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BEM1083DA Project Manager Presentation Sample (Assessment 2) – University of Exeter
For information and reference only – not to be submitted as your own work.
This extract shows how the Assessment 2 presentation for BEM1083DA The Business Environment and Organisational Strategy (University of Exeter, degree apprenticeship) can be planned. The task asks a Project Manager to brief potential new recruits on the knowledge, skills and behaviours of an effective Project Manager and on the strategic impact of the role, using ten slides or fewer and about 20 minutes of narration. The brief is on the BEM1083DA Assessment 2 question page, and a planning guide is available in the blog what makes an effective project manager.
The example below uses an illustrative organisation and project. In a real submission, the examples must come from the student’s own area of work, and the narration must be in the student’s own voice. Each slide shows its content followed by condensed speaker notes. The cover and reference slides are not counted in the ten.
Table of Contents
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Slide 1: Welcome and purpose
On the slide: three headings, Knowledge, Skills, Behaviours, and the line “How projects turn strategy into results”.
Speaker notes: The presentation introduces new recruits to the Project Manager role. It first explains why projects matter to the economy and to strategy, then the skills used to analyse project context, and finally the behaviours that make a project manager credible. Examples are drawn from an illustrative construction-sector programme.
Slide 2: Projects and the economy
On the slide: a simple local, regional, national, global ladder with one project example at each level.
Speaker notes: Projects are the way organisations deliver change. Locally, a project may create jobs and improve a service. Regionally, it may support supply chains and skills. Nationally, projects contribute to output and infrastructure. Globally, they connect firms through trade, technology and shared standards. The Association for Project Management (2019) describes a project as a unique, transient endeavour to bring about change and achieve planned objectives, which explains why projects are so closely linked to strategy.
Slide 3: UK business sectors and their parameters
On the slide: a table comparing sectors.
| Sector | Typical project type | Main parameters to manage |
|---|---|---|
| Construction | Building and infrastructure delivery | Safety regulation, weather, subcontractor coordination |
| Manufacturing | Process improvement, new product introduction | Quality standards, supply chain, capital cost |
| Financial and professional services | Systems change, compliance programmes | Regulation, data security, stakeholder approval |
| Public sector and health | Service redesign | Public funding cycles, accountability, user safety |
Speaker notes: The size of the business base also matters. Official estimates show about 5.7 million private sector businesses in the UK at the start of 2025, with small businesses of up to 49 employees making up over 99% of them (Department for Business and Trade, 2025). Project managers therefore work with many small suppliers and partners, not only large organisations, and have to adapt their methods to the sector and the size of the business involved.
Slide 4: How projects enable strategy over time
On the slide: short, medium and long-term columns.
Speaker notes: In the short term, projects deliver quick improvements such as process fixes. In the medium term, they build capability, for example new systems or skills. In the long term, they reposition the organisation. Strategy is realised through a portfolio of projects, but a strategy that is only a list of projects risks losing direction (Whittington et al., 2020). Dynamic capabilities research suggests that organisations which can reconfigure resources through projects adapt better to change (Teece et al., 1997). The project manager is the link between the plan and delivery.
Slide 5: Skills, analysing the project context
On the slide: a PESTLE prompt and a stakeholder map.
Speaker notes: Before planning, a project manager reads the context. PESTLE helps identify external factors, and stakeholder mapping shows who has power and interest. Both are starting points rather than answers. Their limit is that they describe a moment in time, so the analysis is reviewed at each project stage.
Slide 6: Opportunities, challenges and constraints
On the slide: a three-row table.
| Area | Illustrative example | Response |
|---|---|---|
| Opportunity | A client wants lower-carbon materials | Propose a pilot that supports the client’s sustainability goals |
| Challenge | Material lead times are unreliable | Build contingency and agree alternative suppliers early |
| Operating constraint | Fixed budget and a regulatory inspection date | Prioritise scope against time and cost, and escalate trade-offs |
Speaker notes: Constraints are not obstacles to hide but parameters to negotiate. The project manager balances scope, time, cost and quality, and records assumptions so that decisions can be explained later. Some project problems are tractable, while others are closer to wicked problems, where stakeholders disagree about what success means (Rittel & Webber, 1973). Recognising the difference changes how the manager engages people.
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Slide 7: Behaviours, vision, purpose and values
On the slide: the organisation’s purpose statement and two behaviours that show it.
Speaker notes: A project manager role-models the organisation’s vision by linking daily decisions to purpose. If safety is a stated value, a delayed task is not recovered by cutting a safety check. Recruits are told that credibility is built when words and actions match.
Slide 8: Behaviours, rapport, trust and networks
On the slide: three words, Listen, Share, Follow through.
Speaker notes: Projects depend on people who do not report to the project manager. Trust grows through reliable follow-up and open communication. Psychological safety, where team members feel able to raise concerns without blame, is associated with better learning in teams (Edmondson, 1999). In practice, this means welcoming bad news early. Networks across suppliers, clients and internal functions are maintained between projects, not only during them.
Slide 9: Seeing the bigger picture, solution-focused problem solving
On the slide: a short before-and-after example from the illustrative programme.
Speaker notes: When a supplier delay threatened the schedule, the project manager asked what the delay meant for the wider programme, not only for one task. Re-sequencing work and agreeing a partial handover protected the client’s opening date. A solution-focused mindset starts with options and trade-offs rather than blame.
Slide 10: Summary and strategic impact
On the slide: three takeaways, with a link between each and strategy.
Speaker notes: Knowledge shows how projects deliver value from local to global levels. Skills turn context into realistic plans. Behaviours earn the trust needed to deliver. Together, they make the project manager a strategic contributor, not only a scheduler. The talk ends with an invitation to apply these ideas in the recruits’ first weeks.
Students who want support with the slide deck itself can look at the PowerPoint presentation service, and those who need wider coursework support can see project management assignment help. The Assessment 1 report for the same module is covered in the BEM1083DA IKEA case study sample.
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References
Association for Project Management. (2019). APM body of knowledge (7th ed.). Association for Project Management.
Department for Business and Trade. (2025). Business population estimates 2025. GOV.UK. https://www.gov.uk/government/statistics/business-population-estimates-2025
Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383.
Rittel, H. W. J., & Webber, M. M. (1973). Dilemmas in a general theory of planning. Policy Sciences, 4(2), 155–169.
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.
Whittington, R., Regnér, P., Angwin, D., Johnson, G., & Scholes, K. (2020). Exploring strategy (12th ed.). Pearson.
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