Strategic Programme Leadership 

1.0 Understand contracting for programmes

2.0 Understand programme leadership approaches

1.1 Compare contracting options for programmes
• Client coordinated approaches to major projects
• Engineering, procurement and construction (EPC)/ design and build forms of contract
• Management contracting and construction management
• Design, build, operate and ownership forms of contract
• Public and private sector partnerships

1.2 Evaluate contract forms for programmes
• The role of institutes and professional bodies in developing contract forms:
• The New Engineering Contract (NEC) core and optional clauses
• International Federation of Consulting Engineers (FIDIC) contract forms
• Institution of Mechanical Engineers (IMechE) contract forms
• Joint Contracts Tribunal (JCT) contract forms
• CIPS model forms of contract
• Comparisons of main contractual terms and schedules

1.3 Assess the use of pricing mechanisms for programmes
• Fixed lump sum pricing
• Activity schedule pricing
• Bills of quantity
• Target costing methods and risk and reward pricing mechanisms
• Cost reimbursable contracts

1.4 Contrast methods of investment appraisal for programmes
• Purpose of investment appraisal
• Payback analysis
• Average rate of return
• Discounted cash flow
• The choice of discount factor
• Calculating net present values
• Calculating the internal rates of return
• The strengths and weaknesses of different methods of investment appraisal

2.1 Assess approaches to strategic cost management for programmes
• Fixed and variable pricing methods
• Budgetary control and variance analysis
• Value engineering
• Consortium based procurement
• The use of open book costing and cost transparency

2.2 Analyse the use of financial and management information on the performance of programmes
• Estimating budgets for projects
• Measurement, monitoring control and improvement
• Project tracking and control mechanisms
• Controlling variations, claims/compensation events
• Implementing remedial actions

2.3 Analyse the impact of programme performance on the supply chain
• Consequential losses resulting from default
• Assessment of damages
• Contractual warranties and conditions
• Specific performance
• Termination clauses

2.4 Assess the implications of programme closure on the supply chain
• Obtaining client acceptance
• Installing deliverables
• Conducting project audits
• Knowledge management
• Communicating the review, evaluation and learning

3.0 Understand the role of culture on achieving programme success

3.1 Critically assess the concept of organisational culture
• The meaning of organisational culture
• The ingredients of culture
• Identifying culture
• Levels of culture
• Cultural web
• The four types of culture
• Power culture
• Task culture
• Role culture
• Person culture

3.2 Analyse the influence of national culture on programme success
• Cultural similarities and differences
• Language, religion, social, laws, politics, education systems, values and attitudes

3.3 Analyse tools and techniques which support cultural change
• Ignoring the culture
• Managing around the culture
• Changing behaviours
• Education vs. persuasion
• Coercion to change attitudes
• Recruitment policy, selection, promotion and reward
• Redundancy policy and alter workforce composition