PM-ZERT. Frame Concept, Exam Scope and Main Topics based on NCB 3.0 National Competence Baseline der PM-ZERT. Certification Body of GPM

Size: px
Start display at page:

Download "PM-ZERT. Frame Concept, Exam Scope and Main Topics based on NCB 3.0 National Competence Baseline der PM-ZERT. Certification Body of GPM"

Transcription

1 PM-ZERT Certification Body of GPM Frame Concept, Exam Scope and Main Topics based on NCB 3.0 National Competence Baseline der PM-ZERT GPM Deutsche Gesellschaft für Projektmanagement e.v. PM-ZERT Office Frankenstraße 152 D Nürnberg Tel. (0911) Fax (0911) Internet: I33E.NCB3.V04.xlsx / 04 / I33E.Cover Sheet

2 NCB - Elements based on ICB NCB 3.0 Overview of PM-Elements PM-technical competence competence field 1.01 Project management success technical 1.02 Interested parties technical 1.03 Project requirements & objectives technical 1.04 Risk & opportunity technical 1.05 Quality technical 1.06 Project organisation technical 1.07 Teamwork technical 1.08 Problem resolution technical 1.09 Project structures technical 1.10 Scope & deliverables technical 1.11 Time & project phases technical 1.12 Resources technical 1.13 Cost & finance technical 1.14 Procurement & contact technical 1.15 Changes technical 1.16 Control & reports technical 1.17 Information & documentation technical 1.18 Communication technical 1.19 Start-up technical 1.20 Close-out technical PM-behavioural competence 2.01 Leadership behavioural 2.02 Engagement & motivation behavioural 2.03 Self-control behavioural 2.04 Assertiveness behavioural 2.05 Relaxation behavioural 2.06 Openness behavioural 2.07 Creativity behavioural 2.08 Results orientation behavioural 2.09 Efficiency behavioural 2.10 Consultation behavioural 2.11 Negotiation behavioural 2.12 Conflict & crisis behavioural 2.13 Reliability behavioural 2.14 Values appreciation behavioural 2.15 Ethics behavioural PM contextual competence 3.01 Project orientation contextual 3.02 Programme orientation contextual 3.03 Portfolio orientation contextual 3.04 PPP implementation contextual 3.05 Permanent organisation contextual 3.06 Business contextual 3.07 Sytems, products & technology contextual 3.08 Personnel management contextual 3.09 Health, security, safety & environment contextual 3.10 Finance contextual 3.11 Legal contextual I33E.NCB3.V04.xlsx / 04 / I33E.NCB3. Page 2

3 self assessment sheet NCB 3.0 Self assessment sheet Please rate your knowledge and your experience in PM for each element with X (an average will be calculated, if you marked it with X). PM-technical competence 1.01 Project management success 1.02 Interested parties 1.03 Project requirements & objectives 1.04 Risk & opportunity 1.05 Quality 1.06 Project organisation 1.07 Teamwork 1.08 Problem resolution 1.09 Project structures 1.10 Scope & deliverables 1.11 Time & project phases 1.12 Resources 1.13 Cost & finance 1.14 Procurement & contact 1.15 Changes 1.16 Control & reports 1.17 Information & documentation 1.18 Communication 1.19 Start-up 1.20 Close-out knowledge Date Surname Name S A M P L E for submission of the selfassessment sheet please use the form F02E of the download area from PM-Zert! experience Ø Average 0,0 0,0 0,0 PM-behavioural competence 2.01 Leadership 2.02 Engagement & motivation 2.03 Self-control 2.04 Assertiveness 2.05 Relaxation 2.06 Openness 2.07 Creativity 2.08 Results orientation 2.09 Efficiency 2.10 Consultation 2.11 Negotiation 2.12 Conflict & crisis 2.13 Reliability 2.14 Values appreciation 2.15 Ethics knowledge experience Ø Average 0,0 0,0 0,0 PM contextual competence 3.01 Project orientation 3.02 Programme orientation 3.03 Portfolio orientation 3.04 PPP implementation 3.05 Permanent organisation 3.06 Business 3.07 Sytems, products & technology 3.08 Personnel management 3.09 Health, security, safety & environment 3.10 Finance 3.11 Legal knowledge experience Ø Average 0,0 0,0 0,0 I33E.NCB3.V04.xlsx / 04 / F02.NCB3.self assessment sheet Page 3

4 I33E.NCB3.V04.xlsx / 04 / F02.NCB3.Taxonomy 4

5 I33E.NCB3.V04.xlsx / 04 / F02.NCB3.Taxonomy 5

6 IPMA 4-L-C requirements of competence NCB 3.0 Project Management Competences ICB 2.0b ICB 3.0 IPMA Level D Project Managment Associate IPMA Level C Project Manager IPMA Level B Senior Project Manager IPMA Level A Projects Director 1. PM-technical competence 1.01 Project management success 05. / Knowledge Skills Skills Manage 1.02 Interested parties 05. / Skills Skills Skills Manage 1.03 Project requirements & objectives 07. / Skills Skills Skills Skills 1.04 Risk & opportunity Skills Skills Skills Manage 1.05 Quality 28. / Knowledge Knowledge Skills Manage 1.06 Project organisation Skills Skills Skills Manage 1.07 Teamwork 55. / Skills Skills Skills Manage 1.08 Problem resolution Knowledge Skills Manage Manage 1.09 Project structures Skills Skills Skills Manage 1.10 Scope & deliverables 13. / Knowledge Knowledge Skills Manage 1.11 Time & project phases 06. / Skills Skills Skills Manage 1.12 Resources Skills Skills Skills Manage 1.13 Cost & finance Skills Skills Skills Manage 1.14 Procurement & contact Knowledge Knowledge Skills Manage 1.15 Changes 17. / Knowledge Knowledge Skills Manage 1.16 Control & reports 19. / 20. / Knowledge Skills Skills Manage 1.17 Information & documentation Knowledge Skills Skills Manage 1.18 Communication 25. / 32. / Skills Skills Manage Manage 1.19 Start-up Skills Skills Skills Manage 1.20 Close-out Knowledge Skills Skills Manage I33E.NCB3.V04.xlsx / 04 / I33E.NCB3.4-LC.Mapping Page 6

7 IPMA 4-L-C requirements of competence 2. PM-behavioural competence 2.01 Leadership 24. / Knowledge Skills Skills Manage 2.02 Engagement & motivation Skills Skills Manage Manage 2.03 Self-control 46. / Known Skills Manage Manage 2.04 Assertiveness 43. / Known Skills Skills Skills 2.05 Relaxation 2.05 Known Skills Skills Manage 2.06 Openness 45. / Known Skills Skills Skills 2.07 Creativity 44. / 48. / Knowledge Skills Manage Manage 2.08 Results orientation 2.08 Knowledge Skills Skills Manage 2.09 Efficiency Known Skills Skills Manage 2.10 Consultation 47. / 48. / 51. / Known Skills Skills Skills 2.11 Negotiation 32. / Knowledge Knowledge Skills Manage 2.12 Conflict & crisis 26. / 47. / 56. / Knowledge Skills Manage Manage 2.13 Reliability 43. / Knowledge Skills Skills Skills 2.14 Values appreciation 43. / 44. / Known Skills Skills Skills 2.15 Ethics 49. / Skills Skills Skills Skills 3. PM contextual competence 3.01 Project orientation Knowledge Skills Skills Manage 3.02 Programme orientation 3.02 Known Knowledge Skills Manage 3.03 Portfolio orientation 3.03 Known Knowledge Skills Manage 3.04 PPP implementation 02. / Known Knowledge Knowledge Manage 3.05 Permanent organisation 03. / 05. / 33. / Knowledge Skills Skills Manage 3.06 Business 05. / 34. / 38. / Knowledge Skills Skills Manage 3.07 Sytems, products & technology 04. / 38. / Known Skills Skills Knowledge 3.08 Personnel management Knowledge Skills Skills Manage 3.09 Health, security, safety & environment 05. / Knowledge Skills Skills Manage 3.10 Finance Knowledge Skills Skills Manage 3.11 Legal Known Knowledge Skills Manage I33E.NCB3.V04.xlsx / 04 / I33E.NCB3.4-LC.Mapping Page 7

8 IPMA 4-L-C requirements of competence Manage Skills Knowledge Known Is able to delegate, navigate the procedure and to valuate the success Masters the procedure and is able to use it Is able to explain the procedure, the methods, the functionality Knows the term and is able to classify them into the respective PM-field Exam medium Workshop / PSA / PPSA / Interview Transfer evidence report/peb/ Workshop/PSA/PPSA/ Oral exam/interview Written examination part 1 (basis knowledge)/written examination part 2 (level related knowledge)/oral exam/interview Written examination part 1 (basis knowledge)/oral exam I33E.NCB3.V04.xlsx / 04 / I33E.NCB3.4-LC.Mapping Page 8

9 Framce Concept Exam Scope and Main Topics at the certification process Level D - A NCB 3.0 Written examination (all levels), oral examination (only level D) Proportion of the questions and exercises of the single competence fields of the NCB PM-technical competence 2. PM-behavioural competence 3. PM contextual competence Sums Written exam level D 70% 15% 15% 100% Written exam level C/B 60% 20% 20% 100% Written exam level A 40% 30% 30% 100% Questions in oral exam level D 1. PM-technical competence 2. PM-behavioural competence 3. PM contextual competence Sums Number of exam relevant ICB Minimum nuber of questions ,00 Written exam level D 2. PM-behavioural competence 3. PM contextual competence Number of points per field Number of exercise groups * 1 ) per field Main topics of the exercises 1. PM-technical competence 1-3 Objective definition, project objectives and project phases 4-6 PSP Network planning Resource plan Cost management Milestone-trendanalysis 7-8 Project control Teamwork Communication Exercise Focus on results Leadership Motivation Creativity Negotiation Conflicts und Crises Ethic Sums Exercise Permanent organisation Personal management Safety, health, environment I33E.NCB3.V04.xslx / 04 / I33E.NCB3.exam frame Page 9

10 Framce Concept Exam Scope and Main Topics at the certification process Level D - A Written exam level C/B 2. PM-behavioural competence 3. PM contextual competence Number of points per field Number of exercise groups * 1 ) per field 1-3 Ecercise No Main topics of the exercises 1. PM-technical competence Project area Project start up and project close Project targets Life cycle model Net plan/ Bar chart Project risiks Resources Project-organisation Integrated Project control Problem solving Teamwork Motivation Negotiation Conflicts Creativity Leadership outcome orientation PPP-Orientation Permanent organisation Business Safety, health, environment and legal aspects Sums Written exam level A 2. PM-behavioural competence 3. PM contextual competence Number of points per field Number of exercise groups * 1 ) per field / Main topics of the exercises 1. PM-technical competence Program Portfolio Environment Phases Targets Scheduling Resourc planning Organisational forms Change management Conflicts and Crises Motivation assertiveness reliableness outcome orientation consulting PPP-Orientation and -Implementation permanent organisation business legal aspects Product management Sums * 1 ) Structure The exercises of the different levels have the same structure: 12 exercise groups, each 10 points The score calculated from the percentage numbers per field are guide values. Contents The assignment of the ICB to the single fields is shown on the tabular sheet "I33.NCB3.4-LC.Mapping". The exercises of all exam fields comprise multiple-choice questions, open- and fill-in questions, as well as the demonstration of solutions in text form, calculations or sketches I33E.NCB3.V04.xslx / 04 / I33E.NCB3.exam frame Page 10

11 Content of documents for each level PM-ZERT Frame Concept Exam Scope and Main Topics based on ICB 3.0 Exposition at the certification process Level D - A NCB 3.0 Project reports Level Characeristics. Verification Knowledge und Transfer (examination - Transfer evidence report (TRN) component) - Guidance Z08 Deadlines (according to A01 Fees and Schedule) Before the examination day IPMA Level D IPMA Level C IPMA Level B IPMA Level A Project and Project management experience - Project experience report (PEB) - Guidance Z04C Before the Certification workshop Project and Project management experience with critical assessment (positive und negative Aspects, room for improvements) - Project study report (PSA) - Literature synopsis - Guidance Z04B Before the Interview Experience in Multi-Projekt management and Portfolio- or Program-Management with critical assessment (positive und negative Aspects, room for improvements) - Programm-/Portfolio study report (PPSA) - Literature synopsis - Guidance Z04A Before the Interview Content of competence according to ICB3 TRN PEB PSA PPSA 12 PM-technical competence 12 PM-technical competence 14 PM-technical competence 14 PM-technical competence 2 PM-behavioural competence 5 PM-behavioural competence 8 PM-behavioural competence 11 PM-behavioural competence 4 PM context competence 6 PM context competence 8 PM context competence and Literature synopsis: and Literature synopsis: 1 Presentation for one hour of lecutre(ppt) 1 Presentation for one hour of lecture(ppt) 1 review of specialist book or rather article 1 review of specialist book or article Extent TRN: ca pages Certification upgrading: PSA: ca pages PPSA: ca pages overall incl. attachments PEB: + max. 15 pages attachment + max. 20 pages attachment Real Project TRN replaced by PEB, TRN may not be older than 5 years First Certification Literature synopsis Presentation slides Literature synopsis Presentation slides PEB: ca pages specialist book or rather article review 3-5 pages specialist book or rather specialist article review 3-5 pages + max. 10 pages attachment 2 Reflection questions each element (see below) a) Why is this element important for that project? b) What has worked well and what could be improved? I33E.NCB3.V04.xlsx / 04 / I33E.NCB3.reports Page 11

12 PM-ZERT Frame concept exam scope and main topics based on ICB 3.0 Mapping ICB2 and History - ICB3 ICB3-PM-Element ICB3 Competence Area ICB2 Competence Area ICB2-PM-Element GPM ProjektManager Chapter Subject area on PM-Kanon / PMF 3.01 Project Orientation Contextual Basics 01. Projects and Project Management A1, A2 Basics Project, programme & portfolio implementation Contextual Basics 02. Project Management Implementation F1 Basics Permanent organisation Contextual Basics 03. Management by Projects E Basics 1.1, Systems, products & technology Contextual Basics 04. System Approach and Integration E Basics Project management success Technical Basics 05. Project Context A3 Basics Interested parties Technical Basics 05. Project Context A3 Basics Project, programme & portfolio implementation Contextual Basics 05. Project Context A3 Basics Permanent organisation Contextual Basics 05. Project Context A3 Basics Business Contextual Basics 05. Project Context A3 Basics Health, security, safety & environment Contextual Basics 05. Project Context A3 Basics Time & project phases Technical Basics 06. Project Phases and Life-Cycle B Basics Project requirements & objectives. Technical Basics 07. Project Development and Appraisal E2 uncovered 1.03 Project requirements & objectives. Technical Basics 08. Project Objectives and Strategies C2 Basics Project requirements & objectives. Technical Basics 08. Project Objectives and Strategies E2 uncovered 1.01 Project management success Technical Basics 09. Project Success and Failure Criteria A5 Basics Start-up Technical Basics 10. Project Start-Up C1 Organisation Close-out Technical Basics 11. Project Close-out C10 Organisation Project structures Technical Methods and Techniques 12. Project Structures C4 Methods Scope & deliverables Technical Methods and Techniques 13. Content, Scope C1, C2 uncovered 1.11 Time & project phases Technical Methods and Techniques 14. Time Schedules C5 Methods Resources Technical Methods and Techniques 15. Resources C6 Methods Cost & finance Technical Methods and Techniques 16. Project Cost and Finance C6 Methods 3.4, Scope & deliverables Technical Methods and Techniques 17. Configurations and Changes C7 Organisation Changes Technical Methods and Techniques 17. Configurations and Changes C7 Organisation Risk & opportunity Technical Methods and Techniques 18. Project Risks C3 Organisation Control & reports Technical Methods and Techniques 19. Performance Measurement C9 Methods Control & reports Technical Methods and Techniques 20. Project Controlling C9 Methods Control & reports Technical Methods and Techniques 21. Information, Documentation, Reporting A3, C9 Organisation 4.5, Information & documentation. Technical Methods and Techniques 21. Information, Documentation, Reporting C9 Organisation 4.5, Project organisation. Technical Organisational 22. Project Organisation A6, D1 Organisation Teamwork. Technical Social 23. Teamwork D3 Social 2.1, 2.3, Leadership Behavioural Social 24. Leadership D3 Social 2.1, Communication Technical Social 25. Communication D4 Social Conflict & crisis Behavioural Social 26. Conflicts and Crises D5 Social Procurement & contract. Technical Organisational 27. Procurement, Contracts A4 Organisation Quality. Technical General Management 28. Project Quality C8 Organisation is no longer considered an element in itself. The use of informatics is a tool required to exercise many of competence. General Management 29. Informatics in Projects C11 Organisation Quality. Technical Organisational 30. Standards and Regulations F3 Basics Problem resolution. Technical Organisational 31. Problem Solving D2 Methods 3.9, Communication. Technical Organisational 32. Negotiations, Meetings D2, D4 Social 2.9 PMF- Element I33E.NCB3.V04.xlsx / 04 / I33E.ICB2.Mapping.History

13 PM-ZERT Frame concept exam scope and main topics based on ICB 3.0 Mapping ICB2 and History - ICB Negotiation Behavioural Organisational 32. Negotiations, Meetings D2 Social Permanent organisation. Contextual Organisational 33. Permanent Organisation A6 Organisation Business Contextual Organisational 34. Business Processes B, C8 uncovered 3.08 Personnel management Contextual Organisational 35. Personnel Development D3 Organisation Permanent organisation. Contextual Organisational 36. Organisational Learning F Social Changes. Technical General Management 37. Management of Change F1 uncovered 3.06 Business Contextual General Management 38. Marketing, Product Management D4 uncovered 3.07 Systems, products & technology. Contextual General Management 38. Marketing, Product Management D4 uncovered 3.07 Systems, products & technology. Contextual General Management 39. System Management E1 Basics Health, security, safety & environment. Contextual General Management 40. Safety, Health, Environment D3 uncovered 3.11 Legal. Contextual General Management 41. Legal Aspects ICB, A4 uncovered 3.10 Finance. Contextual General Management 42. Finance and Accounting C6 Methods Assertiveness Behavioural Personal Attitudes 43. Ability to communicate 2.13 Reliability Behavioural Personal Attitudes 43. Ability to communicate 2.14 Values appreciation Behavioural Personal Attitudes 43. Ability to communicate 2.02 Engagement & motivation Behavioural Personal Attitudes 44. Initiative, engagement, enthusiasm, ability of motivation 2.04 Assertiveness Behavioural Personal Attitudes 44. Initiative, engagement, enthusiasm, ability of motivation 2.07 Creativity Behavioural Personal Attitudes 44. Initiative, engagement, enthusiasm, ability of motivation 2.09 Efficiency Behavioural Personal Attitudes 44. Initiative, engagement, enthusiasm, ability of motivation 2.14 Values appreciation Behavioural Personal Attitudes 44. Initiative, engagement, enthusiasm, ability of motivation 2.06 Openness. Behavioural Personal Attitudes 45. Ability of getting in contact, openness 2.03 Self-control Behavioural Personal Attitudes 46. Sensibility, self-control, value appreciation 2.14 Values Appreciation. Behavioural Personal Attitudes 46. Sensibility, self-control, value appreciation 2.03 Self-control Behavioural Personal Attitudes 47. Conflict solving, argumentation culture, fairness 2.10 Consultation Behavioural Personal Attitudes 47. Conflict solving, argumentation culture, fairness 2.11 Negotiation Behavioural Personal Attitudes 47. Conflict solving, argumentation culture, fairness 2.12 Conflict & crisis. Behavioural Personal Attitudes 47. Conflict solving, argumentation culture, fairness 2.07 Creativity Behavioural Personal Attitudes 48. Ability of finding solutions, holistic thinking 2.10 Consultation Behavioural Personal Attitudes 48. Ability of finding solutions, holistic thinking 2.13 Reliability. Behavioural Personal Attitudes 48. Ability of finding solutions, holistic thinking 2.15 Ethics. Behavioural Personal Attitudes 49. Loyalty, solidarity, readiness for helping 2.01 Leadership. Behavioural Personal Attitudes 50. Leadership abilities 2.10 Consultation. Behavioural Personal Attitudes 51. Logic 2.10 Consultation. Behavioural Personal Attitudes 52. Systematic and structured thinking 1.3 Reliability. Technical Personal Attitudes 53. Absence of errors 1.18 Communication. Technical Personal Attitudes 54. Clearness 1.07 Teamwork Technical Personal Attitudes 55. Common sense 2.07 Creativity. Behavioural Personal Attitudes 55. Common sense 2.06 Openness. Behavioural Personal Attitudes 56. Transparency 2.12 Conflict & crisis. Behavioural Personal Attitudes 56. Transparency 2.15 Ethics. Behavioural Personal Attitudes 56. Transparency 1.02 lnterested parties Technical Personal Attitudes 57. Overview 3.06 Business. Contextual Personal Attitudes 57. Overview 2.12 Conflict & crisis. Behavioural Personal Attitudes 58. Balanced judgement 0. is not explicitly mentioned in any element of lcb Version 3. lt is, however, an implicit part of the experience criteria in all of lcb Version 3. Personal Attitudes 59. Horizon of experience 0. is not explicitly mentioned in any element of lcb Version 3. This general aspect is weil covered by lcb Version 3. Personal Attitudes 60. Skilfulness I33E.NCB3.V04.xlsx / 04 / I33E.ICB2.Mapping.History

Self Assessment Guidelines. (IPMA Levels A, B, C and D)

Self Assessment Guidelines. (IPMA Levels A, B, C and D) Self Assessment Guidelines (IPMA Levels A, B, C and D) Contents 1. General provisions...2 2. How to use the self-assessment form...3 3. Self-assessment form...4 Author Classification Status Electronic

More information

IPMA Project Management Certificates

IPMA Project Management Certificates IPMA Project Management Certificates IPMA Level D Applicants s Instructions - IPMA project management certification system - Entry requirements - Project management competence - Applicant s instructions

More information

Rural/Local Development Project Management: competence baseline

Rural/Local Development Project Management: competence baseline Master in Rural Development and Sustainable Management Project Planning Rural/Local Development Project Management: competence baseline Ignacio de los Ríos Agricultural Engineer. Universidad Politécnica

More information

Contextual competences. Behavioural competences. Technical competences

Contextual competences. Behavioural competences. Technical competences ICB - IPMA Competence Baseline Version 3.0 Contextual competences Behavioural competences Technical competences The Eye of Competence Behavioural competences Leadership Engagement & motivation Self-control

More information

PPM Competency Profiling

PPM Competency Profiling PPM Competency Profiling 1 What we do... Our strength comes from the expertise of our people, the structure of our processes, the scale of our operation and our years of experience in providing learning

More information

Comparison of the Various Project Management Competency Models

Comparison of the Various Project Management Competency Models Comparison of the Various Project Management Competency Models Douglas W. Call, Ph.D., PMP, Senior Consultant, Harpum Consulting Limited and Adjunct Professor, Campbell University School of Pharmacy and

More information

Dept. of Communication Studies Senior Portfolio Instructions

Dept. of Communication Studies Senior Portfolio Instructions Dept. of Communication Studies Senior Portfolio Instructions Overview: Graduating seniors in the Department of Communication Studies are required to submit an assessment portfolio to be eligible for graduation.

More information

Status quo des 'Memorandum of Understanding' zwischen APMG und IPMA. Mag. Brigitte Schaden, IPMA Chairman pma Vorstandsvorsitzende

Status quo des 'Memorandum of Understanding' zwischen APMG und IPMA. Mag. Brigitte Schaden, IPMA Chairman pma Vorstandsvorsitzende Status quo des 'Memorandum of Understanding' zwischen APMG und IPMA Mag. Brigitte Schaden, IPMA Chairman pma Vorstandsvorsitzende Köln, 26. April 2012 IPMA Komplexität in Projekten - Zertifizierungslevel

More information

Pearson Edexcel BTEC Level 7 Diploma in Strategic Management and Leadership

Pearson Edexcel BTEC Level 7 Diploma in Strategic Management and Leadership Pearson Edexcel BTEC Level 7 Diploma in Strategic Management and Leadership at the London College of Business Programme Title Awarding Body Pearson Edexcel BTEC Level 7 Diploma in Strategic Management

More information

IPMA Competence Baseline

IPMA Competence Baseline 1 IPMA Competence Baseline Behavioural competences By Oliver Chorvát, Nikol Kokešová, Jiří Harazim Hello everybody. I d like to welcome you to our presentation. We are team number 8, Oliver, Nikol a Jirka.

More information

Manchester City Council Role Profile. Service Desk Analyst, Grade 6. ICT Service, Corporate Core Directorate Reports to: Team Lead (Service Support)

Manchester City Council Role Profile. Service Desk Analyst, Grade 6. ICT Service, Corporate Core Directorate Reports to: Team Lead (Service Support) Key Role Descriptors: Manchester City Council Role Profile Service Desk Analyst, Grade 6 ICT Service, Corporate Core Directorate Reports to: Team Lead (Service Support) Job Family: Technical The role holder

More information

Graduate Profile. BA (Hons/Ord) Learning Disability Nursing

Graduate Profile. BA (Hons/Ord) Learning Disability Nursing Graduate Profile BA (Hons/Ord) Learning Disability Nursing The following information, in conjunction with the graduate's individual practice portfolio and C.V., constitutes the graduate profile for the

More information

A LITERATURE REVIEW ABOUT RECOGNIZING HIGH-POTENTIAL PROJECT MANAGERS AND HOW TO KEEP THEM ON BOARD

A LITERATURE REVIEW ABOUT RECOGNIZING HIGH-POTENTIAL PROJECT MANAGERS AND HOW TO KEEP THEM ON BOARD A LITERATURE REVIEW ABOUT RECOGNIZING HIGH-POTENTIAL PROJECT MANAGERS AND HOW TO KEEP THEM ON BOARD J.F. Spoelstra Hogeschool Rotterdam Minor Project- en programmamanagement 2013 In January 2012 ESI announced

More information

SBM1201 Project/Program Fundamentals 3 (Project/Program Scope, Time and Cost Management)

SBM1201 Project/Program Fundamentals 3 (Project/Program Scope, Time and Cost Management) SBM1201 Project/Program Fundamentals 3 (Project/Program Scope, Time and Cost Management) UOS CODE SBM1201 SUMMARY COURSE CONVENOR COURSE TUTOR ASSUMED KNOWLEDGE APPROXIMATE WORKLOAD UOS NAME Project/Program

More information

Manchester City Council Role Profile. Desk Top Support Analyst, Grade 6

Manchester City Council Role Profile. Desk Top Support Analyst, Grade 6 Key Role Descriptors: Manchester City Council Role Profile Desk Top Support Analyst, Grade 6 ICT Service, Corporate Core Directorate Reports to: Team Lead (Desk Top Support) Job Family: Technical The role

More information

RESEARCH HIGHER DEGREE STUDENT PROFESSIONAL DEVELOPMENT PORTFOLIO

RESEARCH HIGHER DEGREE STUDENT PROFESSIONAL DEVELOPMENT PORTFOLIO The University of Queensland School of Social Work and Applied Human Sciences RESEARCH HIGHER DEGREE STUDENT PROFESSIONAL DEVELOPMENT PORTFOLIO 2005 RESEARCH HIGHER DEGREE STUDENTS GRADUATE ATTRIBUTES

More information

SBM1202 Project Management Fundamentals 4 Project/Program Quality, Risk & Procurement Management

SBM1202 Project Management Fundamentals 4 Project/Program Quality, Risk & Procurement Management SBM1202 Project Management Fundamentals 4 Project/Program Quality, Risk & Procurement Management UOS CODE SBM1202 SUMMARY UOS NAME Project Management Fundamentals 4 CREDIT POINTS 6 STATUS Core This unit

More information

Sam Sample Sam@psytech.com RESPONDENT FEEDBACK REPORT 360 APPRAISAL. Psychometrics Ltd.

Sam Sample Sam@psytech.com RESPONDENT FEEDBACK REPORT 360 APPRAISAL. Psychometrics Ltd. Sam Sample Sam@psytech.com RESPONDENT FEEDBACK REPORT 360 APPRAISAL ABOUT THE PSYTECH 360 APPRAISAL 360 appraisals compare an individual's self ratings on a number of behavioural competencies to the ratings

More information

Specialist Certificate in Business Relationship Management Syllabus. Version 1.2

Specialist Certificate in Business Relationship Management Syllabus. Version 1.2 Specialist Certificate in Business Relationship Management Syllabus Version 1.2 August 2010 Specialist Certificate in Business Relationship Management Syllabus Contents Rationale...2 Aims and Objectives...2

More information

Manchester City Council Role Profile. Service Manager (Database Analysis), Grade 9

Manchester City Council Role Profile. Service Manager (Database Analysis), Grade 9 Manchester City Council Role Profile Service Manager (Database Analysis), Grade 9 ICT Service, Corporate Core Directorate Reports to: Service Delivery Manager (IT Operations) Key Role Descriptors: Job

More information

Managing the Project Start

Managing the Project Start Roland Gareis University of Economics and Business Administration PROJEKTMANAGEMENT GROUP, Franz-Klein-Gasse 1, A-1190 Vienna, Austria Tel: (+43-1) 4277-29401, Fax: (+43-1) 368 75 10, Email: roland.gareis@wu-wien.ac.at

More information

Preface. Dear reader,

Preface. Dear reader, c h a p t e r h e a d e r I Preface Preface Dear reader, Thank you for reading pm baseline 3.0, the updated version of our successful pm baseline manual. The pm baseline can provide you with valuable support

More information

Employability Skills Framework

Employability Skills Framework Employability Skills Framework All young people need a set of skills and attributes that will prepare them for both employment and further learning. The Employability Skills Framework includes what employers

More information

JOB DESCRIPTION SYSTEMS DEVELOPMENT OFFICER - Grade 6

JOB DESCRIPTION SYSTEMS DEVELOPMENT OFFICER - Grade 6 JOB DESCRIPTION SYSTEMS DEVELOPMENT OFFICER - Grade 6 Title: Contract type: Systems Development Officer Fixed Term 12 Months Grade: Grade 6 Location: Reporting to: Carmarthen or Lampeter Campus Information

More information

Team Core Values & Wanted Behaviours

Team Core Values & Wanted Behaviours Team Core Values & Wanted Behaviours Session Leader Guide This exercise helps you as a leader to establish a set of shared values and related wanted behaviours. To have shared values in a team will: y

More information

Graduate Profile. DipHE Mental Health Nursing

Graduate Profile. DipHE Mental Health Nursing Graduate Profile DipHE Mental Health Nursing The following information, in conjunction with the graduate's individual practice portfolio and C.V., constitutes the graduate profile for the named award.

More information

Role Description Curator - Digital Assets

Role Description Curator - Digital Assets Role Description Curator - Digital Assets Cluster Agency Division/Branch/Unit Location Department of Planning & Environment Sydney Living Museums Collections & Access The Mint Classification/Grade/Band

More information

OXMS. Oxford Management Solutions Ltd. Project Management Training Portfolio. For. High Technology Companies

OXMS. Oxford Management Solutions Ltd. Project Management Training Portfolio. For. High Technology Companies OXMS LIBERATE YOUR BUSINESS POTENTIAL Project Management Training Portfolio For High Technology Companies Project & Programme Management Training This portfolio is targeted at high technology companies

More information

Latvian National Project Management Association (LNPMA) and its major directions of operation during 10 years

Latvian National Project Management Association (LNPMA) and its major directions of operation during 10 years Latvian National Project Management Association (LNPMA) and its major directions of operation during 10 years Prof. Dr.oec. Žanete Ilmete, LNPMA Board Chairwoman 1 Factors promoting rapid development of

More information

Programme Specification and Curriculum Map for BA (Honours) Graphic Design

Programme Specification and Curriculum Map for BA (Honours) Graphic Design Programme Specification and Curriculum Map for BA (Honours) Graphic Design 1. Programme title Graphic Design 2. Awarding institution Middlesex University 3. Teaching institution Middlesex University 4.

More information

Schedule A. MITA Career Level based on Responsibility Level (SFIA v5 Responsibility Levels) https://www.sfiaonline.org/v501/en/busskills.

Schedule A. MITA Career Level based on Responsibility Level (SFIA v5 Responsibility Levels) https://www.sfiaonline.org/v501/en/busskills. PROFILE TITLE MITA Career Level based on Responsibility Level (SFIA v5 Responsibility Levels) https://www.sfiaonline.org/v501/en/busskills.html Software Developer 3 SUMMARY STATEMENT Builds/codes ICT solutions

More information

Key Steps to a Management Skills Audit

Key Steps to a Management Skills Audit Key Steps to a Management Skills Audit COPYRIGHT NOTICE PPA Consulting Pty Ltd (ACN 079 090 547) 2005-2013 You may only use this document for your own personal use or the internal use of your employer.

More information

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1 The integrated leadership system ILS support tools Leadership pathway: Individual profile Executive Level 1 profile Shapes strategic thinking Achieves results Cultivates productive working relationships

More information

Revision Number: 1. CUFDIG505A Design information architecture

Revision Number: 1. CUFDIG505A Design information architecture Revision Number: 1 CUFDIG505A Design information architecture CUFDIG505A Design information architecture Modification History Not applicable. Unit Descriptor Unit descriptor This unit describes the performance

More information

SBM1101 Project Management Fundamentals 1 Project/Program Strategic Intent, Business Case, Framework and Governance

SBM1101 Project Management Fundamentals 1 Project/Program Strategic Intent, Business Case, Framework and Governance SBM1101 Project Management Fundamentals 1 Project/Program Strategic Intent, Business Case, Framework and Governance UOS CODE SBM1101 SUMMARY UOS NAME Project Management Fundamentals 1 CREDIT POINTS 6 STATUS

More information

Achieve. Performance objectives

Achieve. Performance objectives Achieve Performance objectives Performance objectives are benchmarks of effective performance that describe the types of work activities students and affiliates will be involved in as trainee accountants.

More information

Schedule A. MITA Career Level based on Responsibility Level (SFIA v5 Responsibility Levels) https://www.sfiaonline.org/v501/en/busskills.

Schedule A. MITA Career Level based on Responsibility Level (SFIA v5 Responsibility Levels) https://www.sfiaonline.org/v501/en/busskills. PROFILE TITLE MITA Career Level based on Responsibility Level (SFIA v5 Responsibility Levels) https://www.sfiaonline.org/v501/en/busskills.html SUMMARY STATEMENT TECHNICAL SERVICES OFFICER 3 Administers

More information

Course Specification MSc Accounting 2016-17 (MSACT)

Course Specification MSc Accounting 2016-17 (MSACT) LEEDS BECKETT UNIVERSITY Course Specification MSc Accounting 2016-17 (MSACT) Our courses undergo a process of review periodically, in addition to annual review and enhancement. Course Specifications are

More information

Occupational Therapy Programme Wedge Gardens Treatment Centre

Occupational Therapy Programme Wedge Gardens Treatment Centre Occupational Therapy Programme Wedge Gardens Treatment Centre Occupational Therapy at Wedge Gardens Treatment Centre aims to help patients with substance abuse problems to function as independently as

More information

2012/2013 Programme Specification Data. Business Purchasing and Supply Chain Management. Business/Management

2012/2013 Programme Specification Data. Business Purchasing and Supply Chain Management. Business/Management 2012/2013 Programme Specification Data Programme Name Programme Number Programme Award QAA Subject Benchmark Statements Business Purchasing and Supply Chain Management P11663 BA (Hons) Business/Management

More information

APM COMPETENCE FRAMEWORK

APM COMPETENCE FRAMEWORK APM COMPETENCE FRAMEWORK Structure of competence elements EXPERIENCE This is Competence the first edition Technical of the Association competence for domain Project Management s APM Competence Competence

More information

Mindjet for Business Projects Bridging the gap in existing tools that address the needs of Business Projects and Business Tasks

Mindjet for Business Projects Bridging the gap in existing tools that address the needs of Business Projects and Business Tasks Mindjet for Business Projects Bridging the gap in existing tools that address the needs of Business Projects and Business Tasks Mindjet provides a powerful platform for collaborative work management to

More information

Business Intelligence Analyst. Business Intelligence Manager (BIM) 1028 Heslerton Road, Dunsandel, Canterbury

Business Intelligence Analyst. Business Intelligence Manager (BIM) 1028 Heslerton Road, Dunsandel, Canterbury Position Reports to Business Intelligence Analyst Business Intelligence Manager (BIM) Company Synlait Milk Ltd Date: February 2013 Location 1028 Heslerton Road, Dunsandel, Canterbury Purpose Support Synlait

More information

Session: Sally Sample - 2010

Session: Sally Sample - 2010 Session: Sally Sample - 2010 Raters SELF BOSS 1 BOSS 2 PEER 1 SUB 1 SUB 2 CUSTOM 1 CUSTOM 2 Sally Sample Peter Atkins Calina Chaplin Amanda Able Harry Hall Liz Howard Sue Nesbit Ricky Rorke 1/33 Overall

More information

SENIOR MANAGEMENT APPRAISAL

SENIOR MANAGEMENT APPRAISAL Report Resources Committee 2 April 21 SENIOR MANAGEMENT APPRAISAL 5-1. Reason for Report To appraise Members of developments since the Best Value and Community Planning Audit highlighted a number of issues

More information

Release: 1. BSBPMG510A Manage projects

Release: 1. BSBPMG510A Manage projects Release: 1 BSBPMG510A Manage projects BSBPMG510A Manage projects Modification History Not applicable. Unit Descriptor Unit descriptor This unit describes the performance outcomes, skills and knowledge

More information

Every job that requires human effort has a work environment. That work

Every job that requires human effort has a work environment. That work INTRODUCTION Every job that requires human effort has a work environment. That work environment can be best described in terms of behaviour. Simply put, "If the job could talk, what behavioural characteristics

More information

Syllabus 2nd Edition

Syllabus 2nd Edition Syllabus 2nd Edition 2 Introductory Certificate Syllabus 2nd Edition 2nd Edition Introductory Certificate syllabus All of the syllabus elements should be taken within the context of a project and project.

More information

Manchester City Council Role Profile. Service Analyst (Knowledge Management), Grade 7

Manchester City Council Role Profile. Service Analyst (Knowledge Management), Grade 7 Manchester City Council Role Profile Service Analyst (Knowledge Management), Grade 7 Key Role Descriptors: ICT Service, Corporate Core Directorate Reports to: Service Manager (Service Transition) Job Family:

More information

Job Description. Technical Architect (BISRID_55) Band: 9 ( 38,050-43,483)

Job Description. Technical Architect (BISRID_55) Band: 9 ( 38,050-43,483) Job Description Job Title: Reports to: Team: Location: Technical Architect (BISRID_55) Solution Architect Infrastructure & Data Centre Lead BIS Nelson Band: 9 ( 38,050-43,483) Job Purpose To ensure key

More information

CURRICULUM for Diploma of Technology in Project Management

CURRICULUM for Diploma of Technology in Project Management CURRICULUM for Diploma of Technology in Project Management Revised 1 April 2011 Table of contents 1. Introduction 2. The purpose of the programme 3. Programme duration 4. Programme title 5. Admission requirements

More information

Event Management. www.fetac.ie. Module Descriptor

Event Management. www.fetac.ie. Module Descriptor The Further Education and Training Awards Council (FETAC) was set up as a statutory body on 11 June 2001 by the Minister for Education and Science. Under the Qualifications (Education & Training) Act,

More information

Certificate of Leadership Program.

Certificate of Leadership Program. Certificate of Leadership Program. An initiative with UBC Peer Programs that engages students in a reflective practice through the use of educational technologies with the aims of developing greater awareness

More information

WHO GLOBAL COMPETENCY MODEL

WHO GLOBAL COMPETENCY MODEL 1. Core Competencies WHO GLOBAL COMPETENCY MODEL 1) COMMUNICATING IN A CREDIBLE AND EFFECTIVE WAY Definition: Expresses oneself clearly in conversations and interactions with others; listens actively.

More information

WOMEN S HEALTH VICTORIA POSITION DESCRIPTION

WOMEN S HEALTH VICTORIA POSITION DESCRIPTION WOMEN S HEALTH VICTORIA POSITION DESCRIPTION Title Classification Team Work location Employment type Policy and Health Promotion Manager WHV Enterprise Agreement 2013 Level 5 Classification Policy and

More information

Budgeting, Planning and Management Reporting Budgeting, Forecasting and Business Planning Building Confidence and Self Esteem Building Effective

Budgeting, Planning and Management Reporting Budgeting, Forecasting and Business Planning Building Confidence and Self Esteem Building Effective MANAGEMENT COURSES Active Listening Skills Administration & Office Management Administrative Management Advanced Accounting Advanced Accounting & Finance Advanced Construction Management, Contracting &

More information

Council is committed to achieving the three key outcomes identified by our local community:

Council is committed to achieving the three key outcomes identified by our local community: Position Profile Position Title: Project Manager - Business Transformation Portfolio (BTP) Fixed Term 18 months Reports to: Department: Section: Information Services Manager Finance & Information Services

More information

Programme Specification and Curriculum Map for BA (Honours) 3D Animation and Games

Programme Specification and Curriculum Map for BA (Honours) 3D Animation and Games and Curriculum Map for BA (Honours) 3D Animation and Games 1. Programme title BA (Hons) in 3D Animation and Games 2. Awarding institution Middlesex University 3. Teaching institution Middlesex University

More information

Skills Audit for Researchers

Skills Audit for Researchers Skills Audit for Researchers Date: Section 1: Research Management Skills 1) Research management to be able to: Project management 1.1) Apply effective project management through the setting of research

More information

LONDON SCHOOL OF COMMERCE. Programme Specifications for the. Cardiff Metropolitan University. MSc in International Hospitality Management

LONDON SCHOOL OF COMMERCE. Programme Specifications for the. Cardiff Metropolitan University. MSc in International Hospitality Management LONDON SCHOOL OF COMMERCE Programme Specifications for the Cardiff Metropolitan University MSc in International Hospitality Management 1 Contents Programme Aims and Objectives 3 Programme Learning Outcomes

More information

SECTION 1: Example Exercise Outcomes. Instructions and Questions Booklet. AssessmentDay. Practice Assessments

SECTION 1: Example Exercise Outcomes. Instructions and Questions Booklet. AssessmentDay. Practice Assessments SECTION 1: Example Exercise Outcomes SECTION 2: Competencies Competency and Behavioural Indicators Based Interview Instructions and Questions Booklet Practice Assessments Instructions These competency

More information

Why are PMO s are Needed on Large Projects?

Why are PMO s are Needed on Large Projects? Why are PMO s are Needed on Large Projects? Keeps Project Manager focused on: Priority risks Priority issues Stakeholder alignment Technical challenges Ensures administrative tasks are completed: Projects

More information

Advanced Diploma in Nursing (Management)

Advanced Diploma in Nursing (Management) Advanced Diploma in Nursing (Management) Jointly organized by the School of Health Sciences and School of Business Management, this course aims to increase the participants' knowledge and skills in healthcare

More information

Effective project management

Effective project management Effective project management (1) INTRODUCTION: What are Projects? Defined start and end (deadlines) Innovation instead of routine A goal to be achieved based on the division of labour Comprehensive design

More information

JOB DESCRIPTION ASSISTANT PRINCIPAL FUNDING & PERFORMANCE REVIEW

JOB DESCRIPTION ASSISTANT PRINCIPAL FUNDING & PERFORMANCE REVIEW JOB DESCRIPTION JOB TITLE: HEAD OF FUNDING & MIS POST REF: 15/34 REPORTS TO: RESPONSIBLE FOR: ASSISTANT PRINCIPAL FUNDING & PERFORMANCE REVIEW THE DELIVERY OF AN EFFECTIVE MANAGEMENT INFORMATION SERVICE

More information

The ICMCI CMC Competence Framework - Overview

The ICMCI CMC Competence Framework - Overview This CMC Competence Framework specifies the cluster of related abilities, commitments, knowledge, and skills that a management consultant should demonstrate in practice in order to successfully complete

More information

CONTRACT MANAGEMENT FRAMEWORK

CONTRACT MANAGEMENT FRAMEWORK CONTRACT MANAGEMENT FRAMEWORK August 2010 Page 1 of 20 Table of contents 1 Introduction to the CMF... 3 1.1 Purpose and scope of the CMF... 3 1.2 Importance of contract management... 4 1.3 Managing contracts...

More information

Change Management Practitioner Competencies

Change Management Practitioner Competencies 1 change-management-institute.com Change Management Institute 2008 Reviewed 2010, 2012 Change Management Practitioner Competencies The Change Management Practitioner competency model sets an independent

More information

Nurse Practitioner Mentor Guideline NPAC-NZ

Nurse Practitioner Mentor Guideline NPAC-NZ Nurse Practitioner Mentor Guideline NPAC-NZ Purpose To provide a framework for the mentorship of registered nurses to prepare for Nurse Practitioner (NP) registration from the Nursing Council of New Zealand.

More information

STANDARD FOR AUDITING PROJECTS DEFINITIONS AND RULES

STANDARD FOR AUDITING PROJECTS DEFINITIONS AND RULES Deutsches Institut für Interne Revision e.v. (German Institute for Internal Auditing) DIIR Audit Standard No. 4 STANDARD FOR AUDITING S DEFINITIONS AND RULES DIIR Project Management Audit Project Group

More information

BUSINESS INTELLIGENCE E ANALYST Business Unit:

BUSINESS INTELLIGENCE E ANALYST Business Unit: BUSINESS INTELLIGENCE E ANALYST Business Unit: LAB360 Reporting to: Direct Reports: Manager of Analytics Strategy and Research Business Information Analyst Date Created: September 2014 Purpose of the Position

More information

21. Earned Value deals with: a. EV Scope b. PV Time c. AC Cost 22. Portfolios are organized around business goals. 23. Take stern action against

21. Earned Value deals with: a. EV Scope b. PV Time c. AC Cost 22. Portfolios are organized around business goals. 23. Take stern action against PMP Short Notes Based on PMBOK Guide fifth edition By Dilip Chaturvedi,PMP Email id: info@justpmp.com To know about our training schedule, please visit www.justpmp.com 1. Communication is more complex

More information

Master Level Competency Model

Master Level Competency Model Change Manager Master Level Competency Model The Change Manager Master competency model sets an independent industry benchmark for SENIOR level change management practitioners. The model was launched in

More information

Personal Development Planning and eportfolio. Student Guide

Personal Development Planning and eportfolio. Student Guide Personal Development Planning and eportfolio Student Guide 1 Introduction PDP helps you to develop the skills you need to take responsibility for your learning, development and career progression. Engaging

More information

Kenya Revenue Authority (KRA)

Kenya Revenue Authority (KRA) Kenya Revenue Authority (KRA) Chief Manager - HR Development and Performance Management Job details Reference Number: KRA/HR02/14 Job Title: Chief Manager - HR Development and Performance Management Supervisor:

More information

THE UNIVERSITY OF EDINBURGH. PROGRAMME SPECIFICATION M.A. Honours in Psychology and Business Studies1

THE UNIVERSITY OF EDINBURGH. PROGRAMME SPECIFICATION M.A. Honours in Psychology and Business Studies1 THE UNIVERSITY OF EDINBURGH PROGRAMME SPECIFICATION M.A. Honours in Psychology and Business Studies1 1) Awarding Institution: University of Edinburgh 2) Teaching Institution: University of Edinburgh 3)

More information

Sample Personal Profiles for CVs Handout

Sample Personal Profiles for CVs Handout Sample Personal Profiles for CVs Handout To arrange to have your CV/Application form reviewed please contact Caroline Kennedy Careers & Opportunities Officer Email: ckennedy@ncirl.ie Telephone: 4498526

More information

Criteria for the Diploma qualifications in business, administration and finance at levels 1, 2 and 3

Criteria for the Diploma qualifications in business, administration and finance at levels 1, 2 and 3 Criteria for the Diploma qualifications in business, administration and finance at levels 1, 2 and 3 Version 2 July 2007 QCA/07/3319 Contents Purpose... 4 Aims... 5 Diversity and inclusion... 7 Structure...

More information

2012/2013 Programme Specification Data. Financial Management

2012/2013 Programme Specification Data. Financial Management 2012/2013 Programme Specification Data Programme Name Programme Number Programme Award QAA Subject Benchmark Statements Financial Management P10423 MSc/PGDip Business Programme Aims Outcomes: Knowledge

More information

Senior Social Worker - Children & Young People s Services (CYPS) Various throughout Devon. Effective date of JD 1 November 2010 JE Job Number 561

Senior Social Worker - Children & Young People s Services (CYPS) Various throughout Devon. Effective date of JD 1 November 2010 JE Job Number 561 Role Title Location Reporting to Senior Social Worker - Children & Young People s Services (CYPS) Various throughout Devon Practice Manager (PM) Post Number Grade G Directorate/Section Various throughout

More information

JOB DESCRIPTION. Provide technical support and maintenance for college IT systems and key applications.

JOB DESCRIPTION. Provide technical support and maintenance for college IT systems and key applications. JOB DESCRIPTION POST TITLE: IT SYSTEMS ENGINEER POST REF: 15/194 REPORTS TO: COMPUTING SUPPORT MANAGER DATE: JULY 2015 JOB PURPOSE: Provide technical support and maintenance for college IT systems and

More information

SBM2303 Strategic Information Systems: Managerial Perspective

SBM2303 Strategic Information Systems: Managerial Perspective SBM2303 Strategic Systems: Managerial Perspective UOS CODE SBM2303 UOS NAME Strategic Systems: Managerial Perspective CREDIT POINTS 6 STATUS Elective SUMMARY and Communication Technologies have enabled

More information

Number of staff responsible 11 for Budget responsibility ( ) 4,000,000. Purpose of Job:

Number of staff responsible 11 for Budget responsibility ( ) 4,000,000. Purpose of Job: Job Title Assistant Director, Policy, Intelligence and Analysis (incorporating Programme Director, Future Shape of the Council) Barnet Band and scale range 241-244 Reports to Director of Strategy (and

More information

Registration Fee: R 500.00

Registration Fee: R 500.00 PART TIME 2015 SCHEDULE PROGRAMME DURATION START DATE PROGRAM FEE Add on R500 to course fee Computer Skills Programmes - Provider programmes Introduction to Computers Typing, MS Windows, MS Word & MS Outlook

More information

Staff Development and Performance Management Policy & Procedure

Staff Development and Performance Management Policy & Procedure Staff Development and Performance Management Policy & Procedure Overview The purpose of this document is to outline QAHC s approach to staff development and performance management. The policy and procedure

More information

JOB DESCRIPTION. To provide Portfolio, Programme and Project support services as assigned.

JOB DESCRIPTION. To provide Portfolio, Programme and Project support services as assigned. Job Title: Department: Reports to: Direct Reports: Indirect Reports: Relates to: Portfolio, Programme & Project Support Officer (PSO) Projects Department Head of Projects None Those assigned to your projects

More information

QTC Training & Education. Certificate IV of Project Management BSB41507 Study by Correspondence

QTC Training & Education. Certificate IV of Project Management BSB41507 Study by Correspondence Certificate IV of Project Management BSB41507 Study by Correspondence Career-relevant, Accredited and Industry Endorsed Because QTC vocational courses are developed in consultation with relevant industry

More information

2012/2013 Programme Specification Data. Public Relations

2012/2013 Programme Specification Data. Public Relations 2012/2013 Programme Specification Data Programme Name Public Relations Programme Number Programme Award QAA Subject Benchmark Statements n/a Masters The QAA benchmarking statements for Masters of Business

More information

PROJECT AUDIT METHODOLOGY

PROJECT AUDIT METHODOLOGY PROJECT AUDIT METHODOLOGY 1 "Your career as a project manager begins here!" Content Introduction... 3 1. Definition of the project audit... 3 2. Objectives of the project audit... 3 3. Benefit of the audit

More information

SQA s Skills Framework: Skills for Learning, Skills for Life and Skills for Work

SQA s Skills Framework: Skills for Learning, Skills for Life and Skills for Work SQA s Skills Framework: Skills for Learning, Skills for Life and Skills for Work This framework has been developed for use in the National Qualifications development programme in support of Curriculum

More information

Accelerating Change in Built Environment Education (ACBEE) Case Studies of High Quality

Accelerating Change in Built Environment Education (ACBEE) Case Studies of High Quality Accelerating Change in Built Environment Education (ACBEE) Case Studies of High Quality SALFORD UNIVERSITY / BAE SYSTEMS / CCI Corporate Training Initiative PROJECT MANAGEMENT AND RETHINKING CONSTRUCTION

More information

Cleveland College of Art & Design BA (Hons) Fashion Enterprise Programme Handbook 2013-2014 1

Cleveland College of Art & Design BA (Hons) Fashion Enterprise Programme Handbook 2013-2014 1 Cleveland College of Art & Design BA (Hons) Fashion Enterprise Programme Handbook 2013-2014 1 BA (Hons) Fashion Enterprise Programme Handbook 2013-2014 Your Programme Handbook provides you with a range

More information

How To Be A Successful Marketing Consultant

How To Be A Successful Marketing Consultant 2012/2013 Programme Specification Data Programme Name Programme Number Programme Award QAA Subject Benchmark Statements Strategic Marketing Communications P10205 MA N/A Programme Aims Our graduates will;

More information

HIGHER NATIONAL DIPLOMA MUSIC PRODUCTION. Programme Specification

HIGHER NATIONAL DIPLOMA MUSIC PRODUCTION. Programme Specification HIGHER NATIONAL DIPLOMA MUSIC PRODUCTION Programme Specification Awarding Body Teaching Institution Award title(s) Programme title Language of study UCAS Code(s) Professional Body Accreditation Programme

More information

Upon completion of this degree, All MBA graduates will be able to:

Upon completion of this degree, All MBA graduates will be able to: 1. MBA PROGRAMME OUTCOMES 1.1 Generic outcomes Upon completion of this degree, All MBA graduates will be able to: Demonstrate knowledge of common body of business and management knowledge including functional

More information

M.A. Programme in Corporate Communication Management (Improved Programme for 2006)

M.A. Programme in Corporate Communication Management (Improved Programme for 2006) M.A. Programme in Corporate Communication Management (Improved Programme for 2006) 1. Programme Title Master of Arts Programme in Corporate Communication Management 2. Degree Full Title: Abbreviated Title:

More information

APPLICATIONS AND PORTFOLIO MANAGER

APPLICATIONS AND PORTFOLIO MANAGER 1. PURPOSE OF POSITION This position has responsibility for the teams that deliver applications and development-based solutions, business and systems analysis, and reporting and information management

More information

SBM1204 Project/Program Delivery Systems (Project/Program contracts design, administration and management)

SBM1204 Project/Program Delivery Systems (Project/Program contracts design, administration and management) SBM1204 Project/Program Delivery Systems (Project/Program contracts design, administration and management) UOS CODE SBM1204 SUMMARY UOS NAME Project/Program Delivery Systems CREDIT POINTS 6 STATUS Secondary

More information

FPROGRAMME SPECIFICATION KEY FACTS. Cass Business School. Programme code PSDMBA. Total UK credits 230 Total ECTS 115 PROGRAMME SUMMARY

FPROGRAMME SPECIFICATION KEY FACTS. Cass Business School. Programme code PSDMBA. Total UK credits 230 Total ECTS 115 PROGRAMME SUMMARY FPROGRAMME SPECIFICATION KEY FACTS Programme name Award School Department or equivalent Programme code Type of study Total UK credits 230 Total ECTS 115 PROGRAMME SUMMARY Full-Time MBA MBA Cass Business

More information