MQ3IL07-Project and Change Management

Module Provider: Leadership, Organisations and Behaviour
Number of credits: 0 [0 ECTS credits]
Level:6
Terms in which taught: Autumn / Spring / Summer module
Pre-requisites:
Non-modular pre-requisites:
Co-requisites:
Modules excluded:
Current from: 2023/4

Module Convenor: Dr Sinem Bulkan
Email: s.bulkan@henley.ac.uk

Type of module:

Summary module description:

his module forms part of the Henley Executive Diploma in Managing Business Transformation (Improvement Leader Apprenticeship), as such, sets out to provide the knowledge, skills and behaviours required by Improvement Leaders/Change Managers/Business Transformation managers in today’s world, in relation to Project and Change Management. The module is designed to meet the learning outcomes of the Improvement Leader Apprenticeship Standard. 

 

The module covers the principles of project and change management as part of the organisation’s long-term strategy for business transformation. The module will equip learners with the skills and knowledge required to plan and lead successful projects in their work context. The module is designed around a number of interrelated topics such as project selection and scoping, project and change management, structured project reviews, coaching improvement projects and coaching others leading improvement projects.  It aims to develop the learner’s approach to assessing the organisation’s approach to project and change management, and to identify recommendations for the improvement.  

 

The module also extends the knowledge and understanding of Project Portfolio Infrastructure and Management (Governance methods, Cross-functional project assessment, executive and midlevel management engagement), Resistance to Change, Organisational Culture and Change Techniques, as well as developing the skills to manage the scope, schedule, cost and risk of improvement projects to enable effective monitoring, milestone achievement, and project success. The module also aims to evaluate the project and change management steps taken and recognise the future intervention steps to execute for sustainability of the transformation strategy.  

 

Key behavioural skills – drive for results, team working, professionalism and safe working –are strongly outlined throughout the module.  

Aims:

Aims:

The module aims to: 

• Develop knowledge and understanding of the principles of project and change management for the organisation’s long-term strategy for transformation. 

 

• Develop knowledge and understanding of project selection and scoping, to identify and prioritise improvement opportunities that align with the organisational strategy.  

 

• Develop the knowledge and understanding of the importance of structured project reviews. 

 

• Develop the knowledge and understanding of project portfolio infrastructure and management, resistance to change, and using change management techniques.  

 

• Develop the skills to engage the leadership team with identifying improvement opportunities.  

 

• Develop the skills to plan and manage an improvement programme with appropriate levels of governance. 

 

• Develop the skills to apply processes for managing a portfolio of improvement projects including reporting, escalation, audit and risk management/mitigation.  

 

• Develop the skills to coach L5 improvement projects and to coach L5 coaches (coaching a L4 improvement project). 

 

• Develop the skills to assess the organisation’s approach to change management, and identify recommendations for improvement.  

 

• Develop an awareness of key behavioural skills: drive for results, team working, professionalism and safe working. 

Assessable learning outcomes:

Assessable learning outcomes:

By the end of the module, it is expected that programme members may be able to demonstrate their ability in the following areas: 

 

 

Knowledge and Understanding: 

 

K6: Project Selection and Scoping 

• To demonstrate knowledge of long-term organisational goals and business performance metrics and how these should be used to inform project selection and scoping.  

 

• To embed project selection methods across the organisation as part of the organisation’s long-term strategy for transformation.  

 

Skills: 

 

S5: Project Management 

• To plan and manage an improvement programme with appropriate levels of governance. 

 

• To assess the organisation’s approach to programme management, governance, reportingand escalation, audit and risk management/mitigation in the context of improvement strategy/deployment and identifying recommendations for improvement.  

 

• To benchmark project management approaches used by others and identify opportunities to enhance the business improvement strategy.  

 

S6: Reviewing Projects and Coaching Others 

• To provide guidance for structured project reviews. 

 

• To use coaching techniques to enable and encourage others to think and learn independently. 

 

• To coach improvement projects and L5 coaches (coaching a L4 improvement project) to deliver business benefits, providing specific and accurate feedback so that there is clear understanding of gaps and next steps required. 

 

• To mitigate the risk of project performance issues.  

 

• To assess the organisation’s approach to conducting coaching reviews and make recommendations for improvement.   

 

S8: Change Management 

• To consider change management as a key element in the improvement strategy. 

 

• To assess the effectiveness of change and identify opportunities to improve outcomes, guiding and supporting others to deliver results.  

 

• To assess the organisation’s approach to change management and identify recommendations for improvement. 

 

• To benchmark approaches used by others to change management and identify opportunities to enhance the business improvement strategy. 

 

 

S10: Project Selection and Scoping   

• To establish guidelines for project identification and prioritisation. 

 

• To assess the organisation’s approach to identifying, prioritising, and scoping improvement projects and identify recommendations for improvement. 

 

• To benchmark approaches used by others to identify, prioritise and scope improvement projects and identify opportunities to enhance the business improvement strategy.  

 

Behaviours 

B1: Be a primary advocate for Improvement and Operational Excellence acting as arole model for others, focusing on improving customer experience and delivering benefits. (Drive for results) 

 

B2: Actively seek opportunities for improving team performance and coaching others to resolve under-performance issues. (Team working) 

 

B3: Demonstrate personal resilience. Challenge, influence & engage seniors. (Professionalism) 

 

B5: Recognise opportunities to improve safe working practices. (Safe working) 

Additional outcomes:

• Project Portfolio Infrastructure and Management (Governance methods, Cross-functional project assessment, executive and midlevel management engagement) 

 

• Resistance to Change  

 

• Organisational Culture and Change Techniques 

 

• Evaluation of Project and Change Management Practices 

Outline content:

Outline content:

The module covers the following topics:

• Project Selection and Scoping (Business Performance Metrics, Identification and Prioritisation) 

 

• Project Management Principles (including programme management, governance, reporting and escalation, audit and risk management/mitigation) 

 

• Project Management Life-Cycle Elements 

 

• Project Portfolio Infrastructure and Management (Governance methods, Cross-functional project assessment, executive and midlevel management engagement) 

 

• Structured Project Reviews 

 

• Coaching Projects andCoaching Others who Coach Improvement Projects 

 

• Performance Measurement and Project Performance Issues 

 

• Change Management Principles and Models 

 

• Resistance to Change 

 

• Organisational Culture and Change Techniques 

 

• Evaluation of Project and Change Management Practices  

 

-The topics are specifically linked to the behavioural skills (Drive for results, team working, professionalism and safe working). 

 

-The content should be mapped against the OFSTED requirements (British values / Safeguarding / Prevent / Maths / English) and Professional Practice Module.  

 

-The content should acknowledge limitationsand challenges to the approaches discussed within the module content (e.g., limitations of programmatic and project-based approaches to change management and emergent change.) 

 

-The content should address the behavioural aspects of change. 

Global context:

The module is taught with reference to the global context of the learners’ organisations and their experiences through the inclusion of benchmarking approaches to project and change management used by others. 

Brief description of teaching and learning methods:

Teaching and learning takes place through a blended learning approach. The teaching and learning methods comprise a combination of self-study via a range of online materials on the Canvas learning platform, face-to-face workshops with Academic Faculty and Learning Coaches, and interaction with a Learning Coach (face-to-face and online) who supports the cohort throughout the module.  Each person participates in a facilitated Action Learning sets either individually or in teams in week 4 o f the module. 

 

Materials on Canvas include content on-screen, videos, PowerPoint presentations, journal articles, book chapters, practical activities, e-portfolio, and reflection points.  

Contact hours:

	Autumn	Spring	Summer
Seminars	4
Practicals classes and workshops	7
Work-based learning	64
Guided independent study:
Wider reading (independent)	24
Wider reading (directed)	23
Advance preparation for classes	3
Essay preparation	25
Total hours by term	150	0	0
Total hours for module	150

Summative Assessment Methods:

Method

Percentage

Summative assessment- Examinations:

N/A

Summative assessment- Coursework and in-class tests:

N/A

Formative assessment methods:

One 1500-word Work-Based Project, for which formative feedback will be provided.  

Penalties for late submission:

There is no penalty for late submission. However, if learners are at risk of missing the deadline, they are asked to submit an ECF requesting a 14-day extension.  

Assessment requirements for a pass:

Evaluation of the work-based project leads to a decision of ‘Proceed’ or ‘Revise’.  In order to gain a ‘Proceed’ the learner must satisfactorily meet the assignment brief requirements. 

 

Any learning outcomes not achieved will be highlighted for the learner, so that it is clear that these learning outcomes should be addressed prior to reaching Gateway for the End Point Assessment (EPA).   

 

Learners may revise their project as many times as necessary, as they progress through the programme.  However, only one resubmission will be evaluated, and feedback provided by the Learning Coach (see reassessment arrangements, below).   

Reassessment arrangements:

The revised work-based project should be resubmitted by the deadline of the notification of the ‘revise’ decision.  This resubmission will be evaluated by the Learning Coach, feedback will be provided and an indication of whether the revised project has met the ‘Proceed’ criteria.  No further resubmissions will be evaluated by the Learning Coach.  The student will need to address any remaining gaps regarding achievement of learning outcomes prior to reaching Gateway for the L6 Improvement Leader End Point Assessment.  Students should discuss this with their Learning Coach at their planned review meetings. 

Additional Costs (specified where applicable):

Travel, accommodation, and subsistence - Expenses when attending workshops (in the case of a workshop taking place at Greenlands or offsite). 

Last updated: 14 September 2023