Advanced Construction Business Project and Contract Management and Advanced Value Engineering Postgraduate Diploma Intensive Ful


Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute
Advanced Construction, Business, Project and Contract Management, and Advanced Value Engineering, Postgraduate Diploma, Full-Time (6 Months) Programme, Progressing to a Masters Degree MAc
Programme for Advanced Construction Management and Advanced Value Engineering Leading to Postgraduate Diploma and MSc in Advanced Construction Management and Advanced Value Engineering
Current Module # Pre-existing Course # Module Title Page Duration Credit Value
231. M1 Part 1 to 4 233 Organisational Analysis and Management In the Construction Industry Management in the Construction Industry: An Introduction Contextualising Organisational Analysis Exploring Delegation Contextualising Delegation Meeting Management 8 2 Weeks
(10 Days) Double Credit
231. M2 104. M1&2 Performance Management in the Construction Industry 10 1 Week (5 days)Single Credit
231. M3 Part 1 and 2 Health and Safety Management in Industrial and Commercial Sectors Introduction to Industrial Safety and Health Management Insuring Workersa ™ Safety in the Industrial Setting: 12 2 Weeks(10 Days)Double Credit
231. M4 055 Functions of Management: An Introduction 14 1 Week(5 Days)Single Credit
231. M5 004 Motivating Workers: Intrinsic and Extrinsic Rewards 15 1 Week (5 Days) Single Credit
231. M6 025 Modern Quality Systems 17 1 Week (5 Days) Single
231. M7 234 Advanced Value Engineering and Construction Project Management Project Participation Project Delivery Methods Contract Management Construction Project Management Stages Advanced Value Engineering for Construction Management Construction Services during the Design Process Bidding, Procurement and Construction Project Cost Estimation Project Planning and Scheduling Controlling Project Cost, Time and Quality Job Site Administration Construction Project Commissioning 4 Weeks (20 Days) Quad Credit
Related Awards, Degrees or Certifications: Postgraduate Diploma
Related Jobs or Careers: Executives of Construction Companies Contractors Civil Engineers Architects Managers of Construction Com
This is primarily ilt training
on-line e-learning cbt (computer based)This is an online eLearning or CBT training program
on-line tutorialThis is an online tutorial
instructor led trainingThis class may be available at a classroom in London, London,
Course Level:executive
Duration:3 months
Training Presented in:English
Certificate Program Provided by Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute
Advanced Construction Business Project and Contract Management and Advanced Value Engineering Postgraduate Diploma Intensive Ful
Nature of the Construction Industry
Physical Nature of the Product The Construction Project
Categories of Projects
Residential Construction
Commercial Construction
Industrial Construction
Highway or Heavy Construction Importance of Construction Management Knowledge Required of a Construction Manager The Future of Construction Industry
Organisations: A Definition
Formal and Informal Organisations: A Distinction Business vs. Non-business Organisations Objectives Defined
Social Objectives Business Objectives
Perusing Business Objectives through Social Objectives Profitability of Social Objectives
Direct Gains;
Indirect gains; Division of Work or Labour Delegation
Internal Accountability
Upward Accountability
Downward Accountability External Accountability Authority Demythified; Authority - Facet #1
Authority - Facet #2 Power
A Working Definition of Delegation The Concept of Leasing
Why Delegate?
How Managers Benefit from Delegating
How Subordinates Benefits from Being the Recipient of a Delegated Task Managerial Concerns about Delegating
Delegating Authority for Effective Task Performance Delegating Responsibility with Delegated Task Factors Influencing Effective Delegation
Delegation in a Time Management Context
Delegation as Internal Promotion Informal Management Succession Charts Formal Management Succession Charts Internal Selection Mechanism Delegation and External Candidature
Authority: Facets #1 and 2 Contextualised
Meeting Management
Creating an Effective Agenda
Importance of Agenda
Steps For Productive and Effective Meeting
Reducing Time Spent on Meeting
Meeting Menaces
The Waffler
The Turf Warrior
The Assassin
The Dominator
The Interrupter
Meeting Mismanagement Trading Game Scenario
Defining Performance Management Is Performance Management New? Performance Management in Practice
Performance Standards as a Prerequisite for Performance Measurement Performance Measurement, in Relation to:
The Individual
The Team
The Section
The Department
The Division
The Corporate Level Performance Appraisal Practice Objectives of Performance Appraisal
Some Problems with Traditional Appraisal Some Appraisal Systems
Graphic Rating Scales
Paired Comparison
Self Appraisal
Critical Incident
Management by Objectives (MBO)
360 Degrees Feedback Appraisal Training
Appraisal Forms
Characteristics of Appraisal Forms Determining Overall Rating
Integration of Performance Management Systems with Human Resource and Development Activities
The Performance Management Cycle: Annual or Continuous? Performance Management as a Strategic Process
Linking Performance Management with Reward System
Remuneration Increments
Incremental Bars
Performance Related Pay
Performance Bonuses
Linking Performance Management to the Strategic Plan Strategic Planning
Developing Strategic Plans at the Unit Level Sources of Performance Information Addressing Poor Performance
The Action Plan
Specifics of Action Plan
Action Plan Targets
Support for Action Plan
Action Plan Review
Monitoring Progress
Performance Review Meetings Addressing Poor Professional Behaviour
Disciplinary Processes
Behaviours Bringing the Organisation into Disrepute
Gardening Leave
Summary Dismissal
Timely Dismissal
Performance Management and Employee Development
Managing an Effective Induction System
Systematising Continuous Professional Development (CPD)
Personal Developmental Plans
Manager s Contribution to Personal Developmental Plans
The Manager as a Coach
Coaching Styles
Coaching Process
The Safety and Health Manager
A Reasonable Objective Safety versus Health
Role in the Corporate Structure Resources at Hand
Development of the Safety and Health Function
Workers Compensation Recordkeeping Accident Cause Analysis
Organization of Committees Safety and Health Economics Training
Job Placement Testing
The Smoke-Free Workplace Bloodborne Pathogens Workplace Violence
Concepts of Hazard Avoidance
The Enforcement Approach The Psychological Approach The Engineering Approach The Analytical Approach Hazard-Classification Scale
Information Systems
Hazard Communication International Standards Environmental Protection Agency Department of Homeland Security Computer Information Systems
Process Safety and Disaster Preparedness
Process Information Process Analysis Operating Procedures Training
Contractor Personnel Acts of Terrorism Workplace Security
Process Safety and Disaster Preparedness
Walking and Working Surfaces Exits
Illumination Miscellaneous Facilities Sanitation
Profiling Managers at Different Organisational Levels Planning
The Planning Hierarchy
Difference between Strategic, Tactical and Operational Plans Standing Plan
Organisational Structure and Design Effective Organising
Division of Work Departmentalising
Establishing Vertical and Horizontal Relationships and Formal Communication
Establishing the Mechanism Whereby the Organisational Activities Can Be Co-Ordinated Desirable Level of Specialisation
Level of Worker Autonomy and Managerial Control Levels of Managerial Control and Worker Autonomy Span of Management/ Control or Span of Management
Degree of Decision-Making and Operational Centralisation or Decentralisation Tall or Flat Structure
Mutual Adjustment - With Informal Communication Direct Supervision
Standardisation of Work Process
Standardisation of Input - Skills, Knowledge and Attitudes Standardisation of Output
The Management of Quality
Directing or Leading
The Concept of Motivation Theories of Motivation
Content Theories and Some of Their Contributors Maslow s Hierarchy of Needs
Analysis of Maslow s Claims Mcclelland's Studies
Taylor: Money and Motivation
Motivator-Hygiene Factor: Herzberg s Contribution Process Theories
Equity Theory
Goal-Setting Theory
Expectancy Theory
Equitable Reward Systems Reinforcement Theories
Reinforcement Theory
Motivation and 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
Quality: A Definition
Clients Quality Consciousness
The Law and Development of Quality Assurance Using Quality As A Tool To:
Create a Positive O r ga ni s ati o na l Im a g e
Lower Operational Costs
Reduce or Avert Product or Service Liability Litigation Modern Control Systems
Management Information System Computerised Information Systems Information Speed
Information Retrieval Management Accounting System
The Import- Conversion Export Process The Import Process
The Conversion Process The Export Process Operational Control System Service Operation
Process Scheduling Loading Sequencing Detailed Scheduling Inventory Control Cost Control Quality Control
Controlling Utilisation of Organisational Resources Co-Ordaining As a Control Mechanism
Mutual Adjustment Direct Supervision
Standardisation of Work Process
Standardisation of Input-Skills, Knowledge and Attitudes Standardisation of Output
Organisational Structure as a Control Function Communication Dissemination
Decision Making Involvement The In Inventory
The Out Inventory
The JIT Inventory System The Kanban System
Establishing Quality Objectives Stating Precise Objective
Setting Quality Objectives In Relation To Other Organisational Objectives Relating Objectives to Specific Actions
Pinpointing Expected Results
Specifying When Goals Are Expected To Be Achieved
Distinguishing Between Strategic, Tactical and Operational Quality Objectives Establishing a Quality-Throughput Accounting Balance
Continuous Improvement Programme
Just-In-Time (JIT) Compared With Material Requirements Planning (MRP) JIT Vs MRP: Component and Material Sourcing Strategy
The Quality Benefits of JIT vs. MRP
The Quality Issues Involved In JIT and MRP Kaizen or Continuous Improvement Modern Quality Systems
The British Standard Institution (BSI) as an International Quality Assessment Body The Fundamental Principles of Total Quality Management (TQM)
Implementing and Monitoring TQM
What is the International Organisation for Standardization (ISO) What 'International Standardization' Means
How ISO Standards Benefit Society The Hallmarks of the ISO Brand ISO and World Trade
ISO and Developing Countries How to Recognize an ISO Standard
The Big, Wide World of ISO Standards
What Makes ISO 9000 and ISO 14000 So Special What Makes Conformity Assessment So Important ISO9000 as A Quality Framework
The ISO9000 Family
ISO 1400: An Introduction
Planning, Establishing and Monitoring Quality Systems The Perceptual Value of Quality Assurance Establishing Quality Assurance from Quality Objectives Quality Benchmarking
Guidelines for Achieving Quality:
a. Philip B. Crosby,
b. W. Edwards Deming,
c. Joseph M. Juran,
d. Shigeo Shingo,
e. Armand V. Eeigenbaum
Quality and Internal and External Environmental Analysis Quality and Strategic Operational Review
Incremental Quality Improvement
Identifying Areas for Quality Improvement Communication for Quality Improvement
Researches and Development for Quality Improvement
Owner as Participant
Public Owner
Private Owner
Owner Representative as Participant Design Professionals as Participants
Engineers Constructor as Participant
Required Constructor Knowledge Specialty Contractors as Participant
The Trades
Union Vs. Merit Shops Material Suppliers Other Participants
Financial Institution
Inspectors and Testing Laboratories
Public Officials
Insurance and Bonding Agencies
Construction Attorneys
The Public
Characteristics of a Good Project Manager
Project Risk and Liability Source of Risk
Delivery Methods
Construction Management Modified Design-Build
Constructors as Construction Manager Pure Construction Manager
Contract Types
Single Fixed Price
Unit Price
Cost plus Fee
Project Initiation Feasibility Study
Decision (Revise/ Cancel, Proceed)
Design Team Selection Design and Value Engineering 4 Stages of Project Design
Schematic Design
Design Development
Contract Documents Procurement Phase
Contractor Selection
Awards of Contracts/ Notice to Proceed
Kick-off Kick-off Meeting Construction Phase
Turnover and Startup Operation and Disposal
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
VE Methodology and Techniques Variations in Cost
Interface with Other Programs Demonstrated Impact of VE
Project Scope and Budget
Elements of the Project Budget Prevalent Budgeting Techniques Contingency Amount
Cost Control
Defining Project Scope Parameters and Parameter Cost
Preparation for Cost Models in Advanced Value Engineering
Introduction Making Models
Construction Cost Models Other Resources
Types of Models
Planning for Advanced Value Engineering Services
VE Objectives Level of Effort
VE and Total Project Management Team Selection
The VE Job Plan
Advanced Value Analysis
Phase 1 Information Phase Phase 2 Function Phase Phase 3 Creative Phase
Phase 4 Analysis/ Judicial Phase Phase 5 Recommendation
Phase 6 Presentation and Implementation
Life Cycle Costing
Decision Maker s Impact on LCC LCC and Total Building Costs LCC Terminology and Examples LCC Methodology
Application of LCC to Buildings
Integrating Value Engineering into the Construction Industry
Planning and Design Construction
Maintenance and Operations (M&O)
Project Life Cycle, Creative Thinking and Costing
Planning conceptualization, analysis, proposal, justification, agreement Acting feedback
Development of a Project Life Cycle, Project Brief and Proposal 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
Request for Proposal (RFP) Response Typical Format of a Request for Proposal
Executive Summary
Project Approach
Scope of Work
Price Breakdown
Value Engineering
Quality Assurance/ Quality Control Plan
Safety Plan
Developing a Successful Request for Proposal Preconstruction Services
Architect/ Engineer Selection
Site Analysis
Zoning Investigation
System Analysis
Material/ Product Analysis
Value Analysis
Life Cycle Costing
Constructability Reviews and Analysis
Scope Definition
Design Phasing/ Coordinating
Cost Management
Trade Prequalification
Purchasing/ Scope Management
Total Project Scheduling
Document Quality Review
Design Support Assistance
Project Delivery Planning
Identification of Long Lead
Sustainability Review
Logistics and Phasing Long Lead Items Construction Work Packages
Bidder Prequalification Bidding Process Bidding Strategies
Work Breakdown Packages Analysis of Bids
Award of Contract Subcontracts
Filed Office Organisation Staffing
Defining Estimate Uses of Estimate
Estimating Time vs. Accuracy Determinants of Estimate Accuracy Estimate Considerations
Order of Magnitude Estimates Square Foot Estimate Assemblies Estimate
Unit Price Estimate
The Estimating Process
Guidelines before Starting Estimate Review Entire Scope
Architect/ Engineer Scope
Context Scope
Process Scope Quantity Take-Off
Sources of Cost Information
Current Records
Subcontractor Quotations
Vendor Quotations
Published Cost Data
Old Estimates
Types of Costs in a Construction Estimate
Direct Cost
Indirect Cost Material Pricing Labor Pricing Indices
Office Overhead Profit
Construction Schedule Objectives of Schedule Scheduling Uses
The Critical Path Method Diagramming Formats Establishing Sequence
Construction Project Manager Job Calculations Definition
Early Start (ES)
Early Finish (EF)
Late Start (LS)
Late Finish (LF) Total Float
Calculation Steps
Forward Pass
Backward Pass
Find Float Times How to Plan a Project?
Planning a Project: Initial Idea Breaking the Job Down Into Activities Activity Types
System for Description Separating the Activities Level of Detail
General Phase List
Specific Physical Element List
Detailed Task List Activity List Development: Tips Planning the Sequence of Work Priority of Relationships
Development of the Overall Logic Diagram Establishing Work Sequences
Rules for Estimating Durations Adjustment of Calculated Times Calculations of Activity Durations Derivation Typical Means Line Durations Using the BCCD
Goals of the Project Calculation Procedure Calculating Overall Job Duration
Forward Pass
Backward Pass
Total Float Advanced Calculations
Communicating Schedule Information
Monitoring and Controlling the Project The Monitoring Process
Monitoring Progress Steps in Updating Frequency of Updating
Updating the Individual Activities Where to Find Progress Information Comparing Progress to Goals Analyzing Job Status
What to Look For In Project Reports Taking Corrective Action
The Key Element of Communication
Basic Control Question Excessive Control Insufficient Control Projects as Iterations Control Objectives
Considerations of Good Reports Project Participants
Cost Engineer Responsibilities Categories of Cost
Projected Objectives of Cost Control Cost Control System
Cost Control Procedures Formulating Cost Codes
Example of Cost Coding Tracking Operation Cost Reports
Labour Cost Report
Project Cost Summary Report Progress Evaluation and Control
Units Completed
Incremental Milestone
Cost Ratio
Other Methods
Cost and Schedule Performance
Project Communication Notice to Proceed Meeting Minutes Request for Information Daily Reports
Diaries Progress Photos
Monthly Reports Electronic Communication Submittals
Shop Drawings Product Data
Application for Payment Changes to Work
Ways of Proposing Changes
Closeout Documents
Guarantees and Warranties
Certification of Completion
O&M Manuals
Key Schedule
Spare Parts
Lien Waivers
Closeout Decommission Field Office Closeout Contracts
Owner Startup Programme
About The Training Provider: Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute
Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute - We offer a wide range of Postgraduate Courses, specifically designed to enhance the Employee Development and Continuous Professional Development (CPD) of Professionals and workers of all hierarchical levels within organisations. We maintain a viable presence in Construction, Government Organisations, Industrial Sub-Sectors, Banks, Commercial Institutions and Education, Internationally. A...
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