Assessment for this module provides apprentices with a choice of outputs, allowing them to tailor the task to their project context while demonstrating equivalent levels of knowledge and application. Written Assessment (100%) covering LOs 1 – 4 – Apprentices will complete one of the following:

* Transition or migration plan – suitable for projects in preparation or delivery stages, this plan will set out the decommissioning of existing processes or systems, alongside the commissioning of new ones. It will include consideration of business process re-engineering, readiness for change, resource and cost implications, and transition to business-as-usual.

* Change impact report – suitable for projects that have been completed, this report will evaluate the outcomes of change, focusing on benefits planning, measurement, and realisation. It will analyse the impact of the change on stakeholders, processes and systems, and assess how effectively transition was managed.

Both assessment options must demonstrate understanding of the project management triangle (scope, cost, quality, time), identify risks such as scope creep, and evidence strategies for stakeholder engagement, influencing, and mindset change.

This module explores the principles and practices of managing organisational change and transformation. Apprentices will examine approaches to business process re-engineering, considering how processes are redesigned in readiness for change and tested for effectiveness. The dynamics of the project management triangle will be central, with particular focus on how scope, cost, quality and time interact, and how risks such as scope creep or escalating resource demands can be managed. The module also considers how change is transitioned into business-as-usual operations, highlighting the importance of planning for sustainability and continuity. Apprentices will study benefits planning and realisation, learning how to evidence the tangible and intangible value of change. Alongside technical processes, the module develops skills in influencing and stakeholder engagement, encouraging apprentices to explore how mindsets can be shifted and how leadership behaviours drive successful transformation.

Learning within this module maps to the following Sustainable Development Goals:
* 4: Quality Education
* 5: Gender Equality
* 8: Decent Work and Economic Growth
* 10: Reduced Inequalities
* 16: Peace, Justice and Strong Institutions

Learning within this module maps to the following Fundamental British Values:
* Mutual respect
* Tolerance

Learning within this module maps to the following principles of Safeguarding:
* Safeguarding & supporting individuals

Learning within this module maps to the following principles of Equality, Diversity & Inclusion:
* Fair and ethical leadership
* Embedding EDI in organisational policies
* Flexibility for different needs

1. Explain key principles of business process re-design and how they support organisational change.

Apprenticeship standard: K1, K2, K3, K4, K6, K10, K11, B1, B3, B4, B5, B6

University Learning Outcome: Knowledge and Understanding, Enquiry, Application

2. Analyse the relationship between scope, cost, time and quality when managing change, including the impact of risks such as scope creep.

Apprenticeship standard: K1, K2, K3, K4, K6, K10, K11, B1, B3, B4, B5, B6

University Learning Outcome: Analysis, Problem Solving, Application

3. Assess approaches to engaging stakeholders and supporting effective transition to business-as-usual.

Apprenticeship standard: S1, S2, S3, S4, S7, B1, B3, B4, B5, B6

University Learning Outcome: Communication, Reflection, Application

4. Apply principles of change and transition management to plan and review benefits realisation in a project context.

Apprenticeship standard: S1, S2, S3, S4, S7, B1, B3, B4, B5, B6

University Learning Outcome: Application, Problem Solving, Reflection

This module will be delivered through a combination of face-to-face on campus lectures and online webinars, designed to provide an engaging and interactive learning experience. Face-to-face lectures will incorporate formal teaching, group work, case study analysis, and guest speakers. Apprentices will also be encouraged to share their workplace experiences to enhance peer learning. Meanwhile, online webinars will take the form of recorded content, interactive e-learning, or live tutorials, offering opportunities for group discussion, presentations, flipped-classroom activities, and further group work and case study analysis.

Additional learning activities include:
* Engaging with supplementary online content, including videos and presentations
* Independent reading to reinforce and expand on formal teaching
* Completing formative tasks set by the lecturer to consolidate learning
* Preparing for assessments, writing, and gathering evidence
* Developing and maintaining a portfolio of evidence

In line with DfE Apprenticeship Funding Rules, this module includes 100 off-the-job (OTJ) training hours as standard, covering new learning funded by the apprenticeship levy. A total 300 nominal learning hours has been attributed to this module, incorporating OTJ training alongside broader academic development beyond levy-funded new learning. Please refer to your Aptem account to identify your individualised off-the-job hours.

Computer facilities to access online materials.
Access to specialist online databases, appropriate core texts and journals via the library, module leader, and own research.

This module is typically open to apprentices enrolled on the Project Manager (Degree) Apprenticeship programme. The module is also open to those who wish to undertake it as a standalone module. Such candidates should be currently in or working towards project management or support roles.

Burke, W. W. (2023) Organization Change: Theory and Practice. 6th edn. Thousand Oaks, CA: Sage.

Deszca, G., Ingols, C. & Tupper, F. (2024) Organizational Change: An Action-Oriented Toolkit. 5th edn. Los Angeles, CA: Sage.

Lauer, T. (2023) Quick Guide Change Management for All Cases. Berlin/Heidelberg: Springer.

Palmer, I., Dunford, R. & Akin, G. (2022) Managing Organizational Change: A Multiple Perspectives Approach. 4th edn. New York: McGraw Hill.

Badham, R. J. & Santiago, B. M. (2023) Ironies of Organizational Change. Cheltenham: Edward Elgar.

This module focuses on how organisations prepare for, deliver and sustain change. You will explore the redesign of business processes, learning how re-engineering and testing can support effective transformation. The project management triangle of scope, cost, quality and time is examined, with attention to risks such as scope creep and the need for careful governance of resources. You will also consider how change is transitioned into business-as-usual, supported by benefits planning and realisation to evidence value. Alongside technical planning, the module develops your skills in influencing and stakeholder engagement, emphasising the role of mindset, behaviours and leadership in enabling transformation. Assessment is by a written output, in which you will choose either a transition or migration plan for a live project, or a change impact report for a completed project, allowing you to apply your learning directly to your professional environment.