Project Management in Action: Managing World Bank Projects

Course Contents, Concepts and Issues

Team Dynamics: Introducing Team Leadership

• 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
• Gatekeeping
• 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

General Project Management Issues

• Concept of Project Management
• Project Sustainability
• Developing a Project
• Project Planning
• Team Management and 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

Risk and Financial Risk Management in Advanced Project Management

• 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'

Motivating Workers in Advanced 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

World Bank's Focus - A World Free of Poverty

• 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

Resource Guide to Consulting, Supply and Contracting Opportunities in Projects

• Financed by the World Bank
• 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

Guidelines Selection and Employment of Consultants under IBRD Loans and IDA Credits and Grants by the World Bank

• 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
• šÂ Procurement Plan
• šÂ 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
• šÂ 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

Procurement of Goods, Works and Non-Consulting Services under IBRD Loans and IDA Credits and Grants by World Bank Borrowers

• 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

Managing Litigation: The Court Process Providing, Providing Substantiating Evidence

• 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
• Weakness on Reliability
• Cross Examination Process
• Lines of Defence