Strategic Management and Project Management (London)

HRODC Postgraduate Training Institute
In Central London (Grossbritannien), Algiers, Algeria (Algerien), Bandar Seri Begawan (Brunei) und an 7 weiteren Standorten

£ 9.600 - (10.933 )
zzgl. MwSt.

Wichtige informationen

  • Training
  • Advanced
  • An 10 Standorten
  • 72 Lehrstunden
  • Dauer:
    12 Days
  • Wann:
    Freie Auswahl

By the end of the specified learning and development activities, delegates will be able to: Define strategy. Identify the 3 levels of corporate approach. Incorporate the strategic approaches in the operation of the organisation. Learn how to conduct the three tests in assessing the effectiveness of the organisation and select which among them should be employed by the organisation. Develop a sound strategic decision incorporating its three elements.
Suitable for: This course is designed for: Senior Managers. Middle Managers. Project Managers. Business Owner of small or medium-sized enterprises. All those responsible for strategic decision making in industry or commerce

Wichtige informationen

Voraussetzungen: Degree or Work Experience


Wo und wann

Beginn Lage
Freie Auswahl
Algiers, Algeria
Pins Maritimes, 16000, Algeria, Algerien
Karte ansehen
Freie Auswahl
Bandar Seri Begawan
Jalan Tasek, BS8674, Brunei, Brunei
Karte ansehen
Freie Auswahl
Cairo, Egypt
Champolion Street, 12421, Egypt, Ägypten
Karte ansehen
Freie Auswahl
Caracas, Venezuela
Avenue Casanova, 1050, Miranda, Venezuela
Karte ansehen
Freie Auswahl
Central London
Carburton Street, W1W 5EE, London, Grossbritannien
Karte ansehen
Freie Auswahl
Dublin, Ireland
Upper Merion Street, Dublin, Irland
Karte ansehen
Alle ansehen (10)

Was lernen Sie in diesem Kurs?

Strategic Management
Decision Making
IT Project Management
Project Management
Time management
Project Life Cycle
IT Development
IT Management
Value chain
Project planning
Research Methodology
Organisational Design
Strategic Decision Process
Accounting Throughput
Organisational Analysis
External Organisational Accountability
Strength Weaknesses Opportunities and Threats (SWOT)
Research Process
Information Gathering
Critical Incident Analysis
CATWOE Focus of Project Management
Joint Application Design (JAD)
Worker's Motivation


Course Contents, Concepts and Issues:

Strategic Management: An Overview
  • Defining Strategy
  • Three Levels of Strategy
  • Basic Strategic Approaches
  • What Makes Strategy Effective?
  • The Value Added Test
  • The Consistency Test
  • The Competitive Advantage Test
  • Three Elements of Strategic Decision
  • What is Strategic Management?
  • The Strategic Management Process
  • Mission
  • Objectives
  • External and Internal Analysis
  • Strategic Choice
  • Strategy Implementation
  • Competitive Advantage
  • Why do Companies Fail?
The Individual in a Dynamic Environment
  • Individual Strengths and Weaknesses Analysis
  • Work Pressure as a ‘Stressor’
  • Dealing with Work Pressure
  • Time Management and ‘Accounting Throughput’
  • Pragmatic Assertiveness: Improving Your Ability to Question and Challenge
Organisational Analysis an Internal View
  • Definition of Organisation
  • Organisational Objectives,
  • The Collegium
  • Organisational Tasks
  • Division of Work/Labour
  • Delegation of Role, Task, Power, Authority in a Project Management and General Organisational Setting
  • Responsibility for Task Performance in an Organisation-Wide Context and Project Setting
  • Organisational Accountability: Internal and External
  • Internal Accountability: Worker Accountability to Team Managers and Project Leaders
  • Authority
  • Two Facets of Authority
  • The Second Facet of Authority
  • Traditional Authority
  • Legitimate Authority
  • Professional Authority
  • Power
Organisational Analysis: A Strategic View
  • External Organisational Accountability
  • Accountability to Owners/Sponsors
  • Accountability to Clients/Users/Customers
  • Accountability to Creditors
  • Accountability to Sector or Industry
  • Accountability to the State – Government, Generally; Regulatory Authorities (E.g. Office of Fair Trading, Competition Commission, Trading Standards, Sector Regulators, City Regulators
Internal and External Organisational Analysis: A Strategic View
  • Organisational Internal Analysis:
  • Organisational Strengths and Weaknesses Analysis
  • Organisational External Analysis: Opportunities and Threats Analysis
  • Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis
  • External Global Analysis; Local, National, Global Analyses of PEST Factors or LONGPEST Analysis
  • Political, Economic, Social, Technological, European, Legal Analysis or PESTEL Analysis
Internal and External Organisational Analysis: A Strategic View

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

Project Management Overview
  • Defining a Project
  • Benefits of Project Management
  • What Project Management Helps You to Achieve?
  • Factors Determining Project Success
  • Project Constraints
  • Scope
  • Time
  • Cost
  • Project Management Cost Estimating Tools
  • Project Cycle Management (PCM)
Project Life Cycle
  • Planning – Conceptualisation, Analysis, Proposal, Justification, Agreement
  • Doing – Start-Up, Execution, Completion, Hand Over
  • Checking – Review
  • Acting – Feedback
  • Development of a Project Life Cycle, Project Brief and Proposal
  • The Management of Change
  • The Systems Approach to Project Management
  • The Requirements of Successful Project Management
  • Balancing Costs and Benefits
  • Managing the Planning Process
  • Critical Incident Analysis
  • Project Control Mechanism
  • The Value Chain: Adding Value to Processes, Products and Processes
  • Project Decision-Making
  • Project Coordination: The 5 Bases of Co-Ordination
  • Developing A CATWOE Focus of Project Management
  • Why do Project Fails?
Project Management: Approaches and Methodologies
  • An Introduction to Structured Systems Analysis And Design Method ( SSADM)
  • Feasibility Study
  • Project Definition and Profile
  • Deciding On Analytical and Project Approach
  • Analytical Toolkit
  • Project Methodologies – Iterative Through To Waterfall
  • Joint Application Design (JAD)
  • Process Re-Engineering
  • RUP
  • Rapid Application Development (RAD)
  • Process Mapping/Modelling
  • CASE
  • Facilitation/Workshop
  • Data Modelling
  • Strategy
  • Creativity Reviewing
  • The Bigger Picture
  • Objectivity
  • Testing Techniques
  • Prototyping
  • Cause and Effect Analysis
  • Root Cause Analysis
Motivating Workers in a Project Setting
  • Directing or Leading
  • The Concept of Motivation
  • Theories of Motivation
  • Equitable Reward Systems
  • Designing an Effective Motivation Strategy
  • The Collectivist vs. the Individualist Perspective of Motivation
  • Common Trends in Motivation Theories
Organisational Design: Structuring and Restructuring Organisations 1
  • An Introduction to Organisational Design: Approaches to Organisational Design - Classical, Neo-Classical and Contingency Approaches.
  • Organisational Structure: Internal and External Relationships.
  • Vertical and Horizontal Relationships
  • Lines of Authority and Accountability
  • The Functional Structure
Organisational Design: Structuring and Restructuring Organisations 2
  • The Divisional Structure and Its Internal Relationships
  • Basis of Divisionalisation
  • The Divisional Structure Compared With the Functional Structure On The Basis Of Communication, Co-Ordination, Autonomy, Control and Flexibility
  • The Organisation of the Matrix Structure Decision-Making and Communication Patterns In Functional, Divisional and Matrix Structures Compared

Zusätzliche Informationen

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