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Project and Change Management (L5M8)

Module Purpose

On completion of this module, learners will be able to assess the impact and implications of projects, examine approaches applied to the planning and management of projects and recognise the challenges associated with and methods to manage, achieve and maintain organisational change.

Module aim(s)

The speed of development and the drive for maintaining organisational competitiveness mean that change is inevitable in the modern workplace. Consequently, those who work and manage in organisations will be expected to deal with change initiatives and to manage those projects which are generated as a direct consequence. This module is designed for those who are involved in the procurement and supply function, who must recognise the wider environment in which they work and be prepared to apply the tools and techniques that will ultimately lead to the successful management of projects and change initiatives.

Next steps

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Key Module Details
Elective Module
Objective response exam
Exam duration 1.5 hours
Module learning time - 60 hours
6 credits
46 questions in this exam

Learning outcomes, assessment criteria and indicative content

1.0 Understand aspects of projects in organisations

1.1 Analyse aspects of projects in organisations

  • 1.1.1 The relationship between programmes and projects
  • 1.1.2 Stakeholder identification, analysis, and involvement
  • 1.1.3 Measures of safety, quality, cost and delivery
  • 1.1.4 Success and failure of projects
  • 1.1.5 Elements of projects
  • 1.1.6 Work breakdown structure

1.2 Evaluate the impact on supply chain relationships of undertaking projects

  • 1.2.1 Supply chain networks for projects
  • 1.2.2 Relationships with sub-contractors
  • 1.2.3 Consortiums and joint ventures for projects
  • 1.2.4 Traditional and contemporary relationships
  • 1.2.5 Project partnering and strategic partnering

1.3 Analyse the resources for projects

  • 1.3.1 Resource loading and levelling
  • 1.3.2 Multi project scheduling and resource allocation
  • 1.3.3 Information technology systems for project management
  • 1.3.4 Leading and managing projects
  • 1.3.5 Critical chain methodology
  • 1.3.6 Asset finance and the role of banks

1.4 Analyse the project life cycles of projects

  • 1.4.1 Perspectives on project life cycles
  • 1.4.2 Project initiation
  • 1.4.3 Organising projects and project implementation
  • 1.4.4 Co-ordination in project management
  • 1.4.5 Project control
  • 1.4.6 Project closure
  • 1.4.7 Project review

2.0 Understand the concept of organisational change and how it can be achieved

2.1 Analyse the types of organisational change

  • 2.1.1 Evolution
  • 2.1.2 Adaption
  • 2.1.3 Revolution
  • 2.1.4 Reconstruction
  • 2.1.5Closed, contained and open-ended change

2.2 Analyse situations that lead to organisational change

  • 2.2.1 Organisational life cycle
  • 2.2.2 SWOT and PEST analysis and factors
  • 2.2.3 Internal drivers
  • 2.2.4 Future trends and innovation
  • 2.2.5 Multiple-cause diagrams and simultaneous change
  • 2.2.6 Changes in management and structure
  • 2.2.7 Cycle of competitive behaviour and reactive breakpoints

2.3 Evaluate organisational responses to change

  • 2.3.1 Environmental turbulence
  • 2.3.2 Resistance to change
  • 2.3.3 Cynicism and scepticism
  • 2.3.4 The challenge of maintaining change
  • 2.3.5 The change cycle – loss, doubt, discomfort, discovery, understanding, integration

2.4 Analyse methods to manage, achieve and maintain change

  • 2.4.1 Collaborate, communicate, direct, and coerce
  • 2.4.2 Clarify goals
  • 2.4.3 Refine methods and procedures
  • 2.4.4 Empowerment and ownership
  • 2.4.5 Incremental adjustment
  • 2.4.6 Lean and value stream mapping
  • 2.4.7 Monitor and maintain changes
  • 2.4.8 The change spectrum – hard (difficult) vs. soft (messy) problems

3.0 Understand approaches to the planning and management of projects and change initiatives

3.1 Evaluate structures for corporate governance

  • 3.1.1 Project boards/executive
  • 3.1.2 Project responsibility charting
  • 3.1.3 The use of project initiation documents
  • 3.1.4 Structures of project management such as project, functional and matrix
  • 3.1.5 Project reporting

3.2 Analyse the common objectives for projects

  • 3.2.1 Identifying goals and objectives of projects
  • 3.2.2 The balance between cost, quality, and time in projects
  • 3.2.3 Technology project development
  • 3.2.4 Building sustainability into major projects
  • 3.2.5 Impact on the community for major projects
  • 3.2.6 Communicating project objectives to the supply chain

3.3 Analyse approaches to the management of risks for projects

  • 3.3.1 Identifying assumptions and risks
  • 3.3.2 Risk simulation
  • 3.3.3 Risk registers
  • 3.3.4 Risk accountability
  • 3.3.5 The management of risk in supply chains

3.4 Critically compare methodologies for the planning of projects

  • 3.4.1 Sequencing activities
  • 3.4.2 Network techniques including project evaluation and review techniques (PERT) and critical path method (CPM)
  • 3.4.3 Gantt charts and baselines

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