MODULE M1 (PROJECT MANAGEMENT: LEADING, CREATING,

IMPLEMENTING AND IMPROVING)

MODULE EXIT-LEVEL OUTCOMES:

On completion of this course you should be able to demonstrate the following

generic and subject-specific competencies:

Generic:

 Master goal attainment by effectively and efficiently utilising corporate

strategy aligned project planning, monitoring and controlling principles
over the life-cycle of a project, coupled with relational management and
leadership excellence.

Specific:
 Identify the important factors influencing success or failure over the project
life-cycle in a systems approach.
 Recognise the importance of utilising the balanced scorecard to
strategically align project objectives and achieve benefits for the
organisation that are of real strategic value.
 Illustrate the steps in the project management process, commencing with
a specific customer need expressed in a request for proposal (RFP),
followed by a project proposal, and culminating in appraisal and review of
the project deliverables.
 Demonstrate the planning, monitoring and controlling actions of compiling
a user requirement specification (URS), scope of work (SOW), work
breakdown structure (WBS), organisation breakdown structure (OBS),
critical path network (CPM), schedule (Gantt-chart), cumulative budgeted
cost graph (CBC), cumulative actual cost graph (CAC), and measuring
strategic benefits, that all form part of the project management process.
 Acknowledge the importance of identifying balanced scorecard-based
critical success factors (CSF’s) for achieving an organisation’s strategic
vision and mission, and key performance indicators (KPI’s) to measure the
magnitude of benefits of strategic importance delivered by a project.
 Grasp the profound influence exercised by leadership behaviour and
guidance on the motivation of individuals, cohesion in teams,
communication and the efficient flow of information in the system.
 Define the influence of values and attitudes on organisational behaviour
patterns, the structure and architecture of the organisation on
relationships, the operational dimensions on processes; and their
combined effect on organisational performance and improvement.