OperationsDepartmental Manager Apprenticeship Unit 513 Managing Projects to

Operations/Departmental Manager Apprenticeship Unit 513 – Managing Projects to Achieve Results

Hello Nikki Hayes BA Hons, CMgr FCMI Lecturer – Leadership & Management Nikkihayes@exe-coll. ac. uk

Projects and Your Organisation Projects play a key role in any organisation: • • • Deliver organisation’s strategy Enable and Manage change Support Decision making Facilitate innovation Achieve competitive advantage

Project vs Business as Usual (BAU) BAU - Everyday Takes place regularly, routine activities tasks/activity Projects Necessary for ongoing successful operation of the business If these activities stopped then the business may have to shut down People doing the tasks don’t need daily instruction, permission, or training Generally does not have an end date Narrow focus Specific deadline Specific goals Separate budget Occur infrequently or may only occur once (unique) Benchmarks used to manage progress Specific group of people involved Each project will have a detailed

Projects & The Apprenticeship Level 5 : A work based project of approximately 6 months long Usually completed during the last 6 -9 months of the apprenticeship The project should be based on an agreed business problem that forms part of your job role. For End Point Assessment you will be required to: Produce a reflective account and evidence for the project Evidence should be presented to illustrate each step of the project. (Evidence can consists of, project documentation, reports, emails, meeting minutes, witness testimonies and similar). Deliver a 15 minute presentation and Q&A session.

Project Summary ‘A carefully selected set of activities chosen to use resources (time, money, energy, space, provisions, etc. ) to meet pre-defined objectives and to support business goals, usually with agree start and end dates. In contrast to ‘business as usual’, projects are unique, one -off activities. Projects are a common feature of the modern workplace and in many organisations a number of several projects will be in progress at the same time. Multiple projects may be grouped together in a portfolio or programme designed to deliver strategic benefits to an organisation. ’ CMI Checklist 197 Participating in Projects (May 2014), available on Management. Direct

The role of projects – some questions for you 1. Why might an organisation use projects? 2. What type of operation, activities and tasks might be relevant? 3. What projects has your organisation or department undertaken? 4. What was the purpose of these?

END OF SESSION Thank you for your participation – hope to see you soon