Advanced Agricultural Project Management (London, UK)

HRODC Postgraduate Training Institute
En Central London (Inglaterra)

Más de $ 1.000.000

Información importante

  • Seminario
  • Central london (Inglaterra)
  • 150 horas de clase
  • Duración:
    25 Days
  • Cuándo:
    A definir
Descripción

This course is designed for:
Senior Functionaries in development organisations 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;
Economists involve in agricultural project management

Información importante

Requisitos: Degree or Work Experience

Instalaciones

¿Dónde se da y en qué fecha?

comienzo Ubicación
A definir
A definir
A definir
Central London
Carburton Street, W1W 5EE, London, Inglaterra
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¿Qué aprendes en este curso?

Project Control
Team Leadership
Team Dynamics
Project Life Cycle
Data Elicitation Techniques
Pre-Feasibility and Feasibility Studies
Team Formation
Sources of Information
Agricultural Project Management
Agricultural Project Design
Agricultural Project Monitoring
Agricultural Project Evaluation
Agricultural Project Workflow
Agricultural Project Procurement
Agricultural Project Budgeting
Agricultural Project Contingencies
Agricultural Project Scheduling
Rapid Rural Appraisal
Team Typological Bases
Agricultural Project Research Management

Temario

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
  • 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
  • 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’