L6M5: Strategic Programme Leadership ebook Pdf notes CIPS

L6M5: Strategic Programme Leadership

Learning outcomes


1.0  Understand contracting for programmes

1.1  Compare contracting options for programmes

  • Client coordinated approaches to major projects
  • Engineering, procurement and construction (EPC)/design and build forms of contract
  • Management contracting and construction management
  • Design, build, operate and ownership forms of contract
  • Public and private sector partnerships

1.2  Evaluate contract forms for programmes

  • The role of institutes and professional bodies in developing contract forms:
  • The New Engineering Contract (NEC) core and optional clauses
  • International Federation of Consulting Engineers (FIDIC) contract forms
  • Institution of Mechanical Engineers (IMechE) contract forms
  • Joint Contracts Tribunal (JCT) contract forms
  • CIPS model forms of contract
  • Comparisons of main contractual terms andschedules

1.3  Assess the use of pricing mechanisms for programmes

  • Fixed lump sum pricing
  • Activity schedule pricing
  • Bills of quantity
  • Target costing methods and risk and reward pricing mechanisms
  • Cost reimbursable contracts

1.4  Contrast methods of investment appraisal for programmes

  • Purpose of investment appraisal
  • Payback analysis
  • Average rate of return
  • Discounted cash flow
  • The choice of discount factor
  • Calculating net present values
  • Calculating the internal rates of return
  • The strengths and weaknesses of different methods of investment appraisal

2.0  Understand programme leadership approaches

2.1  Assess approaches to strategic cost management for programmes

  • Fixed and variable pricing methods
  • Budgetary control and variance analysis
  • Value engineering
  • Consortium based procurement
  • The use of open book costing and cost transparency

2.2  Analyse the use of financial and management information on the performance of programmes

  • Estimating budgets for projects
  • Measurement, monitoring control and improvement
  • Project tracking and control mechanisms
  • Controlling variations, claims/compensation events
  • Implementing remedial actions

2.3  Analyse the impact of programme performance on the supply chain

  • Consequential losses resulting from default
  • Assessment of damages
  • Contractual warranties and conditions
  • Specific performance
  • Termination clauses

2.4  Assess the implications of programme closure on the supply chain

  • Obtaining client acceptance
  • Installing deliverables
  • Conducting project audits
  • Knowledge management
  • Communicating the review, evaluation and learning

3.0  Understand the role of culture on achieving programme success

3.1  Critically assess the concept of organisational culture

  • The meaning of organisational culture
  • The ingredients of culture
  • Identifying culture
  • Levels of culture
  • Cultural web
  • The four types of culture
  • Power culture
  • Task culture
  • Role culture
  • Person culture

3.2  Analyse the influence of national culture onprogramme success

  • Cultural similarities and differences
  • Language, religion, social, laws, politics, education systems, values and attitudes

3.3  Analyse tools and techniques which support cultural change

  • Ignoring the culture
  • Managing around the culture
  • Changing behaviours
  • Education vs. persuasion
  • Coercion to change attitudes
  • Recruitment policy, selection, promotion and reward
  • Redundancy policy and alter workforce composition

Leave a Reply

Your email address will not be published. Required fields are marked *