OTHM Level 7 Diploma in Project Management Spec 2020 05 PDF

OTHM LEVEL 7 DIPLOMA IN PROJECT MANAGEMENT | SPECIFICATION
OTHM LEVEL 7 DIPLOMA IN

PROJECT MANAGEMENT
Qualification Number: 603/5638/8
Specification | March 2020
SPECIFICATION | MARCH 2020 WWW.OTHM.ORG.UK PAGE 1 OF 34

TABLE OF CONTENTS
QUALITY, STANDARDS AND RECOGNITIONS ................................................................... 3
REGULATORY INFORMATION ............................................................................................. 3
EQUIVALENCES .................................................................................................................... 3
DEFINITIONS ......................................................................................................................... 4
ENTRY REQUIREMENTS ...................................................................................................... 4
PROGRESSION ..................................................................................................................... 5
DELIVERY OF OTHM QUALIFICATIONS .............................................................................. 5
ASSESSMENT AND VERIFICATION ..................................................................................... 5
OPPORTUNITIES FOR LEARNERS TO PASS ..................................................................... 5
RECOGNITION OF PRIOR LEARNING AND ACHIEVEMENT ............................................. 5
EQUALITY AND DIVERSITY .................................................................................................. 6
UNIT SPECIFICATIONS ......................................................................................................... 7
PLANNING, CONTROLLING AND LEADING A PROJECT ............................................... 8
PROCUREMENT RISK AND CONTRACT MANAGEMENT ............................................ 15
ADVANCED PROJECT AND LOGISTICS MANAGEMENT ............................................. 19
OPERATIONS AND INFORMATION MANAGEMENT FOR PROJECT MANAGERS ..... 25
ADVANCED RESEARCH METHODS .............................................................................. 31
IMPORTANT NOTE .............................................................................................................. 34

QUALIFICATION OBJECTIVES
The OTHM Level 7 Diploma Project Management qualification is designed to meet the needs
of senior managers responsible for projects and provide a comprehensive understanding of
the fundamental topics needed to manage business projects within a complex and ever-
changing environment.
This qualification will develop a deeper understanding of both theoretical and practical
aspects of project, programme and portfolio management and facilitate the essential skills
and competences necessary to plan, monitor, control and deliver successful projects,
programmes and portfolios.
QUALITY, STANDARDS AND RECOGNITIONS

OTHM Qualifications are approved and regulated by Ofqual (Office of Qualifications and
Examinations Regulation). Visit register of Regulated Qualifications.
OTHM has progression arrangements with several UK universities that acknowledges the
ability of learners after studying Level 3-7 qualifications to be considered for advanced entry
into corresponding degree year/top up and Master’s/top-up programmes.
REGULATORY INFORMATION
Qualification Title OTHM Level 7 Diploma in Project Management
Qualification Ref. Number 603/5638/8
Regulation Start Date 17/03/2020
Operational Start Date 20/03/2020
Duration 1 Year
Total Credit Value 120 Credits
Total Qualification Time (TQT) 1200 Hours
Guided Leaning Hours (GLH) 480 Hours
Sector Subject Area (SSA) 15.3 Business Management
Overall Grading Type Pass / Fail
Assessment Methods Coursework
Language of Assessment English
EQUIVALENCES
The OTHM Level 7 diplomas on the Regulated Qualifications Framework (RQF) are at the
same level as master’s degrees. However, they are shorter (120 credits), and learners will
have to proceed to the dissertation stage (60 credits) with university to achieve a full masters
programme.

QUALIFICATION STRUCTURE
The OTHM Level 7 Diploma in Project Management qualification consists of 5 mandatory
units for a combined total of 120 credits, 1200 Hours Total Qualification Time (TQT) and 480
Guided Learning Hours (GLH) for the completed qualification.
Unit Ref. No. Unit title Credit ECTS GLH TQT
F/618/0223 Planning, Controlling and Leading a Project 30 15 120 300
R/618/0226 Procurement Risk and Contract Management 30 15 120 300
H/618/0229 Advanced Project and Logistics Management 20 10 80 200
K/618/0233 Operations and Information Management for 20 10 80 200
Project Managers
A/618/0236 Advanced Research Methods 20 10 80 200
DEFINITIONS
Total Qualification Time (TQT) is the number of notional Hours which represents an
estimate of the total amount of time that could reasonably be expected to be required in
order for a learner to achieve and demonstrate the achievement of the level of attainment
necessary for the award of a qualification.
Total Qualification Time is comprised of the following two elements –

a) the number of Hours which an awarding organisation has assigned to a qualification
for Guided Learning, and
b) an estimate of the number of Hours a Learner will reasonably be likely to spend in
preparation, study or any other form of participation in education or training, including
assessment, which takes place as directed by – but, unlike Guided Learning, not
under the Immediate Guidance or Supervision of – a lecturer, supervisor, tutor or
other appropriate provider of education or training.
(Ofqual 15/5775 September 2015)
Guided Learning Hours (GLH) are defined as the Hours that a teacher, lecturer or other
member of staff is available to provide immediate teaching support or supervision to a
student working towards a qualification.
Credit value is defined as being the number of credits that may be awarded to al learner for
the successful achievement of the learning outcomes of a unit. One credit is equal to 10
Hours of TQT.
ENTRY REQUIREMENTS
Learner should possess an undergraduate degree (or equivalent qualification at level 6). The
degree can be in any subject, although we may give preference to learners with knowledge
of relevant areas include business studies, economics, events management, and operations
research. However, learners with qualifications in other disciplines, such as engineering, IT,
environmental sciences, the humanities and languages are also encouraged to apply.
Alternative professional qualifications with at least three years' relevant professional
experience will also be considered.
English requirements: If a learner is not from a majority English-speaking country, they

must provide evidence of English language competency. For more information visit English
Language Expectations page.

PROGRESSION
Successful completion of the OTHM Level 7 Diploma in Project Management qualification
enables learners to progress into or within employment and/or continue their study towards a
relevant master top-up programme with advanced standing at many universities in the UK
and overseas. For more information visit University Progressions page.
DELIVERY OF OTHM QUALIFICATIONS

OTHM do not specify the mode of delivery for its qualifications, therefore OTHM Centres are
free to deliver this qualification using any mode of delivery that meets the needs of their
Learners. However, OTHM Centres should consider the Learners’ complete learning
experience when designing the delivery of programmes.
OTHM Centres must ensure that the chosen mode of delivery does not unlawfully or unfairly
discriminate, whether directly or indirectly, and that equality of opportunity is promoted.
Where it is reasonable and practicable to do so, it will take steps to address identified
inequalities or barriers that may arise.
Guided Learning Hours (GLH) which are listed in each unit gives the Centres the number of
Hours of teacher-supervised or direct study time likely to be required to teach that unit.
ASSESSMENT AND VERIFICATION

All units within this qualification are internally assessed by the centre and externally verified
by OTHM. The qualifications are criterion referenced, based on the achievement of all the
specified learning outcomes.
To achieve a ‘pass’ for a unit, learners must provide evidence to demonstrate that they have
fulfilled all the learning outcomes and meet the standards specified by all assessment
criteria. Judgement that the learners have successfully fulfilled the assessment criteria is
made by the Assessor.
The Assessor should provide an audit trail showing how the judgement of the learners’
overall achievement has been arrived at.
Specific assessment guidance and relevant marking criteria for each unit are made available
in the Assignment Brief document. These are made available to centres immediately after
registration of one or more learners.
OPPORTUNITIES FOR LEARNERS TO PASS

Centres are responsible for managing learners who have not achieved a Pass for the
qualification having completed the assessment. However, OTHM expects at a minimum, that
centres must have in place a clear feedback mechanism to learners by which they can
effectively retrain the learner in all the areas required before re-assessing the learner.
RECOGNITION OF PRIOR LEARNING AND ACHIEVEMENT

Recognition of Prior Learning (RPL) is a method of assessment that considers whether
learners can demonstrate that they can meet the assessment requirements for a unit

through knowledge, understanding or skills they already possess and do not need to
develop through a course of learning.
RPL policies and procedures have been developed over time, which has led to the use of a
number of terms to describe the process. Among the most common are:
• Accreditation of Prior Learning (APL)
• Accreditation of Prior Experiential Learning (APEL)
• Accreditation of Prior Achievement (APA)
• Accreditation of Prior Learning and Achievement (APLA)
All evidence must be evaluated with reference to the stipulated learning outcomes and
assessment criteria against the respective unit(s). The assessor must be satisfied that the
evidence produced by the learner meets the assessment standard established by the
learning outcome and its related assessment criteria at that particular level.
Most often RPL will be used for units. It is not acceptable to claim for an entire qualification
through RPL. Where evidence is assessed to be only sufficient to cover one or more
learning outcomes, or to partly meet the need of a learning outcome, then additional
assessment methods should be used to generate sufficient evidence to be able to award the
learning outcome(s) for the whole unit. This may include a combination of units where
applicable.
EQUALITY AND DIVERSITY

OTHM provides equality and diversity training to staff and consultants. This makes clear that
staff and consultants must comply with the requirements of the Equality Act 2010, and all
other related equality and diversity legislation, in relation to our qualifications.
We develop and revise our qualifications to avoid, where possible, any feature that might
disadvantage learners because of their age, disability, gender, pregnancy or maternity, race,
religion or belief, and sexual orientation.
If a specific qualification requires a feature that might disadvantage a particular group (e.g. a
legal requirement regarding health and safety in the workplace), we will clarify this explicitly
in the qualification specification.

UNIT SPECIFICATIONS

Planning, Controlling and Leading a Project

Unit Reference Number F/618/0223
Unit Title Planning, Controlling and Leading a Project
Unit Level 7
Number of Credits 30
Guided Learning Hours (GLH) 120 Hours
Mandatory / Optional Mandatory
Unit Grading Structure Pass/Fail
Unit Aims
This unit aims to introduce learners to the realities of developing and managing a project. It will also introduce learners to the challenges of project
management practice in the global business arena. It aims to promote thinking critically about project management as complex, process-based
cultural systems and as constantly developing with the high performing team efforts. As increasing number of firms have project development and
project management activities, understanding the efficient project management is of vital importance. Learners will learn about the roles and
responsibilities of a project team members. Various level of management skills will be studied with special focus on success factors, monitoring
and control.
Learning Outcomes, Assessment Criteria and Indicative Contents

Learning Outcomes – Assessment Criteria – Indicative Contents
the learner will: the learner can:
1. Understand the concepts and 1.1 Examine the role of project management in • Project management: principles; role of the project
principles of project management achieving business objectives. manager e.g. management of change,
in business. 1.2 Explain the application of key concepts understanding of project management system
and principles of project management in elements and their integration, management of
different business environments. multiple projects; project environment and the
1.3 Appraise business objectives in order to impact of external influences on projects;
determine potential projects. identification of the major project phases (initiate,

plan, execute, monitor/control, evaluate/close) and

why they are required, understanding of the work
in each phase; the nature of work in the lifecycles
of projects in various industries.
• The Product Breakdown Structure (PBS)
• Work Breakdown Structure (WBS),
• Project Execution Strategy (PES) and the
Organisation Breakdown Structure (OBS) e.g.
preparation of organisational charts, task
responsibility matrix, statement of work (SOW) for
project tasks.
• Relationship between schedules, OBS and WBS,
network techniques, resourcing techniques,
computer-based scheduling and resourcing
packages, project progress measurement and
reporting techniques, staff-Hours earned value
and progress ‘S’ curves, critical path analysis and
reporting, milestone trending. C
• Cost control: cost breakdown structure e.g. types
of project estimate, resources needed, estimating
techniques, estimating accuracy, contingency and
estimation, bid estimates, whole-life cost
estimates, sources of information, cost information
sensitivity, computer-based estimating.
2. Be able to design systems and 2.1 Examine key leadership and management • The why, what, how, when, where and by whom of
plans for initiating and managing theories related to project management. Project Management e.g. contract terms,
and leading projects. 2.2 Develop role and responsibilities of the document distribution schedules, procurement,
project manager for a project. establishing the baseline for the project.
2.3 Develop a project organogram identifying • Critical path method, PERT/CPA modelling, quality
roles of key project team members. control and analysis,

2.4 Determine sources of finance available for • Total Quality Management (TQM), quality chain,
a project. milestone charting
2.5 Assess the feasibility of a proposed • Team structures: Hierarchical, virtual, functional
project. team, matrix management.
2.6 Prepare a detailed project plan with high • Roles and responsibilities of Project Manager:
level estimates of time, resources and o Managing team and stakeholders,
costs that meet agreed milestones. o change management,
o project environment,
o understanding life cycle of projects,
o setting schedule,
o budget and timing,
o developing the project plan,
o managing project risks,
o interfaces with other projects,
o conflict resolution including role of project
manager and sponsor,
o constructive vs. destructive conflicts,
compromise, skill complementarities, goal
congruence.
• Long term and short-term sources of funding.
• Share Capital or Equity Shares, Preference
Capital or Preference Shares, Trade Credit,
Preference Capital or Preference Shares, Bonds,
Factoring Services, Retained Earnings or Internal
Accruals, Lease Finance, Bill Discounting etc.,
Bonds, Hire Purchase Finance, Advances
received from customers, Term Loans from
Financial Institutes, Government, and Commercial
Banks, Medium Term Loans from Financial
Institutes, Government, and Commercial Banks,

Short Term Loans like Working Capital Loans from

Commercial Banks, Venture Funding, Fixed
Deposits (<1 Year),Asset Securitization,
Receivables and Payables
• International Financing by way of Euro Issue,
Foreign Currency Loans, ADR, GDR etc.
• Project methodology: Traditional approach, critical
change approach, event change approach or
proprietary/ formalised approaches, for example
PRINCE, AGILE.
• Feasibility: Risk Management; identifying risk,
impact analysis, risk management/planning,
review cost-benefit and risk equation for projects.
Consider other issues impacting on project e.g.
issues of globalisation (advantages and
disadvantages of cross-country/culture projects).
3. Be able to evaluate the 3.1 Explain the key contents of a project • Communication plan:
effectiveness of communication communication plan. o Identify the Audience: To WHOM do we
within a project management 3.2 Evaluate the benefits of a project need to communicate?
team. communication plan to stakeholders of a o Determine Goals and Objectives: WHY
project. communicate?
3.3 Analyse the factors that can affect o Develop Key Messages: WHAT do we
communication during a project’s life span. need to communicate?
o Develop Tactical Plan: HOW will we
communicate, to whom and when?
o Identify Measures of Evaluation: HOW will
we know if we are successful?
• Mendelow’s Matrix, Expectations, Consistency,
Productivity, Outcome
• Factors:

o Cultural Diversity.
o Misunderstanding of Message.
o Emotional Difference.
o Past Experiences.
o Educational and Intellectual Difference.
o Group Affiliations.
o Positional Differences among the
Personnel.
o Functional Relationship between Sender
and Receiver.
4. Be able to design monitoring and 4.1 Evaluate risk factors that may impede • Project creep, gaps in the scope or accountability
controlling mechanisms for a completion of a project. of the project, changing dependencies (other
project. 4.2 Design systems and measures to monitor projects, business conditions etc.), delays,
and appraise the status and progress of a planning errors, skills or other resource deficits.
project. • Financial constraints, lack of decision making, lack
4.3 Develop contingency plans to help mitigate of ownership for the project, communication
potential delays in the progress of a failures, ‘meaningless’ plan without buy-in,
project. changes to project team, priority changes within
the organisation, Project monitoring.
• Status and plan documentation and regular
monitoring meetings, performance management
against targets, defining responsibilities and
accountability, communications, traceability, audit
trails, formalised frameworks and stages,
contingency planning.
5. Understand how to close and 5.1 Explain the closing stages of a project. • Relationship between schedules, OBS and WBS,
review the completion of a 5.2 Assess the importance of project network techniques, resourcing techniques,
project. evaluation. computer-based scheduling and resourcing
packages, project progress measurement and
reporting techniques, staff-Hours earned value

and progress ‘S’ curves, critical path analysis and

reporting, milestone trending. Cost control: cost
breakdown structure e.g. types of project estimate,
resources needed, estimating techniques,
estimating accuracy, contingency and estimation,
bid estimates, whole-life cost estimates, sources
of information, cost information sensitivity,
computer-based estimating.
• Analysis of results and planned procedures; use of
appropriate evaluation techniques; application of
project evaluation and review techniques (PERT);
opportunities for further studies and
developments, use of appropriate techniques to
justify project progress and outcomes in terms of
the original agreed project specification
Assessment
To achieve a ‘pass’ for this unit, learners must provide evidence to demonstrate that they have fulfilled all the learning outcomes and met the
standards specified by all assessment criteria.
Learning Outcomes to be met Assessment criteria to be covered Type of assessment Word count (approx. length)
All 1 to 5 All under LO 1 to LO 5 Coursework 4000 words
Indicative reading list

Kerzner, H. (2017). Project Management: a systems approach to planning, scheduling, and controlling. Hoboken, New Jersey: John Wiley & Sons,
Inc.
Burke, R. (2013). Project Management: planning and control techniques. Hoboken, N.J.: Wiley; Chichester.

Meredith, J.R., Shafer, S.M. and Mantel, S.J. (2019). Project Management: a managerial approach. Milton Qld: John Wiley & Sons Australia, Ltd.

Procurement Risk and Contract Management

Unit Reference Number R/618/0226
Unit Title Procurement Risk and Contract Management
Unit Level 7
Unit Aims
The aim of the unit is to enable the student to understand the core concepts of procurement along with the importance of identifying and managing
risks related to procurement and contract management. The learners will also develop a critical understanding of various legislative frameworks
important for procurement and consider frameworks for risk assessment in the procurement context.

1. Understand the core concepts of 1.1 Define procurement and contract • Procurement & sourcing methods, inventory
procurement and contract management. management, distribution facility, structural
management. 1.2 Examine the principles of procurement and changes, definition by CIPS.
contract management • Procurement cycle support wider social,
as applied to a large multinational economic and environmental objectives.
organisation. • Contract Management: Standardised Processes
1.3 Evaluate the importance of sustainable and Procedures, Spend, Visibility, Improved
procurement. Compliance, Solid Foundation for Spend and
Performance Analysis, Rebate Management,
Reduced Maverick Spending, Evergreen

Contract Elimination.
2. Be able to critically evaluate 2.1 Assess the impact of legislative frameworks • Example Framework:
procurement operating on procurement in the impact public and o The Public Service (Social Value) Act
environment and legislation. private sector. 2012
2.2 Critically assess the role of European Union in o Community Right to Challenge
procurement. (Localism) Act 2012
2.3 Evaluate the importance of establishing o Freedom of Information Act 2000
‘Contract Procedure Rules’ and applying o GDPR 2019
financial regulations. o Local Government Act 2000, Part 1
• Relevant Frameworks in own country
• EU Consolidated Public Procurement Directive,
Remedies Directive, Public Contracts
Regulations 2015 (Statutory Instrument 2015
No. 102), Court action or enforcement action
by the European Union.
• Conducting purchase and disposal
• Competition requirements, pre-tender market
research and consultation, contract award
criteria
• Invitations to tender/quotations, shortlisting,
submission, receipt and opening of
tenders/quotations
• Clarification procedures and post-tender
negotiation, evaluation
• Award of contract, and debriefing candidates,
income-generating contracts, bonds and parent
company guarantees, prevention of corruption
& collusion, declaration of interests,
• Post-contract procedures, post tender
negotiation (PTN) , pre-qualification

questionnaire (PQQ)
3. Understand the management of 3.1 Discuss the key principles and application of • Category Management: Strategic, Bottleneck,
procurement operations. category management. Routine, Leverage
3.2 Critically assess the impact of technology on • Electronic procurement: Public Services
procurement operations. Network (PSN), Procure to Pay (P2P),
3.3 Examine the use of electronic promotion of Enterprise Resource, Planning system (ERP).
contract opportunities and electronic • E-Sourcing / e-Tendering: Electronic reverse
tendering. auctions, Electronic marketplace,
3.4 Explain the various risks associated with e- Purchase cards, Request for information,
tendering. Request for proposal, Request for quotation,
RFx (the previous three together), and eRFx
(software for managing RFx projects), System
for Acquisition Management (SAM).
• Risks: Micromanagement, Time-Consuming
Approval Chains, Supplier Onboarding
Problems, Hacking, Data Loss
4. Understand the risk management 4.1 Evaluate the risk management factors that • Risk and Issue Register, Risk Probability
process in procurement and impact on procurement and contract Framework, Scoring Impact, Scoring
contract management. management. Probability, Sources of Risk, Risk Control
4.2 Evaluate frameworks of risk assessment in • Procurement Cycle Risks, Measuring risk
relation to procurement. against expenditure type risk and cost,
Procurement Risk Register, Prioritisation of
Risk Matrix
Assessment

All 1 to 4 All under LO 1 to LO 4 Report 4000 words

Carter, R., Kirby, S. and Oxenbury, A. (2012). Practical contract management. Cambridge: Cambridge Academic.
Crocker, B., Baily, P.J.H., Farmer, D. and Jessop, D. (2015). Procurement principles and management. Harlow, United Kingdom: Pearson
Education.
Lysons, K. and Farrington, B. (2016). Procurement and supply chain management. Boston: Pearson.

Advanced Project and Logistics Management

Unit Reference Number H/618/0229
Unit Title Advanced Project and Logistics Management
Unit Level 7
Unit Aims
The aim of this unit is to allow the learner to understand concepts of portfolio management and the associated features. The value of having a
Project Management Office will also be examined and the stages of establishing and effective project management office will be considered.
Learners will also examine the supply chain ecosystem and review IT frameworks appropriate for logistics and supply chain complexities.

1. Understand the features and 1.1 Compare the features and aims of programme • Cross-project and Multi-disciplined
aims of project, program and management with project management. • Focal Point for Ownership and Accountability
portfolio management. 1.2 Define the principles of portfolio management. • Horizontal Collaboration
1.3 Examine the differences between programmes • Strategic in Nature
and portfolios. • Strategic vs. Tactical
1.4 Evaluate the relation between portfolio • Scope of Responsibility
management and organisational strategy. • Management of Risk
1.5 Evaluate the efficacy of various portfolio
• Life Cycle Involvement
selection tools and techniques.
• Process Orientation
• Skills and Capabilities

• Process vs. Function

• Portfolio Management and Organisational
Strategy
• A Portfolio Roadmap
• Enterprise portfolio management
• Single-Criterion Prioritization Model
• Multiple-Criteria Weighted Ranking Model
• Multiple-Criteria Scoring Model
2. Understand the requirements 2.1 Critically assess the benefits of the Project • Benefits of the Project Management Office.
for implementing a Project Management Office. (PMO)
Management Office. 2.2 Assess the implementation of a levelled o Executive management
Project Management Office structure. o Functional managers
2.3 Critically evaluate the stages involved in o Customer and sponsor
planning and implementing the Project o Project/Program managers
management Office. o Consistent framework for stakeholders
2.4 Create a Project Management Office charter • Structure of PMO
for an organisation. o Level 1 PMO – The Project (Process)
Control Office
o Level 2 PMO – The Business Unit Project
Office
o Level 3 PMO – The Enterprise Project
Office
• Functions
o Project Management Competency
o Project Management Services
o Project Operations Support
• PMO staffing, PMO Charter, Assign the PMO
Manager, Integrate Applicable Organisational
Policies, Establish Project Manager
Qualifications, Establish PMO Processes and
Procedures, Create a Change Management Plan

• Create the PMO Charter

o Formalizes establishment of the PMO
o Specifies executive-level support and
access to executive management
o Indicates PMO and project manager
authority
o Designates program manager/director as
PMO head
o Identifies resources and budgets
o Identifies assigned programs/projects
o Establishes roles and responsibilities
o Provides internal consulting to project
managers
3. Understand the global supply 3.1 Define what global supply chain ecosystem is. • Supply Chain Ecosystem
chain ecosystem. 3.2 Explain how to map global supply chain • The Ecosystem Elements as Enablers of
ecosystem. Globalization
3.3 Explain the use of the ecosystem framework in • Supply Chain De-Verticalization, Modularization,
supply chain analysis. and Outsourcing
3.4 Examine how modern manufacturing and • Organisational modularity
services are intertwined. • Supply chain trends: Modularity and outsourcing
• De-verticalization of electronics firms, De-
verticalization of apparel firms
• Role of Institutions
• Economic, regulatory and trade-related
innovations, Institutions and supply chains,
Resources and Management, Clusters
• Delivery Infrastructure: Logistics,
Communication, IT, and ITeS
• Logistics Ecosystem Framework
• Mapping the ecosystem of a supply chain: Auto

vertical
• Mapping the ecosystem of a service chain:
Inbound logistics
• GRIP analysis
• Smartening the players in the industry vertical
• Ecosystem-based analysis of CEMEX
4. Understand the role of 4.1 Critically assess the relationship between • Information Logistics (IL), information element
information technology in logistics and information systems. (IE), Data logistics
logistics and supply chain. 4.2 Define Critical Success Factors (CSF) for IT • (1) Pre-transaction elements:
integration in logistics. o Inventory availability
4.3 Design a framework to integrate IT into the o Target delivery dates.
Total Logistic System. • (2) Transaction elements:
o Order status
o Order tracing
o Back-order status
o Shipment shortages
o Product substitutions.
• (3) Post-transaction elements:
o Actual delivery dates
o Returns/adjustments.
• Examples of CSF may include the following:
For inventory availability:
o Accurate inventory records
o Effective and accurate decision rules for
the replenishment decision
o Well-functioning order-placing and follow-
up system
o Effective and loyal supplier base.

For order status and order tracking:

o Accurate on-time updating and reporting
information
o Effective well-planned documentation
procedures
o Traceability via sound operating and flow
procedures.
• Frameworks: The Project Integrate Framework,
Enterprise application integration, ELPIF: E-
Logistics Processes Integration Framework
Based on Web Services, Resource Integration
Framework of Logistics Resource Grid (LRG).
Assessment

Ayers, J.B. (2010). Supply chain project management: a structured collaborative and measurable approach. Boca Raton: Crc Press.
Christopher, M. (2011). Logistics & Supply Chain Management. Harlow: Financial Times Prentice Hall.
Cousins, P. (2008). Strategic Supply Management: Principles, Theories and Practice. Harlow: Financial Times Prentice Hall.
Coyle, J.J., Langley Jr., C.J., Gibson, B.J., Novack, R.A. and Bardi, E.J. (2013). Supply Chain Management: A Logistics Perspective. 9th Edition.,
South-Western Aus.: Cengage Learning.

Mangan, J. and Lalwani, C. (2016). Global logistics and supply chain management. Chichester: John Wiley & Sons, Inc.

Operations and Information Management for Project Managers

Unit Reference Number K/618/0233
Unit Title Operations and Information Management for Project Managers
Unit Level 7
Unit Aims
The aim of this unit is to develop critical understanding of managing operations and information systems within projects. The interrelationships
within functional areas will be examined and the influence of contemporary factors. Learners will explore organisational strategy in relation to
capacity to plan for products and consider the value of inventory management using information systems and inventory scheduling.

1. Understand the role of operations 1.1 Assess the similarities and differences • Differences: Tangibility of Output, Production on
management within a business. between production and service operations. Demand, Customer Specific Production, Labour
1.2 Analyse the three major functional areas of Requirements and Automated Processes,
organisations and describe how they Physical Production Location, Degree of
interrelate. customer contact, Uniformity of inputs, Quality
1.3 Evaluate a range of theories related to assurance, Inventory, Wages, Ability to patent
operations management. • Major functional areas: Finance, Operations,
1.4 Describe the operations function and the Marketing
nature of the operations manager’s job. • Finance, Operation, Operation, Design of the
1.5 Evaluate current issues in business that are product, Forecasting, Supply Chain

impacting operations management. Configuration, Managing the Quality

• Business Process Management (BPM), Business
Process Reengineering, Six Sigma, Supply
Chain Management
• Operations Manager Responsibilities:
o Provide leadership.
o Make important policy, planning, and
strategy decisions.
o Develop, implement and review
operational policies and procedures.
o Assist HR with recruiting.
o Help promote a company culture that
encourages top performance and high
morale.
o Oversee budgeting, reporting, planning,
and auditing.
o Work with senior stakeholders.
o Ensure all legal and regulatory
documents are filed and monitor
compliance with laws and regulations.
o Work with the board of directors.
o Identify and address problems and
opportunities for the company.
o Build alliances and partnerships with
other organisations.
• Issues:
o Economic conditions,
o Innovating,
o Quality problems,
o Risk management,

o Competing in a global economy,

o Ethical Conduct.
2. Understand strategic capacity 2.1 Critically assess the importance of capacity • Importance of capacity planning: Employee
planning for products and planning. Skills, Calculate Accurate Workloads, Strategies,
services. 2.2 Analyse ways of defining and measuring Charting the Future.
capacity. • Design capacity, Effective capacity.
2.3 Evaluate the factors to consider when • Available capacity, Expertise, Quality
deciding whether to operate in-house or considerations, The nature of demand, Cost,
outsource. Risks
2.4 Describe the steps that are used to resolve • There are seven categories of constraints:
constraint issues. o Market: Insufficient demand.
o Resource: Too little of one or more
resources (e.g., workers, equipment, and
space),
o Material: Too little of one or more
materials.
o Financial: Insufficient funds.
o Supplier: Unreliable, long lead time,
substandard quality.
o Knowledge or competency: Needed
knowledge or skills missing or
incomplete.
• Policy: Laws or regulations interfere.
3. Understand requirements for 3.1 Evaluate the nature and importance of • Inventory:
effective inventory management inventories. o Raw materials and purchased parts.
using information systems. 3.2 Analyse the requirements for effective o Partially completed goods, called work-in-
inventory management. process (WIP).
3.3 Evaluate the use of the A-B-C approach to o Finished-goods inventories
inventory management. (manufacturing firms) or merchandise
3.4 Describe the principles of Economic Order (retail stores).

Quantity (EOQ) model and its assumptions. o Tools and supplies.

3.5 Examine the single-period model and its o Maintenance and repairs (MRO)
assumptions. inventory.
o Goods-in-transit to warehouses,
distributors, or customers (pipeline
inventory).
• Keep track of the inventory, forecast of demand,
lead times and lead time variability, holding
costs, ordering costs, and shortage costs,
classification system for inventory items
• A (very important), B (moderately important), and
C (least important), Cycle counting: A physical
count of items in inventory, APICS guidelines.
• EOQ variables, average inventory level and
number of orders per year.
• Single-period model: Model for ordering of
perishables and other items with limited useful
lives.
• Shortage cost: Generally, the unrealized profit
per unit.
• Excess cost: Difference between purchase cost
and salvage value of items left over at the end of
a period.
• Continuous Stocking Levels, Discrete Stocking
Levels.

4. Understand scheduling 4.1 Explain what scheduling involves and the • Flow system: High-volume system in which jobs
operations for project managers. importance of good scheduling. all follow the same sequence. Flow-shop
4.2 Compare product and service scheduling scheduling: Scheduling for flow systems. Job-
hierarchies. shop scheduling: Scheduling for low-volume
4.3 Evaluate approaches used for scheduling systems with many variations in requirements.
service systems. • Infinite loading: Jobs are assigned to work
4.4 Explain how to overcome a range of unique centres without regard to the capacity of the work
problems encountered in service systems. centre.
• Finite loading: Jobs are assigned to work centres
taking into account the work centre capacity and
job processing times.
• Input/output (I/O) control: Managing workflow
and queues at work centres.
• Hungarian method: Method of assigning jobs by
a one-for one matching to identify the lowest-cost
solution.
• Sequencing: Determining the order in which jobs
at a work centre will be processed.
• Priority rules: Simple heuristics used to select the
order in which jobs will be processed.
• Global priority rules: Incorporate information from
multiple workstations when establishing a job
sequence.
• The Theory of Constraint s- Production planning
approach that emphasises balancing flow
throughout a system and pursues a perpetual
five-step improvement process centred around
the system’s currently most restrictive constraint.
• Scheduling services, Scheduling Multiple
Resources, Time–Cost Trade-Offs.

5. Understand systems for project 5.1 Identify resources, tools and systems that • Facilities; workforce; machinery; transportation;
quality management. can support a project’s quality technology; quality systems; quality circles;
management. managing and monitoring quality.
5.2 Evaluate quality assurance frameworks that • ISO 9000/ EN 29000; TQM; Kaizen, continuous
can be applied to a project. improvement.
Assessment

Stevenson, W.J., Mehran Hojati and Cao, J. (2018). Operations management. Whitby, Ontario: Mcgraw Hill Education
Mcmanus, John and Wood-Harper, Trevor (2004) Information systems project management: methods, tools, and techniques. Pearson Education
Financial Times Press. ISBN 0273646990
Chapman, R. J. (2019). The rules of project risk management: Implementation guidelines for major projects. Routledge.
Zwikael, O., & Smyrk, J. R. (2019). Project Management: A Benefit Realisation Approach. Springer.

Advanced Research Methods

Unit Reference Number A/618/0236
Unit Title Advanced Research Methods
Unit Level 7
Unit Grading type Pass / Fail
Unit Aims
The unit aims to equip learners with the practical, technical, and methodological skills to conduct independent research for their research project
and management broadly defined. It recognises that conducting research requires the development of specific and generic research skills,
including understanding the research design process, understanding different techniques for conducting research in business and management
studies, and appreciating the ethical and social implications of undertaking high value research. This unit will enable learners to develop critical
awareness of key research skills as researchers and/or intendent practitioners.
Learning Outcomes, Assessment Criteria and Indicative contents

1. Be able to develop research 1.1 Appraise relevant research problems. • Different qualitative and quantitative approaches to
approaches in an appropriate 1.2 Develop and justify appropriate research aims business/management research (e.g. interviewing,
project management context. and objectives within a defined scope and archival research, ‘at a distance’ methods, content
timeframe. analysis, surveys, case studies, etc.)
1.3 Critically explore, select and justify research • The strengths and weaknesses of different
approaches.

2. Be able to critically review 2.1 Critically analyse different theoretical approaches to business/management research
literature on a relevant project approaches to a research problem. • The theoretical foundations of different research
management research topic. 2.2 Create a structured and thorough critical methodologies
literature review. • The practicalities of business/management research
3. Be able to design research 3.1 Critically evaluate relevant research (sources, evidence, dealing with human subjects)
methodologies for a relevant methodologies to reflect the research • The ethical, legal and safety dimensions of
project management topic. objectives. conducting business/management research
3.2 Design an appropriate methodology in terms • Preparing a research question, strategy, and plan
of the research objectives for a defined • Explanations of relevant quantitative and qualitative
population. research methods
3.3 Justify the methodology selected in terms of • Exercises examining how to apply different research
the research objectives within agreed ethical methods
guidelines. • Explorations of the challenges involved in different
4. Be able to develop and present 4.1 Create a research question, literature review research methodologies
a research proposal. and methodology. • Writing the research proposal
4.2 Propose techniques for use with quantitative
and qualitative data collection and analysis.
4.3 Present the proposal using suitable methods.
Assessment
To achieve a ‘pass’ for this unit, learners must provide evidence to demonstrate that they have fulfilled all the learning outcomes and meet the
All 1 to 4 All under LO 1 to LO 4 Research Proposal 2500 words


Bryman, Alan and Emma Bell (2015). Business Research Methods (4th ed.). Oxford: Oxford University Press
Chilsa, B. (2012) Indigenous Research Methodologies. London: Sage
Denzin, N.K., Lincoln Y.S., and Tuhiwai Smith, L. (2008, Eds.) Handbook of Critical and Indigenous Methodologies London: Sage
Hantrais, Linda (2009). International Comparative Research: Theory, Methods and Practice. Basingstoke and New York: Palgrave
Piekkari, R. and Welch, C. (2011, Eds.): Rethinking the Case Study in International Business and Management Research, Cheltenham, UK:
Edward Elgar
Marschan-Piekkari, R. and Welch, C. (2004, Eds.): Handbook of Qualitative Research Methods for International Business, Cheltenham, UK and
Northampton, MA: Edward Elgar
Neuman, W.L. (2011) Social research methods: qualitative and quantitative approaches. Boston and London: Pearson Education.
Saunders, M., Lewis, P., & Thornhill, A. (2003). Research methods for business learners. Essex: Prentice Hall: Financial Times.

IMPORTANT NOTE
Whilst we make every effort to keep the information contained in programme specification up
to date, some changes to procedures, regulations, fees matter, timetables, etc may occur
during the course of your studies. You should, therefore, recognise that this document
serves only as a useful guide to your learning experience.
For updated information please visit our website www.othm.org.uk.
You can call us on +44 (0)20 7118 4243 or email to [email protected]

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OTHM LEVEL 7 DIPLOMA IN PROJECT MANAGEMENT | SPECIFICATION

OTHM LEVEL 7 DIPLOMA IN

SPECIFICATION | MARCH 2020 WWW.OTHM.ORG.UK PAGE 1 OF 34

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QUALITY, STANDARDS AND RECOGNITIONS

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Total Qualification Time is comprised of the following two elements –

English requirements: If a learner is not from a majority English-speaking country, they

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DELIVERY OF OTHM QUALIFICATIONS

ASSESSMENT AND VERIFICATION

OPPORTUNITIES FOR LEARNERS TO PASS

RECOGNITION OF PRIOR LEARNING AND ACHIEVEMENT

SPECIFICATION | MARCH 2020 WWW.OTHM.ORG.UK PAGE 5 OF 34

EQUALITY AND DIVERSITY

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Planning, Controlling and Leading a Project

Learning Outcomes, Assessment Criteria and Indicative Contents

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plan, execute, monitor/control, evaluate/close) and

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Short Term Loans like Working Capital Loans from

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and progress ‘S’ curves, critical path analysis and

Indicative reading list

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Procurement Risk and Contract Management

Learning Outcomes, Assessment Criteria and Indicative Contents

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Indicative reading list

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Advanced Project and Logistics Management

Learning Outcomes, Assessment Criteria and Indicative Contents

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• Process vs. Function

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• Create the PMO Charter

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For order status and order tracking:

Indicative reading list

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Operations and Information Management for Project Managers

Learning Outcomes, Assessment Criteria and Indicative Contents

SPECIFICATION | MARCH 2020 WWW.OTHM.ORG.UK PAGE 25 OF 34

impacting operations management. Configuration, Managing the Quality

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o Competing in a global economy,

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Quantity (EOQ) model and its assumptions. o Tools and supplies.

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