Project Management in Action: Managing World Bank Projects

HRODC Postgraduate Training Institute
En Central London (Inglaterra)

£ 8.000 - ($ 160.667)
+ IVA

Información importante

  • Curso
  • Central london (Inglaterra)
  • Duración:
    10 Days
  • Cuándo:
    A definir
Descripción

Limited Objectives: By the conclusion of the specified learning and development activities, delegates will be able to: Distinguish between groups and mere aggregations. Suggest the difference in interpretation of groups and teams. Demonstrate your understanding of the social and psychological relevance of the stages of formation of a group. Distinguish between task forces, committees, command groups and boards.
Suitable for: This course is designed for: Project Manager Specialists, Consultants and Practitioners. Project Officers, Directors and Managers. Entrepreneurs, Tender response Unit Officials. Others

Información importante

Requisitos: Degree or Work Experience

Sedes

Dónde se enseña y en qué fechas

inicio Ubicación
A definir
Central London
Carburton Street, W1W 5EE, London, Inglaterra
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¿Qué aprendés en este curso?

Conflict
Management
Risk
Evaluation
Motivation
Risk Management
Loans
IT Project Management
IT
Works
Performance
Quality
Financial
Project
systems
Project Management
IT risk
Team Dynamics
Team Training
Quality Training
Communication Training
Financial Training
IT Development
IT Management

Temario

Course Contents, Concepts and Issues

Team Dynamics: Introducing Team Leadership

  • Groups and Aggregations: Points of Distinction
  • The type and permanence of the leadership of a team
  • When does a situational leader emerge
  • How does the team attempts to replace a situational leader, enhance stability,
  • acceptability or renewed or clarified mission or objectives?
  • Why does a temporary team more problematic to lead than a permanent team?
  • Why does team disbandment have a negative psychological effect on members and
  • leader?
  • An Aggregation - ‘Togetherness’ or ‘Awareness’?
  • Aggregation and Interaction
  • Team or Group: A Definition and Distinction
  • Team Dynamics
  • Team Typologies
  • Team Typological Bases
  • Command Team
  • Committees
  • Temporary Committees
  • Standing Committees
  • Task Forces;
  • Boards
  • Command Teams and the Organisational Hierarchy
  • Command Teams and the Organisational Functioning
  • Team Formation
  • Team Formation Stage 1: Forming
  • Team Formation Stage 2: Storming
  • How ‘True-To-Life’ or Realistic Are the Forming and Norming Stages of Team
  • Development?
  • Team Formation Stage 3: Norming
  • Team Formation Stage 4: Performing or Total Integration
  • Team Formation Stage 5: Adjourning or Disbanding
  • Deal With the Psychological Effect of Disbandment
  • Dysfunctional Behaviours
  • Addressing Dysfunctional Behaviours
  • Dealing with Aggressiveness
  • Handling Blocking
  • Dealing with Interfering Behaviour
  • Dealing With Intra-Team Competition
  • Addressing Situations Where Team Members Seek Sympathy
  • Dealing with Member Withdrawal
  • Addressing Special Pleading
  • Leader Behaviour in Dealing with Dysfunctional Behaviours
  • Being Tactful in Discouraging Distracting Behaviours
  • Encouraging Desirable Behaviours
  • Using Tangible Rewards
  • Using Intangible Rewards
  • Bearing Mindful of Team Situation
  • Applying Appropriate Rewards and, or, Punishment
  • Promoting Team Functionality
  • Team Building and Maintenance Roles: Improving Team Effectiveness
  • Encouraging Members
  • Harmonising
  • Standard Setting
  • Gatekeeping
  • Determining the Optimum Team Size
  • Providing Team Incentives
  • Encouraging Conflict
  • Averting Groupthink
  • Avoiding the Risky Shift Syndrome
  • Employing Transactional Analysis
  • Employing Effective Diversity Management and Discouraging Resonation
  • Encouraging Members
  • Harmonising Team
  • Performance Management
  • Solving Interpersonal Problems among Team Members
  • Helping Team Members to Channel Their Energies into Task Performance Establishing
  • Realistic Goals
  • Developing Effective Communication Strategies
  • Minimising Technical Language
  • Clarifying Roles
  • Standard Setting - Establishing Standards and Evaluating Progress
  • A Determination of the Contribution of Each Team Member to Goal Accomplishment
  • Recognising and Acknowledging Performance Improvement
  • Rewarding Exceptional Performance
  • Establishing Key Competencies
  • Establishing Acceptable Performance Levels
  • Noting Performance Indicators
  • Measuring Competence
  • Which Individual Members Can Improve Their Performance –
  • And Subsequently, Their Contribution to The Team As A Who
  • Harnessing Team Synergy
  • Gatekeeping
  • Making It Possible For Others to Participate,
  • Supporting the Weak
  • Ensuring That Introverted Team Members Are Not Intimidated or ‘Crushed’ By the
  • Extroverted
  • Recognising the Ineloquent Team Members Without Relevant Current Information to
  • Perform Evaluative Role
  • Resonation As an Issue in Team Effectiveness
  • Recognising Resonation
  • Taking Steps to Avert or Reduce Resonation
  • ‘Cautioning’ Resonators
  • Determining the Optimum Team Size
  • Numbers That Are Best For the Operational Effectiveness of a Team –
  • Team Constitutional Contingent Factors
  • Team Numbers and Member Interaction
  • Team Leader’s Direct Communication with Them Members and the Intervening Factors
  • Team Communication as Interaction
  • Necessity of Communication Reciprocation within Teams
  • Team Transaction
  • Team Transitional Analysis
  • The ‘Child’ In the Team
  • The ‘Adult’ In the Team
  • The ‘Parent’ In the Team
  • The Team Leader as a Transaction Analyst

General Project Management Issues

  • Concept of Project Management
  • Project Sustainability
  • Developing a Project
  • Project Planning
  • Team Management and Problem Solving
  • Project Management Methodologies, Tools and Techniques
  • Some Problem Solving Techniques
  • Project Control
  • Project Purchasing
  • Pre-Feasibility and Feasibility Studies
  • Scoping, Strategy Setting and Final Agreement
  • Project Structure and Managing Meetings
  • Process and Event Based Methodologies, Software Packages, Flow Charts, Imagineering
  • Mind Mapping, Fish Bone Method, ‘Is and Is Not’ and Brain Storming
  • Tracking Timing and Costs, Contingencies
  • Working With Suppliers and Sub-Contractors

Risk and Financial Risk Management in Advanced Project Management

  • Defining Risk – Generally, and In a Project Management Setting
  • Relating Risk Management to Projects and Project Management
  • Financial Risk Management and Project Management
  • Risk Exposure in a Project Setting
  • Project Risk and ‘Market Dynamics’
  • Liquidity in Project Management
  • Operating Risk and Financial Liability
  • Fraud Risk and Project Management
  • Link Settlement Risk with ‘Survival Imperative’
  • Project Management Strategy and Risk Management
  • Currency Derivatives Market and ‘Project Sustainability’

Motivating Workers in Advanced Project Management

  • Directing or Leading In a Project Setting
  • The Concept of Motivation
  • Applying Content Theories of Motivation to Project Settings
  • Taylor’s Money-Motivator as a Reward Strategy
  • Motivator-Hygiene Factor: Using Herzberg’s Ideas as a Basis for an Effective ‘Employee
  • Relations Strategy’
  • Applying Equity Theory: Recognising Inequity
  • Goal-Setting Theory: Performance Management Application
  • Expectancy Theory: What Does Valence Holds For Project Management Targets?
  • Improving Project Sustainability through an Equitable Reward System
  • Reinforcement Theories:
  • Reinforcement Theory
  • Motivation & Contingency Theory: Accounting For Situational Variables
  • Is Performance Related Pay (PRP) Applicable To A Project Management Setting?
  • Designing an Effective Motivation Strategy: Accounting For Internal and External
  • Project Dynamics
  • Introducing Talent Management: Creating and Equitable Solution
  • The Extent to Which Salary or Wages Inducement Motivate Workers

World Bank’s Focus – A World Free of Poverty

  • Strategies
  • Comprehensive Development Framework
  • Country Assistance Strategies
  • Poverty Reduction Strategies
  • Non-lending Activities
  • Debt Relief (HIPC)
  • Low Income Countries Under Stress
  • Country Diversity
  • Low Income Countries
  • Middle Income Countries
  • Fragile and Conflict-Affected Countries
  • Development Effectiveness
  • Harmonization
  • Alignment
  • Aid Effectiveness Review
  • Project Database
  • Country lending Summaries
  • What is a Project?
  • Project Major Sector
  • Procurement Method
  • How the Project Cycle Works
  • Pre-pipeline
  • Country Strategy and Project Identification
  • Project Preparation
  • Project Appraisal
  • Project Approval
  • Project Implementation
  • Project Completion
  • Evaluation
  • Project Status
  • Board Work Program
  • Monthly Operational Summary
  • Status of Projects in Execution
  • Implementation Completion and Results Report
  • Policies and Procedures
  • Operational Manual
  • Safeguard Policies
  • Procurement
  • Disbursement
  • Sanctions
  • Disclosure
  • Debt
  • Products and Services
  • Investment and Development Policy Operations
  • Banking Products
  • Trust Funds and Grants
  • Guarantees
  • Non-Lending Activities
  • How We Measure Results
  • A Dynamic Framework for Capturing Results
  • Several Initiatives Are underway
  • Core Sector Indicators
  • IDA at Work and World Bank at Work
  • Results Measurement System
  • Implementation Completion Reports
  • Projects and Lending
  • How much does the World Bank lend every year?
  • Where can I find information about how much a country is repaying the Bank?
  • What happens if a country can't repay what it owes?
  • Why does the Bank lend to some countries that do not have democratic political
  • systems, or have poor human rights records?
  • Does the Bank always make developing countries privatize their industries and assets?
  • Do political considerations play a part in whom the Bank lends to?
  • How can I find the name of a project task lead?
  • Does the public get to comment on Bank projects prior Bank approval?
  • What happens when a project isn't working, can it be changed?
  • Mapping for Results Platform
  • Data Sources
  • Methodology
  • Open Data
  • Partners

Resource Guide to Consulting, Supply and Contracting Opportunities in Projects

  • Financed by the World Bank
  • Resource Guide: Project Cycle
  • Resource Guide: Business Opportunities Basic
  • Resource Guide: Business Opportunities – Pipeline
  • Resource Guide: Business Opportunities – Implementation
  • Resource Guide: Procurement Methods
  • Resource Guide: Where to Find Information
  • Resource Guide: Understanding the Role of Bank Staff
  • Publishing Procurement Notices and Contract Awards

Guidelines Selection and Employment of Consultants under IBRD Loans and IDA Credits and Grants by the World Bank

  • Introduction
  • Who are consultants?
  • Considerations in Consultant Selection
  • Unfair Competitive Advantage
  • Eligibility
  • Bank Review, Assistance and Monitoring
  • Misprocurement
  • Reference to the Bank
  • Training or Transfer of Knowledge
  • Fraud and Corruption
  •  Procurement Plan
  •  Quality- and Cost-Based Selection (QCBS)
  • The Selection Process
  • Terms of Reference (TOR)
  • Cost Estimate (Budget)
  • Advertising
  • Short List of Consultants
  • Preparation and Issuance of the Request for Proposals (RFP)
  • Letter of Invitation (LOI)
  • Instructions to Consultants and Data Sheet (ITC)
  • Contract
  • Proposals
  • Combined Quality and Cost Evaluation
  • Negotiations and the Award of Contract
  • Publication of the Award of Contract
  • Debriefing by the Borrower
  • Rejection of All Proposals, and Re-invitation
  • Confidentiality
  •  Other Methods of Selection
  • General
  • Quality-Based Selection (QBS)
  • Selection under a Fixed Budget (FBS)
  • Least-Cost Selection (LCS
  • Selection Based on the Consultants’ Qualifications (CQS)
  • Single-Source Selection (SSS)
  • Use of Country Systems
  • Selection of Consultants in Loans to Financial Intermediary Institutions and Entities
  • Selection of Consultants under Loans Guaranteed by the Bank
  • Selection of Particular Types of Consultants

Procurement of Goods, Works and Non-Consulting Services under IBRD Loans and IDA Credits and Grants by World Bank Borrowers

  • Introduction
  • Purpose
  • Conflict of Interest
  • Eligibility
  • Advance Contracting and Retroactive Financing
  • Bank Review
  • Misprocurement
  • Reference to Bank
  • Fraud and Corruption
  • Procurement Plan
  • International Competitive Bidding
  • General
  • Bidding Documents
  • Bid Opening, Evaluation and Award of Contract
  • Modified ICB
  • Other Methods of Procurement
  • General
  • Limited International Bidding
  • National Competitive Bidding
  • Shopping
  • Framework Agreements
  • Direct Contracting
  • Force Account
  • Procurement From United Nations Agency
  • Procurement Agents and Construction Managers
  • Inspection Services
  • Procurement in Loans To Financial Intermediary Institutions and Entities
  • Procurement under Public Private Partnership (PPP) Arrangements
  • Performance Base Procurement
  • Procurement under Loans Guaranteed by the Bank
  • Community participation in Procurement
  • Use of Country Systems

Documents to be Used for Projects with Project Concept Notes (PCNs) on or after October 15, 2006

  • Consultant - Standard Request for Proposals
  • Prequalification Document
  • Procurement of Goods
  • Procurement of Health Sector Goods
  • Procurement of Information Systems: Single Stage
  • Procurement of Plant Design, Supply, and Installation
  • Procurement of Works & User's Guide
  • Procurement of Works - Civil Law
  • Procurement of Works - Smaller Contracts
  • Sample Health Goods Agreement between World Bank Borrower & UN Agency
  • Standard Form of Agreement for Consultant's Services between Bank Borrower & UN Agencies

Managing Litigation: The Court Process Providing, Providing Substantiating Evidence

  • Efforts at Dispute Resolution
  • Inter-party Resolution
  • External Intervention
  • Contractual Risk Management
  • Contractual Risk
  • Counterparty Risk
  • Risk Mitigation
  • The Role of Underwriter in Risk Mitigation
  • Identifying Contractual Breaches
  • Weakness on Reliability
  • Cross Examination Process
  • Lines of Defence

Información adicional

Project Management in Action: Managing World Bank Projects - Leading to Diploma-postgraduate, Progressing to Postgraduate Diploma, Accumulating to Ma, Mba, Msc, Incorporating Team Leadership, Project Control, Risk And Financial Risk Management, Woker Motivation, Quality- And Cost-based Selection, Managing Litigation (london)