CMI Level 7 Award Certificate Diploma Extended Diploma Strategic Management and Leadership

Guided
CMI Level 7 Strategic Management Learning

Credits
& Leadership Qualifications Hours
Award - need to complete any combination of units to a minimum of 6 credits to achieve the
qualification.
Certificate - Learners need to complete any combination of units to a minimum of 13 credits to

achieve the qualification.
Diploma - Learners need to complete any combination of units to a minimum of 39 credits to

achieve the qualification.
Extended Diploma - Learners need to complete all core units (Group A) and three optional
units (Group B) to a total of at least 66 credits to achieve the qualification.
Chartered Manager eligibility– Minimum 3 years management experience plus

achievement of Level 7 Diploma/Extended Diploma – for details see the last page of this
document
GROUP A Credits GLH

Unit 7001V1 Personal leadership development as a strategic manager 6 20
Unit 7002V1 Developing performance management strategies 7 25
Unit 7003V1 Financial management 7 30
Unit 7004V1 Strategic information management 9 30
Unit 7005V1 Conducting a strategic management project 10 35
Unit 7006V1 Reviewing organisational strategy plans and performance 9 30
GROUP B Credits GLH
Unit 7007V1 Financial planning 6 20
Unit 7008V1 Developing a marketing strategy 6 20
Unit 7009V1 Strategic project management 6 20
Unit 7010V1 Implementing organisational change strategies 7 25
Unit 7011V1 Strategic planning 9 30
Unit 7012V1 Strategic human resource planning 8 30
Unit 7013V1 Strategic leadership 7 30
Unit 7014V1 Strategic leadership practice 7 30
Unit 7021V1 Introduction to strategic management and leadership 10 45
Unit 7022V1 Developing risk management strategies 9 30
Unit 7023V1 Strategic corporate social responsibility 9 30
Please read on for details of each unit
www.inspired2learn.co.uk barrie@inspired2learn.co.uk
Title: Personal leadership development as a strategic manager
Unit aim: This unit is about the leadership skills required by a manager to operate
effectively at a strategic level.
Level: 7 Unit Number: 7001 QCA Unit A/501/5017

Number
Credit value: 6 Guided Learning 20

Hours
Learning outcomes Assessment criteria
The learner will: The learner can:
1. Be able to identify personal skills 1.1 Analyse the strategic direction of the organisation
to achieve strategic ambitions
1.2 Evaluate the strategic skills required of the leader to achieve
the strategic ambitions
1.3 Assess the relationship between existing, required and future
skills to achieve the strategic ambitions
2. Be able to manage personal 2.1 Discuss the opportunities to support leadership development
leadership development to support
achievement of strategic ambitions 2.2 Construct a personal development plan to direct leadership
development
2.3 Devise an implementation process for the development plan
3. Be able to evaluate the 3.1 Assess the achievement of outcomes of the plan against
effectiveness of the leadership original objectives
development plan
3.2 Evaluate the impact of the achievement of objectives on
strategic ambitions
3.3 Review and update the leadership development plan
4. Be able to advocate a staff 4.1 Evaluate the impact of corporate commitment to staff welfare
welfare environment that supports on organisational objectives
organisational values
4.2 Discuss how a staff welfare environment can affect
achievement of organisational objectives
4.3 Consider the influence of a corporate commitment to staff

welfare on the development of organisational values
Title: Developing performance management strategies
Unit aim: This unit is about ensuring that the performance of the team contributes to
meeting strategic objectives.
Level: 7 Unit Number: 7002 QCA Unit F/501/5018

Number

Hours
1. Be able to set performance 1.1 Assess the links between team performance and strategic
targets of teams to meet strategic objectives
objectives
1.2 Evaluate tools and techniques available to set team
performance targets
1.3 Assess the value of team performance tools to measure

future team performance
2. Be able to agree team 2.1 Analyse how to determine required performance targets
performance targets to contribute within teams against current performance
to meeting strategic objectives
2.2 Discuss the need to encourage individual commitment to
team performance in achievement of organisational objectives
2.3 Relate the application of delegation, mentoring and coaching

to the achievement of the organisational objectives
2.4 Evaluate a team performance plan to meet organisational

objectives
3. Be able to monitor actions and 3.1 Assess the process for monitoring team performance and
activities defined to improve team initiate changes where necessary
performance
3.2 Evaluate team performance against agreed objectives of the
plan
3.3 Evaluate the impact of the team performance in contributing

to meeting strategic objectives
4. Be able to apply influencing and 4.1 Determine influencing and persuading methodologies to gain
persuading skills, to the dynamics the commitment of individuals to a course of action
and politics of personal interactions
4.2 Discuss the impact of individual dynamics, interests and
organisational politics on securing the commitment of individuals
to a course of action
Title: Financial management
Unit aim: This unit is about understanding financial data, and developing and making
judgements on proposals against strategic objectives.
Level: 7 Unit Number: 7003 QCA Unit J/501/5019

Number

Hours
1. Be able to analyse financial data 1.1 Determine how to obtain financial data and assess its validity
1.2 Apply different types of analytical tools and techniques to a

range of financial documents and formulate conclusions about
performance levels and needs of stakeholders
1.3 Conduct comparative analysis of financial data
1.4 Review and question financial data
2. Be able to assess budgets 2.1 Identify how a budget can be produced taking into account
based on financial data to support financial constraints and achievement of targets, legal
organisational objectives requirements and accounting conventions
2.2 Analyse the budget outcomes against organisation

objectives and identify alternatives
3. Be able to evaluate financial 3.1 Identify criteria by which proposals are judged
proposals for expenditure
submitted by others 3.2 Analyse the viability of a proposal for expenditure
3.3 Identify the strengths and weaknesses and give feedback on

the financial proposal
3.4 Evaluate the impact of the proposal on the strategic

objectives of the organisation
Title: Strategic information management
Unit aim: This unit is about using management information to inform and support strategic
decision making.
Level: 7 Unit Number: 7004 QCA Unit K/501/5398

Number

Hours
1. Be able to understand the 1.1 Identify the features of data and information
impact of management information
on decision making 1.2 Determine the criteria to be applied when selecting data and
information to support decision making
1.3 Evaluate the impact of a management information system to

an organisation
2. Be able to understand the 2.1 Determine the legal responsibilities in sourcing, sharing and
importance of information sharing storing information
within the organisation
2.2 Discuss when information should be offered and access
allowed
2.3 Evaluate the formats in which information can be offered
3. Be able to use information to 3.1 Analyse information to identify patterns and trends
inform and support strategic
decision making 3.2 Evaluate a range of decision making tools and techniques
available to support a strategic decision
3.3 Determine the sources available to assist in analysing data

and information
4. Be able to monitor and review 4.1 Identify methods of evaluating management information
management information within an organisation
4.2 Discuss processes for analysing impact of information on

strategic decisions made
4.3 Determine methods of developing information capture to

inform and support strategic decision making
Title: Conducting a strategic management project
Unit aim: This unit is about identifying, researching and producing the results on an
investigative project, and evaluating its impact.
Level: 7 Unit Number: 7005 QCA Unit F/501/5021

Number

Hours
1. Be able to identify and justify a 1.1 Determine a topic of investigation that has a strategic
strategic investigative project implication
1.2 Discuss the aim, scope and objectives of the project
1.3 Justify the topic of investigation and its aim, scope and
objectives
1.4 Evaluate the project research methodology, including the

project structure and research base
2. Be able to conduct research, 2.1 Identify sources of data and information that will support the
using sources, and synthesise data aim of the project
and options
2.2 Synthesise the data and information for options or
alternatives that support the project aims
2.3 Determine an option or alternative that supports the project

aims
3. Be able to draw conclusions and 3.1 Evaluate the research analysis to enable conclusions to be
make recommendations that made
achieve the project aim
3.2 Recommend a course of action that achieves the project aim
3.3 Analyse the impact of the recommendations
4. Be able to develop and review 4.1 Evaluate the medium to be used to present the result of the
the results of the investigative project
project
4.2 Produce the results of the investigative project
4.3 Evaluate the impact of the investigative project
Title: Reviewing organisational strategy plans and performance
Unit aim: This unit is about reviewing strategic aims and objectives, analysing progress
towards achievement and evaluating alternatives.
Level: 7 Unit Number: 7006 QCA Unit J/501/5022

Number

Hours
1. Be able to review and determine 1.1 Identify the current strategic aims and objectives
the organisational strategic aims
and objectives 1.2 Undertake an evaluation of the component parts of a
strategic plan
1.3 Analyse the factors affecting the strategic plan
2. Be able to identify and analyse 2.1 Apply a range of strategic analysis tools to audit progress
progress towards organisational towards strategic aims and objectives
strategic aims and objectives
2.2 Review and assess the expectations of all stakeholders and
their influence upon the organisational strategy
2.3 Analyse, interpret and produce a structured evaluation of the

organisational strategic position
3. Be able to determine and 3.1 Identify and develop a range of alternative strategic options
evaluate strategic options to to meet strategic aims and objectives
support a revised strategic position
3.2 Determine and justify the strategic option that meets the
revised strategic position
Title: Financial planning
Unit aim: This unit is about identifying, developing, agreeing and monitoring a financial
plan that supports strategic objectives.
Level: 7 Unit Number: 7007 QCA Unit L/501/5023

Number

Hours
1. Understand how the financial 1.1 Explain how the strategy of the organisation impacts the
plan supports strategic objectives financial plan
1.2 Identify the component parts of a financial plan
1.3 Identify issues of risk within a financial plan
2. Understand the construction of a 2.1 Identify the level of importance of each component of the
financial plan plan
2.2 Identify mitigation strategies for high risk components of the

plan
2.3 Produce a financial plan
3. Understand how to promote the 3.1 Discuss how the plan supports strategic objectives
financial plan in support of
strategic objectives 3.2 Outline an approach to gain agreement for the financial plan
3.3 Identify an evaluation and review measure for the agreed

plan
Title: Developing a marketing strategy
Unit aim: This unit is about identifying, developing, agreeing and monitoring a marketing
plan that supports strategic objectives.
Level: 7 Unit Number: 7008 QCA Unit M/501/5399

Number

Hours
1. Understand how the marketing 1.1 Explain how the strategy of the organisation impacts on the
plan supports strategic objectives marketing plan
1.2 Identify the component parts of a marketing plan
1.3 Identify issues of risk within a marketing plan
2. Understand the construction of a 2.1 Identify the levels of importance of each component of the
marketing plan plan
2.2 Identify mitigation strategies for high risk components of the

plan
2.3 Produce a marketing plan
3. Understand how to promote the 3.1 Discuss how the plan supports strategic objectives
marketing plan in support of
strategic objectives 3.2 Outline an approach to gain agreement for the marketing
plan
3.3 Identify an evaluation and review measure for the agreed

plan
Title: Strategic project management
Unit aim: This unit is about the development of a project plan and its impact on strategic
objectives.
Level: 7 Unit Number: 7009 QCA Unit D/501/5026

Number

Hours
1. Understand the impact of 1.1 Assess the purpose of project planning and management
projects and project management
on strategic objectives 1.2 Analyse how projects impact on the strategic objectives of an
organisation
2. Understand the elements of a 2.1 Describe the roles of a project sponsor and other project
project process and plan stakeholders
2.2 Evaluate need to scope and identify specification to develop

a project plan
2.3 Explain the phases necessary in the construction of a project

plan
3. Understand how to implement 3.1 Describe the process of gaining project implementation
the project plan and evaluate the agreement
outcome(s)
3.2 Assess the methods for securing stakeholder support for
project implementation and operations
3.3 Describe the evaluation process to measure project

performance (on-going/hand-over) to meet strategic objectives
Title: Implementing organisational change strategies
Unit aim: This unit is about identifying and developing change strategies to meet
organisational objectives.
Level: 7 Unit Number: 7010 QCA Unit H/501/5027

Number

Hours
1. Understand how to apply 1.1 Identify a range of organisational change, models or

solutions to organisational change frameworks
1.2 Apply a range of creative problem solving techniques to

address change challenges
1.3 Identify and justify change solutions that link to

organisational strategic plans
2. Understand how to develop a 2.1 Evaluate a range of change implementation models

change strategy using
implementation models 2.2 Identify the criteria to select a change implementation model
that supports organisational change
3. Be able to analyse an 3.1 Demonstrate the use of analytical tools to monitor the
organisational response to change progress and the effect of change
3.2 Assess monitoring and measurement techniques to change

within an organisation
3.3 Analyse strategies to minimise adverse effects of change
4. Understand how to evaluate the 4.1 Identify the processes to review the impact of the change
impact of change strategies
4.2 Analyse the results of the impact review
4.3 Present the findings of the change analysis
Title: Strategic planning
Unit aim: This unit is about the purpose, direction and implementation of strategic plans.

Number

Hours
1. Be able to understand the 1.1 Identify the organisational strategic aims and objectives
purpose of a strategic plan
1.2 Assess the impact of stakeholder expectations on a strategic
plan
1.3 Determine the alternative strategic options available
2. Be able to select a strategic 2.1 Determine the alternative strategic options available
direction from analysis of
alternative strategic options 2.2 Assess priorities and the feasibility of alternative options
2.3 Carry out a risk assessment of preferred alternatives
2.4 Identify and justify the selected strategic directions
2.5 Produce a strategic plan to achieve the selected strategic

directions
3. Be able to implement and 3.1 Assess the factors to be considered in the implementation of
evaluate the strategic plan the strategic plan
3.2 Implement the strategic plan
3.3 Determine the processes required to monitor and review the

strategic plan
3.4 Evaluate the impact of the strategic plan
Title: Strategic human resource planning
Unit aim: This unit is about the role of human resource planning and the links with strategic
objectives.
Level: 7 Unit Number: 7012 QCA Unit H/501/5030

Number

Hours
1. Understand how the HR plan 1.1 Assess the strategic importance of current, future and
supports the strategic objectives anticipated HR requirements
1.2 Analyse how HR planning impacts on the strategic plan
2. Understand the legal and 2.1 Evaluate the current legal requirements influencing a HR
organisational frameworks for the plan
employment of staff
2.2 Describe a process for recruitment and selection of new staff
(external candidates) that complies with current legislation and
organisation requirements
3. Understand the effect of the 3.1 Discuss how organisational culture affects recruitment and
organisational environment on staff retention of staff
3.2 Assess work life balance issues and the changing patterns of
work practices
4. Understand the grievance, 4.1 Identify the process to be followed in a grievance situation
discipline and dismissal process
4.2 Describe the stages of a discipline issue that results in
dismissal
4.3 Explain the role of ACAS, Employment Tribunals and other

external agencies that could be involved in grievance, discipline
and dismissal processes
Title: Strategic leadership
Unit aim: This unit is about strategic leadership skills and the understanding of ethical and
cultural issues within the organisation.
Level: 7 Unit Number: 7013 QCA Unit K/501/8138

Number

Hours
1. Understand the organisation’s 1.1 Analyse the impact of the organisation’s culture and values
ethical and value-based approach on strategic leadership
to leadership
1.2 Discuss how organisational specific, legal, regulatory and
ethical requirements impact on strategic leadership demands
1.3 Evaluate current and emerging social concerns and

expectations impacting on strategic leadership in the
organisation
2. Be able to understand strategic 2.1 Evaluate the relationship between strategic management
leadership styles and leadership
2.2 Evaluate leadership styles and their impact on strategic

decisions
2.3 Discuss why leadership styles need to be adapted in

different situations and evaluate the impact on the organisation
3. Be able to understand 3.1. Evaluate two differing leadership strategies

leadership strategies and their
impact on organisational direction 3.2 Determine situational variables which could cause a change
in leadership strategy
3.3. Analyse a leadership strategy to support organisational

direction
Title: Strategic leadership practice
Unit aim: This unit is about the links between strategic management and leadership, key
leadership principles, theory and organisational strategy.

Number

Hours
1. Understand the relationship 1.1 Analyse the concept of managers as effective leaders
between strategic management
and leadership 1.2 Analyse the concept of leaders as effective managers
1.3 Analyse the balance needed between the demands of

strategic management and the demands of strategic leadership
2. Understand leadership 2.1 Evaluate the role of the strategic leader in the creation of the
principles that support organisation’s vision, mission and values, and in the
organisational values communication of these to others
2.2 Analyse how personal energy, self-belief and commitment

impact leadership styles and their application in the strategic
environment
2.3 Discuss how ethical leadership engenders empowerment

and trust, and identify its impact on organisational practice
3. Be able to understand 3.1 Evaluate transformational leadership and identify its impact
leadership strategies and the on organisational strategy
impact on organisation direction
3.2 Evaluate transactional leadership and identify its impact on
organisational strategy
3.3 Evaluate situational leadership and identify its impact on

organisational strategy
Title: Introduction to Strategic Management and Leadership
This unit is about the foundation skills and knowledge of a strategic manager and
Unit aim:
leader, for those who are new to the role.
QCA Unit
Level: 7 Unit Number: 7021 M/601/2870
Number:
Guided Learning
Credit value: 10 45
Hours:
1. Be able to understand the 1.1. Evaluate the impact and relationship of a personal development
relationships and construction plan on own development and achievement of organisation
of a personal development objectives
plan.
1.2. Construct a personal development plan to address short,
medium and long term needs
1.3. Analyse how the development plan affects, or could affect,

achievement of organisational objectives
2. Be able to understand data 2.1. Determine the data and information available to the strategic
and information and apply manager for decision making
knowledge to the skills of
quantitative analysis. 2.2. Identify core financial data, analyse the data and draw
conclusions
2.3. Discuss methods to recommend a course of action, or

organisational improvement, as the result of conclusions, including
methods of presenting the recommendation
3. Be able to understand core 3.1. Outline the core marketing concepts relevant to the role of a
marketing concepts, the need strategic manager
for staff increases and the
evaluation and support of 3.2. Explain methods to be used to identify and agree an increase in
others. staffing levels
3.3. Analyse methods or processes to assess, or evaluate, the

performance of others, and to support performance improvement
Title: Developing risk management strategies
This unit is about assessing risk, developing an organisational risk management

Unit Aim: strategy, aligning this to business objectives, communicating and resourcing risk
management strategies, and evaluating outcomes.
QCA Unit
Level: 7 Unit Number: 7022 K/601/2883
Number:
Guided Learning
Credit value: 9 30
Hours:
Learning Outcomes Assessment Criteria
1. Be able to understand the concept of risk, 1.1 Explain the meaning of risk management to an
roles and responsibilities for risk management, organisation
and risk management tools and models
1.2 Determine the roles and responsibilities for risk
management at senior management level
1.3 Evaluate risk management models
2. Be able to understand the resourcing and 2.1 Evaluate risk management criteria against which
implementation of risk management strategy risk can be assessed
2.2 Critique techniques to identify and quantify risk,

including risk interdependencies
2.3 Develop strategies to eliminate, mitigate, deflect

or accept risk
2.4 Determine a process for communicating,

resourcing and managing risk management
strategies
3. Be able to understand the evaluation and 3.1 Evaluate the outcomes of risk management
management of risk management strategies strategies
3.2 Determine actions to respond to outcomes of

risk strategies
3.3 Devise a disaster recovery plan
3.4 Examine influences that would affect a review of

the disaster plan
Title: Strategic Corporate Social Responsibility
This unit is about developing an organisational Corporate Social Responsibility

Unit Aim: strategy, aligning this with business objectives, implementing the strategy,
measuring outcomes and reinforcing the Corporate Social Responsibility strategy
QCA Unit
Level: 7 Unit Number: 7023 Y/601/2880
Number:
Guided Learning
Credit value: 9 30
Hours:
Learning Outcomes Assessment Criteria
1. Be able to understand the development and 1.1 Develop arguments for Corporate Social
alignment of a Corporate Social Responsibility Responsibility that comply with internal and external
strategy. organisational objectives
1.2 Determine the impact of a Corporate Social

Responsibility strategy on internal and external
organisational stakeholders
1.3 Review the organisation’s strategy for alignment

with a Corporate Social Responsibility strategy
1.4 Develop a Corporate Social Responsibility

strategy that supports internal and external
organisational objectives
2. Be able to understand the implementation of 2.1 Analyse the organisational value chain for
a Corporate Social Responsibility strategy. alignment with the Corporate Social Responsibility
strategy
2.2 Determine methods for agreement and

engagement with all stakeholders for the Corporate
Social Responsibility strategy
2.3 Devise an implementation plan for the

Corporate Social Responsibility strategy
3. Be able to understand the evaluation, impact 3.1 Analyse internal reporting measurements that
and reinforcement of the Corporate Social can evaluate the impact of the Corporate Social
Responsibility strategy. Responsibility strategy
3.2 Examine external reporting measurements that

can evaluate the impact of the Corporate Social
Responsibility strategy
3.3 Evaluate methods to refresh and reinforce the

Corporate Social Responsibility strategy
Exemption Upgrade
for Chartered Manager
Application Form
The Chartered Manager Exemption Upgrade to Chartered Manager is open to applicants who have completed a
CMI level 5 or above Management Diploma and who have a minimum of 3-years’ management experience.
• Chartered Manager is the most prestigious status that can be achieved in the managerial profession
• Provides a professional status and independent endorsement of your ability to manage and lead
• Demonstrates your managerial competence to supplement your functional skills, setting you apart and
enhancing employability
• Increases your confidence to make the right decisions to deliver success
• Proves you possess transferable managerial skills that boost your prospects of employment and progression
The criteria for becoming a Chartered Manager includes: 1) Degree level management qualification, 2) minimum
of 3 years management experience, 3) proven management competence, 4) a commitment to CMI Professional
Standards and ongoing personal development.
This route builds on the knowledge and expertise you have demonstrated through completion of your
qualification, providing evidence for criteria 1 and 3 above. Below you will be asked to reflect on the applied
learning you have gained throughout your qualification, the improvement in your management practice and the
positive, measurable contribution you have made to your organisation.
Applications should be completed at the end of the course and be endorsed by a nominated member of staff from
inspired2learn who will then present your application for validation by CMI. Successful applicants will be awarded
Chartered Member or Chartered Fellow, dependent on their experience.
Centre Details:
Centre Name: I2L LTD trading as inspired2learn
Centre Representative: Barrie Smale
Title and date of

Qualification completed:
Your Details:
Name:
Email:
Phone No.:
Job Title:
Number of staff who report Number of

to you: employees in your
organisation:
Your Management Experience:
1. How many years of management experience do you have?
2. How many years of strategic management experience do you have?
Management Assessment:
The following questions are divided into different management disciplines and help us to assess the extent of
your management responsibilities and experience. CMI reserves the right to request references to support your
answers. Please delete Yes or No to each of the following questions:
Managing People
Do you have responsibility for managing a team of people? Yes No

Do you regularly lead meetings? Yes No
Do you assess and provide formal feedback on the performance of individuals in your team? Yes No
Managing Yourself
Do you take responsibility for your own professional development and record your continuing Yes No
professional development (CPD)?
Do you have a documented personal development plan? Yes No
Do you ensure that you have access to and use the information sources necessary for your Yes No
role and your personal development?
Achievements
Do you manage projects? Yes No

Do you develop and implement operational plans for your area? Yes No
Do you consistently meet the performance targets set and agreed with you? Yes No
Managing Change
Do you manage processes for identifying and implementing innovations in your area of Yes No
responsibility?
Do you create plans for managing changes in your area of responsibility? Yes No
Do you measure the outcomes of innovations or changes? Yes No
Managing Finance and Resources
Do you have responsibility for a budget? Yes No

Do you consistently work to the budget or agreed variances? Yes No
Do you plan resource requirements in light of your targets or objectives? Yes No
Strategic Management Experience
Do you develop and implement strategic business plans? Yes No

Do you attend and influence high level decision making meetings regarding the strategic Yes No
direction of the organisation or your division/department?
Do you support and advise people across your organisation on strategic issues? Yes No
Do you establish risk management plans for your area of responsibility? Yes No
Do you have responsibility for strategic relationships your organisation has with other Yes No
organisations?
Additional Requirements
You must answer yes to each of the questions below if you wish to proceed with your application for Chartered
Manager status. Please circle your answer yes or no next to each of the questions:
Do you confirm that you agree to the Terms and Conditions of CMI membership available via Yes No
www.managers.org.uk/terms?
In accepting any offer of CMI membership you are also agreeing that you understand and will Yes No
abide by the CMI Code of Practice for Professional Managers available at
www.managers.org.uk. Do you agree to do so?
In accepting any offer of a Chartered grade of CMI membership you are committing to Yes No
completing and maintaining a Continuing Professional Development record which could be
requested for inspection from you at any point. The CMI provides both guidance on CPD and
a recording system at www.managers.org.uk. Do you agree to maintain CPD?
To retain your Chartered status, you agree to pay your annual membership fee, renewal 12 Yes No
months after initial award.
Chartered Manager Application
Please complete the following questions in your own words. We recommend you complete each question in no
more than three hundred words. Please click here to view an exemplar completed application.
1. Looking back over the last 18 months, explain the contribution or influence you have had upon your
organisation’s performance. Please ensure that your answer makes reference to the management activities
and skills that you have used
2. Describe how you have applied the learning gained from your recent studies to inform and improve your
managerial practice. Please ensure that you explain what you have achieved as a result of applying your
learning
3. Considering the CMI Code of Practice, describe your recent management performance from an ethical
perspective. Explain why is it important to ensure that your behaviour and that of your team members is
acceptable in terms of the standards of the wider society in which we operate
4. Describe your planned learning over the next 18 months to further develop your management & leadership
skills. Please provide at least two examples of planned learning and details of how they relate to your
role/development
Centre endorsement - I confirm that the above person successfully completed the work based elements of our
programme and that the statements confirm work based contribution, applied learning and future development
plans.
Endorsed by: BARRIE SMALE - DIRECTOR

(Print name & Job Title)
Sign & Date:

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Guided

CMI Level 7 Strategic Management Learning

Certificate - Learners need to complete any combination of units to a minimum of 13 credits to

Diploma - Learners need to complete any combination of units to a minimum of 39 credits to

Chartered Manager eligibility– Minimum 3 years management experience plus

GROUP A Credits GLH

Level: 7 Unit Number: 7001 QCA Unit A/501/5017

Credit value: 6 Guided Learning 20

Learning outcomes Assessment criteria

The learner will: The learner can:

2.3 Devise an implementation process for the development plan

3.3 Review and update the leadership development plan

4.3 Consider the influence of a corporate commitment to staff

Level: 7 Unit Number: 7002 QCA Unit F/501/5018

Credit value: 7 Guided Learning 25

Learning outcomes Assessment criteria

The learner will: The learner can:

1.3 Assess the value of team performance tools to measure

2.3 Relate the application of delegation, mentoring and coaching

2.4 Evaluate a team performance plan to meet organisational

3.3 Evaluate the impact of the team performance in contributing

Level: 7 Unit Number: 7003 QCA Unit J/501/5019

Credit value: 7 Guided Learning 30

Learning outcomes Assessment criteria

The learner will: The learner can:

1.2 Apply different types of analytical tools and techniques to a

1.3 Conduct comparative analysis of financial data

1.4 Review and question financial data

2.2 Analyse the budget outcomes against organisation

3.3 Identify the strengths and weaknesses and give feedback on

3.4 Evaluate the impact of the proposal on the strategic

Level: 7 Unit Number: 7004 QCA Unit K/501/5398

Credit value: 9 Guided Learning 30

Learning outcomes Assessment criteria

The learner will: The learner can:

1.3 Evaluate the impact of a management information system to

2.3 Evaluate the formats in which information can be offered

3.3 Determine the sources available to assist in analysing data

4.2 Discuss processes for analysing impact of information on

4.3 Determine methods of developing information capture to

Level: 7 Unit Number: 7005 QCA Unit F/501/5021

Credit value: 10 Guided Learning 35

Learning outcomes Assessment criteria

The learner will: The learner can:

1.2 Discuss the aim, scope and objectives of the project

1.4 Evaluate the project research methodology, including the

2.3 Determine an option or alternative that supports the project

3.3 Analyse the impact of the recommendations

4.3 Evaluate the impact of the investigative project

Level: 7 Unit Number: 7006 QCA Unit J/501/5022

Credit value: 9 Guided Learning 30

Learning outcomes Assessment criteria

The learner will: The learner can:

1.3 Analyse the factors affecting the strategic plan

2.3 Analyse, interpret and produce a structured evaluation of the

Level: 7 Unit Number: 7007 QCA Unit L/501/5023

Credit value: 6 Guided Learning 20

Learning outcomes Assessment criteria

The learner will: The learner can:

1.2 Identify the component parts of a financial plan

1.3 Identify issues of risk within a financial plan

2.2 Identify mitigation strategies for high risk components of the

2.3 Produce a financial plan

3.3 Identify an evaluation and review measure for the agreed