Legal and ethical means for managing contracts.
Contract management and procurement – The nature of contracts, and their implications for contracting organisations. Mitigation actions to minimise risk impacts and to optimise benefits by managing opportunities. Risk management methods and techniques to identify and prioritise threats or opportunities. Project risk and issue management - The need for and implementation of a risk management plan. Resource management - Resource analysis, resource allocation and resource acceptance. Schedule management methods to evaluate and revise activities to improve confidence in delivery. Progress monitoring and metrics to assess work performed against the schedule. Project schedule - Scheduling and estimating for project activities including how they can be quality assessed. Project scope change control, baseline change management, configuration management. Project scope - Requirements management, and evaluation of alternative methods to learn from the past to improve delivery. Business case and benefits management - Preparation and/or maintenance of business cases, including benefits management. Budgeting and cost control - Funding, estimating, overheads direct costs, indirect costs, fixed costs, variable costs and an overall budget for a project tracking systems for actual costs, accruals and committed costs alternative cost breakdowns to provide for graphical representations, and performance management. Consolidated planning - Purpose and formats for consolidated plans to support overall management, taking account of lessons learnt and how the plans balance fundamental components of scope, schedule, resources, budgets, risks and quality requirements. Characteristics of the working environment which encourage and sustain high performance. Leadership styles, qualities and the importance of motivation on team performance. Project leadership - The vision and values of the project and its links to objectives the ways in which these can be effectively communicated and reinforced to team members and stakeholders. Factors which can affect communications such as cultural and physical barriers Project communication - Key contexts of a project communication plan, its effectiveness in managing different stakeholders. Project stakeholder management - Stakeholders: their perspectives, different interests and levels of influence upon project outcomes. 
The significance of the project management plan (PMP). How governance can control and manage the successful delivery of projects. Project governance -Different types of organisational structures and responsibilities, functions and project phases on different types of project.Typical job titles:Īssistant project manager, Junior project manager and Project team leader KnowledgeĪn associate project manager will be able to understand and have knowledge of:
Some organisations use ‘project manager’ as a generic job title. Dependent upon the size of the organisations and the complexity of projects, associate project managers’ job titles will vary, but typically they can include: assistant project manager, junior project manager, project team leader. An associate project manager utilises resources with suitable skills, qualifications, experience and knowledge to work together in a motivated and integrated team, with clearly defined reporting lines, roles, responsibilities and authorities. Associate project managers need good planning, organisation, leadership, management and communication skills. Every project needs to be managed to ensure its success, An associate project manager knows what needs to be achieved, how it will be achieved, how long it will take and how much it will cost, and works with the project team to achieve the required outcomes. Projects can be defined and delivered within different contexts, across diverse industry sectors. Associate project manager Reference Number: ST0310 Details of standard Occupation:Īssociate Project Manager Occupational Profile
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