Being equipped with the knowledge, skills and behaviours to manage and lead in a variety of organisational settings is essential if an individual and their organisation are to succeed.

Assessment brief CMI 604 has been designed to enable learners to understand innovation and change within organisational contexts. It explores the rationale for innovation and change, such as the impact of technology and digitalisation. Most importantly it focuses on the know how’s, values and behaviours that will ultimately equip the professional leader and manager to drive innovation and change successfully.

Assessment brief CMI 604 Unit Strategic Programme and Project Management features the following assessment tasks. Further detail is provided against each assessment task within the brief.

Guideline word count

The written word, however generated and recorded, is still expected to form the majority of assessable work produced by Learners at Level 6. The amount and volume of work for this unit should be broadly comparable to a word count of 3500-4000 words within a margin of +/-10%. The excessive use of word count is not grounds for referral, however the CMI reserve the right to return work to the Centre for editing and resubmission by the Learner.

The following are excluded from inclusion in word count, if used and not required by the assessment brief an introduction to a job role, organisation or department, index or contents pages, headings and sub headings, diagrams, charts and graphs, reference list or bibliography, reflective statement drawn from undertaking the assignment and how this has impacted on the learner’s work.

Please see the CMI Assessment Guidance Policy for further guidance.

Programme and project management is an essential skill for a professional leader and manager to develop. Whilst a project is singular, programmes will encompass a range of projects. The reality of managing programmes and projects is complicated. There are a broad range of multi-dimensional issues which influence how these are led; not least the impact of stakeholder involvement, financing, resourcing and appetite for risk. Ultimately the success of a programme or project is judged on the achievement of goals within the parameters of cost, quality, resources used and timescales. 

New projects and programmes which are yet to begin include:You are employed by C.D Services which designs, builds and commissions infrastructure for retail, commercial, schools and hospitals as well as providing services and support to customers (i.e. catering, security, facilities management, human resources, customer services).

• The acquisition and commission of new ICT systems for a public sector client.
• The design and delivery of new products (e.g. digital and physical products) for a private sector client.
  • Design and delivery of services (i.e. catering, facilities management and IT support) for a school’s academy trust which has chosen to outsource these services.
  • Design and delivery of services for a large manufacturing company (i.e. human resources, customer service and facilities management).
  • Building business capabilities for a range of public and private customers (e.g. learning and development, management and leadership).
  • Supporting an IT company to develop new business capabilities and markets.

You have been asked to lead a programme or project of your choice from the list above. As part of your role, you will provide advice on appropriate programme and project management approaches (including the selection of appropriate tools and techniques). You will give advice on the delivery of programmes and projects which takes into consideration public and private sector customers, customer expectations and national and international standards, legal and regulatory requirements. You will need to consider the challenges of programme and project management. Notable challenges include:

• Corporate social responsibility (CSR) and sustainability
• Resourcing
• Operating within a global and cross border context
• Managing the direct and indirect impact of projects and programmes on stakeholders
• The impact of diversity and culture
• The role of managers and leaders in strategic project and programme management

Basing your response on Scenario A, or an organisation you know well or have researched, you are required to write a written account entitled:

‘The scope, impact and challenges of strategic programme and project management’

The report must be presented in TWO (2) sections.

1a. The scope and impact of programmes and projects within an organisational context

You are required to investigate the scope and impact of programmes and projects within an organisational context. (AC1.1)

1b. The challenges of strategic programme and project management

You are required to critically assess a minimum of FOUR (4) challenges of strategic of programme and project management. (AC1.2)

To develop an appropriate strategy for programme and project management professional managers and leaders must have a good understanding of the role in different organisational contexts. This not only includes different approaches but also different tools, techniques, factors which influence programme and project management.

More importantly, professional managers and leaders need to be able to reflect on the relevance and suitability of different approaches, structures, tools and techniques in different contexts and settings noting also customer and stakeholder needs.

You are required to produce a management report entitled:

‘The factors and approaches for delivering a strategy for programme or project management’

The management report be presented in THREE (3) sections. The management report may be based on a programme or project outlined in Scenario A, or a programme or project within an organisation you know well or have researched.

2a. The factors which influence organisational strategy for programme and project management

You are required to critically appraise the factors which influence organisational strategy for programme and project management. (AC2.1)

2b. The approaches for delivering programme and project management in an organisational context.

You are required to critically appraise TWO (2) different approaches for delivering programme and project management. (AC2.2)

2c. The structure, tools and techniques used for programme and project management. You are required to evaluate:

1. A minimum of TWO (2) structures used for programme and project management
2. A minimum of FIVE (5) tools and techniques used in programme and project management* (AC2.3)

*Please note: it is not sufficient just to describe a tool or technique, there must be an evaluation which includes the relevance/application of the tool or technique within an organisational context.

Leading programmes and projects require skills and expertise to ensure these achieve the required results. This task has been designed for the professional manager and leader to critically appraise the professional skills required to lead programmes and projects to success. 1.1 Investigate the scope and impact of programmes and projects within an organisational context

You are required to write an account entitled:

‘Leading programmes and projects to achieve results’

The account must critically appraise a minimum of FIVE (5) professional skills required to lead programmes and projects to success. (AC3.1)

Please note: it is not sufficient just to describe the professional skill, there must be an evaluation which includes the relevance/application to leading programmes and projects within an organisational context.