Category
Management
CSCS Card
Black (Manager)
Qualification Level
Level 7 NVQ Diploma
Assessment Method
Fast-Track, Online
Cost
£2100 + VAT
CITB Grant Claimable
£600
The Level 7 NVQ Diploma in Construction Senior Management is designed for senior construction professionals who lead projects, people and organisational strategy. It is typically suited to Project Managers, Contracts Managers, Commercial Managers, Construction Directors and those responsible for high-level planning, leadership and performance across the business.
Achievement of this NVQ provides access to the Black CSCS Card and is also recognised by the Chartered Institute of Building (CIOB) as a qualification that meets the requirements for the Accelerated/Fast-Track Route to MCIOB.
This NVQ is completed entirely online and is based on the real work you already carry out in your role. There is no written coursework, no exams and no classroom attendance. Your assessor will guide you through a structured process using professional discussion, project records and strategic documentation to demonstrate your competence across all mandatory units.
Because all CADUK Level 7 assessors are themselves Chartered Members or Fellows of CIOB, you will receive free, expert support with your MCIOB application once you have completed your NVQ. Most candidates complete the qualification within 8 to 12 weeks, depending on their experience and the availability of suitable evidence.
Your assessment is based entirely on your real senior management work. There are no exams, no classroom sessions and no written coursework. Everything is delivered remotely and built around your day-to-day responsibilities.
You will complete the NVQ through a structured combination of:
• Professional discussions with your assessor via Zoom, covering leadership, project delivery, commercial oversight, quality, safety, planning and organisational performance
• Strategic documents from your real work such as programmes, risk registers, design coordination records, procurement strategies, progress reports or client communications
• Evidence of decision making including logs, emails, meeting minutes, change control, cost information, KPIs or performance reviews
• Photographs, screenshots or short video clips if needed to support particular criteria
Your assessor will guide you throughout and help you map your evidence correctly to each mandatory unit. Everything is designed to fit around a senior manager’s workload and can be completed flexibly.
An example of how a discussion for Unit 1 might begin is shown below.
Assessor: "We’re going to begin with Unit 1, which is all about how you plan, manage and control project processes from start to finish. I’ll bring up different pieces of your evidence on screen and ask you to talk me through how these documents support your decision-making and overall project management.
For the first section, which looks at how you identify, evaluate and control risks, I’m going to bring your project risk register up on the screen now.
Can you talk me through how you use this document, and explain how it helps you manage risk throughout the project lifecycle?"
Learner: "We review risks during pre-construction and score them for likelihood and impact. High-rated risks are assigned an owner and we agree mitigation actions with clear deadlines. During delivery I update the register weekly, link risks to programme tasks and escalate anything that could affect cost, safety, or compliance.
For example, on this scheme we identified a risk around late utility connections, so I engaged the statutory provider early, resequenced part of the works and added a contingency to remove the critical-path impact."
Assessor: "Ok, great. The next part of the unit focuses on change control and ensuring variations do not undermine the project’s objectives.
I’m going to bring your change-control log onto the screen.
Can you talk me through how you use this document to manage change effectively?"
Learner: "We follow a formal change-control process. Any potential change is impact-assessed for cost, programme, design, H&S and client requirements. I don’t allow the team to act on verbal instructions.
Once a change is approved, I update the programme, forecast and procurement schedule, then brief both the client and site team so the impact is controlled. This prevents drift, protects margin and keeps everyone aligned."
Assessor: "The next part of this unit looks at the overall project strategy — how you develop it, implement it and keep it effective.
I’m going to bring up your project execution plan / project strategy document.
Can you talk me through how you developed this and how you use it during delivery?"
Learner: "I developed the strategy after analysing the scope, constraints, residual risks, procurement route, design status and resource requirements. It outlines sequencing, communication procedures, quality controls, risk management, commercial reporting and monitoring methods.
During delivery, I review the strategy against actual performance, update it based on design changes or risk movements, and communicate revisions at weekly meetings. This ensures the team stays aligned with project objectives and stakeholder expectations."
Your NVQ is completed through a structured professional discussion on Zoom. There is no written coursework and no exams.
Your assessor will bring each unit onto the screen along with your evidence. This normally includes programmes, risk registers, design information, commercial reports, meeting minutes, strategies, schedules, quality plans, environmental data and project dashboards.
You will be asked to explain how you use these documents in your day-to-day role to plan, manage and control your projects. The discussion is straightforward and based entirely on your real experience. Your assessor guides you throughout and tells you exactly what is needed.
Your assessor will ask practical, reflective questions based on your real project evidence. These are not memory tests. You simply explain how you manage projects in your day-to-day role.
Below are two short examples based on Unit 1: Manage Project Processes.
Assessor: I’m bringing your risk register up onto the screen now. Can you talk me through how you use this document, and how it helps you identify, monitor and control risks throughout the project?
Learner: I review risks at pre-construction and score them for likelihood and impact so we can prioritise early controls. High-level risks are assigned owners with agreed mitigation actions and deadlines. During delivery I update the register weekly, link risks to the programme and escalate anything that may affect cost, safety or compliance.
On this project we had a risk around late utility connections. I identified it early, engaged the statutory provider, resequenced the affected work packages and added a contingency to remove the impact on the critical path.
Assessor: I’m bringing your change-control log onto the screen. Can you explain how you manage variations and make sure changes do not undermine the project objectives?
Learner: Every potential change is impact-assessed for time, cost, design, H&S and client requirements. Nothing progresses on verbal instruction. Once approved I update the programme, forecasts and procurement schedule, then brief the client and site team so everyone understands the impact and next steps.
This approach keeps the project aligned with the original strategy, avoids uncontrolled drift and protects the commercial position of the job.
Category
Management
CSCS Card
Black (Manager)
Qualification Level
Level 7 NVQ Diploma
Assessment Method
Fast-Track, Online
Cost
£2100 + VAT
CITB Grant Claimable
£600
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