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Strategic Management and Project Management (Bangkok)

HRODC Postgraduate Training Institute

Course

In Johannesburg, South Africa ()

higher than £ 9000

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Description

  • Type

    Course

  • Duration

    12 Days

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/seminar is specifically designed for: General Managers, Managing Directors, Strategic Planners, Chief Executive Officers (CEOs), Chief Operations Officers (COOs), Chief Financial Officers (CFOs), Senior Managers, Middle Managers, Junior Managers, Business Owners, Entrepreneurs, Project Managers, Supervisors

About this course

Degree or Work Experience

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Subjects

  • Strategic Management
  • Management
  • Motivation
  • IT Project Management
  • IT
  • Approach
  • Design
  • Project
  • Systems
  • Project Management
  • IT Development
  • IT Management

Course programme

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

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Strategic Management and Project Management (Bangkok)

higher than £ 9000

The best Business Strategy courses

See all

See all