Project Management
Project Manager Job Overview
Project managers are responsible to the project sponsor/owner for the end-to-end delivery of a project or a subset of a project dependent on the complexity and criticality to the business. They have responsibility for delivering the project in line with defined objectives, taking decisions to manage stakeholder expectations by leading a multi-skilled, cross-disciplinary team to deliver the project to time, cost and quality requirements. Using their unique knowledge, skills and leadership behaviours project managers will manage the social, legal and environmental implications of their project. In addition, they will manage a variety of interfaces with the organisational entities involved in the project, reporting to the project sponsor and working within the requirements of the programme and portfolio as appropriate. A project manager must also have the competencies to contribute to benefits management and realisation, consolidating appropriate metrics to report thus ensuring that identified business benefits are achieved.
To achieve these objectives, project managers will apply appropriate governance and project management methods and techniques to initiate and execute projects, interfacing with other projects within larger project programmes to meet the strategic objectives of the organisation. They will have an appreciation of programme management techniques and an understanding of how projects are managed within a larger programme.
These skills and behaviours require the project manager to be an effective leader of change, able to develop a group of direct, sub-contract, or temporarily aligned resources into a coherent team that delivers the project objectives. They will have management responsibilities, including resource budget planning, and may also hold people development accountabilities. They will have an understanding of the diversity of roles and challenges facing project professionals and an appreciation of tailoring needs, recognising the different contexts and technical requirements that exist in different industry sectors and/or organisation sizes.
Projects span public, private and third sectors in industries as diverse as banking, insurance, government, healthcare, retail and transport. Increasingly, organisations employ project managers to improve processes or implement change to become more efficient and effective. This may require managing interdisciplinary teams within various organisational structures and across organisations.
My reasons for choosing Project Management
Demand & Future prospects: Project Management Professionals (PMPs) are high in demand due to the emerging need of PM oriented jobs.Therefore, choosing this path will bring me lots of career opportunities.
Salary: According to the Office for National Statistics (ONS), the UK’s Average Salary is £38,000. However, within the NHS, a Senior Project Manager falls under Band 8b (The salary for this ranges from £70,387 to £80,465).A Project Manager falls under Band 8a (The salary for this ranges from £61,927 to £68,676). An Assistant Project Manager falls under Band 7 (The salary for this ranges from £54,320 to £60,981).Therefore, I’ll be paid above the UK’s National Average. On top of this, within the NHS, if you work during the weekends, you are typically paid an enhanced rate, which often includes time and a half for hours worked on Saturdays and double time for hours worked on Sundays and public holidays. To find out more about NHS Pay Bands, click here.
Staff Management: PMs are good at managing stakeholders and earning their buy – in to carry out projects. By nature, I have got a commanding personality type. Therefore, this profile is best suited for me.
Travel various locations: PM related profiles gives the opportunity, depending on the Project undertaken, to travel various locations. Exploring the city of London, rather than being stuck in an office all day, definitely catches my eye.
Working Flexibility: Though PMs are supposed to work extensively on a project in hand, they often get the flexibility in place and time to work their own way. Virtual interfaces like video conferencing provide the flexibility to join from remote places. Therefore, choosing this path means that I can maintain a good work – life balance.
Varied industries and sectors: PM job is not limited to a particular industry or sector. Moreover, this role gives me privilege to work in variety of environments & industries. For example, DWP, HMRC, Home Office etc. This eventually multiplies my opportunity in landing a job in industries of preference as well as getting exposure to different work scenarios.
Risk Manager: PMs acts as risk manager. They help organisations to identify potential risks, while carrying out a new project. In anything and everything that I do in life, I always oversee the possibilities of risk occurrences. I then plan to combat these risks well in advance using my problem-solving skills. Therefore, this profile is best suited for me as I will reduce the chances of project failures to a great extent.
Get trained for CEO level: The responsibility and exposure of a project manager & a CEO are very much alike because they both (A)manage people (B) are focused on financial outcomes (C)take leadership at times to achieve goals and (D)set direction towards goals and communicate their expectations with the team. Therefore, choosing a PM role will give me perfect training to progress onto a future CEO role.
Act as a change agent: Project managers act as a change agent. They are good at deploying the necessary changes after completion of the project. This is a very important aspect of any project success. By nature, I am good at managing changes and enjoy taking new challenges. Therefore, this profile is best suited for me.
Learning opportunity: PM role offers opportunities to learn something new each day. Project managers know how to capture and manage the knowledge to drive future projects with success. One attribute of mine is that I demonstrate willingness to expose myself to various learning opportunities and am a quick learner.This means I can retain my vivid set of knowledge and exchange them to my workplace to ascertain continuous success.
What I did to get into Project Management
During a PDR (Performance and Development Review) session with my line manager, I expressed a strong interest in pursuing a degree in BSc (Hons) Project Management at the University of West London. Given that I had already completed the Level 4 Associate Project Manager Higher Diploma, I sought to make a direct entry into the second year of the program. My line manager supported my decision and referred me to the Workforce Development Team. The enrolment process involved completing an application form, submitting my qualifications and personal statement, providing a job description of my current role, and successfully passing an interview.
Upon graduation, I will achieve Chartered Project Professional (ChPP) status with the Association for Project Management (APM). Additionally, the degree program provides the opportunity to undertake the SCQF Level 7 APM Project Management Qualification. London Metropolitan College is the training provider for this degree.
BSc (Hons) Project Management - Course Structure
I have included details of the Course Structure to (A)demonstrate my Academic Knowledge in this sector and (B) provide those who are interested with a rough idea on what to expect in relation to areas of study.
A term is 13 weeks.
2 modules per term.
6 modules per year = Total contact hours = 1200 hours annual learning hours.
This programme will run 3 terms per academic year.
After the final year, there will be an End Point Assessment (EPA) where the following must be undertaken:
Complete a 4,000 word project consultancy report.
Submit a portfolio of evidence based on the Knowledge, Skills, and Behaviours (KSBs) needed for the program.
Deliver a 15 minute PowerPoint Presentation based on a selection of 5 KSBs.
Participate in a 45 minute professional discussion covering the remaining 10 KSBs not addressed in the presentation.
All of these components are assessed on a fail, pass, or distinction basis. It is important to note that the degree can only be achieved if the EPA is passed which makes it a vital aspect of the program.
APM Project Management Qualification (PMQ) – Study Materials/Resources
The APM Project Management Qualification (PMQ) is a closed book 3 hr 15 minute exam that will be undertaken at the end of Year 1. The questions are based on the 67 PMQ assessment criteria’s set out in the APM PMQ Syllabus. 10 Questions must be answered from a choice of 16. Each question has a Part A & Part B and is worth 50 marks. Therefore, the total exam is worth 500 marks. The pass mark is 55%.
As part of my learning, I’ve used the following Study Material/Resources:
APM Body of Knowledge (7th edition)
APM Project Management Qualification Study Guide (7th Edition)
Established Project Management Websites
to generate thorough answers for each of the assessment criteria’s set out in the APM PMQ Syllabus. I’ve uploaded this onto a separate subpage, please click here to view.
The motive behind my service is to also help other undergraduates pass their APM PMQ exam. When it comes to exams, I acknowledge that students (including myself) may struggle with time management because they write beyond than what is actually required as opposed to answering in a way that is tailored to the mark scheme. Therefore, with regards to exam preparation, my resources will absolutely serve as a useful tool because you shouldn’t need to know any more or any less than what I’ve written.
For the purpose of authentication, please see my SCQF Level 7 APM Project Management Qualification below :
BSc (Hons) Project Management - Support with assignments
Each module consists of 2 assignments which requires you to write a report of a project in your workplace or a given case study. The first assignment (known as part 1/part a) requires you to write a report of maximum 1500 words and equates to 40% of the total marks. The second assignment (known as part 2/part b) requires you to write a report of maximum 2000 words and equates to 60% of the total marks. The final mark for a given module is the average of both part 1 and part 2.Should you struggle with writing reports, please drop me an email to arrange a MS Teams call where I can offer advice on the structure as well as tips and techniques in relation to content writing. Your lecturers, of course, should be the first point of contact. However, if you would like further 'peer' support feel free to contact me.
Below is an overview of reports I've written on projects I've been involved in or analysed as case studies:
Transitioning into EPIC: Migration from an old health record system to EPIC, ensuring the accurate transfer of patient records, clinic templates, appointment times, and slot durations to maintain continuity of care.
Going Paperless (eNoting): Transition from paper-based patient files to a digital eNoting system to improve efficiency and accessibility, with coordination between IT and medical records teams.
Implementing eRS and Choose and Book: Adoption of the electronic Referral System (eRS) and integration with the Choose and Book system, allowing patients to self-book appointments or have their GPs book on their behalf, streamlining the referral process.
Implementing TonsMor Doctors: Deployment of additional doctors through the TonsMor initiative, focused on seeing new patients only to reduce waiting times for initial consultations.
Using UltraMed for Preassessment: Deployment of UltraMed for online preassessment before surgery, allowing nurses to triage patients remotely and optimize clinic slots.
Low Complexity High Volume Hub at Queen Mary’s Sidcup: Establishment of a hub at Queen Mary’s Hospital, Sidcup, to manage a high volume of minor gynaecology cases, reducing overall waiting times.
Development of a Departmental Risk Management Plan: Creation and implementation of a departmental risk management plan to identify potential operational risks, develop mitigation strategies, and ensure compliance with safety protocols.
Patient Flow Optimization Project: Optimization of patient flow throughout the hospital by identifying and addressing bottlenecks in admissions and discharge processes.
Outpatient Clinic Capacity Expansion: Expansion of outpatient clinic capacity through space reallocation and scheduling adjustments to increase service availability.
Implementation of an Electronic Staff Rota System: Introduction of an electronic staff rota system to streamline scheduling across departments.
Patient Satisfaction Improvement Initiative: Initiative aimed at improving patient satisfaction by analysing feedback, identifying common issues, and implementing targeted improvements.
Performance Monitoring and Reporting System: Development and implementation of a performance monitoring and reporting system to track key performance indicators (KPIs) and provide real-time data for management.
Medical Secretary Service Reorganization: Reorganization of the medical secretary service to align with consultants’ schedules, improving workflow efficiency and administrative support.
Development of a Staff Training Program: Creation and implementation of a comprehensive training program for administrative and secretarial staff to enhance skills and service delivery.
Revamping the Onboarding Process for New Staff: Redesign of the onboarding process for new administrative and clerical staff to ensure a smooth transition and effective initial training.