Video Enhanced On-Line Comprehensive Project Management

HRODC Postgraduate Training Institute
Online

£ 13.400 - ($ 267.606)
IVA Exento

Información importante

  • Seminario
  • Online
  • 120 horas de dedicación
  • Duración:
    40 Days
  • Cuándo:
    A definir
Descripción

Limited Objectives: By the end of the specific learning activities delegates will be able to: Determine and develop a project life cycle. Determine the activities and problems associated with each stage of the project life cycle. Be able to conduct an effective cost benefit analysis. Determine the cost effectiveness of a project or a stage in its life cycl.
Suitable for: This course is designed for: Corporate Managers. Venture Capitalists. Dragons. Angels. Investment Managers. Economic Agencies. Regional Associations. Economic Advisor. Senior Managers. Project Leaders. Commissioners. Fund Holders. Revenue Managers. Development Agencies. Regeneration Officials. International Associations. Individuals with a genuine interest in Issues associated with Advanced Project Management

Información importante

Requisitos: Degree or Work Experience

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Online

¿Qué aprendés en este curso?

Management
Cost Control
Team Leadership
Motivation
Trading
Benefits
IT Project Management
IT
Approach
Design
Project
Planning
Engineering
Project Management
Time management
Project Life Cycle
IT Development
IT Management

Temario

Course Contents, Concepts and issues:

The Individual iin a Dynamic Environment

  • Individual Strengths and Weaknesses Analysis
  • Work Pressure as a ‘Stressor’
  • Dealing With Work Pressure
  • Time Management and ‘Accounting Throughput’
  • Pragmatic Assertiveness: Improving Your Ability To Question and Challenge

Organisational Analysis: An Internal View

  • Definition of Organisation
  • Organisational Objectives,
  • The Collegium
  • Organisational Tasks
  • Division Of Work/Labour
  • Delegation of Role, Task, Power, Authority in a project management and general organisational setting
  • Responsibility for task performance in an organisation-wide context and project setting.
  • Organisational Accountability: internal and External
  • Internal accountability: Worker accountability to team managers and project leaders
  • Authority
  • Two facets of authority
  • The second facet of authority
  • Traditional authority
  • Legitimate authority
  • Professional authority
  • Power

Organisational Analysis: A Strategic View

  • External Organisational accountability
  • Accountability to owners/sponsors
  • Accountability to clients/users/customers
  • Accountability to Creditors
  • Accountability to Sector or Industry
  • Accountability to the State – Government, generally; Regulatory Authorities (eg. Office of Fair Trading, Competition Commission, Trading Standards, Sector Regulators, City Regulators


Internal and External Organsiational Analyssi: A Strategic View

  • Organisational Internal Analysis:
  • Organisational Strengths and Weaknesses Analysis
  • Organisational External Analysis: Opportunities and Threats Analysis
  • Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis
  • External Global Analysis; Local, National, Global Analyses of PEST Factors or LONGPEST Analysis
  • Political, Economic, Social, Technological, European, Legal Analysis or PESTEL Analysis

Information Management: Data Gathering and Analysis for Effective Project Management

  • Methods of Data Gathering
  • Questionnaire, Interview and Scalar Checklist Design
  • Information Gathering: Documentary Analysis, Conversation Analysis and Interviewing,
  • Levels of Participant Observation
  • The Complete Participant As Observer: Making ‘Detached Observations’
  • Information Processing: Data Analysis and Interpretation
  • Encouraging Lateral Thinking: Brainstorming, Forced Associations, Metaphors, Analogies

Project Totality: A SYstem View of project Management

  • Project Life Cycle
  • Planning – conceptualisation, analysis, proposal, justification, agreement
  • Doing – start-up, execution, completion,
  • Checking – review
  • Acting – feedback
  • Development of a Project Life Cycle, Project Brief and Proposal
  • The Management of Change
  • The Systems Approach to Project Management
  • The requirements of successful Project Management
  • Balancing Costs and Benefits
  • Managing the Planning Process
  • Critical Incident Analysis
  • Project Control Mechanism
  • The Value Chain: Adding Value To Processes, Products and Processes
  • Project Decision-making
  • Project Coordination: The 5 Bases of Co-ordination
  • Developing a CATWOE Focus of project management

Project Budget and Costing

  • Project Scope and Budget
  • Elements of the Project Budget
  • Prevalent Budgeting Techniques
  • Contingency Amount
  • Cost Control
  • Defining Project Scope
  • Parameters and Parameter Cost
  • The Capitalized Income Approach to Project Budgeting (CIAPB)
  • CIAPB Objectives
  • Measuring Property Value
  • The Meaning of Capitalization
  • The Capitalization process
  • The Need For Cost Control
  • CIAPB Objectives
  • Measuring Property Value
  • The Meaning of Capitalization
  • The Capitalization process
  • The Need For Cost Control

Motivating Workers in a Project Setting

  • Directing or Leading
  • The Concept of Motivation
  • Theories of Motivation
  • Content Theories & Some of Their Contributors
  • Maslow’s Hierarchy of Needs
  • Analysis of Maslow’s Claims
  • McClelland's Studies
  • Taylor: Money & Motivation
  • Motivator-Hygiene Factor: Herzberg’s Contribution
  • Process Theories
  • Equity Theory
  • Goal-Setting Theory
  • Expectancy Theory
  • Equitable Reward Systems
  • Reinforcement Theories
  • Reinforcement Theory
  • Motivation & Contingency Theory
  • Designing An Effective Motivation Strategy
  • The collectivist Vs the individualist perspective of motivation
  • Common trends in Motivation theories
  • Intrinsic and extrinsic values of motivation
  • Motivation and worker behaviour
  • The extent to which salary or wages inducement motivate workers
  • Performance Related Pay (PRP)
  • Productivity Bonuses
  • Efficiency Gains
  • Profit Share
  • The contingency approach to motivation
  • Social differentiation in motivation
  • Culture differentiation in motivation
  • Wealth as a factor in motivation
  • Class as an issue in Motivation
  • Individual expectation and motivation
  • Individual preferences as a motivating factor

Organisational Design: Structuring and Restructuring Organsiations

  • An introduction to organisational design: Approaches to organisational design - classical, neo-classical and contingency approaches
  • Organisational structure: internal and external relationships
  • Vertical and horizontal relationships
  • Lines of authority and accountability
  • The functional structure

Organisational Design: Structuring and Restructuring Organisations

  • The divisional structure and its internal relationships.  Basis of divisionalisation.  The divisional structure compared with the functional structure on the basis of communication, co-ordination, autonomy, control and flexibility.
  • The organisation of the matrix structure Decision-making and communication patterns in functional, divisional and matrix structures compared.

Project Time Management

  • Principles of Time Management
  • Time Management Defined
  • Time in an Organisational Wide Context: Acting in Time
  • The Cost of Time
  • Time Management Tools
  • Maximising Personal Effectiveness
  • Busy vs. Productive
  • Time Wasters/Time Robbers/Time Stealers/Time Bandits
  • Managing Time Wasters/Time Robbers/Time Stealers/Time Bandits
  • Combating Procrastination
  • Diffusing the Impact of Others
  • Handling Interruptions Constructively
  • Asserting Yourself Politely and Calmly
  • Conquering Overcommitment ( Learn to say, “No”)
  • Contextualising Time Management
  • The Four D’s of Time Management
  • Do
  • Delegate
  • Tasks Which Should Be Delegated
  • Effective Delegation Techniques
  • How to Delegate
  • Dump
  • Defer
  • Managing Multiple Task and Deadlines
  • Combating Work Related Stress
  • Balancing Personal and Professional Life
  • Avoiding Time Crunches
  • Handling Unexpected Job Emergencies
  • Human Multitasking
  • Benefits of Effective Time Management
  • Effects of Poor Time Management
  • Time Management Theories
  • Maslow’s Hierarchy of Needs
  • The Pickle Jar Theory
  • Pareto Principle or 80/20 Rule
  • Eisenhower Method
  • POSEC Method
  • Setting Goals and Objectives
  • What You Want to Achieve
  • Importance of Goal
  • Setting Realistic Goals Through SMART Method
  • Techniques for Setting and Achieving Goals
  • Planning
  • Management and Planning Tools
  • Using a Planner
  • Developing Action Plan
  • Getting Organised
  • Organising Your Workspace, Files and Folders
  • E-mail, Task and Calendar Managing
  • Information Flow and Retrieval Process
  • Information Overload
  • Schedule Management
  • Scheduling to Create Work/Life Balance
  • Creating Dynamic “To-Do List”
  • Reducing Mental Clutter
  • The Batching Technique 
  • Utilise Time Gaps
  • Effective Follow-up System
  • Developing Time Management Habit
  • Scheduling
  • Effective Scheduling
  • Steps in Scheduling
  • Prioritising
  • The Prioritisation Grid
  • Important vs. Urgent
  • Time Management Matrix (Covey’s Four Quadrant Matrix)
  • To-Do List
  • ABC123 Prioritised Planning
  • Decision Matrix
  • Time Management and Manager
  • How Most Managers Apportioned Their Time
  • Time Management Tips for Managers
  • Effective Resource Management
  • Workload Analysis
  • Managing Workload
  • Managing Disorganised Staffs
  • Meeting Management
  • Creating an Effective Agenda
  • Importance of Agenda
  • Steps For Productive and Effective Meeting
  • Groupthink
  • Teamthink
  • Reducing Time Spent on Meeting
  • Meeting Menaces
  • The Waffler
  • The Turf Warrior
  • The Assassin
  • The Dominator
  • The Interrupter
  • Meeting Mismanagement
  • Trading Game Scenario

The Place of Value Engineering in Advanced project Managment

  • What is Value Engineering?
  • Value Engineering History
  • 5 Precepts of Value Engineering
  • Addressing the Problems Through Value Engineering
  • Benefits of Value Engineering
  • The Reasons for Unnecessary Costs
  • When to Apply Value Engineering
  • How is Value Engineering Done?
  • Concept of Value
  • When to Apply Value Engineering
  • How is Value Engineering Done?
  • Concept of Value
  • VE Methodology and Techniques
  • Variations in Cost
  • Interface with Other Programs
  • Demonstrated Impact of VE


Información adicional

HRODC Postgraduate Training Institute is registered with the UK Registry of Learning Providers (UKRLP) of the Department for Business, Innovation and Skills (BIS), formerly Department of Innovation, Universities and Skills (DIUS). Its registration number is 10019585 and can be verified at http://www.ukrlp.co.uk/