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Qualification - Pearson BTEC Levels 4 and 5 Higher Nationals in Business
Unit Name - Operations and Project Management
Unit Number - Unit 16
Unit code - T/508/0528
Level - Level 5
Unit Credit - 15
Assignment Title - Operations and Project Management
Learning Outcomes
Learning Outcome 1: Review and critique the effectiveness of operations management principles.
Learning Outcome 2: Apply the concept of continuous improvement in an operational context.
Learning Outcome 3: Apply the project life cycle (PLC) to a given context.
Learning Outcome 4: Review and critique the application of the PLC used in a given project.
Essential Content
LO1 Review and critique the effectiveness of operations management principles
Operations vs operations management:
Operations as a concept and as a function vs management as strategic oversight
Operations as a concept:
Different approaches to operations management, Taylor's theory of Scientific Management, flexible specialisation, lean production, mass customisation and agile manufacturing.
The operation process in a service sector and manufacturing sector organisation.
The relationship between operations and other business functions.
Operations management:
Overseeing the design, implementation and effectiveness of an operations function.
Utilising control systems and contingencies to ensure efficiency.
The use of Six Sigma and Lean principles to improve efficiency and effectiveness.
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LO2 Apply the concept of continuous improvement in an operational context
Improving the effectiveness and efficiency of the operations function:
Policies and processes including cost reduction and quality improvement.
Continuous improvement as a philosophy and approach using the application of Lean principles within a cycle of continuous improvement.
Operations as a cross-organisation activity and not simply an independent function.
The significant impact that technology has had upon operational functions and information flows.
Consideration of software systems Enterprise Resource Planning systems (ERP), Supply Chain Management (SCM), New-Product development (NPD) and Customer Relationship Management (CRM).
Improving quality:
Reducing defects through Total Quality Management, the concept of Kaizen and process re-engineering.
LO3 Apply the Project Life Cycle (PLC) to a given context
The Project Life Cycle (PLC):
The phases and activities of the PLC: initiation, planning, execution and closure.
Developing the business case for a project and undertaking feasibility study.
The theories and practice of project management:
To include agile methodologies, project management tools and project leadership within the PLC.
Project documentation:
To include the project initiation document, project plan, cost benefit analysis and work breakdown structure.
Directing projects:
Differentiating between large and small-scale projects and those used in the public, private or not-for-profit sectors.
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LO4 Review and critique the application of the PLC used in a given project
Holistic and focused critiques:
The broader influence/impacts of a project alongside a detailed analysis of the application of the PLC.
Performance measurement:
To include milestones, targets, deliverables, benchmarks (internal and external) and key performance indicators.
The review and critique process:
Using project monitoring to inform an evaluation.
The importance of reliability and validity in evaluation. Programme theory and logic models to support a review.
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Pass
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Merit
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Distinction
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LO1 Review and critique the effectiveness of operations management principles
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P1 Conduct a review and critique of the implementation of operations management principles within an organisational context.
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M1 Review and critique the implementation of operations management in relation to Six Sigma methodology and Lean principles
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LO1 & 2
D1 Apply appropriate theories, concepts and/or models to justify strategies of a continuous improvement plan for achieving improved efficiency.
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LO2 Apply the concept of continuous improvement in an operational context
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P2 Prepare a continuous improvement plan based on the review and critique of operations management principles within an organisational context.
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M2 Analyse the effectiveness of a continuous improvement plan using appropriate theories, concepts and/or models.
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LO3 Apply the Project Life Cycle (PLC) to a given context
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P3 Apply each stage of the PLC to a given project, producing necessary supporting documentation for completing the project
e.g. a business case, project plan, work breakdown structure.
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M3 Analyse the rationale for the project methodologies, tools and leadership within the PLC for the given project.
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LO3 & 4
D2 Critically evaluate the PLC through a practical and theoretical exploration of its effectiveness.
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LO4 Review and critique the application of the PLC used in a given project
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P4 Review and critique the effectiveness of the PLC in application to the chosen project using appropriate theories, concepts and models.
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M4 Critically analyse how the use of appropriate theories, concepts and models in the PLC will differentiate between large and small-scale projects.
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