Advanced Agricultural Project Management
HRODC Postgraduate Training Institute
Duration: 25 Days
£25,000
Detailed information
| Duration: | 25 Days |
|---|---|
| Price: | £25,000 |
| Type: | Training |
| Method: | In a classroom |
| Accreditation: | HRODC Postgraduate Training Institute is Registered with the UK Register of Learning Providers (UKRLP), of the Department for Business, Innovation and Skills, formerly Department for Innovation, Universities and Skills (DIUS). |
| Prepares for: | Postgraduate- Diploma in Advanced Agricultural Project Management |
| Geared towards: | Senior Functionaries in Development Organizations responsible for Planning and Implementation of Agricultural Projects; Senior Agricultural Inspectors; Agricultural Research Officers; Agricultural Settlement Officers; Rural Development Officers; Agricultural Lecturers; Agricultural Students; Risk Assessors; Risk Analysts; Agricultural Project Officers; Agricultural Project Managers; Department of Agriculture Officials; Agronomists involved in Agricultural Projects; Botanists engaged in Agricultural Project Management; Zoologists involved in the Development, Management and Evaluation of Agricultural Projects; Government Organizations responsible for managing the large and medium-sized |
| Requirements: | Degree or Work Experience |
| Internship: | Yes - Possible |
| Students per class: | 15 |
Do you need further information?
Contact the person in charge , free and at no obligation, for information on how to enroll, enrollment limit/availability and more.
Course program
The short content of the course:
Advanced Agricultural Project Management (1):
Project Management Issues: Setting the Stage for Agricultural Project Management
Concept of Project Management
Project Sustainability
Developing a Project
Project Planning
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
Advanced Agricultural Project Management (2):
Agricultural Project Development, Planning, Execution and Evaluation
Introduction To Agricultural Development Projects
Agricultural Development Project Life Cycle
Agricultural Project Design
The Concepts of Stakeholders VS Shareholder
Agricultural Project Monitoring
Agricultural Project Evaluation
Agricultural Project Workflow
Agricultural Project Procurement
Agricultural Project Budgeting.
Agricultural Project Contingencies
Advanced Agricultural Project Management (2):
Agricultural Project Development, Planning, Execution and Evaluation
Managing Agricultural Field Trials
Participatory Impact Monitoring (PIM)
Agricultural Project Finance
Agricultural Project Planning
Agricultural Project Scheduling
Agricultural Project Management: Stakeholder Analysis
Rapid Rural Appraisal (RRA)
Participatory Rural Appraisal (PRA)
Analysis of Project Performance
Advanced Agricultural Project Management (3):
Team Leadership and Motivation in Agricultural Project Management
Team leadership and its importance in Agricultural Project Management
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
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
Gate keeping
Making It Possible For Others To Participate
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
R
esonation 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
TTTeam 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
Advanced Agricultural Project Management (3):
Team Leadership and Motivation in Agricultural 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
Advanced Agricultural Project (4): Agricultural Project Design, Data Elicitation, Interpretation and Presentation and Financial Risk Management
Agricultural Project Research Management (APRM)
Agricultural Project Research Design
Agricultural Project Research Data Gathering
Agricultural Project Research Data Analysis;
Agricultural Project Data Presentation
Sources of Information
Secondary Sources
Primary Sources
Reviewing Literature
Choosing The Methodology
Qualitative Approaches
Quantitative Approaches
‘Triangulating’ The Methodology
Data Elicitation Techniques
Surveys
Participant Observation
Conversation Analysis
Documentary Analysis
Focus Groups
Interviews
Questionnaires
Sampling As An Important Element of Research Design
The Sampling Frame
Sampling Techniques
Convenience Or Non-random Samples
Quota Sample
Systematic Sample
Probability Or Random Samples
Simple Random Sample
Stratified Sampling
Multi-stage Sampling
Interview Or Questionnaire?
Using Unstructured Questions
Using Open-ended Questions
Designing Closed-ended Questions
Avoiding Forced-choice
Data Analysis
Instruments of Analysis
Using a ‘Tally System’
Using SPSS Package
Using Excel Package
Data Interpretation
Making Sense of The Information
Identifying ‘Trends’ & ‘Patterns’ in Information
Arriving At Conclusions
Reporting The Findings
Reporting Styles
Using The Evidence
Use of Visual Representations
Generating Graphs & Charts From Tables
Managing Research Projects
Project Planning
Generating Project Roles
Realistic Project Costing
Monitoring & Continuous Evaluation
The Interim Reports
Writing a Research Proposal
Establishing Research Objectives
Identifying & Defining The Problem
The Synopsis
Ethical Concerns in the Formulation & Conduct of Research
Advanced Agricultural Project (4): Agricultural Project Design, Data Elicitation, Interpretation and Presentation and Financial Risk Management
Defining risk – generally, and in a project management setting
Relating risk management to projects and project management
Financial risk management and project 66management
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’
Advanced Agricultural Project Management (1):
Project Management Issues: Setting the Stage for Agricultural Project Management
Concept of Project Management
Project Sustainability
Developing a Project
Project Planning
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
Advanced Agricultural Project Management (2):
Agricultural Project Development, Planning, Execution and Evaluation
Introduction To Agricultural Development Projects
Agricultural Development Project Life Cycle
Agricultural Project Design
The Concepts of Stakeholders VS Shareholder
Agricultural Project Monitoring
Agricultural Project Evaluation
Agricultural Project Workflow
Agricultural Project Procurement
Agricultural Project Budgeting.
Agricultural Project Contingencies
Advanced Agricultural Project Management (2):
Agricultural Project Development, Planning, Execution and Evaluation
Managing Agricultural Field Trials
Participatory Impact Monitoring (PIM)
Agricultural Project Finance
Agricultural Project Planning
Agricultural Project Scheduling
Agricultural Project Management: Stakeholder Analysis
Rapid Rural Appraisal (RRA)
Participatory Rural Appraisal (PRA)
Analysis of Project Performance
Advanced Agricultural Project Management (3):
Team Leadership and Motivation in Agricultural Project Management
Team leadership and its importance in Agricultural Project Management
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
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
Gate keeping
Making It Possible For Others To Participate
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
R
esonation 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
TTTeam 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
Advanced Agricultural Project Management (3):
Team Leadership and Motivation in Agricultural 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
Advanced Agricultural Project (4): Agricultural Project Design, Data Elicitation, Interpretation and Presentation and Financial Risk Management
Agricultural Project Research Management (APRM)
Agricultural Project Research Design
Agricultural Project Research Data Gathering
Agricultural Project Research Data Analysis;
Agricultural Project Data Presentation
Sources of Information
Secondary Sources
Primary Sources
Reviewing Literature
Choosing The Methodology
Qualitative Approaches
Quantitative Approaches
‘Triangulating’ The Methodology
Data Elicitation Techniques
Surveys
Participant Observation
Conversation Analysis
Documentary Analysis
Focus Groups
Interviews
Questionnaires
Sampling As An Important Element of Research Design
The Sampling Frame
Sampling Techniques
Convenience Or Non-random Samples
Quota Sample
Systematic Sample
Probability Or Random Samples
Simple Random Sample
Stratified Sampling
Multi-stage Sampling
Interview Or Questionnaire?
Using Unstructured Questions
Using Open-ended Questions
Designing Closed-ended Questions
Avoiding Forced-choice
Data Analysis
Instruments of Analysis
Using a ‘Tally System’
Using SPSS Package
Using Excel Package
Data Interpretation
Making Sense of The Information
Identifying ‘Trends’ & ‘Patterns’ in Information
Arriving At Conclusions
Reporting The Findings
Reporting Styles
Using The Evidence
Use of Visual Representations
Generating Graphs & Charts From Tables
Managing Research Projects
Project Planning
Generating Project Roles
Realistic Project Costing
Monitoring & Continuous Evaluation
The Interim Reports
Writing a Research Proposal
Establishing Research Objectives
Identifying & Defining The Problem
The Synopsis
Ethical Concerns in the Formulation & Conduct of Research
Advanced Agricultural Project (4): Agricultural Project Design, Data Elicitation, Interpretation and Presentation and Financial Risk Management
Defining risk – generally, and in a project management setting
Relating risk management to projects and project management
Financial risk management and project 66management
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’
Do you need clarification regarding the course program?
Contact the person in charge , free and at no obligation, for information on how to enroll, enrollment limit/availability and more.
Course location
HRODC Postgraduate Training Institute
HRODC Postgraduate Training Institute is a Graduate Institution Registered with the UK Register of Learning Providers (UKRLP), of the Department for Business, Innovation and Skills (BIS), formerly Department for Innovation, Universities and Skills (DIUS). Its Registration Number is: 10019585 and can be Verified at: http://www.ukrlp.co.uk/. It provides Intensive Full-Time Postgraduate Diploma Courses. 3 Months Intensive Full-Time Postgraduate Diploma Courses or 6 Months Full-Time Courses, progressing to MSc, MBA, MA. Intensive Full-Time (3 Months) Courses, and Full-Time (6 Months) Postgraduate Diploma Courses, Progressing to MA, MBA or MSc include: Human Resource Management: A Practitioner’s Approach; Comprehensive Automotive Electrical, Electronic and Mechanical Diagnostic, Maintenance and Repair; Comprehensive Real Estate Management; Executive Management; Communication, Information Gathering, Analysis and Report Writing; Women in Management; Human Resource Training and Development Management; National and International Economic Competitiveness: Towards Economic Growth and Sustainability; Corporate Governance and Strategic Management: Incorporating Corporate Strategy; Business Administration; Cost Accounting, Budgeting, Profitability Analysis, Strategy and Balanced Score Card; Financial Accounting: Theory and Practice; Advanced Islamic and Banking Finance; International Finance and Financial Services; Global Marketing: Local, National and International Marketing Strategic Plan and Implementation; Advanced International Legal Studies; International and National Events Management; Heating, Ventilation and Air-conditioning (HVAC) Engineering; Human Resource Management (HRM) in the International Petroleum – Oil and Gas – Industry; International Petroleum –Oil and Gas – Terminal Services, SAP, Joint Venture, Health, Safety, Human Resource, Organisation and Project Management; Advanced Oil and Gas Accounting: International Petroleum Accounting; Organisational Development and Change Management: Conceptual, Contextual and Analytical Issues; Effective Project Management: Employing HR, Cost, Quality, Procurement, Risk, & Time Management Strategies to Enhance Objectives; Strategising Logistics and Supply Chain Management; Drilling Operation: On-Shore and Deepwater Oil and Gas Drilling Operations, Incorporating Shale Gas Drilling; Intercultural Business Communication: Effective International Business Communication; Computer and Information Systems Communication, Incorporating Microsoft Office Suite Leading to World Trade Organisation, Anti-Dumping, Anti-Subsidy, Sustainability and Environmental Management, Development Economics, and Agricultural Project Management; International Petroleum – Oil and Gas – Operation for Non-Technical Staff: Mineral Rights, Upstream Oil and Gas Mineral Lease Contracts, Exploration, Drilling, Production and Sale, etc.
These Postgraduate Diploma, MSc, MBA, MA Courses are delivered in Dubai United Arab Emirates (UAE), Kuala Lumpur (KL) Malaysia, Caracas, Astana Kazakhstan, Moscow Russia, Baku Azerbaijan, Durban South Africa, Dodoma Tanzania, Nairobi Kenya, Abuja Nigeria, Accra Ghana, Malabo Equatorial Guinea, Luanda Angola, Mumbai India, Karachi Pakistan, Islamabad Pakistan, Lagos Nigeria, Sokoto Nigeria, Ontario Canada, Buenos Aires Argentina; Lima Peru, Brasília Brazil, Quito Ecuador, Panama City Panama, Managua Nicaragua, San Salvador El Salvador, Guatemala City Guatemala, Belize Belize City, San Jose Costa Rica, Tegucigalpa Honduras, London UK, etc. Short Postgraduate Courses and 20-Week Video Enhanced Postgraduate Diploma Courses are also available.
The Video-Enhanced On-Line Postgraduate Diploma Courses is studied in 20 Weeks, in the comfort of students’ homes. In a move away from the traditional on-line courses, and recent technology-mediated distance education, HRODC Postgraduate Training Institute has introduced a Video-Enhanced On-Line delivery. Students:
These Postgraduate Diploma, MSc, MBA, MA Courses are delivered in Dubai United Arab Emirates (UAE), Kuala Lumpur (KL) Malaysia, Caracas, Astana Kazakhstan, Moscow Russia, Baku Azerbaijan, Durban South Africa, Dodoma Tanzania, Nairobi Kenya, Abuja Nigeria, Accra Ghana, Malabo Equatorial Guinea, Luanda Angola, Mumbai India, Karachi Pakistan, Islamabad Pakistan, Lagos Nigeria, Sokoto Nigeria, Ontario Canada, Buenos Aires Argentina; Lima Peru, Brasília Brazil, Quito Ecuador, Panama City Panama, Managua Nicaragua, San Salvador El Salvador, Guatemala City Guatemala, Belize Belize City, San Jose Costa Rica, Tegucigalpa Honduras, London UK, etc. Short Postgraduate Courses and 20-Week Video Enhanced Postgraduate Diploma Courses are also available.
The Video-Enhanced On-Line Postgraduate Diploma Courses is studied in 20 Weeks, in the comfort of students’ homes. In a move away from the traditional on-line courses, and recent technology-mediated distance education, HRODC Postgraduate Training Institute has introduced a Video-Enhanced On-Line delivery. Students: