Project Management in Action: Managing World Bank Projects
HRODC Postgraduate Training Institute
Duration: 2 Weeks
£7,000
Detailed information
| Duration: | 2 Weeks |
|---|---|
| Price: | £7,000 |
| 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: | Diploma - Postgraduate Project Management in Action: Managing World Bank Projects |
| Geared towards: | Project Management Specialists Project Management Consultants Project Management Practitioners Project Officers Project Directors Project Managers Entrepreneurs General Managers Field Managers Venture Capitalists Business Angels Dragons Investment Managers Fund Managers Tender Response Units Officials Bidding Department Officials Senior Managers, Project Leaders Commissioners Fund Holders Revenue Managers Development Agencies Regeneration Officials International Associations Corporate Managers Economic Agencies Regional Associations Economic Advisors All others interested in the Practical Issues associated with Project Management, Generally, and World Bank Projects, specifically. |
| Requirements: | Degree or Work Experience |
| Internship: | Yes - Possible |
| Students per class: | 15 |
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Contact the person in charge , free and at no obligation, for information on how to enroll, enrollment limit/availability and more.
Course program
Programme for - Project Management in Action:
Managing World Bank Projects
Leading to Diploma – Postgraduate – in World Bank Project Management
Objectives Contents, Concepts and Issues
Module 1 - Team Dynamics: Introducing Team leadership
Module Duration: 1 Day
Module 1 Objectives Contents, Concepts and Issues
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
Apply group dynamics to organisational settings
Suggest ways of improving group morale, while enhancing their effectiveness
Demonstrate a heightened understanding of the type and permanence of the leadership of a team
Explain the occasions in which a situational leader is likely to emerge
Demonstrate a high level of understanding of a team attempts to replace a situational leader, to enhance stability, acceptability or renewed or clarified mission or objectives
Determine why a temporary team is likely to be more problematic to lead than a permanent team
Explain why a team’s disbandment might have a negative psychological effect on members and the team leader
Explain the bases for the feeling of ‘Togetherness’ or ‘Awareness’ IN An Aggregation
Demonstrate their understanding of the theoretical and practice bases of Team Dynamics
Explain the Team Typological Bases
Distinguish between command teams, boards, committees and task forces
Provide examples of command teams, highlighting the situations in which a leader might belong to two Command Teams
Distinguish between Temporary Committees and Standing Committees
Order the team formation stages, explaining the psychological issues that beset them and relate them to organisational functioning
Demonstrate their ability to deal with the psychological effect of disbandment
Detect Dysfunctional Behaviours
Address the salient issues associated with Dysfunctional Behaviours
Provide an individually synthesized proposal for dealing with aggressiveness
Indicate how they would handle blocking, effectively
Propose an effective way of dealing with interfering behaviour
Demonstrate the effectiveness of the strategy that they have devised for dealing with intra-team competition
Evaluate the effectiveness of their strategy for addressing situations where team members seek sympathy
Propose an effective remedy to ‘member withdrawal’
Put forward a satisfactory way of addressing ‘special pleading’
Demonstrate an effective ‘leader behaviour’ when dealing with dysfunctional behaviours
Exhibit tact in discouraging team member distracting behaviours
Provide examples of how a leader should encourage desirable behaviours in a team
Indicate the range of tangible rewards that might be utilised in a team
Propose suitable intangible rewards that might be applied to a team situation
Apply appropriate rewards and, or, punishment that are applied to a given team situation – thereby promoting team ‘functionality’
Demonstrate an awareness of their ‘Team Building and Maintenance Roles’ that will improve team effectiveness
Indicate the steps that they will take to harmonising their teams
Establish a basis for standard setting in their teams
Demonstrate their understanding of the importance of Gatekeeping in team formal settings
Determine the optimum team size for effective functioning
Demonstrate their ability to manage conflict effectively, incorporating the occasions when it should be encouraged
Outline the steps that they will take to avert groupthink and promote teamthink
Demonstrate their understanding of the ‘risky shift syndrome’, outlining the steps that they will take to avert them
Demonstrate their ability to employ transactional analysis in a team context
Internalise the dysfunctional effect of ‘resonation’ in a team context
Suggest how they might employ an effective diversity management that discourages resonation
Demonstrate their grasp of the fundamentals of performance management
Illustrate how they might resolve interpersonal problems among team members.
Indicate how they will help team members to channel their energies into task performance, establishing realistic goals
Develop effective communication strategies that might be applied to team settings, minimising technical language
Clarify roles in team settings
Provide a basis for team standard setting - establishing standards and evaluating progress
Illustrate how they will determine the contribution of each team member to team goal accomplishment
Recognise and acknowledge performance improvement in teams
Indicate how they will reward exceptional performance in their teams
Indicate how they will establishing key competencies in teams
Suggest how to establish acceptable performance levels in teams, noting performance indicators
Propose standards of measuring competence in teams
Suggest how to determine which individual members of a team can improve their performance – and subsequently, their contribution to the team as a way of harnessing team synergy
Illustrate how they will enhance the issue of ‘gatekeeping’ to ensure that team members, in general, participate in team meetings, extending support to the weak, ensuring that introverted team members are not intimidated or ‘crushed’ by the extroverted
Recognise the ineloquent team members
Without relevant current
Information, who might, nevertheless, be able to perform evaluative role
Resonation as an issue in team effectiveness
Indicate how they will recognise resonation in their teams, outline the steps that they will take to avert or reduce its occurrence, outlining how they will ‘cautioning’ resonators
Suggest ways to counteract the effect of the informal hierarchy - in teams other than command teams
Demonstrate their appreciation of the fact that workers belong to different classes, in society
Demonstrate an understanding of the notion that societal socio-economic hierarchy might be informally represented in teams
Provide an indication of their awareness of the fact that team members’ class consciousness might relate to the positions that they occupy in the organisation or society
Exhibit a knowledge of the intimidating effect that class might have on team members, and, hence,
The leader’s responsibility to ensure that this informal hierarchy is dispensed with in the promotion of a ‘classless team’
Describe the effort that they will make to enhance the ‘critical faculty’ of their team
Demonstrate their awareness of the value of team cohesiveness and team solidarity, and the dangers of over-cohesiveness.
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
Gate keeping
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
Module 2 - General Project Management Issues
Module Duration: 2nd Day
Module 2 Objectives Contents, Concepts and Issues
By the conclusion of the specified learning and development activities, delegates will be able to:
Demonstrate their understanding of the concept of project management
Illustrate the pertinent issues associated with project sustainability
Portray a heightened understanding of project development
Highlight and internalise crucial project planning issues
Deconstruct team management in a problem solving setting
Apply the most appropriate project management methodology to both real and hypothetical settings
Recommend a project control system that may be applied to a given scenario
Devise a viable sourcing strategy, relevant to a particular project setting
Conduct both pre-feasibility and feasibility studies
Facilitate a ‘scoping study’
Apply scoping strategy to a sustainability setting
Address key issues associated with meeting management
Ensure that project agreements are legally ‘water-tight’
View project structure as the system of relationship that persists
Have demonstrated an understanding of mind mapping and fish bone method
Apply tracking timing and costs, contingencies to project management
Project a heightened awareness of the need to develop an excellent working relationship with suppliers and sub-contractors Concept of Project Management
Project Sustainability
Developing a Project
Project Planning
Team management & 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
Module 3 - Risk and Financial Risk Management in Advanced Project Management
Module Duration: 1 Day
Module 3 Objectives Contents, Concepts and Issues
By the conclusion of the specified learning and development activities, delegates will be able to:
Define risk – generally, and in a project management setting
Relate risk management to projects and project management
Suggest ways in which financial risk management is relevant to project management
Explain the relevant risk exposure that pertains to specific project settings
Understand how project risk might be affected by ‘Market Dynamics’
Illustrate the value of liquidity in project management and its associated risk
Indicate how operating risk might be a financial liability
Associate fraud risk with project management
Link settlement risk with ‘survival imperative’
Understand the relationship between project management strategy and risk management
Indicate how currency derivatives market might hold the key to ‘project sustainability’ 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’
Module 4 - Motivating Workers in Advanced Project Management
Module Duration: 1 Day
Module 4 Objectives Contents, Concepts and Issues
By the conclusion of the specified learning and development activities, delegates will be able to:
Demonstrate an understanding of the concept of motives and their value in organisational and subsystem effectiveness
Distinguish between the different sets of motivation theories, notably content, process and reinforcement
Demonstrate their ability to translate motivation theory into practice
Evaluate the appropriateness of the application of particular theoretical aspects of motivation to specific situations
Demonstrate their ability to formulate a comprehensive motivation strategy
Critically appraise existing motivation strategy within their project settings, identifying and addressing gaps
Demonstrate their appreciation of the need for a variance in intrinsic and extrinsic values if motivation.
Demonstrate how popular motivation theories have contributed to our understanding of worker behaviour.
Locate performance related pay, productivity bonuses and other remuneration inducement within existing motivation theory.
Illustrate how the contingency approach to motivation might be applied to different situations.
Indicate the part that training and development play in worker motivation.
Apply the ‘equity’ theory to work situation from a ‘differentiation perspective’, rather than an ‘equality perspective’.
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
Modules 5 and 6 – World Bank’s Focus – A World Free of Poverty
Module Duration: 2 days
Module Objectives Contents, Concepts and Issues
By the conclusion of the specified learning and development activities, delegates will be able to:
Know how the Comprehensive Development Framework governs the development of World Bank strategies.
Specify the non-lending activities of World Bank.
Be familiar with the strategies adopted by World Bank to reduce poverty.
Identify the possible beneficiaries of the business opportunities offered by the World Bank.
Recognize the problems and global challenges addressed by the World Bank.
Categorize a country as low-income, middle-income and fragile and conflict-affected country.
Enumerate the key areas where the World Group’s assistance can have the biggest impact on poverty reduction.
Explain the concept of Country Assistance Strategies (CAS).
Know how the process of harmonization is done and how it can helps boost overall aid effectiveness.
Enumerate the steps taken to promote harmonization.
Realize how alignment contributes to a country’s capacity for development.
Ascertain why the process of alignment focuses on country ownership and government leadership.
Demonstrate how the project cycle works.
Decide on the particular project that your organization can deal with the World Bank.
Suggest other strategies and priorities to reduce poverty and improve living standards
Determine whether your organization’s project is among the projects supported by World Bank.
Indicate the basic elements in a project concept note.
Name those who are responsible for the project preparation phase.
Prepare your own Environmental Action Plan and Indigenous People’s Plan.
Indicate the steps in appraising the projects.
Draft the documents required for the approval of the project.
Verify when the implementation phase begins.
Know the succeeding process after the project is completed and closed.
Cite the functions of Impact Evaluation Reports.
Determine how the information is made available to public.
Specify the functions of World Bank Executive Directors
Be familiar with the purpose of Monthly Operational Summary.
Know the function of Status of Projects in Execution
Perceive the contents of Completion and Results Report
Be acquainted with the policies and procedure for its implementation.
Determine who can be sanctioned by the World Bank.
Determine major sector which can benefit from the World Bank’s project.
Analyze the procurement type.
Synthesize the Trust funds and grants.
Discuss the bank’s basic objective in offering guarantees.
Identify what counts as a development result.
Summarize the strategies undertaken to strengthen the World Bank’s ability to monitor and measure the quantitative and qualitative results of IDA and IBRD support.
Enumerate the data sources for mapping the result platform
Recall the methodology for mapping the result platform.
Name the development indicators. 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
Module 7 – Resource Guide to Consulting, Supply and Contracting Opportunities in Projects Financed by the World Bank
Module Duration: 1 Day
Module Objectives Contents, Concepts and Issues
By the conclusion of the specified learning and development activities, delegates will be able to:
Identify who can avail of the World Bank’s loans, credits, guarantees and technical assistance.
Enumerate those who are eligible to complete for the business opportunities offered by the World Bank.
Describe the business opportunity during the project cycle.
Determine who carries out the World Bank’s responsibilities during the project cycle
Establish who are responsible for managing the implementation of the project.
Indicate the roles of the World Bank during the implementation of the project.
Specify the procurement methods employed on world bank-financed projects.
Determine the sources of information throughout the cycle that can help the companies identify, track and prepare for the business opportunity.
Explain the role of the bank staff.
Know how to advertise procurement notice.
Identify those who can help in case of problems during the publication process.
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
Module 8 – Guidelines Selection and Employment of Consultants Under IBRD Loans and IDA Credits and Grants by the World Bank
Module Duration: 1 Day
Module Objectives Contents, Concepts and Issues
By the conclusion of the specified learning and development activities, delegates will be able to:
Elucidate the purpose of the guideline.
Identify who are considered consultants.
Know the general considerations in choosing consultants.
Be familiar with conflict of interest which disqualifies one from becoming a consultant
Identify the qualifications of consultant.
Enumerate the acts considered as corrupt, fraudulent practices, collusive, coercive and obstructive practices.
Know the importance of procurement plan.
Identify the steps in selection process under QCBS
Be familiar with the basis of cost estimate.
Categorize the cost.
Know how procurement notice is advertised.
View the short list of consultant.
Know what should be stated in the letter of invitation.
Analyze the content of Instruction to Consultant (IOC).
Contracts necessary to address specific country and project issue
Identify the other methods of selection.
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
Module 9 – Procurement of Goods, Works and Non-Consulting Services Under IBRD Loans and IDA credits and Grants by World Bank Borrowers
Module Duration: 1 Day
Module Objectives Contents, Concepts and Issues
By the conclusion of the specified learning and development activities, delegates will be able to:
Recognize the purpose of the guideline.
List the responsibility of the borrower and the bank
Specify the considerations in the implementation of the projects
Determine the circumstances under which the firm participating in the procurement process has conflict of interest
Determine the eligibility of borrower.
Know how bidding can be done.
Identify the contract which the bank will not finance.
Enumerate the acts considered as corrupt, fraudulent, collusive, coercive and obstructive practices.
Know how procurement plan is made.
Evaluate the objectives of international competitive bidding.
Determine the type and size of bidding documents.
Find out how notification and advertisement for bidding is done.
Know the characteristics of bidding documents.
Assess the validity of bids and bid security.
Identify the conditions of contract.
Evaluate the applicability of Force Majeure in the contract.
Know the time for preparation of bids.
Know the bid opening procedures.
Enumerate the postqualification of bidders
Know when the contract is to be awarded.
Know how advertisement is made.
Determine when rejection of bids justified.
Identify the other methods of procurement.
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
Module 10 – Managing Litigation: Local Mediation Attempts and Beyond
Module Duration: 1 Day
Module Objectives Contents, Concepts and Issues
By the conclusion of the specified learning and development activities, delegates will be able to:
Be familiar with the process of procuring contract administration.
Become familiar with legal terminology, documents, ethics, and the litigation process in procuring contract administration.
Understand legal issues involve in initiating the litigation in cases of breach of contract.
Apply the rules in handling litigation and disputes during the acquisition of contract administration.
Determine whether a cause of action exist to warrant the filing of legal action in relation to the contract administration.
Identify the requisites necessary for the filing of the action.
Determine the authority which has jurisdiction over the action.
Understand how to settle dispute.
Demonstrate knowledge relative to the procedural concepts involved in the litigation and settlement of the dispute that may arise while securing contract administration.
Define and describe the elements required to determine the merit of the action.
Identify the causes and reasons which will grant them the right to institute the action.
Demonstrate an ability to identify and comprehend relevant legal and factual issues in settling the dispute arising out of the contract administration.
Be familiar with the mechanism in settling the disputes encountered during the process.
Know how the litigation and settlement of the dispute are regulated.
Know the necessity and consequences of instituting the action and settling the dispute in connection with contract administration process.
Identify the role of underwriter in risk mitigation.
Determine the defense available to the parties.
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
Witness Unreliability
The Cross Examination Process
Lines of Defense
Managing World Bank Projects
Leading to Diploma – Postgraduate – in World Bank Project Management
Objectives Contents, Concepts and Issues
Module 1 - Team Dynamics: Introducing Team leadership
Module Duration: 1 Day
Module 1 Objectives Contents, Concepts and Issues
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
Apply group dynamics to organisational settings
Suggest ways of improving group morale, while enhancing their effectiveness
Demonstrate a heightened understanding of the type and permanence of the leadership of a team
Explain the occasions in which a situational leader is likely to emerge
Demonstrate a high level of understanding of a team attempts to replace a situational leader, to enhance stability, acceptability or renewed or clarified mission or objectives
Determine why a temporary team is likely to be more problematic to lead than a permanent team
Explain why a team’s disbandment might have a negative psychological effect on members and the team leader
Explain the bases for the feeling of ‘Togetherness’ or ‘Awareness’ IN An Aggregation
Demonstrate their understanding of the theoretical and practice bases of Team Dynamics
Explain the Team Typological Bases
Distinguish between command teams, boards, committees and task forces
Provide examples of command teams, highlighting the situations in which a leader might belong to two Command Teams
Distinguish between Temporary Committees and Standing Committees
Order the team formation stages, explaining the psychological issues that beset them and relate them to organisational functioning
Demonstrate their ability to deal with the psychological effect of disbandment
Detect Dysfunctional Behaviours
Address the salient issues associated with Dysfunctional Behaviours
Provide an individually synthesized proposal for dealing with aggressiveness
Indicate how they would handle blocking, effectively
Propose an effective way of dealing with interfering behaviour
Demonstrate the effectiveness of the strategy that they have devised for dealing with intra-team competition
Evaluate the effectiveness of their strategy for addressing situations where team members seek sympathy
Propose an effective remedy to ‘member withdrawal’
Put forward a satisfactory way of addressing ‘special pleading’
Demonstrate an effective ‘leader behaviour’ when dealing with dysfunctional behaviours
Exhibit tact in discouraging team member distracting behaviours
Provide examples of how a leader should encourage desirable behaviours in a team
Indicate the range of tangible rewards that might be utilised in a team
Propose suitable intangible rewards that might be applied to a team situation
Apply appropriate rewards and, or, punishment that are applied to a given team situation – thereby promoting team ‘functionality’
Demonstrate an awareness of their ‘Team Building and Maintenance Roles’ that will improve team effectiveness
Indicate the steps that they will take to harmonising their teams
Establish a basis for standard setting in their teams
Demonstrate their understanding of the importance of Gatekeeping in team formal settings
Determine the optimum team size for effective functioning
Demonstrate their ability to manage conflict effectively, incorporating the occasions when it should be encouraged
Outline the steps that they will take to avert groupthink and promote teamthink
Demonstrate their understanding of the ‘risky shift syndrome’, outlining the steps that they will take to avert them
Demonstrate their ability to employ transactional analysis in a team context
Internalise the dysfunctional effect of ‘resonation’ in a team context
Suggest how they might employ an effective diversity management that discourages resonation
Demonstrate their grasp of the fundamentals of performance management
Illustrate how they might resolve interpersonal problems among team members.
Indicate how they will help team members to channel their energies into task performance, establishing realistic goals
Develop effective communication strategies that might be applied to team settings, minimising technical language
Clarify roles in team settings
Provide a basis for team standard setting - establishing standards and evaluating progress
Illustrate how they will determine the contribution of each team member to team goal accomplishment
Recognise and acknowledge performance improvement in teams
Indicate how they will reward exceptional performance in their teams
Indicate how they will establishing key competencies in teams
Suggest how to establish acceptable performance levels in teams, noting performance indicators
Propose standards of measuring competence in teams
Suggest how to determine which individual members of a team can improve their performance – and subsequently, their contribution to the team as a way of harnessing team synergy
Illustrate how they will enhance the issue of ‘gatekeeping’ to ensure that team members, in general, participate in team meetings, extending support to the weak, ensuring that introverted team members are not intimidated or ‘crushed’ by the extroverted
Recognise the ineloquent team members
Without relevant current
Information, who might, nevertheless, be able to perform evaluative role
Resonation as an issue in team effectiveness
Indicate how they will recognise resonation in their teams, outline the steps that they will take to avert or reduce its occurrence, outlining how they will ‘cautioning’ resonators
Suggest ways to counteract the effect of the informal hierarchy - in teams other than command teams
Demonstrate their appreciation of the fact that workers belong to different classes, in society
Demonstrate an understanding of the notion that societal socio-economic hierarchy might be informally represented in teams
Provide an indication of their awareness of the fact that team members’ class consciousness might relate to the positions that they occupy in the organisation or society
Exhibit a knowledge of the intimidating effect that class might have on team members, and, hence,
The leader’s responsibility to ensure that this informal hierarchy is dispensed with in the promotion of a ‘classless team’
Describe the effort that they will make to enhance the ‘critical faculty’ of their team
Demonstrate their awareness of the value of team cohesiveness and team solidarity, and the dangers of over-cohesiveness.
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
Gate keeping
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
Module 2 - General Project Management Issues
Module Duration: 2nd Day
Module 2 Objectives Contents, Concepts and Issues
By the conclusion of the specified learning and development activities, delegates will be able to:
Demonstrate their understanding of the concept of project management
Illustrate the pertinent issues associated with project sustainability
Portray a heightened understanding of project development
Highlight and internalise crucial project planning issues
Deconstruct team management in a problem solving setting
Apply the most appropriate project management methodology to both real and hypothetical settings
Recommend a project control system that may be applied to a given scenario
Devise a viable sourcing strategy, relevant to a particular project setting
Conduct both pre-feasibility and feasibility studies
Facilitate a ‘scoping study’
Apply scoping strategy to a sustainability setting
Address key issues associated with meeting management
Ensure that project agreements are legally ‘water-tight’
View project structure as the system of relationship that persists
Have demonstrated an understanding of mind mapping and fish bone method
Apply tracking timing and costs, contingencies to project management
Project a heightened awareness of the need to develop an excellent working relationship with suppliers and sub-contractors Concept of Project Management
Project Sustainability
Developing a Project
Project Planning
Team management & 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
Module 3 - Risk and Financial Risk Management in Advanced Project Management
Module Duration: 1 Day
Module 3 Objectives Contents, Concepts and Issues
By the conclusion of the specified learning and development activities, delegates will be able to:
Define risk – generally, and in a project management setting
Relate risk management to projects and project management
Suggest ways in which financial risk management is relevant to project management
Explain the relevant risk exposure that pertains to specific project settings
Understand how project risk might be affected by ‘Market Dynamics’
Illustrate the value of liquidity in project management and its associated risk
Indicate how operating risk might be a financial liability
Associate fraud risk with project management
Link settlement risk with ‘survival imperative’
Understand the relationship between project management strategy and risk management
Indicate how currency derivatives market might hold the key to ‘project sustainability’ 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’
Module 4 - Motivating Workers in Advanced Project Management
Module Duration: 1 Day
Module 4 Objectives Contents, Concepts and Issues
By the conclusion of the specified learning and development activities, delegates will be able to:
Demonstrate an understanding of the concept of motives and their value in organisational and subsystem effectiveness
Distinguish between the different sets of motivation theories, notably content, process and reinforcement
Demonstrate their ability to translate motivation theory into practice
Evaluate the appropriateness of the application of particular theoretical aspects of motivation to specific situations
Demonstrate their ability to formulate a comprehensive motivation strategy
Critically appraise existing motivation strategy within their project settings, identifying and addressing gaps
Demonstrate their appreciation of the need for a variance in intrinsic and extrinsic values if motivation.
Demonstrate how popular motivation theories have contributed to our understanding of worker behaviour.
Locate performance related pay, productivity bonuses and other remuneration inducement within existing motivation theory.
Illustrate how the contingency approach to motivation might be applied to different situations.
Indicate the part that training and development play in worker motivation.
Apply the ‘equity’ theory to work situation from a ‘differentiation perspective’, rather than an ‘equality perspective’.
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
Modules 5 and 6 – World Bank’s Focus – A World Free of Poverty
Module Duration: 2 days
Module Objectives Contents, Concepts and Issues
By the conclusion of the specified learning and development activities, delegates will be able to:
Know how the Comprehensive Development Framework governs the development of World Bank strategies.
Specify the non-lending activities of World Bank.
Be familiar with the strategies adopted by World Bank to reduce poverty.
Identify the possible beneficiaries of the business opportunities offered by the World Bank.
Recognize the problems and global challenges addressed by the World Bank.
Categorize a country as low-income, middle-income and fragile and conflict-affected country.
Enumerate the key areas where the World Group’s assistance can have the biggest impact on poverty reduction.
Explain the concept of Country Assistance Strategies (CAS).
Know how the process of harmonization is done and how it can helps boost overall aid effectiveness.
Enumerate the steps taken to promote harmonization.
Realize how alignment contributes to a country’s capacity for development.
Ascertain why the process of alignment focuses on country ownership and government leadership.
Demonstrate how the project cycle works.
Decide on the particular project that your organization can deal with the World Bank.
Suggest other strategies and priorities to reduce poverty and improve living standards
Determine whether your organization’s project is among the projects supported by World Bank.
Indicate the basic elements in a project concept note.
Name those who are responsible for the project preparation phase.
Prepare your own Environmental Action Plan and Indigenous People’s Plan.
Indicate the steps in appraising the projects.
Draft the documents required for the approval of the project.
Verify when the implementation phase begins.
Know the succeeding process after the project is completed and closed.
Cite the functions of Impact Evaluation Reports.
Determine how the information is made available to public.
Specify the functions of World Bank Executive Directors
Be familiar with the purpose of Monthly Operational Summary.
Know the function of Status of Projects in Execution
Perceive the contents of Completion and Results Report
Be acquainted with the policies and procedure for its implementation.
Determine who can be sanctioned by the World Bank.
Determine major sector which can benefit from the World Bank’s project.
Analyze the procurement type.
Synthesize the Trust funds and grants.
Discuss the bank’s basic objective in offering guarantees.
Identify what counts as a development result.
Summarize the strategies undertaken to strengthen the World Bank’s ability to monitor and measure the quantitative and qualitative results of IDA and IBRD support.
Enumerate the data sources for mapping the result platform
Recall the methodology for mapping the result platform.
Name the development indicators. 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
Module 7 – Resource Guide to Consulting, Supply and Contracting Opportunities in Projects Financed by the World Bank
Module Duration: 1 Day
Module Objectives Contents, Concepts and Issues
By the conclusion of the specified learning and development activities, delegates will be able to:
Identify who can avail of the World Bank’s loans, credits, guarantees and technical assistance.
Enumerate those who are eligible to complete for the business opportunities offered by the World Bank.
Describe the business opportunity during the project cycle.
Determine who carries out the World Bank’s responsibilities during the project cycle
Establish who are responsible for managing the implementation of the project.
Indicate the roles of the World Bank during the implementation of the project.
Specify the procurement methods employed on world bank-financed projects.
Determine the sources of information throughout the cycle that can help the companies identify, track and prepare for the business opportunity.
Explain the role of the bank staff.
Know how to advertise procurement notice.
Identify those who can help in case of problems during the publication process.
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
Module 8 – Guidelines Selection and Employment of Consultants Under IBRD Loans and IDA Credits and Grants by the World Bank
Module Duration: 1 Day
Module Objectives Contents, Concepts and Issues
By the conclusion of the specified learning and development activities, delegates will be able to:
Elucidate the purpose of the guideline.
Identify who are considered consultants.
Know the general considerations in choosing consultants.
Be familiar with conflict of interest which disqualifies one from becoming a consultant
Identify the qualifications of consultant.
Enumerate the acts considered as corrupt, fraudulent practices, collusive, coercive and obstructive practices.
Know the importance of procurement plan.
Identify the steps in selection process under QCBS
Be familiar with the basis of cost estimate.
Categorize the cost.
Know how procurement notice is advertised.
View the short list of consultant.
Know what should be stated in the letter of invitation.
Analyze the content of Instruction to Consultant (IOC).
Contracts necessary to address specific country and project issue
Identify the other methods of selection.
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
Module 9 – Procurement of Goods, Works and Non-Consulting Services Under IBRD Loans and IDA credits and Grants by World Bank Borrowers
Module Duration: 1 Day
Module Objectives Contents, Concepts and Issues
By the conclusion of the specified learning and development activities, delegates will be able to:
Recognize the purpose of the guideline.
List the responsibility of the borrower and the bank
Specify the considerations in the implementation of the projects
Determine the circumstances under which the firm participating in the procurement process has conflict of interest
Determine the eligibility of borrower.
Know how bidding can be done.
Identify the contract which the bank will not finance.
Enumerate the acts considered as corrupt, fraudulent, collusive, coercive and obstructive practices.
Know how procurement plan is made.
Evaluate the objectives of international competitive bidding.
Determine the type and size of bidding documents.
Find out how notification and advertisement for bidding is done.
Know the characteristics of bidding documents.
Assess the validity of bids and bid security.
Identify the conditions of contract.
Evaluate the applicability of Force Majeure in the contract.
Know the time for preparation of bids.
Know the bid opening procedures.
Enumerate the postqualification of bidders
Know when the contract is to be awarded.
Know how advertisement is made.
Determine when rejection of bids justified.
Identify the other methods of procurement.
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
Module 10 – Managing Litigation: Local Mediation Attempts and Beyond
Module Duration: 1 Day
Module Objectives Contents, Concepts and Issues
By the conclusion of the specified learning and development activities, delegates will be able to:
Be familiar with the process of procuring contract administration.
Become familiar with legal terminology, documents, ethics, and the litigation process in procuring contract administration.
Understand legal issues involve in initiating the litigation in cases of breach of contract.
Apply the rules in handling litigation and disputes during the acquisition of contract administration.
Determine whether a cause of action exist to warrant the filing of legal action in relation to the contract administration.
Identify the requisites necessary for the filing of the action.
Determine the authority which has jurisdiction over the action.
Understand how to settle dispute.
Demonstrate knowledge relative to the procedural concepts involved in the litigation and settlement of the dispute that may arise while securing contract administration.
Define and describe the elements required to determine the merit of the action.
Identify the causes and reasons which will grant them the right to institute the action.
Demonstrate an ability to identify and comprehend relevant legal and factual issues in settling the dispute arising out of the contract administration.
Be familiar with the mechanism in settling the disputes encountered during the process.
Know how the litigation and settlement of the dispute are regulated.
Know the necessity and consequences of instituting the action and settling the dispute in connection with contract administration process.
Identify the role of underwriter in risk mitigation.
Determine the defense available to the parties.
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
Witness Unreliability
The Cross Examination Process
Lines of Defense
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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:
