Advanced Construction Business, Project and Contract Management, and Advanced Value Engineering

HRODC Postgraduate Training Institute
In Central London (England) andDubai, Uae (United Arab Emirates), Kuala Lumpur, Malaysia (Malaysia)

£ 54,000 - (Rs 44,02,781)
VAT not incl.

Important information

  • Seminar
  • Advanced
  • At 3 venues
  • 360 hours of class
  • Duration:
    3 Months
  • When:

This course is designed for:
Executives of Construction Companies, Contractors, Civil Engineers, Architects, Managers of Construction Companies, Project Managers, Project Team Leaders, Value Engineers, Value Analysts, Project Monitoring Personnel, Productivity Specialists, Functional Managers and Individuals with a genuine interest in Issues associated with construction management

Important information

Requirements: Degree or Relevant Work Experience


Where and when

Starts Location
Central London
Carburton Street, W1W 5EE, London, England
See map
Dubai, Uae
Al Muraqqabat Street, Diera, 82999, Dubai, United Arab Emirates
See map
Kuala Lumpur, Malaysia
Jalan Ampang Hilir, 68, Malaysia, Malaysia
See map

What you'll learn on the course

Performance Management
IT Project Management
Construction Management
Health and Safety Management
Project Management
Quality Training
IT Development
IT Management
Construction Training
Construction project management
Value Engineering
Modern Quality Systems
Contract management
Functions of Management
Organisational Analysis and Management In the Construction Industry
Meeting Management
Motivating Workers
Project Delivery Methods
Construction Project Management Stages
Procurement and Construction
Project Cost Estimation
Project Planning and Scheduling
Controlling Project Cost
Job Site Administration
Construction Project Commissioning

Course programme

Title of Modules:
  1. Organisational Analysis and Management In the Construction Industry
  2. Performance Management in the Construction Industry
  3. Health and Safety Management in Industrial and Commercial Sectors
  4. Functions of Management: An Introduction
  5. Motivating Workers: Intrinsic and Extrinsic Rewards
  6. Modern Quality Systems
  7. Advanced Value Engineering and Construction Project Management

Limited Contents, Concepts and Issues:

Module 1: Organisational Analysis and Management In the Construction Industry
  • Management in the Construction Industry: An Introduction
  • Contextualising Organisational Analysis
  • Exploring Delegation
  • Contextualising Delegation
  • Meeting Management

Module 2: Performance Management in the Construction Industry
  • Defining Performance Management
  •  Is Performance Management New?
  •  Performance Management in Practice
  •  Performance Standards as a Prerequisite for Performance Measurement
  •  Performance Measurement
  • Performance Appraisal Practice
  •  Objectives of Performance Appraisal
  •  Some Problems with Traditional Appraisal
  •  Some Appraisal Systems
  • Appraisal Training
  •  Appraisal Forms
  •  Characteristics of Appraisal Forms
  •  Determining Overall Rating
  •  Integration of Performance Management Systems with Human Resource and
  • Development Activities
  •  The Performance Management Cycle: Annual or Continuous?
  •  Performance Management as a Strategic Process
  •  Linking Performance Management with Reward System
  • Linking Performance Management to the Strategic Plan
  •  Strategic Planning
  •  Developing Strategic Plans at the Unit Level
  •  Sources of Performance Information
  •  Addressing Poor Performance
  • Addressing Poor Professional Behaviour
  • Performance Management and Employee Development
Module 3: Health and Safety at Work in Industrial and Service Sectors
  • Introduction to Industrial Safety and Health Management
  • Insuring Workers’ Safety in the Industrial Setting
Module 4: Functions of Management: An Introduction
  • Profiling Managers at Different Organisational Levels
  •  Planning
  •  The Planning Hierarchy
  •  Difference between Strategic, Tactical and Operational Plans
  •  Standing Plan
  •  Organising
  •  Organisational Structure and Design
  •  Effective Organising
  •  Division of Work
  •  Departmentalising
  •  Establishing Vertical and Horizontal Relationships and Formal Communication
  • Channels
  • Establishing the Mechanism Whereby the Organisational Activities Can Be Co-Ordinated
  •  Desirable Level of Specialisation
  •  Level of Worker Autonomy and Managerial Control
  •  Levels of Managerial Control and Worker Autonomy
  •  Span of Management/Control or Span of Management
  •  Degree of Decision-Making and Operational Centralisation or Decentralisation
  •  Tall or Flat Structure
  •  Co-Ordinating
  •  Mutual Adjustment - With Informal Communication
  •  Direct Supervision
  •  Standardisation of Work Process
  •  Standardisation of Input - Skills, Knowledge and Attitudes
  •  Standardisation of Output
  •  Controlling
  •  The Management of Quality
Module 5: Motivating Workers: Intrinsic and Extrinsic Rewards
  • Directing or Leading
  •  The Concept of Motivation
  •  Theories of Motivation
  •  Content Theories and Some of Their Contributors
  •  Maslow’s Hierarchy of Needs
  •  Analysis of Maslow’s Claims
  •  Mcclelland's Studies
  •  Taylor: Money and Motivation
  •  Motivator-Hygiene Factor: Herzberg’s Contribution
  •  Process Theories
  •  Equity Theory
  •  Goal-Setting Theory
  • Expectancy Theory
  •  Equitable Reward Systems
  •  Reinforcement Theories
  •  Reinforcement Theory
  •  Motivation and Contingency Theory
  •  Designing an Effective Motivation Strategy
  •  The Collectivist vs. the Individualist Perspective of Motivation
  •  Common Trends in Motivation Theories
  •  Intrinsic and Extrinsic Values of Motivation
  •  Motivation and Worker Behaviour
  •  The Extent to Which Salary or Wages Inducement Motivate Workers
  •  Performance Related Pay (PRP)
  •  Productivity Bonuses
  •  Efficiency Gains
  •  Profit Share
  •  The Contingency Approach to Motivation
  •  Social Differentiation in Motivation
  •  Culture Differentiation in Motivation
  •  Wealth as a Factor in Motivation
  •  Class as an Issue in Motivation
  •  Individual Expectation and Motivation
  •  Individual Preferences as a Motivating Factor
Module 6: Modern Quality Systems

  • Quality: A Definition
  •  Clients’ Quality Consciousness
  •  The Law and Development of Quality Assurance
  •  Using Quality As A Tool To:
  • Create a P ositive O r ga ni s ati o na l I m a g e
  • Lower Operational Costs
  • Reduce or Avert Product or Service Liability Litigation
  •  Modern Control Systems
  •  Management Information System
  •  Computerised Information Systems
  •  Information Speed
  •  Information Retrieval
  •  Management Accounting System
  •  The Import- Conversion –Export Process
  •  The Import Process
  •  The Conversion Process
  •  The Export Process
  •  Operational Control System
  •  Service Operation
  •  Process Scheduling
  •  Loading
  •  Sequencing
  •  Detailed Scheduling
  •  Inventory Control
  •  Cost Control
  • Quality Control
  •  Controlling Utilisation of Organisational Resources
  •  Co-Ordaining As a Control Mechanism

Module 7: Advanced Value Engineering and Construction Project Management

  • Project Participation
  •  Project Delivery Methods
  •  Contract Management
  •  Construction Project
  • Management Stages
  •  Advanced Value
  • Engineering for
  • Construction Management
  •  Construction Services
  • during the Design Process
  •  Bidding, Procurement and
  • Construction
  •  Project Cost Estimation
  •  Project Planning and
  • Scheduling
  •  Controlling Project Cost,
  • Time and Quality
  •  Job Site Administration
  •  Construction Project
  • Commissioning

Additional information

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