Programme Title: Diploma in Global Project Management
[Program code: DGPM004]
Teaching Institution: Caribbean Infinity Institute
Programme length: 75 Weeks
Programme Director: David Ellis
Accreditation (if applicable): Barbados Accreditation Council
Entrants to this programme are normally required to have obtained: High School Diploma or CXC
This course is offered by the Caribbean Infinity Institute as a learning aid to students who would like to pursue a career in Project Management and also further their studies to become specialists in this field. The curriculum follows closely the requirements of the Prince2 guidelines which the established guidelines for project management in most regions of the world as well as the Project Management Professional Guidelines which is the accepted methodology for Project Management in North America. Students will also be exposed to Lean Six Sigma business optimization system as an adjunct to these curricula.
This section should state what the school aims to provide to learners through the programme. Commence with a concise description of the course/subject of study covered by the programme, explaining the nature of the subject (specifically for the benefit of prospective learners) and outline what is involved in the study of the course/programme at this level. Emphasise any distinctive features of the programme e.g. benefits to be gained etc.
Next, list the principal aims of the programme. This may be done in bullet points or narrative/text, whichever form is considered more appropriate. The list of aims should be designed for the programme overall regardless of the selection of options.
Programme Learning Outcomes
This field should describe the intended learning outcomes of the programme and should reflect the core attributes of a graduate of the programme. The learning outcomes should describe what all learners should be able to do or demonstrate in terms of particular knowledge and understanding, qualities, skills and other attributes. The learning outcomes should be written at the level that reflects the final award. It will be necessary to ensure that the assessment instruments that will be used to test the achievement of the intended learning outcomes of the programme are built into the course structures.
In addition, no optional courses in the programme should deny learners the opportunity to demonstrate achievement of all of the intended learning outcomes of the programme. As such, the programme learning outcomes must be achievable through core and option courses. It may be beneficial to map the relationship between the intended learning of the programme and intended learning outcomes of each course clearly to ensure that each learner will have the opportunity to demonstrate achievement of the intended learning outcomes.
Knowledge and Understanding
Knowledge and understanding of: Teaching/learning methods and strategies
Assessment: Written tests, “practicals”, term papers, projects tests, quizzes and final exam.
Skills and Other Attributes
Intellectual skills – able to: Teaching/learning methods and strategies
Assessment: Written tests, “practicals”, term papers, and projects tests and quizzes and final exam.
Practical skills – able to: Teaching/learning methods and strategies
Assessment: Written tests, “practicals”, term papers, and projects tests, quizzes and final exam.
Transferable skills – able to: Teaching/learning methods and strategies
Assessment: Written tests, “practicals”, term papers, and projects tests, quizzes and final exam.
Diploma in Global Project Management
Program code: DGPM004
Module 1: 15 Weeks 45 Hours
GPMTHME00 – Projects in Controlled Environments Themes
|COURSE CODE||COURSE NAME||COURSE DESCRIPTION|
|GPMBC01||Business Case||This part of the project starts with an idea or the “why” which is considered to have potential value for the organization concerned. This sectioned theme addresses the development of the idea as to its value to the organization and how it is to be maintained through out its life. References will be made here to determining the value of projects in terms of overall business strategy and tactics.|
|GPMSCI02||Organization (The science of Alignment)||This part of the curriculum determines the “who” of the project in terms of the project management team, how this is determined and the sponsoring organization’s responsibilities as well as establish the roles of the individuals in the project team. Students will learn about cross functional and matrixes project teams in this section.|
|GPMQUL03||Quality||This part of the curriculum introduces students to the concept of managing the “what” of the project management cycle, such as what is to be delivered at what quality, how quality is determined and how it is controlled.|
|GPMPLN04||Plans||This part of the project deals specifically with planning how the project is to be accomplished, what is to be produced in what quantities and at what scale and the “how” of which this is all accomplished. The approval process of planning and the allocation of tasks to personnel working on the project will be explored here.|
|GPMRSK05||Risk||This class explores how risk is managed and it is the “what if” section of project management. Here, members of the project team determine what constitutes acceptable risk and how risk is to be mitigated within the organization and in the project environment.|
|GPMCHG06||Change||Change describes the impact which project management processes may have on the overall project in terms of it’s viability, and what structures if any should be put in place to manage unforeseen circumstances or situation.|
|GMPPRG07||Progress||This theme addresses the ongoing viability of the plans. The theme explains the decision-making process for approving plans, the monitoring of actual performance and the escalation process if events do not go according to plan. Ultimately, the Progress theme determines whether and how the project should proceed.|
Module 2: 15 Weeks 45 Hours
GPMPROC00 – Project in Controlled Environments Processes
|COURSE CODE||COURSE NAME||COURSE DISCRIPTION|
|GPMSRT01||Starting a Project||This class dictates all the requirements of starting a project in terms of preventing poorly conceived projects from ever being initiated as it is about approving the initiation of viable projects. As such, starting up a Project is a lighter process compared to the more detailed and thorough Initiating a Project process. The aim is to do the minimum necessary in order to decide whether it is worthwhile to even initiate the project.|
|GPMDRT02||Directing a project||The purpose of the Directing a Project process is to enable the Project Board to be accountable for the project’s success by making key decisions and exercising overall control while delegating day- to-day management of the project to the Project Manager.|
|GPMINIT03||Initiating a project||The purpose of the Initiating a Project process is to establish solid foundations for the project, enabling the organization to understand the work that needs to be done to deliver the project’s products before committing to a significant spend.|
|GPMSTGE04||Controlling a stage||The purpose of the Controlling a Stage process is to assign work to be done, monitor such work, deal with issues, report progress to the Project Board, and take corrective actions to ensure that the stage remains within tolerance.|
|GPMPDEL05||Managing Product Delivery||The purpose of the Managing Product Delivery process is to control the link between the project manager and the team manager(s), by placing formal requirements on accepting, executing and delivering project work.|
|GPMBDRY06||Managing a Stage Boundary||The purpose of the managing a stage boundary process is to enable the project board to be provided with sufficient information by the Project Manager so that it can review the success of the current stage, approve the next Stage Plan, review the updated Project Plan, and confirm continued business justification and acceptability of the risks.|
|GPMPJCL07||Closing a Project||The purpose of the closing a project process is to provide a fixed point at which acceptance for the project product is confirmed, and to recognize that objectives set out in the original Project Initiation Documentation have been achieved (or approved changes to the objectives have been achieved), or that the project has nothing more to contribute.|
Module 3- 15 Weeks 45 Hours
GPMGRPS00 – Project Management Process groups (a scientific approach)
|COURSE CODE||COURSE NAME||COURSE DISCRIPTION|
|GPMINIT01||Initiating Process Group||The initiating process group formally starts a project after considering the business case and establishing the feasibility of the project. Typically, the initiating processes will result in the authorization or official approval for a project or a new phase within that project to begin.|
|GPMPLN02||Planning Process Group||The planning process group determines if the objectives established in the project charter can be achieved, and it prepares a blueprint for how the project is to be accomplished.|
|GPMEXEC03||Executing Process Group||The purpose of the executing processes is to complete work detailed in the project management plan and to meet the project objectives. The focus of this group is on people management, following processes, and ensuring everyone in the project possesses the same information about the project objectives. The stakeholders are also updated|
|GPMCTRL04||Monitoring and Controlling Process Group||The purpose of the monitoring and controlling process group is to measure project performance as per the project management plan and take appropriate actions. This process group tracks, reviews, and regulates the progress and performance of the project. It also identifies any areas in which changes to the plan are required and initiates corresponding changes. The appropriate action can be in the form of corrective or preventive actions.|
|GMPCLGP05||Closing Process Group||A project is considered complete only when all closing formalities have been completed, not when the project’s product is delivered. The closure process includes administrative activities such as collecting and finalizing all paper work needed to complete the project. It also involves performing the technical work to verify that the product of the project is acceptable. Remember that PMI expects a mature organization and a certified project manager to be diligent about bringing projects to an orderly closure. It is also expected that the collected performance data and lessons learned will be used for planning future projects.|
Module 4 – 15 Weeks 45 Hours
GPMKGL00 – The Project Management Knowledge areas
|COURSE CODE||COURSE NAME||COURSE DISCRIPTION|
|GPMINTEG01||Project Integration Management||Project Integration Management involves unification, consolidation, articulation, and integrative actions that are crucial for successfully completing a project. Project integration management is high level work performed by a project manager. It involves managing interdependencies among the other nine knowledge areas which involve detailed work in a specific area.|
|GPMSCPE02||Project Scope Management||Project Scope Management includes the processes required to ensure that a project comprises all and only the work required to complete the project successfully.
Project scope management is concerned with the scope of a project; what is not in the scope is also clearly identified.
|GPMTIME03||Project Time Management||The purpose of project time management is to ensure that projects get completed on time.
This knowledge area is primarily concerned with developing a project schedule and ensuring that a project goes as per the formulated schedule. If there is a need to change the project schedule, the change should occur by following a proper change control procedure.
|GPMCOST04||Project Cost Management||Project cost management involves activities such as estimating the cost of each of the project activities and adding the cost estimates of the related activities to arrive at the cost budget. It also involves controlling the cost to ensure that project activities are completed within the defined budget.|
|GPMQUAL05||Project Quality Management||The project manager is responsible for quality in a project. However, it is also the responsibility of each and everyone involved with the project to ensure that whatever work s/he does meets project quality expectations. Quality management involves performing activities such as creating standard policies and procedures and ensuring that those standard procedures are being followed properly on the project. It aims to ensure that the project meets all initial agreed upon requirements without any deviation and that the specified approach to quality is implemented on the project.|
|GMPHR06||Project Human Resource Management||Project human resource management includes the processes that organize, manage, and lead the project team. One of the key elements of human resource management is ensuring that each of the project team members clearly understands his/her role and responsibilities.|
|GMPCOMM07||Project Communications Management||A project manager is responsible for ensuring proper communication to and from the project. In fact, a project manager spends nearly 90 % of his or her time on communication. Thus, it is extremely important for a project manager to plan his/her communications well. Communication can be best defined as a two-way process of exchanging information between two entities.|
|GMPRISK08||Project Risk Management||Risk is an uncertain event or condition that can affect a project positively or negatively. Although most of the time this uncertainty is considered a negative, sometimes it can have a positive outcome. An example of a negative uncertainty is the swine flu. For example, if the government declares a mandatory cessation of work to check for flu spread, it could negatively affect your project work.|
|GMPROC09||Project Procurement Management||A contract represents a mutually binding agreement that obligates the seller to provide the specified products, services, or results. It also obligates the buyer to provide the monetary or other valuable consideration in return. A contract can also be called an agreement, understanding, undertaking, or a purchase order.
There are at least two parties involved in a contract. The party that provides the goods or services is called the seller and the party that buys the goods or services is called the buyer. The compensation can be monetary or in another form.
|GMPSTKH10||Project Stakeholder Management||This lesson will examine the tenth knowledge area, Project Stakeholder Management and its processes. A stakeholder is anybody who has stake in the project. A stakeholder can be an individual, a group, or an organization which may affect or be affected by a decision, activity, or outcome of a project. An entity is still a stakeholder even if the risk of being affected is simply perceived.|
Module 5: 15 Weeks 45 Hours
GMPSIX00 – Lean Six Sigma Green Belt Concepts
|COURSE CODE||COURSE NAME||COURSE DISCRIPTION|
|GMPSIX01||Define Phase||Define the problem statement and plan for improvement. Six Sigma project team is formed.|
|GMPSIX02||Measure Phase||Collect data from the process to determine current quality or operational performance levels.|
|GMPSIX03||Analyze Phase||Study the business process to understand the root causes of the problem.|
|GMPSIX04||Improve Phase||Identify, prioritize, test, and finalize the improvement action plan.|
|GMPSIX05||Control Phase||Implement improvement action plan and set up controls to monitor the system.|
Lean Six Sigma is an industry-neutral discipline and can be applied to different sectors. Some of the examples are IT, Manufacturing, Healthcare, Defense, Radio and Telecommunications, and Banking and Finance. Lean methodology focuses on value creation for customers with minimum processes and reduced wastes. Six Sigma is a highly disciplined management tool with a statistical, analytical, and data-driven approach. It focuses on developing a process, eliminating the defects, and consequently delivering quality products and services consistently. Lean Six Sigma brings together the best of both, the world of Lean’s waste elimination projects and the Six Sigma based process improvements, reducing variation, and improving quality.
Module Title Module Code
|Module 1 Projects in Controlled Environments Themes||GPMTHME00|
|Module 2 Project in Controlled Environments Processes||GPMPROC00|
|Module 3 Project Management Process groups (a scientific approach)||GPMGRPS00|
|Module 4 The Project Management Knowledge areas||GPMKGL00|
|Module 5 Lean Six Sigma Green Belt Concepts||GMPSIX00|
Module Code Module Title
Part-time or modular arrangements
What must the learner achieve to move from one level in the programme to the next or to successfully complete the programme, or for entrance to other programmes. Examples of progression requirements are as follows:
- pass (i.e. achieve 50%) all mandatory modules; and
- pass ((i.e. achieve 50%) in modules amounting to 90 credits; and
- achieve a minimum overall average of 50% across all modules and a minimum mark of 45% in all modules
Learners who fail to satisfy the above criteria will be required to resit all modules in which they obtained a mark of less than 50%.
- Students in a general Bachelor of Arts/Bachelor of Science programme (without a major) may progress and graduate if an overall GPA of 4.00 is achieved. Students with a cumulative GPA of less than 4.00 but not less than 2.00 will be allowed to proceed on academic probation for 4.0 further credit attempts. A student with a GPA of less than 2.00 must withdraw from the University. Academic decisions are made at the completion of each full year of study in May or upon completion of 4.0 credit attempts (passed or failed attempts). Students who fail more than 5.0 credits (or equivalent, including repeated courses) will be required to withdraw from the university.
|c) Letter Code||Description||Included in Credits Earned||Included in Credits Attempted||Included in GPA||Quality Points|
The criteria to complete each year of study other than the final year and to progress to the next year/level, learners are required to: In addition to the GPA requirements, a student must successfully complete at least 67% of the credits attempted each grading period in order to be considered to be making satisfactory academic progress. Credits attempted are defined as those credits for which students are enrolled in the term and have incurred a financial obligation. As with the determination of GPA, the completion requirements will be reviewed at the end of each term after grades have been posted via electronic mail as well as the local post to determine if the student is progressing satisfactorily.
This field should detail how the assessment for the programme is structured to ensure the effective testing of the learning outcomes. In other words, the assessment methods used should be such that all learners will be able to demonstrate achievement of the learning outcomes to the bet of their ability. It should be noted that programme assessment is typically conducted via course assessments. Before including a learning outcome in a programme the provider must be sure that the programme comprises courses that will allow the learners to demonstrate actual achievement of that learning outcome.
All assessment is usually conducted in the immediate context of the courses that comprise the programme. The intended learning outcomes however are generic to the programme as a whole.
Support for students and their learning:
This section should set out the learning and teaching approaches for the programme. Consideration should be given to how the teaching approaches used will support learning and thus the achievement of the intended learning outcomes. Some approaches will be more appropriate than others for the development of specific types of learning. For example, lectures and seminars are often used to develop knowledge and understanding of a subject. Practical skills will be developed through opportunities to practise an activity in the appropriate learning context. Learning support may be provided through workbooks or guidance/learner manuals.
Programme Structure and Features
This section should include an easily understood description of the programme structure – basic curriculum information e.g. structure and credit value of the courses year by year and exit awards available on completion of each stage of the programme. If any courses are taught in a language other than English, then this must be specified here. If a web link to existing supplementary information is available, this can also be provided here, particularly if it is in diagrammatical or tabular form.
Total number of credits required for award of (name of qualification): Diploma in Global Project Management
|Year 1||Course title||Credit Rating||Core course||Optional Course|
|Module 1||GPMTHME00||1.Business Case
2.Organization (The science of Alignment)
|Module 2||GPMPROC00||1.Starting a Project
2.Directing a project
3.Initiating a project
4.Controlling a stage
5.Managing Product Delivery
6.Managing a Stage Boundary
7.Closing a Project
|Module 3||GPMGRPS00||1.Initiating Process Group
2.Planning Process Group
3.Executing Process Group
4.Monitoring and Controlling Process Group
5.Closing Process Group
|Module 4||GPMKGL00||1.Project Integration Management
2.Project Scope Management
3.Project Time Management
4.Project Cost Management
5.Project Quality Management
6.Project Human Resource Management
7.Project Communications Management
8.Project Risk Management
9.Project Procurement Management
10.Project Stakeholder Management
|Module 5||GMPSIX00||1.Define Phase
The following information may be included in this section as text or web links, if applicable:
- opportunities for placement or overseas study;
- assessment scheme;
- reference to the grading scheme or an explanation of the primary grades, especially if these are used to describe progress requirements;
- progression requirements and whether satisfaction of these requirements would automatically lead to entry to later stages of the programme;
- modes of study (e.g. full-time, part-time, or distance education) and any differences that may apply if studying via a particular mode;
- issues specific to professional programmes (e.g. requirement to undertake clinical or school/work experience placements) or to programmes accredited by professional, accreditation or statutory bodies.
Career prospects/Occupational outcomes:
This section should provide information regarding the occupational outcomes of this programme. That is, the field(s) of employment that persons who successfully complete this programme may enter.
The School provides jog search assistance to graduates in good standing for as long as the graduate continues to cooperate and work with the School. The School cannot and does not promise or guarantee employment upon graduation. Embarking on a course of education typically enhances one’s thinking and potential productivity. The concentrated programs offered at the Institute require a significant commitment of time and effort. There is also the risk that, due to market fluctuations, personal issues or other factors, some graduates are unable to find employment in their field of training within a time frame that is acceptable to them. Therefore, they elect to pursue other career options; some use their training indirectly and some do not. At the outset, no one believes that (s) he will be one of the group that does not find employment in his/her chosen field. However, any student, regardless of background or competence, may fail to become employed.
Job search assistance will be in the form of some or all of the following:
- Interviewing skills seminars
- Resume preparation seminars
- Job search techniques seminars
- Interviewing scheduling
This section provides the opportunity for the provider to present concise yet relevant information that will put forward a more rounded picture of the teaching and learning environment within the school to enhance to informative and promotional function of the programme specification. The provider is encouraged to emphasise areas where the school or subject area has distinctive features such as good IT facilities, using materials from the University’s archives in teaching and learning, etc. Examples of relevant information that could be included in this section are:
- school specific library and IT facilities;
- student support systems or services;
- employability or other school initiatives;
- student feedback and representation opportunities;
- illustrations of employment or further study undertaken by recent graduates;
- reference to more detailed information on the programme and/or school such as publications or web links.
Date of Production/Revision
Please note that this specification provides a concise summary of the main features of the programme and learning outcomes that a typical student might reasonably be expected to achieve and demonstrate if he/she takes full advantage of the learning opportunities that are provided. More detailed information on the learning outcomes, content and teaching, learning and assessment methods of each module/course can be found in the module/course description and in the programme handbook. The (name of school) reserves the right to modify this specification at any time after production, in unforeseen circumstances, or where the process of educational development and feedback from learners, internal quality assurance processes or external sources such as professional bodies or quality assurance/accreditation bodies, requires a change to be made. In such circumstances a revised specification will be issued.