE PHOTOCOPY AS REQUIRED
PROJECT MANAGEMENT
UNIT 1. PROJECT IDENTIFICATION AND ANALYSIS
Student Assessment Record (SAR)
(Page 1 of 1)
Instructions to Tutor:
Please sign and date this form when the candidate can achieve each objective reliably, consistently and
without help. Submit the completed SAR with each assignment to verify it is the candidate’s own work.
COMPETENCE CRITERIA
1.0
Defining and characterising projects
1.1
2.0
4.0
Identify differences between projects and day to day management
Producing outcome statements
2.1
3.0
Please tick when
competence
criteria have been
met
Produce clear, specific and unambiguous statements which describe tasks
Defining project goals
3.1
Identify the life-cycle of a project and what should be achieved at each stage
3.2
Discuss the implications of achieving the critical dimensions of time, quality
and cost
Identifying the qualities of a Project Manager
4.1
Understand and apply the role and responsibilities of the Project Manager
4.2
Identify essential skills and abilities of the Project Manager
4.3
Ensuring availability and forming the project team
I state that the competence criteria have been
achieved and that the submitted assignment is
my own work
I verify that the candidate has achieved all the
competence criteria and that the submitted
assignment is the candidate’s own work
Signed
Signed
Candidate
Name
Candidate
number
Tutor
Name
Centre
Name
Centre
Number
Date
Date
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Cambridge International Diploma in Project Management 2007
UNIT TWO: SYNOPSIS
By the end of unit two the candidate will be able to:
1.
2.
Manage project risk
•
define project risk
•
understand project risk modelling and apply risk management, risk containment and reduction
techniques.
Manage project health and safety
•
define, access and select appropriate project health and safety legislation
•
recognise project hazards and work out strategies to reduce project risk
•
develop and apply a project specific health and safety document.
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Cambridge International Diploma in Project Management 2007
UNIT 2: Project Appraisal and Assessment
Area of Competence
Knowledge and
Understanding
Computer Application
Evidence of Competence
5.
Functional analysis
Explain the application of
criterion-referenced risk
assessment by running
computer generated ‘what
if’ projections
A risk matrix is produced
for a specific project
Selecting a viable
project
5.1 Define risk as a lack
of information about
the duration,
occurrence or value
of future events
Work Breakdown
Structures
5.2 Explore risk
management
techniques
Information Technology
spreadsheets
Basic contract schedules
A risk checklist/evaluation
is produced completed for
a specific project
An example project is
identified by its
relationship to specific
organisational objectives
Basic risk models
5.3 Align projects to
principal aims,
objectives and goals
of the organisation
Financial risk and ranking
techniques
5.4 Select a viable
project using ranking
techniques
Health and Safety policy
and procedures
5.5 Select a viable
project using
financial projections
Legal framework of
Health and Safety
An example project
chosen from three listed
alternatives by using a
ranking checklist
Project capital outlay
payback period is
calculated
Project Health and Safety
organisation diagram and
hazard checklist are
produced
5.6 Take actions to
eliminate/reduce
Health and Safety
hazards
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FOR CENTRE USE ONLY - PLEASE PHOTOCOPY AS REQUIRED
PROJECT MANAGEMENT
UNIT 2. PROJECT APPRAISAL AND ASSESSMENT
Student Assessment Record (SAR)
(Page 1 of 1)
Instructions to Tutor:
Please sign and date this form when the candidate can achieve each objective reliably, consistently and
without help. Submit the completed SAR with each assignment to verify it is the candidate’s own work.
COMPETENCE CRITERIA
5.0
Please tick when
competence
criteria have been
met
Selecting a viable project
5.1
Define risk as a lack of information about the duration, occurrence or value of
future events
5.2
Explore risk management techniques
5.3
Align projects to principal aims, objectives and goals of the organisation
5.4
Select a viable project using ranking techniques
5.5
Select a viable project using financial projections
5.6
Take actions to eliminate/reduce Health and Safety Hazards
I state that the competence criteria have been
achieved and that the submitted assignment is
my own work
I verify that the candidate has achieved all the
competence criteria and that the submitted
assignment is the candidate’s own work
Signed
Signed
Candidate
Name
Candidate
number
Tutor
Name
Centre
Name
Centre
Number
Date
Date
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Cambridge International Diploma in Project Management 2007
ASSIGNMENT 1: PROJECT IDENTIFICATION AND APPRAISAL
Part 1 of Assignment 1 examines the nature and characteristics of the project, defines the true purpose and
clarifies the project boundaries or terms of reference. The operational objectives of the project provide the
base for functional analysis and the writing of clear and concise project outcomes, outputs and/or
deliverables. Project objectives, written as outcome statements, help to define the project success criteria as
early as possible in the project life-cycle.
Part 1: Specific Outcomes & Project Identification
Candidates must:
•
produce a clear and concise project mission outcome statement which specifies the true project
purpose
•
ensure the project clearly demonstrates its contribution to the survival and success of its parent
organisation
•
ensure that the project’s success criteria, performance targets and deliverables are specified in
terms acceptable to the beneficiary.
This part has 4 components:
•
Project Statement
•
Operational Objectives/Outcomes of the Project
•
Project Deliverables
•
Specific Project Management Information.
1.1.1 A Project Statement: Guidance Notes
•
Produce a Project Statement
Using approximately 200 words of text, candidates must produce a Project Statement.
This statement, or Terms of Reference (ToRs), will be the starting point of any project and must contain
clear unambiguous responses to these questions:
•
Who is the project being developed for?
•
What is the project purpose?
•
What change will the project achieve?
•
What are the overall time scales?
•
What are project phase time scales?
•
Who will benefit from the project being achieved?
•
Who is the funding provider and what is the cost estimate of the project?
•
How does the project link to the delivery of the organisation’s mission and strategy? (A diagram
may be used to illustrate this.)
1.1.2 Operational Objectives of the Project: Guidance Notes
Produce a list of Project Outcome Statements leading down from the Project Statement above.
Maximum 400 words of text.
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Candidates should ensure that the outcome statement is in clear unambiguous language and contains
3 components, expressed in the past tense:
• a subject
• an action
• a set of conditions.
The outcome statements must state clearly what will have been achieved, stated as a result.
The stated objectives must be capable of being communicated to all stakeholders in the project, e.g.
client, team members, suppliers and contractors.
1.1.3 Project Deliverables: Guidance Notes
• Define and List the Project Deliverables or Outputs:
The project deliverables will be the list of project results, or products, from each of the operational
objective Outcome Statements above, with the Acceptance, or Success Criteria clearly identified. This
will facilitate the Project Hand Over, achieved at the end of the project. Deliverables assume 100%
success from the project
The deliverables will meet all the project objectives stated above in 1.1.2.
1.1.4 Specific Project Management Information: Guidance Notes
Provide clear, brief details against the following example headings:
•
client contact details
•
sub-contractor’s and/or other stakeholders’ contact details
•
location(s) of project.
Part 2: Project Risk and Budgets
Part 2 of Assignment 1 requires the project manager to predict and control the inherent risks of not
achieving the specific outcomes, purpose and deliverables of the project. This includes management of
the project budget throughout the project life-cycle and the fallback position, or contingency plan to be
utilised if tasks slip against the achievement criteria.
Specific Outcomes
Candidates must:
• produce a project risk analysis.
estimated risk plan
This should then be converted into a timed, dated and cost
• complete a contingency or fall back plan, cost estimated and subsumed into the project budget.
This part has 3 components:
• Project Risk Analysis and Plan (refer back to main Project Outcome Statement & Operational
Objectives)
•
Project Budget Estimate
•
Project Contingency Plan.
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1.2.1 Project Risk: Guidance Notes
Risk Definition: The estimated degree of achievement uncertainty relating to specific objective tasks
and task outputs.
During the project appraisal stage candidates must undertake a risk assessment. This will identify all
the associated risks within the project objectives.
Working down from specific operational objectives in Part 1 (1.1.2) above:
(a)
For each identified risk it should be stated whether there is a high, medium or low probability of
occurrence.
List and classify all risks against achieving each objective as either high, medium or low risk.
(b)
Risks with high probability of occurrence and/or a high impact should have a fall-back plan and
a contingency allowance in terms of a budget, time scale or a quality margin. A brief statement
is required in each high-risk case. This will contribute to the Contingency Plan in 1.2.3 following
below.
(c)
Risks with a medium probability of occurrence and/or a medium impact should have a brief
statement indicating fall-back plan actions.
(d)
Alternatively, the usual procedures in a candidate’s company can be applied and explained.
1.2.2 Project Budget Estimate
• Produce a Project Budget Balance Sheet using a spreadsheet. This should be a maximum of 2
sides of text.
• Indicate all the expenditure estimates and sources of income/funding/financial framework.
Note: The spreadsheet should show all expected project income, expenditure and balance, and should
be revised following the Contingency Planning process in 1.2.3 below.
1.2.3 Project Contingency Planning: Guidance Notes
• Working down from the Risk Analysis in 1.2.1 above, list the fall-back actions against each of the
high, medium and low risks.
Contingency definition: Contingency is the amount of money or time/quality margin within the project
budget, to take account of any unplanned activity which may require additional work or incur additional
costs.
• Some work towards this will have been completed in 1.2.1 above.
The Contingency Plan cost estimate will be added to the total Project Budget Balance Sheet as a single
line in the expenditure section and will revise the Project Balance Sheet Budget at 1.2.2 above.
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UNIT THREE: SYNOPSIS
By the end of unit three the candidate will be able to:
1.
2.
3.
4.
5.
Organise projects
•
evaluate three organisational models
•
identify factors which influence projects towards success or failure
•
determine project specifications, standards and appropriate performance targets
•
produce and apply, using functional analysis, a project management structure with role definitions
and specifications.
Plan effectively
•
understand and apply planning tools and techniques
•
undertake paper-based project planning exercises
•
produce and apply computer project planning tools and processes.
Apply project contractual arrangements
•
identify specific legislation governing projects
•
describe project contract arrangements.
Select project teams
•
determine the skills required for a project manager
•
select and form a project team.
Work with computer generated (Information Technology) project management applications
•
use Information Technology applications for project planning
•
understand and evaluate specific Information Technology tools and techniques
•
identify and define a task precedence network and timeline which will facilitate the following
processes
-
activity earliest start
-
critical activities with ‘float’ and ‘lag’ time
-
budget and cost analysis
-
resource allocations breakdown
-
‘crashing’ the project
-
producing work breakdown structures (WBS)
-
selecting, structuring and producing accurate reports to deadlines
-
other.
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UNIT 3: Project Definition and Planning
Area of Competence
6.
Knowledge and
Understanding
Computer Application
Evidence of Competence
Organisation and project
models, diagrams and
charts
Use a word processor or
integrated package
Project organisational
models are produced:
Line and functional
relationships
Use a spreadsheet
programme to produce
models
Organising projects
6.1 Understanding
conflicts between the
needs of the client,
the needs of the
project and the
needs of the project
team
6.2 Synthesise projects
to the organisation’s
mission
Contract schedules,
processes and variations
Conflict models
6.3 Use alternative ways
of organising
projects
Produce flow and
organisational charts
using an Information
Technology package
6.4 Identify the influence
of such factors as:
•
the client
organisation
•
project duration
•
project
outcomes
6.5 Identify the need for
project specification,
role and
responsibility
definition, budget
and accounts, and
change control
procedures
7.
•
client-focused or
•
matrix or
•
project-focused
A decision tree flow chart
is produced which is used
to evaluate an example
project
Example project
specification is produced:
•
Terms of Reference
•
goals and objectives
•
success criteria
•
scope
•
organisation
•
roles/responsibility
•
budget
•
justification
•
change control forms
Planning projects
7.1 Use the steps and
stages of the
planning process
7.2 Identify the use of
computers for project
planning and
software
Demonstrate a
knowledge of, and
familiarity with, different
types of Project
Management software
Using an appropriate
package, produce basic:
7.3 Use of Information
Technology project
planning tools and
applications
•
Network diagrams
•
Task network
diagrams
•
Work Breakdown
Structures (WBS)
•
Gantt charts
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Example Information
Technology based project
reports are printed and
dated as:
•
Network diagrams or
task network
diagrams
•
Gantt charts
Identify three types of
Project Management
software and produce
brief report comparing
them
Cambridge International Diploma in Project Management 2007
Area of Competence
Knowledge and
Understanding
Computer Application
8.
Information Technology
overview; familiarity with
basic Information
Technology functions
Boot up the computer,
open the desktop working
environment
Operating a
computer, printer
and relevant
Project
Management
software
Open the Project
Management Software
package to the start up
screen
Input example data and
save
Store example data to
hard disk
Store example date to
floppy disk
8.1 Basic computer and
printer operation is
explained
8.2 Computer start-up
and close-down
procedures are used
8.3 Example data is
saved and stored to
hard disk and floppy
disk
Saving, storing and
securing data
Access example data
from hard and floppy
disks
Retrieving data
8.4 Saved data is
accessed
Example documents are
printed
8.5 Documents are
retrieved and printed
9.
Generating a basic
project using a
computer and
relevant Project
Management
software
9.1 Basic project (nine
main tasks) identified
and broken down
into phases
Evidence of Competence
Navigation of Project
Management software
and use of Help
commands
Input and stored data is
retrieved and printed
Tasks are entered to
relevant screen and
linked in a logical
sequence
Basic project containing a
minimum of nine tasks is
saved to disk and printed
Project phasing and
outlining
Data is saved
Precedence networking
9.2 Tasks are linked in
logical sequence of
operation
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Area of Competence
Knowledge and
Understanding
Computer Application
Evidence of Competence
10. Assigning project
task relationships
Use of relevant Project
Management software
Nine example tasks are
linked using:
10.1 Four task
relationships are
identified and
explored
Task relationships:
Tasks are entered and
linked in a logical
sequence of operation
finish to start
•
start to finish
•
start to finish
•
finish to finish
•
finish to finish
•
start to start
•
start to start
Task dependency
relationships indicate lag
and slack time
Slack time
11.1 Task time durations
are identified
11.2 Project ‘elapsed
time’ modelling is
applied
11.3 Project phase data is
entered
finish to start
•
Lag time
11. Assigning task time
durations
•
Relevant Project
Management software
application
Precedence linking the
use of different screen
modes
Project phasing and
outlining
Linked and dated tasks
are given time durations
and screened in PERT
and Gantt chart mode
Time and dated project is
saved and printed in
PERT and Gantt format
including relevant
information on:
Sub-tasks are indicated
•
weeks
•
days
•
hours
•
identified phases
and/or sub-projects
•
sorted by date
Project start time is
entered
Task sorting by date
12. Using Critical Path
Analysis (CPA)
12.1 The critical path of a
project is identified
and its uses
explained and
applied
Critical Path Analysis
(CPA) and task networks
Critical path is identified
on PERT and Gantt
charts
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Time and dated project is
saved and printed in
PERT and Gantt format
indicating critical path
Cambridge International Diploma in Project Management 2007
Area of Competence
Knowledge and
Understanding
Computer Application
Evidence of Competence
13. Identifying
milestones and
summary tasks
•
project phase
•
summaries
•
Outlining techniques are
used using Gantt screen
view
sub-projects and key
progress
Project Gantt report
indicating project
summaries, phases
and/or sub-projects
•
success indicators
13.1 Tasks are grouped
and milestones
indicated as events
marking the
beginning and end of
task groups
13.2 Project plan is
adjusted
Tasks are changed to
milestones and vice versa
Inserting and deleting
tasks from the schedule
Project baselines
(introduction)
Re-ordering task lists and
schedules
Use ‘cut and paste’ or
‘drag and drop’
applications
Project is re-ordered and
task positions and
durations are changed
New tasks are added or
deleted as appropriate
Use project outlining
techniques
Linking and displaying
summary tasks
Displaying alternative
time scales on Gantt
Charts
14. Explaining lag and
slack time
Critical Path Analysis
(CPA)
14.1 Reasons are
identified for
extending and
controlling the time
between the end of
one task and the
start of the next
linked task
Project lag and slack time
Project tracking and
adjusting
Deleting/increasing lag
and/or slack time
between linked tasks
Project completion date is
extended and justified
with printout reports
and/or
Dependency links
Tracking and adjusting
Contract variations
14.2 Reasons for
changing the final
completion date of a
project
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Project completion date is
shortened and justified
with printout reports
Cambridge International Diploma in Project Management 2007
Area of Competence
15. Assigning
resources
15.1 Resources are
identified and
allocated to tasks
within identified
parameters
Knowledge and
Understanding
Computer Application
Evidence of Competence
Resource timetables and
project calendars
Assign and revise the
resourcing of tasks using:
• Gantt chart input
• Network diagram
input
• Resource sheet input
Project resource report
printout
Identify resources as:
• people
• equipment
• materials
• supplies
• money
New resources are added
Resource levelling
(introduction)
15.2 Understand and
apply the need to
use resources
efficiently within
project time scales
and budget
15.3 Understand and
apply the need to
estimate accurately
the cost of
resourcing a project
Project is resourced and
revised with printout
reports
Timetables and calendars
are assigned
Project budgets and
financial management
Resources are removed
Example project is cost
estimated and printed off
as a project proposal
report
Appropriate delivery
schedules and timetables
are produced
Sub-contract schedules
Resource sheets
produced
Site plans and
storage/security details
are produced
Material specifications are
listed
15.4 Plan resource
procurement to
synthesise with
project phase
developments
16. Assigning project
calendars
Critical Path Analysis
(CPA)
16.1 Working and nonworking times are
identified and revised
for the whole project
Project lag and slack time
Project tracking and
adjusting
Dependency links
16.2 Working and nonworking times and
resource availability
is identified and
revised for specific
resources
Contract variations and
resource levelling
Overall project calendars
are assigned, revised and
formatted
Project calendar is
displayed, revised and
printed
Specified resource
calendars are assigned,
revised and formatted
A specific example
resource usage is
displayed, revised and
printed indicating working
timetables
Resource levelling tools
are used
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Cambridge International Diploma in Project Management 2007
Area of Competence
Knowledge and
Understanding
Computer Application
Evidence of Competence
Lag and slack time
Display critical tasks in a
Network diagram in a
different colour
PERT and Gantt charts
are printed from an
example project indicating
critical task in a
highlighted colour
17. Optimising a
project plan
17.1 Identify and evaluate
the critical path of a
project and its role in
adjusting the
completion date of a
project
Project budgets
Critical Path Analysis
Isolate critical tasks from
the project schedule
17.2 Identify and evaluate
slack time in a
project
Display a detailed Gantt
chart indicating free and
total slack time
17.3 Identify and evaluate
time constraints on
specific tasks within
a project schedule
Critical tasks report is
produced
Project timescale is
adjusted by changing task
inputs along the critical
path and printed off
Using an example project
free slack time is
identified and printed off
Using an example project,
total slack time is
identified and printed off
18. Creating a finish to
start schedule
18.1 Identify and apply
the need for a project
to meet specific time
deadlines
Critical Path Analysis
Time constraints and
filters
Apply a deadline
completion date using
specific task time
constraint tools
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A project’s key/identified
task is time constrained to
a stated date and printed
Cambridge International Diploma in Project Management 2007
FOR CENTRE USE ONLY - PLEASE PHOTOCOPY AS REQUIRED
PROJECT MANAGEMENT
UNIT 3. PROJECT DEFINITION AND PLANNING
Student Assessment Record (SAR)
(Page 1 of 3)
Instructions to Tutor:
Please sign and date this form when the candidate can achieve each objective reliably, consistently and
without help. Submit the completed SAR with each assignment to verify it is the candidate’s own work.
COMPETENCE CRITERIA
6.0
7.0
8.0
Please tick when
competence
criteria have been
met
Organising projects
6.1
Understanding conflicts between the needs of the client, the needs of the
project and the needs of the project team
6.2
Synthesise projects to the organisation’s mission
6.3
Use alternative ways of organising projects
6.4
Identify the influence of such factors as: the client organisation, the project
duration and the project outcomes
6.5
Identify the need for project specification, role and responsibility definition,
budget and accounts, and change control procedures
Planning projects
7.1
Use the steps and stages of the planning process
7.2
Identify the use of computers for the project planning and software
7.3
Use of Information Technology project planning tools and applications
Operating a computer, printer and relevant Project Management software
8.1
An awareness of different types of Project Management Software
8.2
Competence in using the software relevant to the project on which the
candidate is working.
I state that the competence criteria have been
achieved and that the submitted assignment is
my own work
I verify that the candidate has achieved all the
competence criteria and that the submitted
assignment is the candidate’s own work
Signed
Signed
Candidate
Name
Tutor
Name
Candidate
number
Centre
Name
Centre
Number
Date
Date
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Cambridge International Diploma in Project Management 2007
FOR CENTRE USE ONLY - PLEASE PHOTOCOPY AS REQUIRED
PROJECT MANAGEMENT
UNIT 3. PROJECT DEFINITION AND PLANNING
Student Assessment Record (SAR)
(Page 2 of 3)
Instructions to Tutor:
Please sign and date this form when the candidate can achieve each objective reliably, consistently and
without help. Submit the completed SAR with each assignment to verify it is the candidate’s own work.
COMPETENCE CRITERIA
9.0
10.0
Generating a basic project using a computer and relevant Project Management software
9.1
Basic project (nine main tasks) identified and broken down into phases
9.2
Tasks are linked in logical sequence of operation
12.0
14.0
Four task relationships are identified and explored
Assigning task time durations
11.1
Task time durations are identified
11.2
Project ‘elapsed time’ modelling is applied
11.3
Project phase data is entered
Using Critical Path Analysis (CPA)
12.1
13.0
Assigning project task relationships
10.1
11.0
Please tick when
competence
criteria have been
met
The critical path of a project is identified and its uses explained and applied
Identifying milestones and summary tasks
13.1
Tasks are grouped and milestones indicated as events marking the
beginning and end of task groups
13.2
Project plan is adjusted
Explaining lag and slack time
14.1
Reasons are identified for extending and controlling the time between the
end of one task and the start of the next linked task
14.2
Reasons for changing the final completion date of a project
I state that the competence criteria have been
achieved and that the submitted assignment is
my own work
I verify that the candidate has achieved all the
competence criteria and that the submitted
assignment is the candidate’s own work
Signed
Signed
Candidate
Name
Tutor
Name
Candidate
number
Centre
Name
Centre
Number
Date
Date
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Cambridge International Diploma in Project Management 2007
FOR CENTRE USE ONLY - PLEASE PHOTOCOPY AS REQUIRED
PROJECT MANAGEMENT
UNIT 3. PROJECT DEFINITION AND PLANNING
Student Assessment Record (SAR)
(Page 3 of 3)
Instructions to Tutor:
Please sign and date this form when the candidate can achieve each objective reliably, consistently and
without help. Submit the completed SAR with each assignment to verify it is the candidate’s own work.
COMPETENCE CRITERIA
15.0
Assigning resources
15.1
15.2
15.3
15.4
16.0
16.2
Working and non-working times are identified and revised for the whole
project
Working and non-working times and resource availability is identified and
revised for specific resources
Optimising a project plan
17.1
17.2
17.3
18.0
Resources are identified and allocated to tasks within identified parameters
Understand and apply the need to use resources efficiently within project
time scales and budget
Understand and apply the need to estimate accurately the cost of resourcing
a project
Plan resource procurement to synthesise with project phase developments
Assigning project calendars
16.1
17.0
Please tick when
competence
criteria have been
met
Identify and evaluate the critical path of a project and its role in adjusting the
completion date of a project
Identify and evaluate slack time in a project
Identify and evaluate time constraints on specific tasks within a project
schedule
Creating a finish to start schedule
18.1
Identify and apply the need for a project to meet specific time deadlines
I state that the competence criteria have been
achieved and that the submitted assignment is
my own work
I verify that the candidate has achieved all the
competence criteria and that the submitted
assignment is the candidate’s own work
Signed
Signed
Candidate
Name
Tutor
Name
Candidate
number
Centre
Name
Centre
Number
Date
Date
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Cambridge International Diploma in Project Management 2007
UNIT FOUR: SYNOPSIS
By the end of unit four the candidate will be able to:
1.
2.
3.
Financially manage projects
•
describe and apply financial models to project selection and rejection
•
apply project selection and ranking techniques
•
read and interpret financial information and reports
•
prepare a project budget and cross-tabulation report indicating monthly cash flow projections.
Manage project budgets
•
identify, understand and apply budgets
•
estimate the cost of projects (linked to Information Technology generated reports).
Gain financial approval
•
understand and apply project budget variations
•
understand and apply financial systems in projects.
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Cambridge International Diploma in Project Management 2007
UNIT 4: Financial Management and Approval
Area of Competence
Knowledge and
Understanding
19. Preparing project
estimates and
budgets
19.1 Understand and
apply how project
budgets are created
and what they are
used for
19.2 Understand and
apply the need to
estimate accurately
the cost of a project
19.3 Explore and evaluate
alternative methods
of estimating project
costs
19.4 Understand and
apply how accuracy
of cost estimates
varies during the six
stages of the project
life-cycle
Project budgets and
financial management
techniques
Computer Application
Evidence of Competence
Use of spreadsheets and
appropriate Project
Management software
A resourced and costed
project plan, with a
minimum of nine tasks
and six resources, is
produced and printed
•
•
Estimates are developed:
• preliminary
• appraisal
• proposal approved
• pre-tender/postcontract
• achieved cost
•
•
•
resource sheets
cross-tabulation
report
project budget report
summary report
earned value report
A project estimate
checklist is produced,
printed and applied
An example completed
project is estimated to the
following standards:
• ‘ball park’ estimate +/30%
• feasibility estimate +/20%
• definitive estimate +/10%
20. Converting
planned/scheduled
work information
into a baseline plan
20.1 Redefine project
mission and
objectives, and
restating of project
outcomes
20.2 Produce a completed
project proposal
Mission and operational
objectives
Convert planned
schedule information into
a baseline plan
Terms of Reference
(ToR)
Produce project report as
a project proposal
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A fully resourced and
costed example project
proposal is produced
Cambridge International Diploma in Project Management 2007
Area of Competence
Knowledge and
Understanding
21. Customising and/or
isolating specific
project information
21.1 Produce specific
management
information for:
Organisation and project
models, diagrams and
charts
Computer Application
Evidence of Competence
Apply information filters to
isolate specific aspects of
the project:
Specific information from
an example project is
isolated and produced in
report format for:
•
all tasks
•
completed tasks
•
slipping tasks
•
critical tasks
•
client
•
task managers
•
suppliers
•
•
Contract schedules,
processes and variations
tasks within date
range
funding bodies
•
Reporting structures
•
milestones
sub-contractors
•
•
summary tasks
other
•
specific manager’s
tasks
•
incomplete tasks
•
in progress tasks
•
fixed date tasks
•
specific group tasks
Line and functional
relationships
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•
two specific task
managers
•
all critical tasks
Cambridge International Diploma in Project Management 2007
FOR CENTRE USE ONLY - PLEASE PHOTOCOPY AS REQUIRED
PROJECT MANAGEMENT
UNIT 4. FINANCIAL MANAGEMENT AND APPROVAL
Student Assessment Record (SAR)
(Page 1 of 1)
Instructions to Tutor:
Please sign and date this form when the candidate can achieve each objective reliably, consistently and
without help. Submit the completed SAR with each assignment to verify it is the candidate’s own work.
COMPETENCE CRITERIA
19.0
20.0
Preparing project estimates and budgets
19.1
Understand and apply how project budgets are created and what they are
used for
19.2
Understand and apply the need to estimate accurately the cost of a project
19.3
Explore and evaluate alternative methods of estimating project costs
19.4
Understand and apply how accuracy of cost estimates varies during the six
stages of the project life-cycle
Converting planned/scheduled work information into a baseline plan
20.1
20.2
21.0
Please tick when
competence
criteria have been
met
Redefine project mission and objectives, and restating of project outcomes
Produce a completed project proposal
Customising and/or isolating specific project information
21.1
Produce specific management information for:
client, task managers, suppliers, funding bodies, sub-contractors, other
I state that the competence criteria have been
achieved and that the submitted assignment is
my own work
I verify that the candidate has achieved all the
competence criteria and that the submitted
assignment is the candidate’s own work
Signed
Signed
Candidate
Name
Tutor
Name
Candidate
number
Centre
Name
Centre
Number
Date
Date
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Cambridge International Diploma in Project Management 2007
ASSIGNMENT 2: PROJECT DEFINITION, ORGANISATION AND FINANCIAL APPROVAL
Assignment 2 focuses on the organisation and structure of the project and its parent organisation. The
relationship with other stakeholders is also clarified and visualised. An effective project structure will enable
the team to meet the needs of all stakeholders in the most efficient way. Organisations may be defined as ‘a
systematic arrangement of parts or elements which have a defined purpose’. All organisations have leaders,
structures and procedures.
Project plans are presented for financial approval once all related costs are subsumed and the most effective
management of time quality and cost has been worked up.
This assignment takes the position that the computer and its software are tools and the results which they
generate are dependent upon the skill and knowledge of the user. Computer-generated project visualisation
as an aid to informed decision making and networking has become a normal part of the project manager’s
toolkit. As such, the candidates should include an electronic (disk) copy of the assessment project. This will
be their specific assessment project, visualised and expressed in a project management software application
of their choice (e.g. Microsoft Project). The disk copy should be submitted in addition to the other
requirements of the assignment.
The use of project management (PM) software has led to higher quality of project planning and better project
performance. The effectiveness of the computer’s contribution to planning and managing a successful
project is dependent on two informed choices:
•
selecting appropriate information technology hardware
•
selecting appropriate software applications.
All PM software applications will produce PERT and Gantt Charts, and will perform Critical Path Analysis
(CPA) without having to purchase specialist or expensive programmes or equipment. Most software
applications will also support viewing and printing the same project data from different perspectives and
approaches as well as providing a wide choice of customised reporting mechanisms.
Part 1: Project Organisation and Structure
Specific Outcome
Candidates must:
•
produce a project management structure with related organisational charts. These should clarify
and define roles, responsibilities and team member specifications.
•
select structures and teams in the context of financial efficiency, appropriate skills, effective
communication, and good decision making.
This part has 4 components:
•
Delivery Organisation’s Management Structure Diagrams
•
Specific Project Management Structure Diagrams
•
Project Team Structure Diagrams (including Sub-Teams)
•
Roles and responsibilities of the Project Team (including Project Manager and Job Specification of
project team).
2.1.1 Delivery Organisation’s Management Structure Diagram
•
Produce a clear management structure diagram indicating the project’s position within the overall
delivery organisation
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2.1.2 Specific Project Management Structure Diagram
•
Produce a clear management structure diagram indicating the project management structure in
your proposed project. Also clearly indicated should be links to project partners and other
stakeholders.
2.1.3 Project Team Structure Diagrams
(This diagram supplements 2.1.2 above and provides detail of sub-project, or sub-contractor’s team
structural relationships.)
•
Produce a clear management diagram which indicates the project team structure in your proposed
project. Candidates should also clearly indicate links to sub-project/sub-contract teams, if relevant.
This may be achieved by adding more detail to 2.1.2 above.
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2.1.4 Roles and Responsibilities of the Project Team
(Including the Project Manager and Job Specification of the project team.)
Produce clear statements identifying the role function, specification and responsibility of each of the
team roles identified in 2.1.3 above.
In the case of a large project, at least six team member roles should be indicated and specified.
Part 2: Project Planning and Implementation
Specific Outcomes
Candidates must:
•
plan and communicate time, financial and physical resources to maximum effect
•
ensure the project achieves financial approval from the funding agency and moves to the
implementation stage
•
prepare the project file for internal assessment by the course tutor.
This part has two components:
•
A Gantt (Timeline) Chart
•
A PERT (Network Flowchart) Chart
2.2.1 Gantt Charts (Time Line): Guidance Notes
A Gantt Chart visually indicates the project tasks superimposed on a time frame. This can initially be
done with pencil and paper, but the use of a computer and an appropriate project management
software application is essential for assessment.
• Input and print off a Gantt Chart Report to the following criteria:
-
Tasks visualised on a timeline, in a logical flow with durations. They should be grouped into
Phases or Summaries
-
Task inputs and outputs are connected with Dependency Links for a minimum of two types
(Finish to Start; Start to Start; Finish to Finish)
-
Start and Finish dates are indicated
-
In chronological order, earliest dates indicated at the top of the chart
-
Gantt Chart indicates entire project schedule (Zoomed)
-
Critical Path Analysis (CPA), and Critical Tasks, of the project schedule are indicated in red
-
Project Milestones are indicated
-
Key Tasks with constrained dates are indicated, if appropriate
-
Task Notes are added where appropriate
-
Resources are allocated to Tasks, but not necessarily shown on the Gantt Report printout
-
Columns are adjusted to show all Task Name text
-
Project Legend is displayed
-
not (at this stage) saved with a Baseline, but prepared with all associated costs for presentation
for financial approval.
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2.2.2 Network Diagram (Network Flowchart Diagram): Guidance Notes
The PERT Chart, or network flowchart, visually maps the project task relationships, but not in the
context of a time frame. This work can initially be done with a pencil and paper, but the use of a
computer and an appropriate PM Software Application is essential for assessment purposes.
• Print off a PERT Chart of the project schedule above (2.2.1) to the following criteria:
-
All Task Nodes are reduced to smallest size
-
Critical Path Analysis is indicated in red (or bold)
-
Task Dependency Links are indicated using Orthogonal (right angle) layout
-
Entire PERT is zoomed down to smallest readable size to reduce the size of the printed PERT
report.
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UNIT FIVE: SYNOPSIS
By the end of unit five the candidate will be able to:
1.
2.
3.
Manage organisational change
•
define change in an applied project context
•
establish the major characteristics of planned change
•
understand and apply managing change techniques from an analysis of change occurring in a
participant’s own organisation and workplace
•
examine and overcome barriers to change
•
assess and list leadership skills appropriate to the change agent.
Manage conflict
•
define project conflict
•
identify strategies to reduce conflict and enable the project process
•
explore the skills of effective negotiation and determine the conditions for achieving higher levels of
performance
•
define and apply the arbitration – negotiation and facilitation process.
Using computers to manage all aspects of the project life-cycle stage
•
apply Information Technology for decision making, tracking and monitoring a project
•
understand the use of a project file
•
monitor, evaluate and report on projects.
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UNIT 5: Project Management and Implementation
Area of Competence
Knowledge and
Understanding
Computer Application
22. Using change
management
techniques
Change models
Force field analysis
models
Apply information filters to
isolate specific aspects of
the project:
22.1 Understand and
define the nature of
change and apply
change management
techniques
•
•
all tasks
•
completed tasks
•
slipping tasks
•
critical tasks
Produce and apply to a
project an example model
of force field analysis
•
tasks within date
range
Include an evaluation of
this process
•
milestones
•
summary tasks
•
specific manager’s
tasks
Produce and apply to a
project an example model
for creating effective and
managed change
22.2 Explore and apply
alternative methods
of managing change
•
short-lived, temporary
or cyclical change
relatively long-lived
change and stable
change
•
reversible change
•
irreversible change
•
incomplete tasks
•
in progress tasks
•
fixed date tasks
•
specific group tasks
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Evidence of Competence
Include an evaluation of
this process
Cambridge International Diploma in Project Management 2007
Area of Competence
Knowledge and
Understanding
Computer Application
23. Problem solving
techniques for
projects
Apply information filters to
isolate specific aspects of
the project:
23.1 Understand and
analyse examples of
the range and
diversity of problems
encountered in
projects
•
all tasks
•
completed tasks
•
slipping tasks
•
critical tasks
•
tasks within date
range
•
milestones
•
summary tasks
•
specific manager’s
tasks
•
incomplete tasks
•
in progress tasks
•
fixed date tasks
•
specific group tasks
23.2 Develop and apply
technique to identify,
understand and
solve problems
Ishikawa models
(fishbones)
Apply criterion-referenced
risk assessment by
running computergenerated ‘what if’
projections
Decision tree models
Problem solving
techniques
Delphi models
Evidence of Competence
Produce an Ishikawa
(fishbone) diagram to
identify and analyse
cause and effect for
example problem
Produce a decision tree
as above
Agree a problem solution
using the Delphi method
(group work)
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Area of Competence
Knowledge and
Understanding
Computer Application
Evidence of Competence
24.1 Define the nature of
project conflicts
Communication and
interpersonal skills of the
project manager
Apply information filters to
isolate specific aspects of
the project:
Copies of meeting
minutes and reports are
formatted and printed out
24.2 Explore methods of
resolving conflicts
•
avoiding
•
all tasks
•
dispersing
•
completed tasks
•
containing
•
Identify four alternatives
for resolving conflict and
provide examples of each
slipping tasks
•
confronting
•
critical tasks
Bargaining zone models,
negotiating skills and
procedures
•
tasks within date
range
•
milestones
Project boundaries and
parameters
•
summary tasks
•
specific manager’s
tasks
•
incomplete tasks
•
in progress tasks
•
fixed date tasks
•
specific group tasks
24. Analyse project
conflicts
24.3 Explore the skills of
effective negotiation
Apply criterion-referenced
risk assessment by
running computergenerated ‘what if’
projections
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Produce a diagram
indicating the bargaining
zone
Indicate an example
project parameters
Complete a checklist
which identifies and
evaluates negotiating and
bargaining skills
Cambridge International Diploma in Project Management 2007
Area of Competence
Knowledge and
Understanding
Computer Application
Evidence of Competence
Success criteria relating
to:
Extract specific
information from software
application
Produce and complete an
evaluation on project
control and monitoring
Produce computergenerated status reports
Either:
25. Monitoring project
progress
25.1 Report the status
and progress of
partially completed
example projects
•
performance
•
cost
•
time
•
quality
26. Comparing actual
and planned
progress
Terms of Reference
(ToR)
26.1 Collect and monitor
information and
update project
schedules to reflect
changes or indicate
progress
Project baseline and
tracking techniques
26.2 Produce and present
project status reports
against various
factors
•
Apply information filters to
isolate specific aspects of
the project:
•
all tasks
•
completed tasks
•
slipping tasks
•
critical tasks
•
tasks within date
range
•
milestones
•
summary tasks
•
specific manager’s
tasks
•
incomplete tasks
•
in progress tasks
•
fixed date tasks
•
specific group tasks
Collect and monitor
information and update
project schedules to
reflect changes or
indicate progress
•
time
•
Produce and present
project status reports:
cost
•
status Gantt chart
quality
•
•
supporting
information
a project’s time
duration is effectively
shortened, justified
and reported
or
•
a project’s time
duration is effectively
lengthened, justified
and reported
Project progress is
monitored/tracked/
adjusted and a periodic
status or progress report
is produced for a project
steering group or other
stakeholders
Printouts or written
evidence demonstrating
that project progress is
tracked and adjusted
These should be
accompanied by periodic
status or progress
reports, produced for a
project steering group or
other stakeholders
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Area of Competence
Knowledge and
Understanding
Computer Application
•
the project baseline
plan
Produce resource usage
summary tables
•
the project baseline
budget
Evidence of Competence
27. Monitoring
resource allocation
and taking action
27.1 Measure and test
project performance
against identified
success criteria
(time, cost and
quality)
27.2 Decide:
• what is to be
done
• when those
actions need to
be done
• who is to do them
• what equipment,
tools and
resources are
needed
27.3 Management
information will be
meaningful, usable,
easily understood
and capable of
change
Resource levelling
techniques
Adjust resourcing to
specific tasks
Management structure
diagrams and models
Level over-allocated
resources
Communication models
and reporting structures
Evidence which
demonstrates resolution
of resource conflicts in an
example project, using
resource levelling
techniques
Two example project
plans are compared and
justified:
•
before resource
levelling
•
after resource
levelling
Project management
diagram and reporting
structure, indicating line
and functional
relationships, are
produced
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FOR CENTRE USE ONLY - PLEASE PHOTOCOPY AS REQUIRED
PROJECT MANAGEMENT
UNIT 5. PROJECT MANAGEMENT AND IMPLEMENTATION
Student Assessment Record (SAR)
(Page 1 of 2)
Instructions to Tutor:
Please sign and date this form when the candidate can achieve each objective reliably, consistently and
without help. Submit the completed SAR with each assignment to verify it is the candidate’s own work.
COMPETENCE CRITERIA
22.0
Using change management techniques
22.1
Understand and define the nature of change and apply change management
techniques
22.2
23.0
23.2
25.0
Explore and apply alternative methods of managing change
Problem solving techniques for projects
23.1
24.0
Please tick when
competence
criteria have been
met
Understand and analyse examples of the range and diversity of problems
encountered in projects
Develop and apply technique to identify, understand and solve problems
Analyse project conflicts
24.1
Define the nature of project conflicts
24.2
Explore methods of resolving conflicts
24.3
Explore the skills of effective negotiation
Monitoring project progress
25.1
Report the status and progress of partially completed example projects
I state that the competence criteria have been
achieved and that the submitted assignment is
my own work
I verify that the candidate has achieved all the
competence criteria and that the submitted
assignment is the candidate’s own work
Signed
Signed
Candidate
Name
Tutor
Name
Candidate
number
Centre
Name
Centre
Number
Date
Date
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Cambridge International Diploma in Project Management 2007
FOR CENTRE USE ONLY - PLEASE PHOTOCOPY AS REQUIRED
PROJECT MANAGEMENT
UNIT 5. PROJECT MANAGEMENT AND IMPLEMENTATION
Student Assessment Record (SAR)
(Page 2 of 2)
Instructions to Tutor:
Please sign and date this form when the candidate can achieve each objective reliably, consistently and
without help. Submit the completed SAR with each assignment to verify it is the candidate’s own work.
COMPETENCE CRITERIA
26.0
27.0
Please tick when
competence
criteria have been
met
Comparing actual and planned progress
26.1
Collect and monitor information and update project schedules to reflect
changes or indicate progress
26.2
Produce and present project status reports against various factors
Monitoring resource allocation and taking action
27.1
Measure and test project performance against identified success criteria
(time, cost and quality)
27.2
Decide what is to be done; when those actions need to be done; who is to do
them; what equipment, tools and resources are needed
27.3
Management information will be meaningful, usable, easily understood and
capable of change
I state that the competence criteria have been
achieved and that the submitted assignment is
my own work
I verify that the candidate has achieved all the
competence criteria and that the submitted
assignment is the candidate’s own work
Signed
Signed
Candidate
Name
Tutor
Name
Candidate
number
Centre
Name
Centre
Number
Date
Date
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UNIT SIX: SYNOPSIS
By the end of unit six the candidate will be able to:
1.
Gain project closure and hand over
•
identify the components of project hand over
•
complete project implementation reports
•
produce audit checklists
•
produce hand over report.
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UNIT 6: Project Closure and Hand Over
Area of Competence
28. Effective project
closure or hand
over
28.1 Define and
understand the
problems and issues
of project closure
28.2 Explore alternative
methods for
undertaking project
closure or hand over
28.3 Evaluate and report
on a project against
original Terms of
Reference and
project specification
Knowledge and
Understanding
Computer Application
Evidence of Competence
Outstanding task reports
cost appraisal
Printouts of outstanding
task(s)
Original mission, purpose
and Terms of Reference
Baseline plan and budget
•
establish what work
or tasks are
outstanding
•
generate a brief
project report, or
project history
•
conduct post project
appraisal or audit
Produce a project history
Produce a project cost
appraisal
Original mission, purpose
and Terms of Reference
Extract information from
computer-generated
Gantt charts
Produce and complete a
project closure (hand
over) checklist
Produce computergenerated reports
against:
Produce a checklist for
evaluation of the project
•
performance
•
time
•
cost
•
quality
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Collate risk assessment
report for future projects
Cambridge International Diploma in Project Management 2007
FOR CENTRE USE ONLY - PLEASE PHOTOCOPY AS REQUIRED
PROJECT MANAGEMENT
UNIT 6. PROJECT CLOSURE AND HAND OVER
Student Assessment Record (SAR)
(Page 1 of 1)
Instructions to Tutor:
Please sign and date this form when the candidate can achieve each objective reliably, consistently and
without help. Submit the completed SAR with each assignment to verify it is the candidate’s own work.
COMPETENCE CRITERIA
28.0
Please tick when
competence
criteria have been
met
Effective project closure or handover
28.1
Define and understand the problems and issues of project closure
28.2
Explore alternative methods for undertaking project closure or hand over
28.3
Evaluate and report on a project against original Terms of Reference and
project specification
I state that the competence criteria have been
achieved and that the submitted assignment is
my own work
I verify that the candidate has achieved all the
competence criteria and that the submitted
assignment is the candidate’s own work
Signed
Signed
Candidate
Name
Tutor
Name
Candidate
number
Centre
Name
Centre
Number
Date
Date
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ASSIGNMENT 3: PROJECT MONITORING AND HAND OVER
Specific Outcomes
Candidates must:
•
use information technology to generate effective, clear project plans and reports to enable judgements
and evaluations of the progress to be made by the project stakeholders
•
use progress reports to enable effective decision making by the project stakeholders.
Part 1: Project Monitoring, Variations and Adjustments
• state the PM Software being used in the management of your project, with a brief justification comment
• state the IT system being used (IBM; Apple Macintosh; other) and details of system requirements
(information from Software Package Box)
• access and print Project Overview reports, or Project Summary reports for monitoring or status purposes
at relevant progress stages, indicating the following data:
-
total number of tasks or activities
-
total project cost
-
total project time scale
-
number of completed tasks (if relevant)
-
number of unstarted tasks (if relevant)
• access and print a Tracking Gantt Chart using the following criteria:
-
actual progress compared with baseline plan
-
slipping tasks identified
-
state proposed action, or action taken, against slipping tasks
-
state/quantify the effect on the project end date and project budget
-
state/quantify the effect on the contingency budget.
• comment on progress or status and indicate management action
• electronic (disk) copy
NB: the disk should be authenticated by the Centre Administrator and clearly marked with the candidate’s
name, Centre number, project name, project management software used, together with the version or
release information.
Part 2: Project Hand Over: Guidance Notes
Project Hand Over, or Closure, is achieved when the acceptance criteria stated in 1.1.3 above are met, and
the client or beneficiary is convinced that there are no outstanding tasks to be done. If final project closure
cannot be achieved within the time scale of the course, an agreed project phase, or sub-project, must be
used to generate Part 2 of Assignment Three. Failing this, the content of Part 2 of Assignment Three must
be negotiated with the Course Tutor.
• Produce and complete a Deliverable or Technical Specification Hand Over checklist appropriate and
relevant to your project.
The layout and format of your hand over checklist should be based upon the information generated in
1.1.3 (deliverables and acceptance criteria) above.
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• Produce and complete a final Project Hand Over/Closure report, with commentary, to include the
following:
-
Final Tracking Gantt is compared with Baseline Plan (was the time component achieved?)
-
Final accounts are compared with original and revised budget (were the budget costs achieved?)
-
Final Contingency Plan is compared with original and revised Contingency Plan
-
Actual Risk Occurrence and Impact are compared with original Risk Assessment
-
Final staffing actions are explained (including re-deployment of project staff if appropriate)
-
Final Project meeting minutes are included.
Copies of syllabuses, past papers and Examiners’ Reports are available on CD ROM and can be
ordered using the Publications Catalogue, which is available at www.cie.org.uk under
‘Qualifications & Diplomas’ – ‘Order Publications’.
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