CMI Level 5 Diploma: Managing Stakeholder Relationships and Projects

This assignment focuses on stakeholder relationships and project management within the context of the CMI Level 5 Diploma in Management and Leadership. It includes a stakeholder analysis, examining different types of stakeholder relationships, their value, and the challenges of managing them. The report explores both internal and external stakeholders, detailing their level of interest and power, benefits, and challenges. It also covers project initiation, planning, and management processes, including the impact of legal, organizational, and ethical factors. Collaborative working techniques, methods for monitoring project progress, and approaches to project closure are also discussed, providing a comprehensive overview of effective project management and stakeholder engagement. Desklib offers this assignment and many other solved assignments and past papers.

Level 5 Diploma in Management and Leadership
Module 3 – Project Initiation & Control
Post-Workshop Assignment
CMI Level 5 Diploma in Management and Leadership
Unit Number - 509 Managing Stakeholder Relationships
Unit Number - 513 – Managing Projects to achieve results
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Participant Name:
CMI Registration Number:

Post-Workshop Assignment
Welcome to your Post-Workshop Assignment
The purpose of this post-work is to help you to reflect on and apply the learning gained from this module by
completing a number of structured activities. These outputs will be submitted to the Chartered Management
Institute (CMI) as evidence of application of learning.
CMI Units
By completing the Pre-Workshop Pack, attending and participating in the ‘Project Initiation & Control’
workshop and successfully completing this Post-Workshop Assignment you will meet the learning
outcomes/assessment criteria for the following CMI units:
 509 – Managing Stakeholder Relationships:
1. Understand the different types and value of stakeholder relationships
1.1 Analyse the types of stakeholder relationships within organisations
1.2 Examine the benefits and challenges for organisations working with stakeholder groups
2. Understand the frameworks for stakeholder management
2.1 Examine the contractual frameworks for stakeholder engagement and management
2.2 Specify a process for planning stakeholder engagement
3. Know how to manage stakeholder relationships
3.1 Analyse the role of the manager in managing stakeholder relationships
3.2 Evaluate the use of collaborative working techniques to manage stakeholder relationships
3.3 Discuss methods for managing conflict in stakeholder engagement
4. Know methods for measuring the impact of stakeholder engagement on organisational performance
4.1 Examine methods for measuring the impact of stakeholder engagement on organisational
performance
 513 – Managing Projects to achieve results:
1. Understand the role of projects in delivering organisational strategy
1.1 Analyse the role of projects in delivering organisational strategy
2. Understand processes for initiating, planning and managing projects
2.1 Analyse the process for initiating projects
2.2 Examine the impact of legal, organisational and ethical factors on projects
2.3 Discuss the use of tools and techniques to plan and manage projects in different contexts
2.4 Analyse techniques for working collaboratively with stakeholders to achieve project aims
2.5 Evaluate methods used for monitoring project progress
2.6 Discuss methods for reporting on project outcomes
2.7 Assess approaches for project closure
3. Understand the factors which contribute to effective project management
3.1 Discuss methods of managing data and information in a project environment
3.2 Assess the use of problem solving and decision making techniques when managing projects
3.3 Examine approaches to identify, manage and mitigate project risks
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What you need to do
As explained during the workshop, you need to carry out all of the activities in this pack as they will provide
evidence of application of learning. This post-work assignment also counts towards the ‘20% off the job’
training time for your apprenticeship.
Read through the pack and begin to plan in time to carry out the different activities. Book time in with any
colleagues you need to work with to make best use of their and your time.
Carry out all the activities and record in the space provided within this pack the actions you took along with
any findings and outputs. Support your analysis, findings and conclusions by providing additional relevant
documents where the task requires this and illustrate your responses wherever possible with specific
workplace examples.
To achieve a Pass, it is essential that you provide evidence for each and every assessment criterion.
You must also pass every section in this assignment.
Assessment
The assessment and internal verification of this Post-Workshop Assignment will be undertaken by the
accreditation arm of The Learning Space (TLS). The following pages provide full details of the CMI units
covered and what the Assessor will be looking for.
To gain the Level 5 Qualification you must meet the assessment criteria for all learning outcomes. For every
assignment, the CMI only distinguishes between a PASS and a REFER.
This is in line with other management awarding bodies and should an assignment not be up to the standard
of a Pass you will have the opportunity to resubmit your work following feedback from the assessor as to
where further work is required.
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Submitting your work
 Once you have completed this pack you must return it, along with any supporting information and/or
documents, to [e-mail] before the next workshop – please refer to your
Assignment Submission deadlines.
 Wherever possible send electronic copies via email, but if this isn’t possible, send hard copy to the
address provided on the following page. Ideally these should be posted a few days prior to the
submission date.
REMEMBER: once you have completed the activities in this pack always retain a copy (along with any
supporting documents) for your own records.
Postal submissions should be sent to:
Melanie James
2 Church Close
Dunston
Staffs
ST18 9AF
The following pages provide details of the CMI assessment criteria, the post-workshop assignment and the
marking sheet that the Assessor/Internal Verifier will use when assessing your work.
Please remember that this pack is part of your development and it is vital that you approach it with the right
mind-set and are committed to completing it.
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Assignment for Unit 509 – Managing Stakeholder Relationships
(Guideline word count for this unit is 2500 – 3000 words)
Task 1 – Stakeholder Analysis
Part A
For this task, you need to return to the Stakeholder Analysis that you carried out as part of your Pre Work.
Review the Matrix you prepared (for your chosen project or your organisation) and then finalise your Analysis
(also known as ‘mapping’) in light of the activities/discussions you experienced on the workshop. Complete
the Matrix below as you finalise your Stakeholder Analysis.
Part B
Having completed Part A, you should then look at each stakeholder identified on your Matrix in turn and
complete the tables provided on the following two pages.
This element of the post work relates to CMI Unit 509 – Managing Stakeholder Relationships to achieve
results and in particular, the following assessment criteria:
1.1 Analyse the types of stakeholder relationships within organisations.
1.2 Examine the benefits and challenges for organisations working with different stakeholder groups.
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Keep
Satisfied
Engage &
actively seek to
influence
Monitor
only
Keep
informed
High
HighLow
Low
Power
Interest
Office of Rail and Road
Rail Safety and Standards
Board
Leadership and Management bodies
Department for Transport
Government Agencies and Regulatory
bodies
Utilities and Engineering
Local Authorities
Head of Training and Development
Employees
Existing Training Team
Supply Chain Vendors
Local Hotels
Residents
General Public
Train Operation Companies
Freight Operating Companies

Stakeholder Management – INTERNAL Stakeholders
Stakeholder Level of
Interest
Level of Power Benefits/Value/Impact of this
stakeholder & opportunities to
maximise the value
Challenges of managing this
stakeholder and ways to address them
Leadership and
Management bodies
High High The stakeholder is the most important
decision maker for Network Rail and they
are solely responsible for the operational
efficiency and performance outcome of
the group. The strategic decisions are
taken by the board and effective
implementation via the management
determines the success or failure of
Network Rail and shapes the future of the
organisation.
The biggest challenge is the proper selection
of the members of the board with suitable
experience and the mix of skill sets.
The challenge can be met by ensuring ample
succession planning.
Utilities and Engineering High High The stakeholder is responsible for the
installation and maintenance of the
different infrastructures that are
owned and managed by the Network
Rail. Their insights into technicalities
are critical for strategic decision
making and finalising growth projects.
Suggestions from the stakeholders on
operational and technological aspects
can lead to substantial improvement
in performance and cost-effective
solutions (Ceder & Hassold, 2015).
Total quality management in the
stakeholder’s work due to lack of
communication or planning could be a major
challenge.
Delegating authorities for certain ground level
decision making and procurement can
resolve the issue.
Employees High Low Employees are core to the operations of
Network Rail. The employees carry out
the directives established by the
Managing workforce diversity, stress
management, meeting job expectation
and conflict resolutions are some of the
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leadership with their roles and
responsibilities in various departments.
Efficient performance of the stakeholder
ensures the operational success of the
organisation. However, they do not
possess the authority to influence the
decision making.
major challenges with the stakeholder
(Hyatt & Berente, 2017).
Employee friendly HR policies, reasonable
incentive plans, promoting safe and fair
culture, and pro-active grievance handling cell
can be employed to address the challenges.
Head of Training and
Development
High High Developing appropriate and concise
training programmes are essential for
Network rail to enrich the workforce with
the needed skill set. A well-planned
training agenda could prepare the
workforce with the expertise for
sustainable growth and reduced risk
factors for the firm. However, improper
programmes set forth by the stakeholder
could cost the firm a substantial amount of
time and money.
The difference in the understanding of the
effectiveness and ROI of a training program
can cause a rift between the stakeholder and
the leadership of Network Rail (Yoo, 2018).
Periodic audit and updates on the training
programs based on changing needs and
quantifying the effectiveness correctly can
address the conflict
Existing Training Team High Low The success of a training program greatly
depends on the execution by the
stakeholder. The training team is
responsible for the consistency in the
program delivery across the 26 different
centres of Network Rail in the UK. They
can suggest for changes to the training
head to improve the programs.
Unavailability of qualified training staff could
render the program unfruitful thereby blaming
the entire training program and causing the
dispute between the team, the training head
and the leadership.
Effective selection of the training team by the
HR recruitment personnel and robust training
program can meet the challenge.
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Stakeholder Management – EXTERNAL Stakeholders
Stakeholder Level of
Interest
Level of Power Benefits/Value/Contribution of this
stakeholder& opportunities to
maximise the value
Challenges of managing this
stakeholder and ways to address them
Government Agencies
and Regulatory Bodies
High High The stakeholder ensures that every
decision taken by Network Rail is for the
betterment of the nation via the
regulations imposed. Government
agencies supervise activities, provide
expert consultation and have a strong
influence on the organisation.
As stated by Laroche & Guihéry, (2013),
Network Rail is a public body, thus,
government has to be informed on every
aspect of the operations apart from
adherence to the strict regulations
imposed.
Periodic stakeholder engagement, honest
reporting and abiding by the compliance and
regulations are the only way to manage the
challenge.
Department for
Transport (DfT)
High High The stakeholder funds the operations
of Network Rail. DfT provides
strategic direction for the organisation,
thereby generating opportunities for
growth (www.GOV.UK, 2018).
Failure in delivering railway projects or
unreasonable use of funds can cause
immense conflict.
Regular stakeholder engagement sessions,
judicious use of funds and consultation on
improving efficiency is required.
Office of Rail and Road
(ORR)
Low High ORR oversees the operational efficiency
of and proper utilisation of the fund
provided to the organisation. The
stakeholder’s opinion has a strong impact
on the functions of value maximisation of
Network Rail (Orr.gov.uk, 2018).
As a regulatory body, the stakeholder has to
be kept satisfied by Network Rail which is the
biggest challenge.
Abiding by the regulations, efficient
functioning and timely communication can
address the challenge.
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Rail Safety and
Standards Board
(RSSB)
Low High RSSB facilitate its members including
Network Rail to establish standards of
health and safety by researching on
various functional aspects. The
contributions of this stakeholder support
and promote sustainability of the railway
transport system (Rssb.co.uk).
The difference in opinion regarding the
standards due to cost factors can cause
conflict and dissatisfaction of the stakeholder.
Detailed discussion and consultation with
other Government Bodies and providing
alternative solutions to meet the standards
can resolve the issue.
Local Authorities High High The local authorities have strong
rights to intervene in the activities of
the organisation. At the same time
local worker associations, police and
administration can also assist Network
Rail in their projects (Jaroszweski et
al. 2014).
The growth and maintenance plans of
Network Rail requires to be conducted
without harming the locality. Objections from
the stakeholder can be a severe challenge for
the organisation.
Meeting with the concerned authorities and
timely communication can address the issue.
Supply Chain Vendors High Low Network Rail is dependent on the
stakeholder for the materials provided
that are required for the infrastructure
management. Timely support and
quality materials are essential for the
successful operations of the
organisation. Long-term partnership
with the vendors and robust supply
chain can maximise the profitability
and efficiency (Ryu & Park, 2017)
Failure of commitment from either end in
delivering materials and payment mechanism
is the biggest challenge in the stakeholder
management.
Timely communication and fair payment
structure is the key for addressing the
challenge.
Local Hotels High Low The stakeholder has collaborations with
Network Rail in myriad business purposes
including meeting, conferences,
interviews, training and assessments and
Conflict may arise due to non-fulfilment in
service delivery by stakeholder and timely
payment by Network Rail.
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functions etc. Quality service provided by
the stakeholder supports the successful
completion of the events.
Clear service agreement and in-time payment
can address the conflict.
Residents High Low The stakeholder owning land or property
near the Network Rail infrastructure are
bound by law and safety restrictions for
any construction or maintenance work
and vice versa. Local residents may have
interest in purchasing unused land and
properties owned by the Network Rail.
The noise and vibrations from the
maintenance and engineering work by
Network Rail can cause nuisance among
the residents. The firm may require to
enter in the land of local residents for
repairing purposes which might not be
welcomed (networkrail.co.uk, 2018).
Advance notice and awareness campaign by
the authorities of the organisation can
address the challenge to some extent.
Understanding and co-operation are expected
from the stakeholder.
General Public Low Low The stakeholder is the indirect customer
of Network Rail by availing the train
services operating on the infrastructure
provided. Better connectivity can lead to
increased opportunities for profit due to
increased passenger travels. The public
can express their views on the
organisation’s operations to the
government, however, cannot directly
influence
A portion of the fund given to Network Rail by
DfT as operational expenditure is actually the
tax paid by the public. The mismanagement
of the public fund can cause severe agitation
among them.
Judicious use of resources and publication of
timely and details reports and press release
can assure the stakeholder.
Train Operating
Companies (TOCs)
Low Low The stakeholder is the direct customer of
Network Rail. By providing better
infrastructure number of services would
increase, earning mutual profitability.
Poor infrastructure of the railways will
cause hindrance for the stakeholder
operations and profitability, posing a
challenge for Network Rail (Jeffcott et al.
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Growth in uncharted localities can avail
beneficial opportunities for both.
2006).
Regular maintenance of infrastructure and
reasonable terms of the agreement can
address the challenge.
Freight Operating
Companies (FOCs)
Low Low The stakeholder is also a direct customer
of Network Rail. Provision of better
infrastructure would be mutually
beneficial. The organisation also depends
on the FOCs to carry materials for their
operations.
Poor infrastructure of the railways will
cause hindrance for the stakeholder
operations and profitability, posing a
challenge for Network Rail (Meirich &
Nießen, 2016).
Regular maintenance of infrastructure and
reasonable terms of the agreement can
address the challenge.
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Task 2 – Stakeholder Management Frameworks
For this task, you needto examine a relationship that you/your department or organisation currently have with
an external stakeholder (for example, a partner, stakeholder or supplier).Your selected stakeholder
relationship should be underpinned by some form of contractual framework or agreement.
Having selected the stakeholder, specify the process that you followed to ensure effective stakeholder
engagement and management and the role that you played in achieving this.
NB If you do not currently have this form of relationship in place, specify the process that you would
follow to fully-engage with a stakeholder.
This element of the post work relates to CMI Unit 509 – Managing Stakeholder Relationships to achieve
results and in particular, the following assessment criteria:
2.1 Examine the contractual frameworks for stakeholder engagement and management.
2.2 Specify a process for planning stakeholder engagement.
3.1 Analyse the role of the manager in managing stakeholder relationships.
External Stakeholder: Department for Transport
Provide a brief description/analysis of this stakeholder that incorporates such things as their needs, Network
Rail’s requirements, level of power/interest, value/benefits, challenges etc.
The Department of Transport is the body that drafts and implements policies for the development of
transportation and commutation in the general interest of the common public (www.GOV.UK, 2018). The
Department requires regular updates from all transport sectors regarding the operational affairs and
prospects for the future course of actions. Network Rail requires working in complete coordination with the
Department of Transport so that they can continue their operational and developmental activities without
much of a trouble. If the Department is convinced with the plans of Network Rail, only then can Network Rail
continue to receive its grants from the Government.
Stakeholder Engagement Process
Ensure your response includes a definition of ‘stakeholder engagement’ and the stages involved in
engaging/contracting with the stakeholder and any other wider arrangements put in place such as
communication, decision making, reporting etc. Provide real-life examples of how you approached/handled
this process where possible.
Engaging a stakeholder means completely involving the concerned party who may have interest in the
organisation’s activities or may be in any way concerned with its decisions or may play an important part in
the strategy implementation process of the organisation (Smith, 2017.). In this case, the Department has a
very vital role to play in both the decision-making process as well as strategy implementation process. The
department was regularly communicated with major incidents which could in any way affect them. The
Department was first communicated about the requirement for a formal framework to be introduced
regarding the process of communication between the Department and Network Rail.
Contractual Framework
What type of contract/agreement/framework has been put in place?
The under-said agreement defines the process that the Department would follow while it is communicating
with Network Rail regarding its management issues or issues involving finance. This agreement further on
talks about the people accountable for various persons and which personnel would report to the Department
relating to which issues. According to Kua (2016) it also talks about the code of conduct to be followed and
maintained during the communication process. This agreement basically defines the matters of Network
Rail that Department can involve in as well as the formal procedures to be abided by during these
communications.
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Why was this type of contract/agreement/framework chosen?
Network Rail and the Department are expected to work together to provide the public with excellent railways
facilities. This on-going process of co-operation required constant communication from both the parties.
Beer & Rensburg (2011) said that, to avoid any conflict or miscommunication, a formal procedure was
required which was to be followed each time any party wanted to communicate with the other party. The
Department also wanted to have clear understanding on the reporting hierarchy so that, in situation of crisis,
the communication would be smooth. Along with these things, there were many other aspects concerning
the department and Network Rail which were to be addressed for which this formal agreement was
required.
How was this contract/agreement/framework negotiated? What process was followed?
This agreement was unconventional agreement that is not seen very frequently. It did not require
negotiation as such. There were several meetings held between the concerned officials where both the
parties discussed the issues they face while working with each other (Rodriguez-Melo & Mansouri, 2011).
The major issues were then accumulated and to make sure that they do not arise in future, this agreement
was drafted. More than an agreement, it is a set of procedures agreed upon to be adhered to by both the
parties.
What were the key elements of this contract/agreement?
The key elements of this contract are defining the roles and responsibilities of various designated officers
determining each officer’s roles and his accountability towards the Department. It defines what the officers
are expected to do, and which officer is to be looked for in what situations. It then talks about the
governance policies and how the department would be involved in the governance and efficient
management of Network Rail. It also describes the process to be followed while getting the audits of
Network Rail done. Amongst various other things, the Department clearly states the degree of financial
control it would have over Network Rail.
The role of the manager in managing stakeholder relationships
Provide an analysis of your role in managing this stakeholder relationship – where possible, provide real-life
examples of how you have or are currently carrying out this role and the skills and behaviours that you have
utilised
A manager in any situation is expected to act like a bridge which connects both the sides. Similar is the
case in this agreement whereby I am expected to continuously coordinate with the department. I interact
with the department, know their requirements and then convey the same to the concerned officers. Within
the given deadline of the Department, I ensure that their requirements are fulfilled and then I assemble the
allocated tasks from the officers and after compilation present it to the Department. I attend the feedbacks
and queries raised by them. Apart from these, I am also responsible for convening meetings of the
Department with the higher officials of our organisation and make sure no conflicts arise between the two
(Boesso & Kumar, 2016).
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Task 3 –Collaborating Effectively
In this Programme, you have been introduced to a range of tools and techniques that can be used to work
collaboratively with stakeholders to achieve organisational and project aims.
This task is based around the following scenario; please read it through carefully and then respond to the
questions given:
In recent weeks, you and your team have finalised the details of a supplier contract with a new haulier (a UK
based business with a German parent company). The logistics marketplace is very competitive and the
process of negotiating this contract has proved intense and time-consuming, particularly because your
organisation has a number of important projects that need to be delivered across the next 12 months.
Sadly, your existing supplier (a UK business) of two years has not met its annual key performance objectives
and for this reason, was not shortlisted as part of the negotiation process. More recently, the supplier was
unable to provide the required level/quality of service for a large project which involved moving large
machinery and vehicles around the UK – this resulted in time delays and budget over-spend.
A Project Review identified that the working relationship with the existing supplier was poor, characterised in
part by poor communication on both sides.In fact, the relationship had all but broken down in recent weeks,
with the supplier complaining they were being constantly put under intense pressure to deliver unrealistic
project requirements.
This element of the post work relates to CMI Unit 509 – Managing Stakeholder Relationships and in
particular the following assessment criteria:
3.2 Evaluate the use of collaborative working techniques to manage stakeholder relationships
3.3 Discuss methods for managing conflict in stakeholder engagement
This task also provides evidence for CMI Unit 513 – Managing Projects to achieve Results and in particular,
the following assessment criterion:
2.4 Analyse techniques for working collaboratively with stakeholders to achieve project aims
How would you characterise the relationship with the existing supplier? What is your assessment
of the root cause(s) of the poor working relationship?
Characterising the relationship with the existing supplier
Network Rail has incorporated several changes in the last two years to improve business relationships
with the suppliers and partners. According to Khan (2012), the company has kept a strong emphasis on
the collaborative work culture, corporate agreement, and fast and fair payment structure to create a
sustainable working practice with the suppliers. However, according to the given case, the relationship of
Network Rail with the current supplier has become very poor due to lack of communication from both
sides. The existing suppliers of the firm are facing an intense pressure for delivering some unrealistic
project equipment. Therefore, a new contract model and a transparent supplier engagement program are
required by Network Rail for the upcoming project.
 The root cause(s) of the poor working relationship
 Extremely high workloads
 A lack of control over the suppliers
 Lack in communication process
 The demand for supplying an impractical piece of machinery
 A stressful physical working environment
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What approaches/methods do you plan to use to ensure that your department/organisation works
collaboratively with the new supplier, in order to deliver project requirements for the next 12
months? Identify at least three methods and for each, describe its strengths and weaknesses
Method 1: Devise an Evaluation Method
Rationale for using this
method/approach
Strengths Weaknesses
A periodic audit of
supplier’s activity could be
done by employing some
customized program like
survey, software application
etc.
The management of Network Rail
could review the corrective actions
taken by the suppliers and also
return wrong products which are
failed to meet job specifications
(Missonier & Loufrani-Fedida, 2014).
Crafting a wrong survey would be
the reason for supplier complaints.
Method 2: Classify Multiple Suppliers and Vendors
Rationale for using this
method/approach
Strengths Weaknesses
Separating the suppliers
into different levels would
help to get different
machineries as per the
importance.
The services would be smooth and
also reduce the chances of getting
damaged equipment during the
emergency.
According to Nazari-Shirkouhi
(2015), lower order volumes can be
the cause of lesser bargaining
power.
Lower suppliers would be less
responsive towards the
organization.
Method 3: Establish Performance Indicators
Rationale for using this
method/approach
Strengths Weaknesses
Incorporating an explicit
performance criteria would
be helpful to track and
evaluate the supplier’s
performance on a regular
basis.
It would help to avoid supply chain
risk and any additional interruption.
As stated by Ryu & Park (2017), it
would also protect and improve
brand reputation.
Short-term result cannot meet the
financial goal of the firm.
Lack of reliability and transparency
in supplier’s scorecard may create
dispute between the company and
the suppliers.
Having evaluated a range of collaborative working techniques, which method do you believe will
have the most beneficial impact on cross-collaboration with the new stakeholder relationship and
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why?
The supplier management program by Establishing Performance Indicators would be highly beneficial for
Network Rail as it would help to inhibit disruptions and moderate the occurrence of risk exposure.
Supporting the prior Sarang et al. (2016) mentioned that this initiative would also enable the firm to
endorse corrective actions initially against the KPIs destined for the suppliers. As a result, this would help
Network Rail to prolong the brand reputation in front of the clientele and business partners. Moreover, this
process could also contribute to cost avoidance and savings attainments as it would centralize the supplier
data into a single interactive source.
What methods can be used to prevent or minimise the potential for conflict with this new
stakeholder?
If you have had personal experience of managing conflict with a stakeholder, you may also wish to include
information on this in your response, i.e. what the situation was, what action you took, what methods you
used to manage the conflict and the outcome.
Win-Win approach (Collaborating)
This is one of the finest problem-solving skill would help to satisfy both party’s requirements. An extreme
collaboration with an effective communication plan would attempt to find out a win-win solution of the
identified problems (Nazari-Shirkouhi, 2015). Therefore, the conflict of demanding unrealistic project
equipment by the Network Rail to the existing suppliers would no longer occur as the adopted method of
win-win solution would offer a mutually beneficial result for both parties. It would also strengthen a mutual
reliance and admiration between the firm and the new stakeholders. In addition, Wang et al. (2018) cited
that a shared responsibility outcome could act as a good negotiator between the company and the new
suppliers. Moreover, it would also construct a foundation of effective collaboration maintaining the
concerns of each party.
Task 4 – Measuring the Impact of Stakeholder Engagement
In Task 1 of this assignment, you were asked to identify the value/benefits of engaging with key
stakeholders. For this Task, reflect on the methods that you have used/currently use (or could use) to
measure the impact of these stakeholders on the performance of your department/organisation.
Capture your responses in the table provided on the following page.
This element of the post work relates to CMI Unit 509 – Managing Stakeholder Relationships and in
particular the following assessment criteria:
4.1 Examine methods for measuring the impact of stakeholder engagement on organisational
performance
Stakeholder
Measures/Objectives Agreed
Description of methods used to
assess impact on
department/organisational
performance
Strengths and weaknesses of
measurement method
1. Leadership and
management bodies
 To assess the return on
common investment
 To identify the gaps in
the existing sustainability
practices (National Audit
Office, 2018)
Return on investment analysis This method could assess the
following parameters:
 Productivity
 Capital and liquidity ratios
 Revenue growth
This approach failed to assess the
nature and potential of the
succession planning made by the
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leadership teams
2. Utilities and Engineering
 To assess the quality
benchmark followed
within the organisation
Six sigma Control limits (Modarres
& Pezeshk, 2017)
This approach has helped the
utility and engineering team to
assess the variation on upper
control and lower control limit,
based on which the quality
improvement session is further
conducted. It has enabled the
team to meet the standardised
quality goals in an effective way.
This process failed to promote
creativity and innovativeness on
the overall quality measure
technique.
3. Training and development
head
 To enhance the social
ownership of all
employees
 To provide cross
departmental training
 To increase the learning
and development session
among all employees
Social ownership tool This technique helped to enhance
the skill set of the mew joiners
along with the existing employees
as the training process involved
experienced employees to teach
the new comers (Bhattacharyya &
Cummings, 2013)
In contrast, this technique did not
involve innovative problem solving
training methods which would
have added better decision
making skills for the technical
employees working in the
engineering sector.
4. Government agencies and
regulatory bodies
 To reduce
unemployment over the
economic cycle
 To critically assess
prospective areas for
increasing the railway
channels
 To review the cross
cutting parameters over a
span of whole financial
year
 Survey of the major
departments
 Interviewing to assess
cross cutting performance
evaluation
The way government agencies
are meeting difficulties and
challenges were identified using
these processes. In addition, the
communication with regulatory
bodies are also identified using
this process
On the other hand, this process is
lengthy and unable to assess the
gaps in the regulatory body’s
performance using tactical steps.
5. Local authorities
 To communicate and
collaborate for the project
completion without
hampering restoration
programmes
 To assess opportunities
of collaboration
Social Impact Assessment The method can determine the
risk, economic and environment
impacts.
The process is complex in
delivering successful results.
NB Ensure that your response evaluates the use of at least three measurement methods.
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References
Beer, E., & Rensburg, R. (2011). Towards a theoretical framework for the governing of stakeholder relationships: a
perspective from South Africa. Journal Of Public Affairs, 11(4), 208-225. doi: 10.1002/pa.414
Bhattacharyya, A., & Cummings, L. (2013). Measuring Corporate Environmental Performance - Stakeholder
Engagement Evaluation. Business Strategy And The Environment, 24(5), 309-325. doi: 10.1002/bse.1819
Boesso, G., & Kumar, K. (2016). Examining the association between stakeholder culture, stakeholder salience and
stakeholder engagement activities. Management Decision, 54(4), 815-831. doi: 10.1108/md-06-2015-0245
Ceder, A., & Hassold, S. (2015). Applied analysis for improving rail-network operations. Journal Of Rail Transport
Planning & Management, 5(2), 50-63. doi: 10.1016/j.jrtpm.2015.06.001
Hyatt, D., & Berente, N. (2017). Substantive or Symbolic Environmental Strategies? Effects of External and Internal
Normative Stakeholder Pressures. Business Strategy And The Environment, 26(8), 1212-1234. doi:
10.1002/bse.1979
Jaroszweski, D., Hooper, E., Baker, C., Chapman, L., & Quinn, A. (2014). The impacts of the 28 June 2012 storms
on UK road and rail transport. Meteorological Applications, 22(3), 470-476. doi: 10.1002/met.1477
Jeffcott, S., Pidgeon, N., Weyman, A., & Walls, J. (2006). Risk, Trust, and Safety Culture in U.K. Train Operating
Companies. Risk Analysis, 26(5), 1105-1121. doi: 10.1111/j.1539-6924.2006.00819.x
Khan, A. (2012). Supplier Relationship Management - Current Problems and Solutions. SSRN Electronic Journal.
doi: 10.2139/ssrn.2303833
Kua, H. (2016). A New Integrated Framework for Stakeholder Involvement in Sustainability Policymaking - A
Multidisciplinary Approach. Sustainable Development, 24(5), 281-297. doi: 10.1002/sd.1629
Laroche, F., & Guihéry, L. (2013). European Rail Traffic Management System (ERTMS): Supporting competition on
the European rail network?. Research In Transportation Business & Management, 6(11), 81-87. doi:
10.1016/j.rtbm.2012.12.006
Meirich, C., & Nießen, N. (2016). Calculating the maximal number of additional freight trains in a railway
network. Journal Of Rail Transport Planning & Management, 6(3), 200-217. doi:
10.1016/j.jrtpm.2016.06.005
Missonier, S., & Loufrani-Fedida, S. (2014). Stakeholder analysis and engagement in projects: From stakeholder
relational perspective to stakeholder relational ontology. International Journal Of Project Management,
32(7), 1108-1122. doi: 10.1016/j.ijproman.2014.02.010
Modarres, M., & Pezeshk, J. (2017). Impact of total quality management on organisational performance: exploring
the mediating effects of organisational learning and innovation. International Journal Of Business
Environment, 9(4), 356. doi: 10.1504/ijbe.2017.092225
National Audit Office. (2018). Measuring the Performance of Government Departments - National Audit Office
(NAO) Report. Retrieved from https://www.nao.org.uk/report/measuring-the-performance-of-government-
departments/
Nazari-Shirkouhi, S. (2015). Investigating the effects of customer relationship management and supplier
relationship management on new product development. Tehnicki Vjesnik - Technical Gazette, 22(1), 191-
200. doi: 10.17559/tv-20140623130536
networkrail.co.uk. (2018). Who we are. Retrieved from https://www.networkrail.co.uk/who-we-are/
Orr.gov.uk. (2018). Who we work with | Office of Rail and Road. Retrieved from http://orr.gov.uk/about-orr/who-we-
work-with
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Rodriguez-Melo, A., & Mansouri, S. (2011). Stakeholder Engagement: Defining Strategic Advantage for
Sustainable Construction. Business Strategy And The Environment, 20(8), 539-552. doi: 10.1002/bse.715
Rssb.co.uk. (2018). About Us. Retrieved from https://www.rssb.co.uk/Pages/about-us.aspx
Ryu, S., & Park, C. (2017). The Moderating Effect of Supplier Benevolence on the Relationship between Unilateral
Governance and Supplier Performance. Journal Of Channel And Retailing, 22(2), 93-106. doi:
10.17657/jcr.2017.04.30.5
Sarang, J., Bhasin, H., Verma, R., & Kharat, M. (2016). Critical Success Factors for Supplier Development and
Buyer Supplier Relationship. International Journal Of Strategic Decision Sciences,7(1), 18-38. doi:
10.4018/ijsds.2016010102
Smith, P. (2017). Stakeholder Engagement Framework. Information & Security: An International Journal, 38(10),
35-45. doi: 10.11610/isij.3802
Wang, G., Feng, T., Zhao, X., & Song, Y. (2018). Influence of supplier trust and relationship commitment on green
supplier integration. Sustainable Development. doi: 10.1002/sd.1857
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Yoo, D. (2018). Stakeholder Tokens: a constructive method for value sensitive design stakeholder analysis. Ethics
And Information Technology, 3(20), 45-56. doi: 10.1007/s10676-018-9474-4
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Assignment for Unit 513 – Managing Projects to Achieve Results
(Guideline word count for this unit is 3500 - 4000 words)
Task 1 – Role of Projects in delivering organisational strategy
For this task, you are asked to analyse the role that projects play in delivering Network Rail’s strategy. You
will do this by:
 capturing the key aspects of Network Rail’s strategy
 defining ‘project’ vs ‘Business as Usual’ (BAU) from a Network Rail perspective
 analysing how current/past projects have helped deliver Network Rail’s strategy.
This element of the post work relates to CMI Unit 513 – Managing Projects to Achieve Results and in
particular the following assessment criteria:
1.1. Analyse the role of projects in delivering organisational strategy
A) What are the key aspects of Network Rail’s Strategy?
B) How would you define the terms ‘project’ and ‘Business As Usual’ (in the context of Network
Rail)?
You may wish to include past, current or future Network Rail examples to support your definitions
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C) Describe the role that projects play in delivering organisational strategy
Aspect of Network
Rail Strategy
How projects have helped deliver this strategy
Describe, in detail, how specific Network Rail projects have helped deliver the
strategy – where relevant, identify the project objectives, any key issues faced and
ways that they were overcome
Task 2 – Initiating A Project
For the first part of this task, you are asked to select a project that:
a) you will be working on in the near future
or
b) a project that you are working on or have worked on in the past
NB If you are not able to select a project that meets a and b above, you should identify an
example/potential project and describe, in detail, the process you would follow to initiate it.
Referring to the GRIP Lifecyle (P3M Framework)/’Initiating a Project’ Core Sub Process, you must then
analyse the process involved in initiating your selected project, identifying the activities to be completed and
the products/outputs generated. As you do this, reference any documentation, tools or techniques that
will/are being used to plan and manage the project and a supporting rationale for their use.
This element of the post work relates to CMI Unit 513 – Managing Projects to Achieve Results and in
particular the following assessment criteria:
2.1. Analyse the process for initiating projects
2.3 Discuss the tools and techniques to plan and manage projects in different contexts
3.3. Examine approaches to identify, manage and mitigate project risks
You may wish to refer to your Pre-Work as you complete this task. You also may wish to refer to Network
Rail GRIP Processes and Work Instructions.
Description of Selected Project
Ensure you clearly state the project’s purpose and objectives (the needs and requirements) along with any
project deliverables/KPIs
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Project Initiation Process
Activity (reference any tools &
techniques used and any
knowledge, skills and behaviours
deployed by the Project Manager)
Importance to the GRIP
Lifecycle/P3M Framework (if
appropriate)/overall project
success
Outputs or Products (including
documentation)
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Issues faced during ‘project initiation’ and how they were addressed….
Capture any issues faced for your selected project, how they were overcome and what would be done
differently next time
Task 3 – The Project Environment
Any project or programme sits within a wider environment/organisational framework and all organisations are
also subject to external ‘project environment’ pressures. It is, therefore, critical that a Project Manager is
attuned to and develops an effective ‘project environment’.
In the space given below, capture the internal factors that need to be managed to develop an effective
project environment for your selected project (from Task 2 of this Unit). These could include the people
involved in the project, the way in which creativity and collaboration are handled, aligning the project to
Network Rail’s Values and ethics and the types of performance measures that are put in place.
Where possible, provide practical, real-life examples to support your analysis.
This element of the post work relates to CMI Unit 513 – Managing Projects to Achieve Results and in
particular the following assessment criteria:
2.2. Examine the impact of legal, organisational and ethical factors on projects
Internal Organisational Factors
Factors to be managed Actions required to address these factors
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For the second part of this task, consider the external environment factors that can impact the success of
the project. For your selected project, complete a PESTEL Analysis, capturing the actions that have been or
could be taken to ensure they are managed in the most effective way.
Where possible include organisational examples; the location of a new call centre would be influenced by the
availability of workforce (skills, demographic, transport links etc), for example.
PESTEL Analysis
Political Factors What actions can be taken……
Economic Factors What actions can be taken……
Social/Cultural/Ethical Factors What actions can be taken……
Technological Factors What actions can be taken……
Environmental Factors What actions can be taken……
Legal Factors What actions can be taken……
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Task 4 – Project Monitoring and Project Performance Reporting
Referring to your selected project from Tasks 2 and 3, you should now capture the ways in which project
progress has/will be monitored and the methods used to report on project outcomes.
For each method used, describe its strengths and weaknesses and identify any issues faced and the actions
that were taken to optimise the strengths and minimise/address the weaknesses.
This element of the post work relates to CMI Unit 513 – Managing Projects to Achieve Results and in
particular the following assessment criteria:
2.5. Evaluate methods used for monitoring project progress
2.6. Discuss methods for reporting on project outcomes
Monitoring Project Progress
Method used (include a
description of how this method
was used and why it was
selected)
Strengths (include ways in
which the strengths were
optimised)
Weaknesses (includes any
issues faced and ways in which
they were addressed)
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Reporting Project Performance and Outcomes
Method used (include a
description of how this method
was used and why it was
selected)
Strengths (include ways in
which the strengths were
optimised)
Weaknesses (includes any
issues faced and ways in which
they were addressed)
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Task 5 – Closing a Project
For this task, you are asked to make a recommendation for the closure of your selected project or
alternatively capture the approaches that have been used to close your selected project. Capture your
responses in the tables given below.
This element of the post work relates to CMI Unit 513 – Managing Projects to Achieve Results and in
particular the following assessment criteria:
2.7. Assess approaches for project closure
Project Closure
Description of selected
or recommended
approach
Rationale for selection or
recommendation, e.g. value, importance
Outputs (if relevant)
For a project that has been closed, describe what lessons were learnt from this stage of the GRIP
Lifecycle and what could be done differently next time and why
For future or potential projects, explain what action you would take to ensure the above
approaches deliver a successful ‘project close’.
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Task 6 – Managing Data and Information
Managing data and information in a project environment presents special challenges for Project Managers,
team members and project sponsors alike – for this reason, it is important that an effective data management
strategy is put in place.
In this task, you are asked to:
a) identify the guiding principles and objectives of an effective data management/security/storage strategy
within a project context
b) identify the methods that can be used to deliver this strategy – for example, technology-based systems
or ways of collating, analysing and interpreting data
c) the advantages and disadvantages of each approach
This element of the post work relates to CMI Unit 513 – Managing Projects to Achieve Results and in
particular the following assessment criteria:
3.1. Discuss methods of managing data and information in a project environment
Guiding Principles and Objectives of an effective Data Management/Security/Storage Strategy
Provide a supporting rationale for your proposed Principles and Objectives
Data Management/Security Methods (provide examples to support your analysis where possible)
Method Advantages Disadvantages
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Task 7 – Problem Solving and Decision Making Tools and Techniques
During the workshop and the wider programme, you have been introduced to a number of decision
making/problem solving techniques. For this task, you are asked to consider two different projects where
you applied decision making/problem solving techniques to achieve a given project outcome or overall
project success. Capture your responses in the boxes below, ensuring that you answer the questions given.
This element of the post work relates to CMI Unit 513 – Managing Projects to Achieve Results and in
particular the following assessment criteria:
3.2. Assess the use of problem solving and decision making techniques when managing projects
SITUATION 1
Set the Scene – what was the project/situation? what was the decision(s) or problem(s) to be solved?
What action was taken and why? What decision making or problem solving techniques were
deployed? What data was used to support the decision making/problem solving process?
What was the result or outcome? What went well and what would you do differently next time? How
might you involve your team/others or technology in future to improve decision making and problem
solving within a project context?
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SITUATION 2
Set the Scene – what was the project/situation? what was the decision(s) or problem(s) to be solved?
What action was taken and why? What decision making or problem solving techniques were
deployed? What data was used to support the decision making/problem solving process?
What was the result or outcome? What went well and what would you do differently next time? How
might you involve your team/others or technology in future to improve decision making and problem
solving within a project context?
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Line Manager Discussion
Ask your line manager/mentor to review and discuss these post work activities with you and provide you with
constructive feedback, to further support your development.
Make sure you arrange a definite time and date and get it in your diary. Also, send an email to your line
manager/mentor to remind them to put the time and date in their diary.
Your line manager/mentor can use the following table as a guide to know what to look for. They should rate you on
a scale of 1 – 5 (1 = not at all, 5 = totally) and then provide factual/constructive feedback based on their
observations. They should also highlight any areas for further improvement.
During the conversation make sure that you get feedback on your performance since completing the module and
include reference to examples of how you are demonstrating the knowledge, skills and behaviours referenced in
the following questions.
Question
No:
Question Comments/Feedback Rating
1. To what extent does the
individual work
collaboratively with others,
inside and outside of your
organisation?
2. To what extent does the
individual build mutual trust
and respect with his team
and within the team?
3. To what extent does the
individual manage conflict
with his/her team?
4. To what extent does the
individual manage conflict
with stakeholders?
5. To what extent does the
individual identify and share
best practice (with his/her
team and stakeholders)?
6. To what extent does the
individual use effective
negotiation, influencing and
networking skills when
dealing with stakeholders?
7. To what extent does the
individual apply best
practice project
management principles,
approaches and tools?
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Question
No:
Question Comments/Feedback Rating
8. To what extent does the
individual identify, manage
and mitigate project risks?
9. To what extent does the
individual gather, collate
and analyse data when
making key project
decisions?
10. To what extent does the
individual effectively plan,
organise and manage
project resources?
11. To what extent does the
individual effectively
monitor progress against
the agreed project plan and
report on project
outcomes?
Learner
Name: Signature: Date:
Line Manager/Mentor
Name: Signature: Date:
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Well done you have now completed the assignment. Please sign and date the following written declaration:
Statement of Authenticity
“I confirm that the work within the completed assignment is all my own work, and does not include any
work completed by anyone other than myself unless referenced. I have completed the assignment in
accordance with CMI instructions and within the time limits set by my CMI Centre. By signing my name
below I am agreeing that I have read and understood the Learner Statement of Authenticity.”
Name: Signature: Date:
Thank you for completing this pack. Please keep a copy of this pack and any supporting documents, as you
may need to revisit this information with your Line Manager or the Workshop Leader.
The aim of this post-workshop assignment is to provide evidence of how you have achieved the learning
outcomes by applying the learning in the workplace. By completing the assignment and the other elements of
the programme you will meet the CMI Assessment criteria which is provided at the back of this pack:
KEY POINTS
 Each section is marked as indicated.
 To achieve a Pass, it is essential that you provide evidence for each and every assessment criterion.
You must also pass every section in this assignment.
 When marking the assignment, the First Assessor will support each rating with specific and meaningful
comments to ensure you receive constructive feedback on the assignment.
 A Second Assessor (referred to as an Internal Verifier (IV)) will review the first assessment to confirm
accuracy and consistency in the marking.
 The CMI will select and review a number of completed assignments before confirming that a pass has
been achieved.
 Please ensure that where required you provide documents that support your assignment. These
documents should be cross-referenced within the pack, but will not be included in the overall word count.
 Marks will not be deducted for exceeding the recommended 2500 - 3000 word count for Unit 509 and
3500 – 4000 word count for Unit 513, but you will receive constructive feedback on an overly long report
and where it should be made more succinct.
 Failure to include sufficient content, i.e. significantly below the 2500 – 3000 or 3500 – 4000 word count
guidelines will result in you being required to re-draft the assignment.
 If in doubt about any aspect of completing this assignment, please contact Mel James on 07721-912863
or Louise Boyling on 07711-386844 for further guidance.
 Similarly, if having part-completed the assignment, you would like a provisional assessment to ensure
you are ‘on the right lines’, please send to [e-mail] or
[e-mail]
 All completed Post-workshop packs should be sent to [e-mail]
 To ensure consistency of marking, wherever possible TLS assess assignments in batches, so please
aim to complete the assignment and forward it to TLS by the dates specified.
The following pages provide details of the CMI assessment criteria and the marking sheet that the
Assessor/Internal Verifier will use when assessing your work.
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Assessment Criteria
Centre The Learning Space Centre No. 067531
Participant Participant Reg. No.
Marking Sheet Instructions
Assessment must be conducted with reference to the assessment criteria (AC). In order to pass the unit, every
AC must be met. Any AC not met will result in an automatic referral for the submission (regardless of whether all
other ACs are met).
The CMI recognises the two categories of PASS/REFER and the marking sheet should reflect this accordingly.
CMI Units
 509 – Managing Stakeholder Relationships
 513 – Managing Projects to achieve results
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Unit 509 – Learning Outcome 1 – Understand the different types and value of
stakeholder relationships Rating
Assessment Criteria
Did the participant: Y/N Comments 1st Assess
1.1 Analyse the types of
stakeholder
relationships within
organisations
Evidence should be found in Unit 509 Post Work Task 1 –
Stakeholder Analysis and Task 2 – Stakeholder
Management Frameworks
/50
1.2 Examine the benefits
and challenges for
organisations working
with different
stakeholder groups
Evidence should be found in Unit 509 Post Work Task 1 –
Stakeholder Analysis and Task 2 – Stakeholder
Management Frameworks
/50
PASS/REFER /100
Internal Verifier comments….
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Unit 509 – Learning Outcome 2 – Understand the frameworks for stakeholder
management Rating
Assessment Criteria
Did the participant: Y/N Comments 1st Assess
2.1 Examine the
contractual frameworks
for stakeholder
engagement and
management
Evidence should be found in Unit 509 Post Work Task 2 –
Stakeholder Management Frameworks
/50
2.2 Specify a process for
planning stakeholder
engagement
Evidence should be found in Unit 509 Post Work Task 2 –
Stakeholder Management Frameworks
/50
PASS/REFER /100
Internal Verifier comments….
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Unit 509 – Learning Outcome 3 – Know how to manage stakeholder relationships Rating
Assessment Criteria
Did the participant: Y/N Comments 1st
Assess
3.1 Analyse the role of
the manager in managing
stakeholder relationships
Evidence should be found in Unit 509 Post Work Task 2
– Stakeholder Management Frameworks. Evidence
should also be found in Post Work Task 3 –
Collaborating Effectively
/33
3.2 Evaluate the use of
collaborative working
techniques to manage
stakeholder relationships
Evidence should be found in Unit 509 Post Work Task 2
– Stakeholder Management Frameworks. Evidence
should also be found in Post Work Task 3 –
Collaborating Effectively
/33
3.3 Discuss methods for
managing conflict in
stakeholder engagement
Evidence should be found in Unit 509 Post Work Task 3
– Collaborating Effectively
/34
PASS/REFER /100
Internal Verifier comments….
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Unit 509 – Learning Outcome 4 – Know methods for measuring the impact of
stakeholder engagement on organisational performance Rating
Assessment Criteria
Did the participant: Y/N Comments 1st
Assess
4.1 Examine methods for
measuring the impact of
stakeholder engagement
on organisational
performance
Evidence should be found in Unit 509 Post Work Task 4 -
Measuring the Impact of Stakeholder Engagement
/100
PASS/REFER /100
OVERALL UNIT OUTCOME
Internal Verifier comments….
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Unit 513 – Learning Outcome 1 – Understand the role of projects in delivering
organisational strategy Rating
Assessment Criteria
Did the participant: Y/N Comments 1st
Assess
1.1 Analyse the role of
projects in delivering
organisational strategy
Evidence should be found in Unit 513 Post-Work - Task 1 -
Role of Projects in delivering organisational strategy
/100
PASS/REFER /100
Internal Verifier comments….
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Unit 513 – Learning Outcome 2 – Understand processes for initiating, planning
and managing projects Rating
Assessment Criteria
Did the participant: Y/N Comments 1st
Assess
2.1 Analyse the process
for initiating projects
Evidence should be found in Unit 513 Post-Work – Task 2
– Initiating a Project
/15
2.2 Examine the impact
of legal, organisational
and ethical factors on
projects
Evidence should be found in Unit 513 Post-Work – Task 3
– The Project Environment
/14
2.3 Discuss the use of
tools and techniques to
plan and manage
projects in different
contexts
Evidence should be found in Unit 513 Post-Work – Task 2
– Initiating a Project
/14
2.4 Analyse techniques
for working
collaboratively with
stakeholders to achieve
project aims
Evidence should be found in Unit 509 Post-Work – Task 3
– Collaborating Effectively
/14
2.5 Evaluate methods
used for monitoring
project progress
Evidence should be found in Unit 513 Post-Work – Task 4 -
Project Monitoring and Project Performance Reporting
/14
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2.6 Discuss methods for
reporting on project
outcomes
Evidence should be found in Unit 513 Post-Work – Task 4 -
Project Monitoring and Project Performance Reporting
/15
2.7 Assess approaches
for project closure
Evidence should be found in Unit 513 Post-Work – Task 5
– Closing a Project
/14
PASS/REFER /100
Internal Verifier comments….
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Unit 513 – Learning Outcome 3 – Understand the factors which contribute to
effective project management Rating
Assessment Criteria
Did the participant: Y/N Comments 1st
Assess
3.1 Discuss methods of
managing data and
information in a project
environment
Evidence should be found in Unit 513 Post Work –
Task 6 – Managing Data and Information
/33
3.2 Assess the use of
problem solving and
decision making
techniques
Evidence should be found in Unit 513 Post Work –
Task 7 – Problem Solving and Decision Making Tools
and Techniques
/33
3.3 Examine approaches
to identify, manage and
mitigate project risks
Evidence should be found in Unit 513 Post-Work –
Task 2 – Initiating a Project
/34
PASS/REFER
OVERALL UNIT OUTCOME
OVERALL ASSIGNMENT OUTCOME
Internal Verifier comments….
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