Business Project and Programme Management

Assignment Brief

Business Project and Programme Management (BMT7075)

2.1 Questions

You have been asked by the Chief Executive who chairs the Programme Board to provide an initial report to SB considering the following key issues. 

For part A you are required to write a 3,500-word consultancy report, in this case a programme plan, from which they could deliver this strategic business transformation. 

The report must cover the following:

• Business Case/Programme Management– Identify and critically evaluate the key issues to be considered for the overall Strategic transformation programme and in particular provide detailed advice on the key Business Case issues relating to the Manufacturing Location options.  How would you recommend these are assessed and managed through the delivery of the 2-year programme?
• Programme Scope and Deliverables -Identify and critically evaluate the Programme Scope and Deliverables giving a detailed analysis of the Product Development project;
• Estimating and Scheduling - Identify and Critically evaluate the estimating and scheduling issues/approaches for the Programme but also for each project noting the key differences;
• Risk and Issues Management -Provide a justified Risk Management strategy identifying up to 5 key risks/issues and potential mitigation steps;
• Programme Management Organisation, Governance and Stakeholders - Recommend how the organization should structure and organise for the good practice delivery and governance of the Programme considering its existing structures and challenges including the various projects? Identify and critically analyse the views of stakeholders especially in respect of the outsourcing/location of Manufacturing?
• Programme Control - Identify and critically evaluate the Programme Control methods for managing the transformation and justify your choices. Show how would you approach the development of a detailed plan and identify key milestones for the Programme.
• Contracting and Supplier Management - Critically evaluate the options for procuring, supplier selection and contracting the consultancy Contract for the Centre of Excellence.

It is important that you research how other organizations have approached the project/programme management of strategic change in support of your advice on ALL the points indicated above.

For part B, to support delivery of the projects and the programme you are required to write a 750-word consultancy report. This separate report should identify how you would recommend that the company organizes and manages the strategic change based on recommended Best Practice Frameworks especially considering the P3M3 assessment. The report must:

1. Compare the advantages and disadvantages of two Project/programme Management Frameworks/Techniques of your choice in terms of how they would achieve improved management performance relating these to the case study 
2. Critically justify your choice of frameworks and analyse why they are relevant to the Case Study? Highlighting the challenges faced.
3. Reflect on the choices and provide a clear recommendation for improving Project/programme Management Performance within SB.

2.2 Assessment Submission Structure

You may structure Parts A and B in any way you choose but both will need to be in the form of management reports.

2.3 Assessment Marking Scheme (Student Version)

The overall assignment is marked out of 100. The following table shows the mark allocation and the approach required for Parts A and B

Sample Answer

Consultancy Report for Strategic Business Transformation

Setting the Stage

SB is embarking on a highly ambitious two-year strategic transformation programme aimed at reshaping its manufacturing, product development, and operational model. The programme is not simply a set of isolated projects but rather an integrated portfolio of change initiatives that require coherence, strong governance, and a clear business case. The central question facing the Programme Board, chaired by the Chief Executive, concerns the location of manufacturing and the related strategic choices that will influence cost efficiency, market competitiveness, and long-term sustainability. This report provides detailed advice on the programme’s business case, scope, risk management, scheduling, governance, and supplier strategies, drawing on best practice from programme management frameworks and lessons from other organisations that have undergone similar transformations.

Business Case and Manufacturing Location Decisions

A successful transformation programme must be anchored in a robust business case that demonstrates not only financial viability but also strategic alignment with long-term corporate goals. For SB, the critical issue lies in evaluating the trade-offs between maintaining manufacturing domestically versus outsourcing to an alternative global location. The domestic option offers greater control, cultural alignment, and shorter supply chains but may carry higher labour and compliance costs. Outsourcing, conversely, promises cost efficiencies and access to specialist skills but carries risks of quality management, intellectual property leakage, and potential stakeholder resistance.

The business case must therefore extend beyond narrow cost analysis and integrate risk, stakeholder sentiment, and strategic flexibility. A structured evaluation framework such as the HM Treasury’s Five Case Model can be applied, addressing the strategic, economic, commercial, financial, and management dimensions. During delivery, the business case should not remain static but must be revisited at stage-gates throughout the two-year programme. This ensures that changing conditions in currency markets, supply chains, and trade regulations are considered before irreversible commitments are made.

Programme Scope and Deliverables

The scope of the transformation must be carefully defined to avoid the twin risks of overreach and fragmentation. The programme is envisaged as a portfolio of projects with the central pillar being a Product Development initiative. This project is not merely about designing a new product line but also about embedding innovation processes, digital design capabilities, and cross-functional collaboration across engineering, marketing, and operations. Deliverables should therefore be conceived not only as physical outputs (prototypes, production lines, market launches) but also as intangible capabilities such as knowledge transfer, improved R&D cycles, and enhanced supply chain agility.

A common failing in comparable organisations has been underestimating the integration challenge between product design and manufacturing decisions. For example, Rolls-Royce faced difficulties when design functions were separated geographically from production, leading to communication breakdowns and delays. SB must learn from such cases and ensure that deliverables are structured to reinforce integration across organisational silos.

Continued...