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SOUTH AFRICAN QUALIFICATIONS AUTHORITY 
REGISTERED QUALIFICATION: 

Postgraduate Diploma in Programme Management 
SAQA QUAL ID QUALIFICATION TITLE
48723  Postgraduate Diploma in Programme Management 
ORIGINATOR
Cranefield College (Pty) Ltd 
PRIMARY OR DELEGATED QUALITY ASSURANCE FUNCTIONARY NQF SUB-FRAMEWORK
CHE - Council on Higher Education  HEQSF - Higher Education Qualifications Sub-framework 
QUALIFICATION TYPE FIELD SUBFIELD
Postgraduate Diploma  Field 03 - Business, Commerce and Management Studies  Project Management 
ABET BAND MINIMUM CREDITS PRE-2009 NQF LEVEL NQF LEVEL QUAL CLASS
Undefined  120  Level 7  NQF Level 08  Regular-Provider-ELOAC 
REGISTRATION STATUS SAQA DECISION NUMBER REGISTRATION START DATE REGISTRATION END DATE
Registered-data under construction  EXCO 0324/24  2024-07-01  2027-06-30 
LAST DATE FOR ENROLMENT LAST DATE FOR ACHIEVEMENT
2028-06-30   2031-06-30  

Registered-data under construction

The qualification content is currently being updated for the qualifications with the status “Registered-data under construction” or showing “DETAILS UNDER CONSTRUCTION” to ensure compliance with SAQA’S Policy and Criteria for the registration of qualifications and part-qualifications on the National Qualifications Framework (NQF) (As amended, 2022). These qualifications are re-registered until 30 June 2027 and can legitimately be offered by the institutions to which they are registered.

 

In all of the tables in this document, both the pre-2009 NQF Level and the NQF Level is shown. In the text (purpose statements, qualification rules, etc), any references to NQF Levels are to the pre-2009 levels unless specifically stated otherwise.  

PURPOSE AND RATIONALE OF THE QUALIFICATION 
The average age of learners who attend the College's Advanced Project Management Programme is 37 years. This places the College squarely in the domain of continued adult education. Approximate 70 per cent of learners are already in possession of first degrees or National Diplomas. The average age of 37 years confirms that our learners are generally well experienced and hold positions in middle to higher management.

The College of Project Management's policy is to follow andragogic (adult learning) Outcomes Based Learning (OBL) curricula on all its learning programmes. Some advantages of OBL are: exposure to real-life situations; motivation to learn is self-imposed, because learners can see the practical application of knowledge, skills and attitudes they are acquiring during their studies; and the acquisition of various learning skills, which will assist them to become lifelong learners.

Specific evaluative tools have been developed and tested over time, which provide better measures of learning behaviour, knowledge and skills. Any modification or improvement in the curriculum needs to be based on sound reasoning and upon experimental evidence. On the Advanced Project Management Programme we have gained a significant amount of knowledge about the use of OBL in project management education since 1985, but further improvements and refinements are continuously required in order to meet the needs of the learners and that of society.

The approach taken by the College of Project Management was to stay away from the standard building-block structure, where a lot of content is shoved down the throats of the learners, which they do not retain anyway, and adopt a system where learners are actively involved in the learning process. The end result was the establishment of learning programmes,

with the emphasis on problem solving, and an integrated approach to management-through-projects and programmes. The key features of the learning programmes are: the analysis of project/programme management situations as the main method of acquiring and applying knowledge; the development of independent, lifelong learning skills by learners; and the use of syndicate groups, with five to eight learners, as the central educational focus. The curriculum structure consists of a series of interdisciplinary Modules. Management-through-projects and programmes skills, including communication skills, are learned through an integrated arrangement from the beginning of the programme. Improvement and changes in individual Modules and in the programmes are on-going.

Another unique feature of the programme includes the continuous exposure of the learners to their work situations and environments.

In a small group learning environment, the ability to communicate effectively with other syndicate members is an essential skill. Learners should be able to provide feedback in a constructive and supportive manner to each other, in order to improve individual and group performance in a team setting. The ability to present materials, learned during individual study, back to the group in clear, articulate manner based on evidence, is an important asset in group learning.

To make effective use of OBL, it is important that syndicate members are cooperative and supportive of each other, and share knowledge and resources freely among themselves. This is in contrast with the traditional schools where the pursuit of personal achievements is often encouraged, which creates intense competition among the learners. How to make creative use of the energy of dominating members, and how to encourage the participation of quiet members in a group, are the types of group skills which are essential for a successful learning team. Syndicate members should be able to set individual learning objectives, while respecting and participating in the setting and fulfilling of the objectives set up by the group. Some project management skills are often learned in a group, so that consideration for other group members is necessary. These skills are useful, since modern management- through- projects and programmes requires team approach, which will require their inter-personal skills.


Rationale

The Postgraduate Diploma in Project Management provides a upgrading opportunity to the experienced Project and Programme Management / learners to upgrade their qualification to NQF level 7. 

LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING 
This qualification assumes that the learner is competent in the English language as being the language of instruction by the Cranefield College of Project and Programme Management. It also assumes that in achieving a level 6 academic qualification that the learner will be well schooled in the outcomes for NQF level 7.


Recognition of Prior Learning and Articulation Possibilities

Achieving the College of Project Management's Advanced Diploma in Project Management (or equivalent qualification as recognition for prior learning), is a prerequisite for admission to the Postgraduate Diploma in Project and Programme Management. A learner must achieve an average mark above 60% for the Advanced Diploma learning programme to qualify for admission to the Postgraduate Diploma learning programme.

An "equivalent qualification " means any NQF Level 6 or higher qualification with similar content as the Advanced Diploma for which and average mark above 60% was achieved. If certain subjects were not sufficiently covered, or not covered at all in the "equivalent qualification", relevant modules from the Advanced Diploma learning programme must be taken in addition to those of the Postgraduate Diploma learning programme.

The above, together with the "General Rule", constitute the requirements for Postgraduate Diploma admission. 

RECOGNISE PREVIOUS LEARNING? 
Y 

QUALIFICATION RULES 
N/A 

EXIT LEVEL OUTCOMES 
M 4: Integrated Corporate Strategy

On completion of this course you should be able to demonstrate the following generic- and subject-specific competencies:
  • Have a clear perspective of the role and importance of corporate strategy in shaping an organization's leading edge, competitive advantage, and ability to reinvent itself in a fast changing emergent environment.
  • Master the art of leadership and "management of projects and programmes" at corporate and operational levels, which constitutes integrated modern general management of the organization, and reduces clumsy, cumbersome bureaucratic practices.
  • Utilize the vehicle of "management through projects and programmes" to integrate the tools of corporate strategy into all areas of business and operations strategy.
  • Acknowledge the profound influence which organizational behaviour has on key success or failure factors in "management through projects and programmes". Moreover, understand the powerful link between an organization's success and having an integrated culture supported by learning and negotiation based strategies.
  • Recognize that by leading with a "management through projects and programmes' approach encourages speed and simplicity, organizational flexibility, decentralized management responsibility, holistic and goal oriented problem solving, and fosters an organizational learning culture.
  • Have an integrative perspective regarding the scope of project portfolios (programmes), and the way that functional-, outsourced-, and customer activities are coordinated to deliver effective and efficient systemic management.
  • Recognize that management through projects and programmes is applied to the organization as a whole, comprising portfolios of strategic transformation projects, innovative continuous improvement projects, capital expenditure projects, as well as, portfolios of business and production processes.
  • Understand how increased organizational benefits can be achieved through programme managing the project and process portfolios. Moreover, that the organizational benefits are: increased effectiveness related to strategic transformation project portfolios; increased effectiveness and efficiency related to innovative continuous improvement project portfolios and process portfolios; and finally, increased efficiency related to service and capital expenditure project portfolios.
  • Recognize the profound influence a suitable leadership style has on achieving increased organizational benefits. Moreover, that participative leadership styles are proving to be more successful in the new economy, where leaders have to be agile and flexible to cope with rapid change in the internal and external environments of organizations.
  • Recognize how the purpose of a leading organization is shaped by corporate vision, mission, Leadership and Ethics through a series of continuous projects and programmes that make it last as an enduring respected and admired organization of a nation.


    PART ONE: Introduction

    CHAPTER 1: "Corporate Strategy"

    After completing this chapter you should be able to:
  • Define corporate strategy and explain it's five special elements;
  • Outline the main reasons for the importance of corporate strategy;
  • Explain the core areas of corporate strategy and how they link
    together;
  • Distinguish between process, content and context of a corporate strategy;
  • Describe the extent to which corporate strategy is different in public and in non-profit organizations;
  • Identify what makes "good " corporate strategy;
  • Explain the difference between national and international corporate strategy.

    CHAPTER 2: "A Review of Theory and Practice"

    After completing this chapter you should be able to:
  • Outline the political and economic background to the development of corporate strategy in the twentieth century;
  • Describe and evaluate prescriptive strategic practice;
  • Describe and evaluate emergent strategic practice;
  • Identify the main theories associated with prescriptive corporate strategy;
  • Identify the main theories associated with emergent corporate strategy;
  • Explain the importance of a company's history as a part of its strategy.


    PART TWO: Analysis of the Environment

    CHAPTER 3: "Analysing the Environment- Basics"

    After completing this chapter you should be able to:
  • Explain why it is important to study the environment of the organization;
  • Outline the main environmental influences on the organization and relate the degree of change to prescriptive and emergent strategic approaches;
  • Undertake a PEST analysis of the general influences on the organization;
  • Understand the implications of market growth and market cyclicality for corporate strategy;
  • Understand the importance of key factors for success in the environment;
  • Carry out a Five Forces analysis of the specific influences on the organization;
  • Develop a Four Links analysis of the organization's co-operators;
  • Undertake a competitor profile and a product portfolio analysis of the organization and its competitors;
  • Explore the relationship between organization and its customers.

    CHAPTER 4: "Analysing Markets and Competitors" (Self Study)

    After completing this chapter you should be able to:
  • Understand the importance of sustainable competitive advantage;
  • Explain the role that governments can play in the development of corporate strategy;
  • Explore the intensity of competition and assess its strategic implications;
  • Outline the range of aggressive activities undertaken by competitors and assess their strategic significance;
  • Undertake a strategic group analysis;
  • Describe the main elements of product portfolio analysis and comment on its strategic usefulness;
  • Analyse individual competitors and their influence on strategy;
  • Explore and assess the importance of distributors;
  • Identify the main international strategic competitive issues.

    CHAPTER 5: "Analysing Customers"

    After completing this chapter you should be able to:
  • Outline the main elements of customer- driven strategy and explain it's importance;
  • Analyse where and how customer-driven strategy delivers added value to the organization;
  • Identify the relationship between customer profiling and sustainable competitive positioning;
  • Explain the strategy implications of branding and reputation;
  • Outline customer communication and its strategic implications;
  • Explain the main elements of pricing strategy;
  • Identify the main international issues in customer strategy.


    PART THREE: Analysis of Resources

    CHAPTER 6: "Analysing Resources - Basics" (Self Study)

    After completing this topic you should be able to:
  • Identify the key factors for success in the industry;
  • Explore the main resources of an organization and the strategic decision on whether to make or buy;
  • Explain the concept of value added;
  • Analyse the value chain and value system of an organization and comment on their strategic significance;
  • Outline the concept of economic rent and its relationship with sustainable competitive advantage;
  • Explain how resource deliver sustainable competitive advantage to the organization;
  • Identify and explain the seven main concepts of sustainable competitive advantage;
  • Explain the roles of different resources in the organization and relate them to sustainable competitive advantage;
  • Outline three methods for improving the sustainable competitive advantage of the organization's resources.

    CHAPTER 7: "Analysing Human Resources" (Self Study)

    After completing this chapter you should be able to:
  • Conduct a human resource audit of an organization and explore the strategic implications;
  • Outline the strategic issues involved in organizational culture and analyse the culture of the organization;
  • Understand the impact of strategic change on strategy development;
  • Comment on the impact of downsizing and business process re-engineering in the context of human resources;
  • Analyse the political network of an organization and assess it's strategic implications;
  • Explain the strategic management implications of four major types of human resource approaches to strategy development;
  • Appraise the impact of international culture on strategy development.

    CHAPTER 8: "Analysing Financial Resources" (Self Study)

    After completing this topic you should be able to:
  • Identify the sources of funds available to an organization;
  • Carry out an analysis of an organization's current financial resources;
  • Assess an organization's potential for further funding and the costs of risk involved;
  • Identify and quantify the financial benefits of strategies and their cash flow implications;
  • Understand the role and importance of shareholder value-added concepts;
  • Understand the impact on the organization of greater international activity;
  • Appreciate the importance of balancing the organization's financial objectives with its other corporate objectives.

    CHAPTER 9: "Analysing Operations Resources" (Self Study)

    After completing this chapter you should be able to:
  • Assess the contribution of operations strategy to the corporate strategy process;
  • Identify the competitive advantage and value added contributions that the operations function makes to the organization;
  • Analyse the operations environment for relevant trends, especially major changes in technology;
  • Identify how and where operations strategies contribute to value added;
  • Analyse operations in organizations for the specific areas that are most likely to impact on corporate strategy;
  • Understand the importance of the main elements of operations strategy;
  • Explore the differences that exist between operations in manufacturing and in service industries;
  • Understand the Terry Hill approach on how an operations strategy supports order-winners and qualifiers in the market.


    PART FOUR: The Purpose of the Organization

    CHAPTER 10: "Purpose Shaped by Vision, Leadership and Ethics"

    After completing this chapter you should be able to:
  • Outline the main considerations in the development of purpose;
  • Explore the organization's vision for the future and its strategic implications;
  • Explain the contribution of leadership to the development of corporate strategy;
  • Identify the three main approaches to leadership analysis and explain why the contingency approach is the most useful from a corporate strategy perspective;
  • Identify the main areas of the ethical considerations that surround the organization;
  • Outline the chief areas of corporate governance that will influence corporate strategy and decision making at the centre of the organization;
  • Show how all these areas shape the purpose of the organization.

    CHAPTER 11: "Purpose Emerging From Knowledge, Technology and Innovation"

    After completing this topic you should be able to:
  • Define and explore the implications of tacit and explicit knowledge;
  • Explain how purpose emerges from knowledge creation;
  • Examine the implications of developments in technology for the organization's purpose and strategy;
  • Identify the main innovation processes relevant to purpose;
  • Show how purpose change with innovation;
  • Explain why an organization's purpose may sometimes be emergent rather than prescriptive.

    CHAPTER 12: "Purpose Delivered Through Mission and Objectives"

    After completing this chapter you should be able to:
  • Define the main factors that form the purpose of the organization;
  • Identify the main stakeholders and conduct a stakeholder power analysis;
  • Understand the role that organizational culture plays in establishing the mission and objectives;
  • Develop a mission statement for the organization;
  • Develop the objectives consistent with this mission statement;
  • Explain how purpose can be defined for conglomerates;
  • Understand and develop the organization's policy on strategic quality issues.


    PART FIVE: Developing The Strategy

    CHAPTER 13: "Developing Strategic Options: The Prescriptive Process"

    After completing this chapter you should be able to:
  • Undertake a SWOT analysis;
  • Generate options on the environmental-based view of the organization;
  • Explore generic strategy options and evaluate their potential;
  • Outline the market options matrix and its contribution to develop industry-based options;
  • Investigate the options prompted by the expansion methods matrix and their implications for industry-based options;
  • Generate options on the resource-based view of the organization;
  • Use the value chain in the development of resource-based options;
  • Develop options based on the distinctive capabilities and the core-competencies of the organization;
  • Identify resource options based on cost reduction in the organization;
  • Explain how small businesses can organize their resources;
  • Outline the implications of resource strategy for not-for-profit organizations;
  • Critically evaluate the contributions of all these routes to the strategic development process.

    CHAPTER 14: "Strategy Evaluation and Development: The Prescriptive Process"

    After completing this chapter you should be able to:
  • Distinguish between the content and the process of the prescriptive approach;
  • Identify the six main criteria that might typically be used to evaluate the content of strategic options;
  • Outline the main prescriptive procedures and techniques used in selecting between strategy options;
  • Undertake an evaluation of strategic options in order to select the most appropriate option;
  • Apply empirical evidence and guidelines to the various options in order to assist the selection procedure;
  • Describe the main elements of the classic prescriptive process for developing corporate strategy;
  • Comment on the weaknesses in the classic process and suggest how these might be overcome.

    CHAPTER 15: "Finding the Strategic Route Forward: Emergent and Prescriptive Approaches"

    After completing this chapter you should be able to:
  • Understand the importance of context in the development of strategy;
  • Explain four approaches to strategy development that go beyond the classic prescriptive approach;
  • Identify the relevance of a survival-based route forward in the context of the circumstances of the organization;
  • Outline the importance of the uncertainty-based route forward and comment on its relevance depending on the organization's context;
  • Outline the main elements of game theory and comment critically on its usefulness;
  • Decide the extent to which a learning-based strategy is needed as part of an organization's strategy process;
  • Assess the implications for the strategy process where an organization operates internationally.

    CHAPTER 16: "Strategy, Structure And Style"

    After completing this chapter you should be able to:
  • Understand the historical background to the development of organizational structures to match chosen strategies;
  • Evaluate critically the arguments that strategy and structure have a more complex relationship than that suggested by the early strategists;
  • Assess the benefits and problems associated with the newer, learning based organizational structures;
  • Explore how strategy and structure are interrelated;
  • Understand the concept of strategic fit;
  • Evaluate the importance of changing an organization's management style at the same time as changing its strategy.


    M 5: Creating High Performance Project and Programme Teams

    PART 1: "The World of Organizational Behavior"

    CHAPTER 1: "Managing Organizational Behavior: Developing People-Centered Organizations and Skills".

    After completing this chapter you should be able to:
  • Identify the P's in the 4-P cycle of continuous improvement and define the term management.
  • Define the term organizational behavior, and explain why OB is a horizontal discipline.
  • Contrast McGregor's Theory X and Theory Y assumptions about employees.
  • Describe the sources of organizational behavior research evidence.

    CHAPTER 2: "Managing Diversity: Releasing Every Employee's Potential".

    After completing this chapter you should be able to:
  • Define diversity.
  • Explain the differences among affirmative action, valuing diversity, and managing diversity.
  • Highlight the managerial implications of increasing diversity in the workforce.
  • Review the five reasons managing diversity is a competitive advantage.
  • Identify the barriers and challenges to manage diversity.

    CHAPTER 3: "Organizational Culture and Ethics"

    After completing this chapter you should be able to:
  • Explain the typology of organizational values.
  • Discuss the three general types of organizational culture and their associated normative beliefs.
  • Discuss the process of developing and adaptive culture.
  • Summarize the methods used by organizations to embed the cultures.
  • Discuss the two basic functions of mentoring and summarize the phases of mentoring.
  • Specify at least four actions managers can take to improve an organization's ethical climate.


    PART II: "Individual Behavior In Organizations"

    CHAPTER 5: "Individual Differences: Personality, Attitudes, Abilities and Emotions".

    After completing this chapter you should be able to:
  • Explain the nature and determinants of organization-based self-esteem.
  • Define self-efficacy, and explain its sources.
  • Contrast high and low self-monitoring individuals, and describe resulting problems each may have.
  • Identify and describe the Big Five personality dimensions, and specify which one is correlated most strongly with job performance.
  • Explain the difference between an internal and external locus of control.
  • Explain how attitudes influence behavior in terms of the Fishbein and Ajzen model of behavioral intentions.
  • Describe Carl Jung's cognitive styles typology.

    CHAPTER 6: "Social Perception and Attributions".

    After completing this chapter you should be able to:
  • Describe perception in terms of the social information processing model.
  • Identify and briefly explain four managerial implications of social perception.
  • Discuss stereotypes and the process stereotype formation.
  • Summarize the managerial challenges and recommendations of sex-role, age, race, and disability stereotypes.
  • Discuss how the self-fulfilling prophecy is created and how it can be used to improve individual and group productivity.
  • Explain, according to Kelly's model. How external and internal causal contributions are formulated.
  • Review Weiner's model of attribution.
  • Contrast the fundamental attribution bias and the self-serving bias.

    CHAPTER 7: "Motivation through Needs, Job Design and Satisfaction"

    After completing this chapter you should be able to:
  • Define the term motivation.
  • Discuss the job performance model of motivation.
  • Review the historical roots of modern motivation theories.
  • Contrast Maslow's and McClelland's need theories.
  • Demonstrate your familiarity with scientific management, job enlargement, job rotation, and job enrichment.
  • Explain the practical significance of Herzberg's distinction between motivators and hygiene factors.
  • Describe how internal work motivation is increased by using the job characteristics model.

    CHAPTER 8: "Motivation through Need, Equity, Expectancy, and Goal Setting.

    After completing this chapter you should be able to:
  • Discuss the role of perceived inequity in employee motivation.
  • Describe the practical lessons derived from equity theory.
  • Discuss Porter and Lawler's expectancy theory of motivation.
  • Explain how goal setting motivates an individual.
  • Identify five practical lessons to be learned from goal setting research.
  • Specify issues that should be addressed before implementing a motivational program.


    PART III: "Group and Social Processes".

    CHAPTER 11: "Individual and Group Decision Making".

    After completing this chapter you should be able to:
  • Compare and contrast the rational model of decision making, Simon's normative model, and the garbage can model.
  • Discuss the contingency relationships that influence the three primary strategies used to select solutions.
  • Explain the model of decision-making styles.
  • Describe the model of escalation of commitment.
  • Summarize the pros and cons of involving groups in the performance.
  • Contrast brainstorming, the nominal group technique, the Delphi technique, and computer-aided decision making.
  • Describe the stages of the creative process.
  • Explain the model of organizational creativity and innovation.

    CHAPTER 12: "Group Dynamics".

    After completing this chapter you should be able to:
  • Identify the four criteria of a group from a sociological perspective.
  • Describe the five stages in Tuckman's theory of group development, and discuss the threat of group decay.
  • Distinguish between role conflict and role ambiguity.
  • Contrast role and norms, and specify four reasons norms are enforced in organizations.
  • Distinguish between task and maintenance functions in groups.
  • Discuss why managers need to carefully handle mixed-gender task groups.
  • Describe groupthink, and identify at least four of its symptoms.
  • Define social loafing, and explain how managers can prevent it.

    CHAPTER 13: "Teams and Teamwork for the 21st Century"

    After completing this chapter you should be able to:
  • Explain how a work group becomes a team.
  • Identify and describe the four types of work teams.
  • Explain the ecological model of work team effectiveness.
  • Discuss why teams fail.
  • List at least three things managers can do to build trust.
  • Define quality circles, virtual teams, and self-managed teams.
  • Describe high-performance teams.


    M 6: Project and Programme Financial Investment Decisions

    PART I: "Overview of Corporate Finance "

    CHAPTER 1: "Introduction to Corporate Finance"

    After completing this chapter you should be able to:
  • Understand the basic types of financial management decisions and the role of the financial manager.
  • Grasp the implications of the different forms of business organization.
  • Define the goals of financial management.
  • Identify the conflicts of interest that can arise between managers and owners.
  • Understand the role of financial institutions in the financial markets.

    CHAPTER 2: "Financial Statements, Taxes and Cash Flow"

    After completing this chapter you should be able to:
  • Explain the difference between accounting value (or "book") value and market value.
  • Differentiate between accounting profit and cash flow.
  • Differentiate between average and marginal tax rates.
  • Understand how to determine a firm's cash flow from its financial statements.


    PART II: "Financial Statements and long-term Financial Planning"

    CHAPTER 4: "Long-Term Financial Planning and Growth"

    After completing this chapter you should be able to:
  • Understand the purpose of financial planning
  • Make a basic financial planning model.
  • Assess the determinants of a firm's profitability and its ability to grow.


    PART III: "valuation of future cash flows"

    CHAPTER 5: "Introduction to Valuation: The Time Value of Money"

    After completing this chapter you should be able to:
  • Determine the future value of an investment made today.
  • Determine the present value of cash to be received at a future date.
  • Find the return on investment.

    CHAPTER 6: "Discounted Cash Flow Valuation"

    After completing this chapter you should be able to:
  • Determine the future and present value of investments with multiple cash flows.
  • Calculate loan payments and finding the interest rate on a loan.
  • Amortization of loans.
  • Understand how interest rates are quoted (and misquoted).

    CHAPTER 8: "Share Valuation"

    After completing this chapter you should be able to:
  • Know how share prices depend on future dividends and dividend growth.
  • Understand some of the features of ordinary and preference shares.
  • Know what the information in the share prices pages of the financial press means.


    PART IV: "Capital Budgeting"

    CHAPTER 9: "Net Present Value and Other Investment Criteria

    After completing this chapter you should be able to:
  • Understand the payback rule and some of its shortcomings.
  • Account rates of return and some of the problems with them.
  • Explain the internal rate of return rule and its strengths and weaknesses.
  • Explain why the net present value rule is the best way to evaluate proposed investments.


    CHAPTER 10: "Making Capital Investment Decisions"

    After completing this chapter you should be able to:
  • Determine the relevant cash flows for a proposed investment.
  • Analyze a project's cash flows.
  • Evaluate an asset replacement proposal, and how to go about setting a bid price.
  • Deal with projects which have unequal lives.

    CHAPTER 11: "Project Analysis and Evaluation"

    After completing this chapter you should be able to:
  • Discuss the various techniques available for assessing the risk of a net present value (NPV) estimate of a project.
  • Do a break-even analysis in its various forms to identify critical levels of sales.
  • Establish the sensitivity of operating cash flows to change in sales volumes.
  • Recognize future managerial options associated with projects.


    PART V: "Risk and Return"

    CHAPTER 13: "Return, Risk and the Security Market Line"

    After completing this chapter you should be able to:
  • Calculate expected returns.
  • Understand the impact of diversification.
  • Explain the systematic risk principle.
  • Determine the security market line and the risk-return trade-off.


    PART VI: "Cost of Capital and long-term Financing Policy"

    CHAPTER 14: "Cost of Capital"

    After completing this chapter you should be able to:
  • Determine a firm's cost of equity capital.
  • Calculate a firm's cost of debt.
  • Determine a firm's overall cost of capital.
  • Understand how the cost of capital can be used to establish whether a firm is creating value.
  • Describe some of the pitfalls associated with a firm's overall cost of capital and what to do about them.

    CHAPTER 15: "Raising Capital"

    After completing this chapter you should be able to:
  • Understand the venture capital market and its role in the financing of new, high-risk ventures.
  • Know how securities are sold to the public and the role of the merchant banks in the process.
  • Understand initial public offerings and some of the costs of going public.
  • Undertake a rights offer.

    CHAPTER 16: "Financial Leverage and Capital Structure Policy"

    After completing this chapter you should be able to:
  • Understand the effect of financial leverage on firm value.
  • Assess the impact of taxes and bankruptcy on capital structure choices.
  • Know the essentials of the bankruptcy process.


    PART VIII: "Topics in Corporate Finance"

    CHAPTER 21: "Risk Management: An Introduction to Financial Engineering"

    After completing this chapter you should be able to:
  • Understand why companies hedge to reduce risk.
  • Determine the types of risk which can be hedged.
  • Differentiate between hedging with forward, futures and options contracts. 
    		•

    ASSOCIATED ASSESSMENT CRITERIA 
    Integrated Assessment

    Learner Assessment And Achievement

    General:

    The scope and period of programmes and examinations for the Postgraduate Diploma in Programme Management are determined by the College Council. A learner will not be allowed to sit for the examination in a module unless the prescribed curriculum has been followed and satisfactory progress has been shown during the course of the module. A learner's module mark will depend on class attendance and the quality of assignments. After completion of a prescribed learning programme for a degree or diploma, a learner shall complete an examination in a relevant module. All examinations in Project and Programme Management, being an applied discipline, shall be outcomes-based.

    In order to qualify for examination a learner must achieve a minimum module mark of 50%. In order to pass an examination, a learner must receive a minimum examination mark of 50%.

    Re-evaluation and examination submission:

    A learner who fails a module examination may, by paying a deposit of R120.00, apply to the Registrar (Academic) for a re-examination by the internal examiner and, should the original result be upheld, by the external examiner. This application must reach the Registrar (Academic) within 14 days of the results being released.

    Should a learner, on the basis of an assigned examination mark be of the opinion that the mark is not a true reflection of his or her ability, such a learner may request a discussion session with the relevant lecturer. The aim of such a discussion would not be to change the assigned mark, but rather to provide insight for the learner regarding, for example, an incorrect approach.

    Recognition of examinations by other Higher Education Institutions:

    Where learners have successfully completed examinations in relevant subjects at other recognized Higher Education Institutions, the College will recognize these subject to certain conditions. Applications will be considered on merit.

    Supplementary examinations:

    It is the policy of the College of Project Management that supplementary examinations are allowed in all modules. In the case of dissertations resubmission of an improved manuscript is allowed only by special permission of the College Council. Where improvements to a dissertation are recommended by the external examiner such improvements must be made within six weeks of notification and resubmitted for perusal. This would be applicable only in the case of minor improvements.

    A learner shall achieve a minimum mark of 50% in any supplementary examination in order to pass.

    Should a learner fail a supplementary examination in any module, the module may be repeated in the following cycle, with the learner again liable for the full fee.

    A learner shall be awarded the Postgraduate Diploma once all the examination requirements have been fulfilled. The Postgraduate Diploma is obtained with distinction if an average mark of 75% is achieved for the learning programme. 

    INTERNATIONAL COMPARABILITY 
    International contact and exchanges are annually achieved by attending and lecturing at the International Project Management Association (IPMA) Symposium. Prof Pieter Steyn is also attending the council of delegates meeting at IPMA,annually, as the chairman and deligation leader of the Association of Project Management (SA). 

    ARTICULATION OPTIONS 
    Recognition of Prior Learning and Articulation Possibilities

    Achieving the College of Project Management's Advanced Diploma in Project Management (or equivalent qualification as recognition for prior learning), is a prerequisite for admission to the Postgraduate Diploma in Project and Programme Management. A learner must achieve an average mark above 60% for the Advanced Diploma learning programme to qualify for admission to the Postgraduate Diploma learning programme.

    An "equivalent qualification " means any NQF Level 6 or higher qualification with similar content as the Advanced Diploma for which and average mark above 60% was achieved. If certain subjects were not sufficiently covered, or not covered at all in the "equivalent qualification", relevant modules from the Advanced Diploma learning programme must be taken in addition to those of the Postgraduate Diploma learning programme.

    The above, together with the "General Rule", constitute the requirements for Postgraduate Diploma admission. 

    MODERATION OPTIONS 
    N/A 

    CRITERIA FOR THE REGISTRATION OF ASSESSORS 
    N/A 

    REREGISTRATION HISTORY 
    As per the SAQA Board decision/s at that time, this qualification was Reregistered in 2006; 2009; 2012; 2015. 

    NOTES 
    N/A 

    LEARNING PROGRAMMES RECORDED AGAINST THIS QUALIFICATION: 
     
    NONE 


    PROVIDERS CURRENTLY ACCREDITED TO OFFER THIS QUALIFICATION: 
    This information shows the current accreditations (i.e. those not past their accreditation end dates), and is the most complete record available to SAQA as of today. Some Primary or Delegated Quality Assurance Functionaries have a lag in their recording systems for provider accreditation, in turn leading to a lag in notifying SAQA of all the providers that they have accredited to offer qualifications and unit standards, as well as any extensions to accreditation end dates. The relevant Primary or Delegated Quality Assurance Functionary should be notified if a record appears to be missing from here.
     
    1. Cranefield College (Pty) Ltd 


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