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Assignment Briefs 10-18-2024

LO1: Analyse organisational and management processes.

MSc Construction Project Management

CPM7001 Construction Management

MODULE GUIDE

2024/2025

Semester 1

Level HE7

Contents

  1. Key Information........................................................................................................................ 2
  2. Module Communications........................................................................................................ 2
  3. Module Description.................................................................................................................. 2
  4. Learning and Teaching: Campus Plus................................................................................. 3
  5. Graduate Attributes.................................................................................................................. 3
  6. Learning Outcomes and Assessments................................................................................. 4
  7. Assessment Deadlines........................................................................................................... 4
  8. Assessment Feedback............................................................................................................ 4
  9. Module Calendar...................................................................................................................... 5
  10. Formative Assessment.......................................................................................................... 5
  11. Indicative Reading................................................................................................................. 6
  12. Guidelines for the Preparation and Submission of Written Assessments................... 7
  13. Procedures for Other Assessments..................................................................................... 8
  14. Academic Misconduct........................................................................................................... 9
  15. Assessments........................................................................................................................ 10
  16. General Assessment Criteria for Written Assessments................................................ 15

1. Key Information

Module Tutor

 

Module Tutor Email

 

Other Contact Methods

By email, drop-in, online, and appointments.

Availability

 

Weblink to Moodle Class

 

Weblink to Module Specification

https://modules.bolton.ac.uk/CPM7001

2. Module Communications

The Module Tutor’s contact details are provided above. You must check your University of Bolton email address and the Moodle area dedicated to this module regularly as many module communications are channelled through these media.

Your Module Tutor will normally aim to respond to your email messages within 2 full working days of receipt. However, responses will be longer in holiday periods.

3. Module Description

This module aims to provide you with a knowledge and understanding of the operation of commercial organisations at senior and executive management level. You will have the opportunity to apply analytical tools and to seek innovative solutions when faced with boardroom level problems with real life constraints and opportunities. The module will build upon previous learning, exploring both strategic and practical implementations of theory, and developing your skills in the application of your learning to a senior construction project management context. The module will place construction management in the context of the broader discipline of construction project managers working on behalf of clients. apprenticeships students, and their interaction within the module.

CONTEMPORARY: The module calendar was updated with new dates and topics and based on the current version of software packages used in the industry.

COHERENCE: Discussions in Assignment 1 – examining leadership in construction spurs research in the students and the need to review construction press. Feedback to students sets the stage to feedforward into preparations for Assessment 2 report which engenders reflective practice in their professional journey.

COHORT: The module combines both home and international students of mixed start date (first and second semester), encouraging peer learning to enhance student experience on the module.

CHOICE: Students are given the free choice choosing a topic of their own in assessments 1 and 2 – allowing room for exploring their strengths and opportunities.

CONSOLIDATION: Group discussions and contributions on topics are explored to improve cross pollination of ideas to consolidate learning.

CHALLENGE: The assessments went through appropriate quality checks and moderation by colleagues to ensure that elements of the module are at the appropriate levels of rigour.

4. Learning and Teaching: Campus Plus

This module is delivered over 15 weeks/sessions using a Campus Plus blended learning approach. This involves timetabled face-to-face campus-based and online sessions. You are also expected to carry out your own independent study including research and assessment activities.

In weeks 7 and 11, tutorials will take place which will provide you with the opportunity to discuss your progress on the module and receive feedback on assessments. This may be face-to-face or online as arranged.

If you are unable to attend or engage in a scheduled session due to factors outside your control, you are expected to inform your tutor and complete any activities set before the next session.

Please note that attendance is taken into account when making Assessment Board decisions.

5. Graduate Attributes

Graduate attributes are the personal qualities and skills which the University of Bolton community values, and which a student is expected to develop during their time at the University. Graduate attributes act as a point of reference for a student’s personal development and support the articulation of employability and transferable skills.

Attributes for postgraduate students (GAME+) are encompassed under five themes:

  • Influence and impact
  • Critical self-management
  • Creativity and innovation
  • Professional identity
  • Skills mastery

Graduate attributes are the personal qualities and skills which the University of Bolton community values, and which a student is expected to develop during their time at the University. Graduate attributes act as a point of reference for a student’s personal development and support the articulation of employability and transferable skills.

6. Learning Outcomes and Assessments

Module Learning Outcomes

Assessment No. and Type

LO1: Analyse organisational and management processes.

Assessment 1: Report

LO2: Analyse, critically appraise and perform complex project decision-making and associated risk management in construction project management.

Assessment 1: Report

LO3 Appraise professional ethics and apply ethical values to situations and choices.

Assessment 1: Report

LO4: Examine critical and current issues in construction project management as informed by research and practice and their application to new situations.

Assessment 2: Report

LO5: Demonstrate ethical, professional and corporate social responsibility and evaluate plans for addressing these.

Assessment 2: Report

LO6: Organise and manage a personal learning plan and monitor progress..

Assessment 2: Report

7. Assessment Deadlines

Assessment item

Due Date

Weight

1

Report

Sunday 10.11.24.

50%

2

Report.

Sunday 20.12.24.

50%

8. Assessment Feedback

Feedback on items of assessment can be formal (such as on a signed feedback form) or informal (such as advice from a tutor in a tutorial). Feedback is therefore not just your grade or the comments written on your feedback form, it is advice you get from your tutor and sometimes your peers about how your work is progressing, how well you have done, what further actions you might take.

We recognise the value of prompt feedback on work submitted. Other than in exceptional circumstances (such as might be caused by staff illness), you can expect your work to be marked and feedback provided not more than 15 working days from the deadline date. However, please note that such feedback will be provisional and not agreed until the Assessment Board has met and may therefore be subject to change.

Please take time to read or listen to your assessment feedback. This can be very useful in determining your strengths and key areas for development, and can therefore help you improve on future grades.

9. Formative Assessment

Formative assessment is employed to support your learning on the module, allowing you to reflect on feedback on your progress from your tutors and peers. It takes a variety of forms including workshop activities, practice presentations, quizzes, group work etc and does not contribute to the final module mark.

Forms of informal formative assessment provided and delivery approaches may include:

  • Induction – Introductory diagnostic hand-written assessment
  • Group activities and discussion
  • Day visits to events/Guest speakers
  • Tutorial (Group & Individual) feedback on assessment drafts
  • Group tutorial revision sessions in preparation for examination
  • IT and research skills workshops.

10. Indicative Reading

Essential

Sherratt, F. with Farrell, P. (2015) ‘Introduction to Construction Management’. Oxon: Routledge.

ISBN: 978-0-415-70742-8

Higham, A., Bridge, C. and Farrell, P. (2016) ‘Project Finance for Construction’. Oxon: Routledge.

ISBN: 978-1-138-94130-4

CIOB (2014) Code of Practice for Project Management for Construction and Development, 5th edition, Wiley-Blackwell: Oxford

Recommended

Bennett, J. and Peace, S. (2006) Partnering in the Construction Industry: A Code of Practice for Strategic Collaborative Working, Butterworth-Heinemann: Oxford

Bower, D. (2010) Management of Procurement, Thomas Telford: London

CIOB (2014) Code of Practice for Project Management for Construction and Development, 5th edition, Wiley-Blackwell: Oxford

CIOB (2011) Guide to Good Practice in the Management of Time in Complex Projects, Blackwell Publishing Limited: Oxford

Drury, C. (2013) Management accounting for business. 5th ed. Andover. Cengage Learning Forbes, L.H. and Ahmed, S.M. (2010) Modern Construction: Lean Project Delivery and Integrated Practices, CRC Press: USA

Fryer, B., Egbu, C., Willis, R. and Gorse, C. (2004) The Practice of Construction Management, 4th edition, Blackwell Publishing Limited: Oxford

Harris, F. an McCaffer, R. with Edum-Fotwe-F. (2006) Modern Construction Management, 6th edition, Blackwell Publishing Limited: Oxford

Johnson, G., Whittington, R. and Scholes, K. (2006) Exploring corporate strategy. 7th edition. Harlow: Financial Times/Prentice Hall

Loosemore, M., Dainty, A. and Lingard, H. (2003) Human Resource Management in Construction Projects: Strategic and Operational Approaches, Spon Press: London.

Loosemore, M. and Phuaf, F. (2010) Responsible corporate strategy in Construction and Engineering. London: Spon

Thomas, G. and Thomas, M. (2005) Construction Partnering and Integrated Teamworking, Blackwell Publishing Limited: Oxfor

Walker, D. and Rowlinson, S. (2007) Procurement Systems: A Cross-Industry Project Management Perspective, Routledge: Oxon

Other sources:

Academic Journals: Construction Management and Economics, Taylor and Francis. Engineering, Construction and Architectural Management, Emerald Publishing. Websites of the professional bodies, Websites of government departments and agencies

Academic Journals and Conference Proceedings

Science Industry/Professional Institute Journals and Magazines

For further details see https://libguides.bolton.ac.uk/academic-staff/resource-lists

11. Guidelines for the Preparation and Submission of Written Assessments

  1. Written assessments should be word-processed in Arial or Calibri Light font size 12. There should be double-spacing and each page should be numbered.
  2. There should be a title page identifying the programme name, module title, assessment title, your student number, your marking tutor and the date of submission.
  3. You should include a word-count (excluding reference list/bibliography, figures, tables and appendices).
  4. Where a word limit is specified, the following penalty systems applies:
  • Up to 10% over the specified word length = no penalty
  • 10 – 20% over the specified indicative word length = 5 marks subtracted (but if the assessment would normally gain a pass mark, then the final mark to be no lower than the pass mark for the assessment).
  • More than 20% over the indicative word length = if the assessment would normally gain a pass mark or more, then the final mark will be capped at the pass mark for the assessment.

At the end of the assessment you should include a declaration of any software tools including Generative AI (GAI) applications that you used in developing and completing the assessment. The assessment brief will specify if and how you can use GAI applications in the assessment.

All written work should be referenced using the standard University of Bolton referencing style– see: https://libguides.bolton.ac.uk/resources/referencing/

Please adopt Harvard referencing style.

  • Unless otherwise notified by your Module Tutor, electronic copies of assignments should be saved as word documents and uploaded into Turnitin via the Moodle class area. If you experience problems in uploading your work, then you must send an electronic copy of your assessment to your Module Tutor via email BEFORE the due date/time.
  • Please note that when you submit your work to Moodle, it will automatically be checked for matches against other electronic information, as well as for hidden text characters and GAI generated text. You will be able to see similarity matches but not currently flags for hidden characters and AI-generated text. The outcomes of Turnitin reports may be used as evidence in an academic misconduct investigation (see Section 14).

Late work

Late work will be subject to the following penalties:

  • Up to 7 calendar days late = 10 marks subtracted but if the assignment would normally gain a pass mark, then the final mark to be no lower than the pass mark for the assignment.
  • More than 7 calendar days late = This will be counted as non-submission and no marks will be recorded.

Late submission of assessments on refer and those which are graded Pass/Fail only, is not permitted unless an extension is approved. See below.

Extensions

In the case of exceptional and unforeseen circumstances, an extension of up to 14 days after the assessment deadline may be requested using the standard University Extension Request Form. For approval there would need to be an explanation and evidence of relevant circumstances.

Longer extensions for individual assessments, projects and artefacts may be granted, at the discretion of the Programme Leader.

Requests for extensions which take a submission date past the end of the module (normally week 15) must be made using the Mitigating Circumstances procedure.

Some students with registered disabilities will be eligible for revised submission deadlines. Revised submission deadlines for disability adjustments do not require the completion extension request paperwork. However, students should request these in writing in advance.

Please note that the failure of data storage systems is not considered to be a valid reason for an extension. It is therefore important that you keep multiple copies of your work on different storage devices before submitting it.

12. Procedures for Other Assessments

See Sections 7 and 15 for detailed assessment strategy

13. Academic Misconduct

Academic misconduct may be defined as any attempt by a student to gain an unfair advantage in any assessment. This includes plagiarism, collusion, commissioning (contract cheating and unauthorised use of GAI) amongst other offences.

In order to avoid these types of academic misconduct, you should ensure that all your work is your own and that sources and software applications are attributed. You can also check originality through Turnitin.

Please note that penalties apply if academic misconduct is proven. See the following link for further details:

https://www.bolton.ac.uk/student-policy-zone/student-policies-2024-25/academic-misconduct- regulations-and-procedures-2024-2

14. Assessments

ASSESSMENT BRIEF

Assessment Number

1

Assessment Type (and weighting)

Essay, plus references, bibliography and appendices. A persuasive account, exploring an agreed subjective area in the indicative content, 50%  weighting

Assessment Name

Report of 3000 words

Assessment Submission Date

Sunday 10.11.24. midnight by Turnitin.

Learning Outcomes Assessed:

LO1: Analyse organisational and management processes.

LO2: Analyse, critically appraise and perform complex project decision-making and associated risk management in construction project management.

LO3: Appraise professional ethics and apply ethical values to situations and choices.

Use of Generative Artificial Intelligence (GAI) Applications in this Assessment

Shall be Category B

AI Status

Application

Notes

Category A

No GAI tool is permitted.

While grammar and/or spell checkers may be used to correct individual words and sentences, the use of GAI is not allowed. This is because the learning outcomes require you to produce original assessment work without any GAI assistance

Any GAI generated content which is presented as your own original work and is not acknowledged will be assessed for academic misconduct.

Category B

GAI can be used to assist you with the assessment.

Grammar and/or spell checkers may be used to correct individual words and sentences.

GAI can also be used for specific tasks, e.g.

(1) to generate initial ideas which must then be subject to fact checking by authoritative sources, (2) to structure assessments, (3) to generate summary information which should then be put into your own words and referenced. Any GAI generated content which is presented as your own original work and is not acknowledged will be assessed for academicmisconduct.

Category C

GAI is an integral part of the assessment and should be used.

Grammar and/or spell checkers may be used to correct individual words and sentences.

Your skills in using and evaluating GAI generated content is part of the assessment task in question. GAI generated content should be clearly identified and acknowledged.

 

 

Any GAI generated content which is presented as your own original work and is not acknowledged will be assessed for academicmisconduct.

Assessment Task:

Assessment Brief (TBC)

You are appointed as senior project manager in a construction company, and you are responsible for many professional staff. You also mentor staff who are responsible for more junior staff, tradespeople and subcontract specialists. Select one construction leader from the public domain that you may consider to be a role model; see for example this link about the ‘top twenty bosses in construction’:

https://www.constructionnews.co.uk/financial/revealed-the-top-20-highest-paid-construction- plc-bosses-18-10-2021/

https://www.theconstructionindex.co.uk/news/view/2024-top-100-construction-companies

https://www.constructionnews.co.uk/financial/cn100-2023-back-in-the-driving-seat-21-09- 2023/

Search the company web site of the chosen person, including for example company annual reports.

Your task: Critically appraise your perception of the leadership style of that person, AND examine ways how he or she may work to secure maximum motivation and performance of employees. How can you apply this person’s style to the way you will manage or lead people? Integrate your work with evidence in the literature. There should be no citations before 2022, other than primary references (not secondary) to seminal theoretical concepts.

Assignment marking guide

  1. Evidence of reading; a wide range of authoritative sources. - 40 marks
  2. Critical appraisal.- 30 marks
  3. Application to own potential style. - 20 marks
  4. Presentation, grammar, proof reading, references Harvard format or similar. - 10 marks

(Please note that the General Assessment Criteria will also apply. Please see section 16).

About CPM7001 Construction Management Assignment

The CPM7001 Construction Management assignment typically focuses on key areas related to managing construction projects efficiently and effectively. Students working on this assignment should consider the following important aspects:

1. Understanding Construction Project Management Principles

  • Project Life Cycle: Familiarise yourself with the stages of a construction project (initiation, planning, execution, monitoring, and closure).
  • Key Roles and Responsibilities: Outline the roles of a construction project manager, including planning, resource allocation, scheduling, and quality control.

2. Project Planning and Scheduling

  • Critical Path Method (CPM): Learn how to use CPM to schedule tasks, identify the critical path, and allocate resources efficiently.
  • Gantt Charts: Demonstrate how Gantt charts can help manage timelines and track project progress.
  • Resource Management: Highlight how to balance materials, labor, and equipment to avoid delays and cost overruns.

3. Risk Management in Construction

  • Risk Identification and Mitigation: Discuss common construction risks such as delays, cost overruns, safety hazards, and how to manage them.
  • Contingency Planning: Explain the importance of contingency plans and how to develop strategies for unforeseen issues.

4. Sustainability and Environmental Management

  • Sustainable Practices: Include discussion on sustainable construction techniques and how to minimise environmental impact.
  • Legislation and Compliance: Explain the importance of adhering to environmental laws and industry standards.

5. Health and Safety Regulations

  • Regulatory Compliance: Emphasise the importance of health and safety regulations like CDM (Construction Design and Management) in the UK or OSHA in the US.

Sample Answer - Plagiarised, Do Not Copy

Analyse organisational and management processes.

Critically appraise your perception of the leadership style of that person, AND examine ways how he or she may work to secure maximum motivation and performance of employees. How can you apply this person’s style to the way you will manage or lead people? Integrate your work with evidence in the literature. There should be no citations before 2022, other than primary references (not secondary) to seminal theoretical concepts.

To analyse organisational and management processes, it is important to assess the leadership style of a key figure within an organisation and examine how their approach influences employee motivation and performance. The focus here is on critically appraising your perception of this person’s leadership style and how it might inform your own leadership practices.

Leadership Style Appraisal

The individual in question demonstrates a transformational leadership style, characterised by their ability to inspire, energise, and challenge employees to exceed their standard performance levels. Transformational leaders are known for creating a vision that aligns with both the organisation`s goals and employees` personal growth, thereby fostering high motivation and engagement. A key aspect of this style is the leader’s focus on emotional intelligence, which allows them to understand and respond to the needs and emotions of their team members.

In this case, the leader’s approach to communication is particularly noteworthy. They maintain open, transparent communication channels, ensuring that employees feel informed and involved in decision-making processes. By empowering team members to contribute ideas and take ownership of their tasks, they cultivate a strong sense of commitment and loyalty.

Securing Maximum Motivation and Performance

To maximise motivation and performance, this leader employs several strategies that are supported by recent literature on organisational behaviour. First, they foster a culture of continuous development, providing ample opportunities for professional growth through training and mentorship. According to Ryan and Deci`s Self-Determination Theory (2022), autonomy, competence, and relatedness are key to intrinsic motivation. By focusing on employees` personal development, this leader effectively taps into these intrinsic motivators, driving higher performance and job satisfaction.

Moreover, the leader leverages recognition and rewards in a way that aligns with Equity Theory (Adams, 2022). They ensure that recognition is not only financial but also symbolic, offering verbal praise, public acknowledgment, and opportunities for career advancement. This balance of extrinsic and intrinsic rewards enhances employees` motivation by making them feel valued and appreciated.

Additionally, the leader employs a participative management style, encouraging employees to be actively involved in decision-making.

Continued...

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