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Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
#124
Advanced Agricultural Project Management
Leading To
Advanced Agricultural Project Management
(5-Credit)
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Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
Advanced Agricultural
Project Management
Leading To
Advanced Agricultural
Project Management (5-Credit)
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Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
Course Co-ordinator:
Prof. Dr. R. B. Crawford – Director HRODC Postgraduate Training Institute
 PhD (University of London),
 MEd. M. (University of Bath),
 Adv. Dip. Ed. (University of Bristol),
 PGCIS (Thames Valley University),
 ITC (UWI),
 Member of the Standing Council of Organisational Symbolism (MSCOS);
 Member of the Asian Academy of Management (MAAM);
 Member of the International Society of Gesture Studies (MISGS);
 Member of the Academy of Management (MAOM);
 LESAN;
 Professor, HRODC Postgraduate Training Institute;
 Visiting Professor, Polytechnic University of the Philippines (PUP)
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Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
FFoorr W
Whhoom
mT
Thhiiss C
Coouurrssee iiss D
Deessiiggnneedd
This Course is Designed For:
 Agricultural Lecturers;
 Agricultural Project Development Officers;
 Agricultural Project Managers;
 Agricultural Project Officers;
 Agricultural Research Officers;
 Agricultural Settlement Officers;
 Agricultural Students;
 Agronomists involved in Agricultural Projects;
 Botanists engaged in Agricultural Project Management;
 Business owners to help them take accurate and timely decisions
 Customer Service Staff;
 Department of Agriculture Officials;
 Employees;
 Executives in Funding Agencies dealing with appraisal and monitoring of
projects in agriculture sector;
 Government Organizations responsible for managing the large and medium-
sized agricultural projects;
 Management Staffs;
 Managers, in general;
 NGOs Officers, involved in Agricultural Projects;
 Risk Analysts;
 Risk Assessors;
 Rural Development Officers;
 Senior Agricultural Inspectors;
 Senior Functionaries in Development Organizations responsible for Planning
and Implementation of Agricultural Projects;
 Senior Professionals;
 Supervisors;
 Team members who need more effective time management skills;
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Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
 Zoologists involved in the Development, Management and Evaluation of
Agricultural Projects;
 All other personnel with an interest in Agricultural Project Management, Rural
Planning and Development, Agricultural Team Leadership, Worker Motivation,
Agricultural Risk Management, and Agricultural Research Management.
Duration: 25 Days (5 Weeks)
Cost:
 £20,000.00 Per Delegate for UK Delivery
 £25,000.00 Per Delegate for Delivery outside the UK
Please Note:
 V.A.T. (Government Tax) does not apply to Corporate Sponsored Individuals, taking

Programmes or Courses in any location - within or outside the UK.
It applies only to Individuals and Corporations based in the UK and to Non-UK Individual
Residents taking courses in the UK.
Cost includes:

Free Continuous snacks throughout the Event Days;

Free Hot Lunch on Event Days;

Free City Tour;

Free Stationery;

Free On-site Internet Access;

Diploma – Postgraduate – in Advanced Agricultural Project Management (5Credit); or

Certificate of Attendance and Participation – if unsuccessful on resit.
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Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
HRODC Postgraduate Training Institute’s Complimentary Products include:
1. HRODC Postgraduate Training Institute’s Leather Conference Folder;
2. HRODC Postgraduate Training Institute’s Leather Conference Ring Binder/
Writing Pad;
3. HRODC Postgraduate Training Institute’s Key Ring/ Chain;
4. HRODC Postgraduate Training Institute’s Leather Conference (Computer –
Phone) Bag – Black or Brown;
5. HRODC Postgraduate Training Institute’s 8GB USB Flash Memory Drive,
with Course Material;
6. HRODC Postgraduate Training Institute’s Metal Pen;
7. HRODC Postgraduate Training Institute’s Polo Shirt.
**Please see product images, as a separate file - Complimentary Products For
Students and Delegates, from HRODC Postgraduate Training Institute.**
Daily Schedule: 9:30 to 4:30 pm.
Location: Central London and International Locations
Schedule - Part 3:
http://hrodc.com/Course_Schedule_Part_3_Oil_Tanker_Operations_STCW_Trade_
Promotion_KSFs_KPIs_Public_Sector_Reforms_HVAC_HVAC_and_R_Value_Engi
neering_Courses.htm
Click to book this course:
http://www.hrodc.com/Course_Booking_Form_London_Dubai_Kuala_Lumpur_Par
is_Johannesburg_Cairo_Jeddah_Abu_Dhabi_Kuwait_MBA_MSc_MA_Course.htm
Modular Breakdown, Duration and Cost
This 5-Credit Diploma – Postgraduate Course is divided into 4 Distinct Modules, making it
possible for participants to select desired modular sets, each of which provides the Award of
Diploma – Postgraduate. These Courses are listed below:
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Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
A
Addvvaanncceedd A
Aggrriiccuullttuurraall P
Prroojjeecctt M
Maannaaggeem
meenntt
Leading to
Diploma-Postgraduate in Advanced Agricultural Project Management
(5-Credit)
Module
#
124.M1
124.M2
124.M3
124.M4
TITLE
Advanced Agricultural Project
Management (1)
Project Management and Time
Management Issues: Setting
the Stage for Agricultural
Project Management
Advanced Agricultural Project
Management (2)
Agricultural Project
Development, Planning,
Execution and Evaluation
Advanced Agricultural Project
Management (3)
Team Leadership and
Motivation in Agricultural
Project Management
Advanced Agricultural Project
Management (4)
Agricultural project Design,
Data Elicitation, Interpretation
and Presentation and
Financial Risk Management
Total
Number
of Days
Page
#
UK
Delivery
Cost
Non-UK
Delivery
Cost
6
18
£4,800.00
£6,000.00
6
21
£4,800.00
£6,000.00
6
22
£4,800.00
£6,000.00
7
27
£5,600.00
£7,000.00
25
£20,000.00 £25,000.00
C
Coouurrssee O
Obbjjeeccttiivveess
 Address the salient issues associated with Dysfunctional Behaviours
 Adopt an effective follow-up system in the workplace;
 Adopt appropriate strategies for dealing with interruptions;
 Adopt effective delegation techniques;
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Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
 Advise others of the situations in which participant observation, conversation
analysis, documentary analysis, focus groups, interviews & questionnaires,
respectively, are appropriate;
 Apply appropriate rewards and, or, punishment that are applied to a given
team situation – thereby promoting team ‘functionality’;
 Apply group dynamics to organisational settings;
 Apply scoping strategy to a sustainability setting;
 Apply the ‘equity’ theory to work situation from a ‘differentiation perspective’,
rather than an ‘equality perspective’;
 Apply the most appropriate project management methodology to both real and
hypothetical settings;
 Apply the Pareto Principle (80/20 rule) to time management issues;
 Apply tracking timing and costs, contingencies to project management;
 Appreciate the importance of time management;
 Ascertain how to work with disorganised colleagues;
 Ascertain the possible causes and effects of meeting mismanagement; and
 Ascertain their respective goals/objectives;
 Assess the value of secondary sources of information as a prelude to the
conduct of primary research;
 Associate fraud risk with project management;
 Beat work related stress;
 Choose sources of information appropriate for the type of research being
conducted;
 Choose the methodology that best suits the type of investigation being
conducted & appropriate to the research objectives;
 Choose the most appropriate data elicitation techniques, in relation to the
sampling frame, sampling unit, sample size & time span, among other factors;
 Clarify roles in team settings;
 Conduct a Stakeholder Analysis, developing the most appropriate strategy to
ensure support from key players;
 Conduct an efficient workload analysis;
 Conduct both pre-feasibility and feasibility studies
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Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
 Create an effective agenda that will keep the meeting on the track;
 Critically appraise existing motivation strategy within their project settings,
identifying and addressing gaps
 Deal with information overload;
 Decide which items can be delegated;
 Decide which items can be delegated;
 Define risk – generally, and in a project management setting;
 Demonstrate a heightened level of understanding of the variations and varying
degrees of intricacies of Agricultural Development Projects;
 Demonstrate a heightened understanding of Rapid Rural Appraisal (RRA), and
the degree to which it might contribute to Agricultural Project Success;
 Demonstrate a heightened understanding of the type and permanence of the
leadership of a team;
 Demonstrate a high level of understanding of a team attempts to replace a
situational leader, to enhance stability, acceptability or renewed or clarified
mission or objectives;
 Demonstrate an awareness of their ‘Team Building and Maintenance Roles’
that will improve team effectiveness;
 Demonstrate an effective ‘leader behaviour’ when dealing with dysfunctional
behaviours;
 Demonstrate an understanding of the concept of motives and their value in
organisational and subsystem effectiveness;
 Demonstrate an understanding of the notion that societal socio-economic
hierarchy might be informally represented in teams
 Demonstrate how popular motivation theories have contributed to our
understanding of worker behaviour;
 Demonstrate the effectiveness of the strategy that they have devised for
dealing with intra-team competition;
 Demonstrate
the
symbiotic
relationship
between
Agricultural
Project
Monitoring and Evaluation;
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Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
 Demonstrate the value of Participatory Rural Appraisal (PRA) in winning
support for project development and implementation, while taking advantage
of local skills, knowledge and expertise;
 Demonstrate their ability to deal with the psychological effect of disbandment;
 Demonstrate their ability to effectively Manage Agricultural Field Trials, which
employ the most appropriate data elicitation and analysis techniques;
 Demonstrate their ability to employ transactional analysis in a team context;
 Demonstrate their ability to formulate a comprehensive motivation strategy;
 Demonstrate their ability to manage conflict effectively, incorporating the
occasions when it should be encouraged;
 Demonstrate their ability to translate motivation theory into practice;
 Demonstrate their appreciation of the fact that workers belong to different
classes, in society;
 Demonstrate their appreciation of the need for a variance in intrinsic and
extrinsic values if motivation;
 Demonstrate their awareness of the value of team cohesiveness and team
solidarity, and the dangers of over-cohesiveness;
 Demonstrate their grasp of the fundamentals of performance management;
 Demonstrate their heightened level of competence in
Agricultural Project
Planning, taking account the natural and pertinent stages and appropriate
methodology;
 Demonstrate their understanding of the ‘risky shift syndrome’, outlining the
steps that they will take to avert them;
 Demonstrate their understanding of the concept of project management;
 Demonstrate their understanding of the importance of Gatekeeping in team
formal settings;
 Demonstrate their understanding of the theoretical and practice bases of Team
Dynamics;
 Demonstrate your understanding of the social and psychological relevance of
the stages of formation of a group;
 Describe the effort that they will make to enhance the ‘critical faculty’ of their
team;
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Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
 Design a research project that incorporates a high ethical standard;
 Design a research project, taking account of important issues;
 Design a work-flow chart, pin-pointing the efforts taken to avert or correct any
'bottlenecks';
 Design an appropriate Agricultural Project, to match a specific scenario;
 Design an effective Agricultural Project Procurement Strategy, that accounts
for Uncontrollable External Environmental Factors;
 Design interviews & questionnaires that will elicit information appropriate to the
research objectives;
 Design questionnaires & interview schedules, with a mixture of open-ended &
closed-ended questions, avoiding forced-choice in the latter;
 Design structured & unstructured questions, determining the conditions under
which they should be used;
 Detect Dysfunctional Behaviours;
 Determine how efficient time management increases work effectiveness and
productivity;
 Determine how goal setting can lead to proper time management;
 Determine the different sources of Agricultural Project Finance available,
Locally, Nationally and Internationally, as appropriate to the specific project;
 Determine the optimum team size for effective functioning;
 Determine why a temporary team is likely to be more problematic to lead than
a permanent team;
 Develop a personal approach in using your time in the most productive way;
 Develop
an
Agricultural
Project
Schedule
that
incorporates
special
consideration for high-duration phases, while addressing possible supply and
motivation problems;
 Develop and maintain a good time management habit;
 Develop effective communication strategies that might be applied to team
settings, minimising technical language;
 Develop their personal “To-Do List”;
 Develop their personal ABC123 prioritised planning;
 Develop useful techniques for setting and achieving goals;
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Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
 Develop ways to maximise their personal effectiveness;
 Develop your own individualised plan of action.to maximise their use of time;
 Devise a viable sourcing strategy, relevant to a particular project setting;
 Devise an organized and systematic schedule and handle it properly;
 Devise their personal planner;
 Devise ways to avoiding time crunches;
 Discuss POSEC Method in relation to time management;
 Distinguish between command teams, boards, committees and task forces;
 Distinguish between groups and mere aggregations;
 Distinguish between task forces, committees, command groups and boards;
 Distinguish between Temporary Committees and Standing Committees;
 Distinguish between the concepts of Stakeholder and Shareholder;
 Distinguish between the different sets of motivation theories, notably content,
process and reinforcement;
 Distinguish groupthink from teamthink;
 Employ appropriate data analysis techniques, based on the type & volume of
data available;
 Ensure that project agreements are legally ‘water-tight’;
 Enumerate the benefits of effective time management;
 Enumerate the different time management tips for managers;
 Establish a basis for standard setting in their teams;
 Establish the bases for evaluating Agricultural Projects of different sizes,
incorporating the relevant mechanism to take corrective or remedial actions,
when appropriate;
 Evaluate the appropriateness of the application of particular theoretical
aspects of motivation to specific situations;
 Evaluate the effectiveness of their strategy for addressing situations where
team members seek sympathy;
 Exhibit a knowledge of the intimidating effect that class might have on team
members, and, hence;
 Exhibit tact in discouraging team member distracting behaviours;
 Explain the bases for the feeling of
‘Togetherness’ or ‘Awareness’ IN An
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Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
Aggregation;
 Explain the concept of batching technique and its relationship to time
management;
 Explain the concept of Eisenhower method;
 Explain the occasions in which a situational leader is likely to emerge;
 Explain the pickle jar theory;
 Explain the relevant risk exposure that pertains to specific project settings;
 Explain the Team Typological Bases;
 Explain the time management matrix;
 Explain why a team’s disbandment might have a negative psychological effect
on members and the team leader;
 Facilitate a ‘scoping study’;
 Formulate strategies in handling unexpected job emergencies;
 Gain a balance between professional goals and personal time;
 Handle e-mails, task and calendar systematically;
 Have demonstrated an understanding of mind mapping and fish bone method;
 Highlight and internalise crucial project planning issues;
 Identify appropriate roles in research project management & produce realistic
costing;
 Identify the different meeting menaces and learn how to deal with them;
 Identify their professional goals and personal time;
 Identify time bandits and devise strategies for dealing with them;
 Identify time wasters and adopt strategies for eliminating them;
 Identifying ‘trends’ & ‘patterns’ in information, in an effort to arrive at
conclusions;
 Illustrate how the contingency approach to motivation might be applied to
different situations.
 Illustrate how they might resolve interpersonal problems among team
members;
 Illustrate how they will determine the contribution of each team member to
team goal accomplishment;
 Illustrate how they will enhance the issue of ‘gatekeeping’ to ensure that team
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Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
members, in general, participate in team meetings, extending support to the
weak, ensuring that introverted team members are not intimidated or ‘crushed’
by the extroverted;
 Illustrate the pertinent issues associated with project sustainability;
 Illustrate the value of liquidity in project management and its associated risk;
 Implement techniques for minimising disruptions;
 Indicate how currency derivatives market might hold the key to ‘project
sustainability’;
 Indicate how operating risk might be a financial liability;
 Indicate how they will establishing key competencies in teams;
 Indicate how they will help team members to channel their energies into task
performance, establishing realistic goals;
 Indicate how they will recognise resonation in their teams, outline the steps
that they will take to avert or reduce its occurrence, outlining how they will
‘cautioning’ resonators;
 Indicate how they will reward exceptional performance in their teams;
 Indicate how they would handle blocking, effectively;
 Indicate the part that training and development play in worker motivation;
 Indicate the range of tangible rewards that might be utilised in a team;
 Indicate the steps that they will take to harmonising their teams;
 Information, who might, nevertheless, be able to perform evaluative role;
 Internalise the dysfunctional effect of ‘resonation’ in a team context;
 Know how most managers apportioned their time;
 Know how to properly delegate task;
 Know how to properly delegate task;
 Know how to refuse unreasonable requests in the proper manner;
 Know the difference between being “busy” and “productive;”
 Demonstrate how assert themselves politely and calmly;
 Demonstrate how to diffuse the impact of others;
 Demonstrate how to handle interruptions constructively;
 Demonstrate how to maintain their responsibility;
 Demonstrate how to manage their workloads more effectively;
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Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
 Demonstrate how to prioritise using decision matrices;
 Demonstrate how to utilize their gap times;
 Demonstrate the step-by-step process in making effective schedule;
 Link settlement risk with ‘survival imperative’;
 Locate performance related pay, productivity bonuses and other remuneration
inducement within existing motivation theory;
 Make research proposals, taking pertinent factors into account;
 Make use of the different time management tools to increase their work
effectiveness and productivity;
 Manage information flow and retrieval process;
 Manage projects in a systematic way;
 Manage research projects, from inception to reporting;
 Manage resources more efficiently;
 Meet tight deadlines with time to spare;
 Name the different planning tools;
 Order the team formation stages, explaining the psychological issues that
beset them and relate them to organisational functioning;
 Outline the different stages of an Agricultural Development Project, indicating
the salient issues that need to be addressed at each - with suggestions for
implicit problem resolution;
 Outline
the
importance
of
Team
leadership
in
Agricultural
project
management;
 Outline the steps that they will take to avert groupthink and promote teamthink
 Plan to make the best use of the time available through the art of effective
scheduling;
 Portray a heightened understanding of project development;
 Present a balanced argument with respect to Participatory Impact Monitoring
(PIM);
 Prioritise ‘urgent’ and ‘important’ activities;
 Produce effective reports, adhering to conventional styles, presenting
evidence from the data, & exploiting visual representations;
Page 15 of 35
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_Planning_Execution_Agricultural_Project_Evaluation_Team_Leadership_and_Motivation_in_Agricultural_Project_Management_Agricultural_Research_Project_Design_Agri
cultural_Data_Elicitation_Agricultural_Data_Interpretation_Agricultural_Data_Presentation_Agricultural_Finance_Agricultural_Financial_Risk_Management_Course_Brochur
e
Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
 Project a heightened awareness of the need to develop an excellent working
relationship with suppliers and sub-contractors;
 Propose an effective remedy to ‘member withdrawal’;
 Propose an effective way of dealing with interfering behaviour;
 Propose standards of measuring competence in teams;
 Propose suitable intangible rewards that might be applied to a team situation;
 Provide a basis for team standard setting - establishing standards and
evaluating progress;
 Provide an indication of their awareness of the fact that team members’ class
consciousness might relate to the positions that they occupy in the
organisation or society;
 Provide an individually synthesized proposal for dealing with aggressiveness;
 Provide examples of command teams, highlighting the situations in which a
leader might belong to two Command Teams;
 Provide examples of how a leader should encourage desirable behaviours in a
team;
 Put forward a satisfactory way of addressing ‘special pleading’;
 Realise the importance of agenda;
 Realise the importance of goals;
 Recognise and acknowledge performance improvement in teams
 Recognise the ineloquent team members;
 Recognise the variety of causes of procrastination and apply relevant
techniques to overcome them;
 Recommend a project control system that may be applied to a given scenario
 Reduce time spent in meetings yet contribute more effectively;
 Relate risk management to projects and project management;
 Relate the concept of Maslow’s Hierarchy of Needs with effective time
management;
 Resonation as an issue in team effectiveness;
 Select the most appropriate budgeting method, that will ensure that the
Agricultural Project in question will be fully funded to the end of a normal cycle,
taking contingencies into account, mitigating any relevant risks;
Page 16 of 35
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_Planning_Execution_Agricultural_Project_Evaluation_Team_Leadership_and_Motivation_in_Agricultural_Project_Management_Agricultural_Research_Project_Design_Agri
cultural_Data_Elicitation_Agricultural_Data_Interpretation_Agricultural_Data_Presentation_Agricultural_Finance_Agricultural_Financial_Risk_Management_Course_Brochur
e
Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
 Set realistic goals through SMART method;
 Solve problems through the trading game scenario;
 Specify and explain the four D’s in time management;
 Specify and explain the four D’s in time management;
 Specify the effects of poor time management;
 Specify the steps for running productive and effective meeting;
 Suggest how they might employ an effective diversity management that
discourages resonation;
 Suggest how to determine which individual members of a team can improve
their performance – and subsequently, their contribution to the team as a way
of harnessing team synergy;
 Suggest how to establish acceptable performance levels in teams, noting
performance indicators;
 Suggest the Agricultural Project Characteristics that are potential fund-winner;
 Suggest the difference in interpretation of groups and teams;
 Suggest ways in which financial risk management is relevant to project
management;
 Suggest ways of improving group morale, while enhancing their effectiveness;
 Suggest ways to counteract the effect of the informal hierarchy - in teams
other than command teams;
 Suggest ways to manage multiple tasks;
 The leader’s responsibility to ensure that this informal hierarchy is dispensed
with in the promotion of a ‘classless team’;
 Understand how project risk might be affected by ‘Market Dynamics’;
 Understand the concept of multitasking;
 Understand the difference between important and urgent activities/works;
 Understand the relationship between project management strategy and risk
management;
 Understand the underlying concept of the prioritization;
 Understand the underlying principles of “time” in an organisational wide
context;
 Use effective delegation techniques at the workplace;
Page 17 of 35
Advanced_Agricultural_Project_Management_Diploma_Postgraduate_5_Credit_London_Project_Management_Issues_Agricultural_Project_Development_Agricultural_Project
_Planning_Execution_Agricultural_Project_Evaluation_Team_Leadership_and_Motivation_in_Agricultural_Project_Management_Agricultural_Research_Project_Design_Agri
cultural_Data_Elicitation_Agricultural_Data_Interpretation_Agricultural_Data_Presentation_Agricultural_Finance_Agricultural_Financial_Risk_Management_Course_Brochur
e
Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
 Use effective delegation techniques at the workplace;
 Use practical techniques for organising work;
 Use SPSS and, or, Excel software packages in analysing data;
 View project structure as the system of relationship that persists.
C
Coouurrssee C
Coonntteennttss,, C
Coonncceeppttss aanndd IIssssuueess
M
Moodduullee 11::
A
Addvvaanncceedd A
Aggrriiccuullttuurraall PPrroojjeecctt M
Maannaaggeem
meenntt ((11))
PPrroojjeecctt M
Maannaaggeem
meenntt aanndd TTiim
mee M
Maannaaggeem
meenntt IIssssuueess::
SSeettttiinngg tthhee SSttaaggee ffoorr A
Aggrriiccuullttuurraall PPrroojjeecctt M
Maannaaggeem
meenntt
M1. Part 1: Salient Project Management Issues
 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.
Page 18 of 35
Advanced_Agricultural_Project_Management_Diploma_Postgraduate_5_Credit_London_Project_Management_Issues_Agricultural_Project_Development_Agricultural_Project
_Planning_Execution_Agricultural_Project_Evaluation_Team_Leadership_and_Motivation_in_Agricultural_Project_Management_Agricultural_Research_Project_Design_Agri
cultural_Data_Elicitation_Agricultural_Data_Interpretation_Agricultural_Data_Presentation_Agricultural_Finance_Agricultural_Financial_Risk_Management_Course_Brochur
e
Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
M1. Part 2: Time Management in a Project Setting
A. Contextualising Time Management
 The Four D’s of Time Management:
Do;
Delegate:
Tasks Which Should Be Delegated;
Effective Delegation Techniques;
How to Delegate;
 Dump ;
 Defer.
 Managing Multiple Task and Deadlines;
 Combating Work Related Stress;
 Balancing Personal and Professional Life;
 Avoiding Time Crunches;
 Handling Unexpected Job Emergencies;
 Human Multitasking
 Benefits of Effective Time Management;
 Effects of Poor Time Management;
 Time Management Theories;
 The Pickle Jar Theory;
 Pareto Principle or 80/20 Rule;
 Eisenhower Method;
 POSEC Method;
B. Setting Goals/Objectives, Planning and Getting Organised
 Setting Goals and Objectives;
 What You Want to Achieve;
 Importance of Goal;
Page 19 of 35
Advanced_Agricultural_Project_Management_Diploma_Postgraduate_5_Credit_London_Project_Management_Issues_Agricultural_Project_Development_Agricultural_Project
_Planning_Execution_Agricultural_Project_Evaluation_Team_Leadership_and_Motivation_in_Agricultural_Project_Management_Agricultural_Research_Project_Design_Agri
cultural_Data_Elicitation_Agricultural_Data_Interpretation_Agricultural_Data_Presentation_Agricultural_Finance_Agricultural_Financial_Risk_Management_Course_Brochur
e
Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
 Setting Realistic Goals Through SMART Method;
 Techniques for Setting and Achieving Goals;
 Planning;
 Management and Planning Tools;
 Using a Planner;
 Developing Action Plan;
 Getting Organised;
 Organising Your Workspace, Files and Folders;
 E-mail, Task and Calendar Managing;
 Information Flow and Retrieval Process;
 Information Overload;
 Schedule Management :
Scheduling to Create Work/Life Balance;
Creating Dynamic “To-Do List”;
Reducing Mental Clutter;
 The Batching Technique;
 Utilise Time Gaps;
 Effective Follow-up System;
 Developing Time Management Habit.
C. Scheduling, Prioritising and Time Management Application
 Scheduling:
 Effective Scheduling;
 Steps in Scheduling;
 Prioritising:
 The Prioritisation Grid;
 Important vs. Urgent;
 Time Management Matrix (Covey’s Four Quadrant Matrix);
 To-Do List;
 ABC123 Prioritised Planning;
 Decision Matrix;
 Time Management and Manager;
Page 20 of 35
Advanced_Agricultural_Project_Management_Diploma_Postgraduate_5_Credit_London_Project_Management_Issues_Agricultural_Project_Development_Agricultural_Project
_Planning_Execution_Agricultural_Project_Evaluation_Team_Leadership_and_Motivation_in_Agricultural_Project_Management_Agricultural_Research_Project_Design_Agri
cultural_Data_Elicitation_Agricultural_Data_Interpretation_Agricultural_Data_Presentation_Agricultural_Finance_Agricultural_Financial_Risk_Management_Course_Brochur
e
Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
 How Most Managers Apportioned Their Time;
 Time Management Tips for Managers;
 Effective Resource Management;
 Workload Analysis;
 Managing Workload ;
 Managing Disorganised Staffs.
M
Moodduullee 22::
A
Addvvaanncceedd A
Aggrriiccuullttuurraall PPrroojjeecctt M
Maannaaggeem
meenntt ((22))::
A
Aggrriiccuullttuurraall PPrroojjeecctt D
Deevveellooppm
meenntt,, PPllaannnniinngg,, E
Exxeeccuuttiioonn aanndd E
Evvaalluuaattiioonn
 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;
 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.
Page 21 of 35
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_Planning_Execution_Agricultural_Project_Evaluation_Team_Leadership_and_Motivation_in_Agricultural_Project_Management_Agricultural_Research_Project_Design_Agri
cultural_Data_Elicitation_Agricultural_Data_Interpretation_Agricultural_Data_Presentation_Agricultural_Finance_Agricultural_Financial_Risk_Management_Course_Brochur
e
Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
M
Moodduullee 33::
A
Addvvaanncceedd A
Aggrriiccuullttuurraall PPrroojjeecctt M
Maannaaggeem
meenntt ((33))::
TTeeaam
m LLeeaaddeerrsshhiipp aanndd M
Moottiivvaattiioonn iinn A
Aggrriiccuullttuurraall PPrroojjeecctt M
Maannaaggeem
meenntt

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.
Page 22 of 35
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_Planning_Execution_Agricultural_Project_Evaluation_Team_Leadership_and_Motivation_in_Agricultural_Project_Management_Agricultural_Research_Project_Design_Agri
cultural_Data_Elicitation_Agricultural_Data_Interpretation_Agricultural_Data_Presentation_Agricultural_Finance_Agricultural_Financial_Risk_Management_Course_Brochur
e
Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc

Command Teams and the Organisational Hierarchy;

Command Teams and the Organisational Functioning

Team Formation:
Team Formation Stage 1: Forming;
Team Formation Stage 2: Storming;
Team Formation Stage 3: Norming;
Team Formation Stage 4: Performing or Total Integration;
Team Formation Stage 5: Adjourning or Disbanding.

How ‘True-To-Life’ or Realistic Are the Forming and Norming Stages of Team
Development?;

Deal With the Psychological Effect of Disbandment;

Dysfunctional Behaviours;

Addressing Dysfunctional Behaviours;

Dealing with Aggressiveness;
Page 23 of 35
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_Planning_Execution_Agricultural_Project_Evaluation_Team_Leadership_and_Motivation_in_Agricultural_Project_Management_Agricultural_Research_Project_Design_Agri
cultural_Data_Elicitation_Agricultural_Data_Interpretation_Agricultural_Data_Presentation_Agricultural_Finance_Agricultural_Financial_Risk_Management_Course_Brochur
e
Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc

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;
Page 24 of 35
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_Planning_Execution_Agricultural_Project_Evaluation_Team_Leadership_and_Motivation_in_Agricultural_Project_Management_Agricultural_Research_Project_Design_Agri
cultural_Data_Elicitation_Agricultural_Data_Interpretation_Agricultural_Data_Presentation_Agricultural_Finance_Agricultural_Financial_Risk_Management_Course_Brochur
e
Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc

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 Whole;

Harnessing Team Synergy

Gate Keeping;

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;
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cultural_Data_Elicitation_Agricultural_Data_Interpretation_Agricultural_Data_Presentation_Agricultural_Finance_Agricultural_Financial_Risk_Management_Course_Brochur
e
Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc

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;

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 Theory;

Motivation and 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;
Page 26 of 35
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cultural_Data_Elicitation_Agricultural_Data_Interpretation_Agricultural_Data_Presentation_Agricultural_Finance_Agricultural_Financial_Risk_Management_Course_Brochur
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Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
M
Moodduullee 44::
A
d
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a
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A
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i
c
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u
Advanced Agriculturraall PPrroojjeecctt M
Maannaaggeem
meenntt ((44))::
A
Aggrriiccuullttuurraall PPrroojjeecctt D
Deessiiggnn,, D
Daattaa EElliicciittaattiioonn,, IInntteerrpprreettaattiioonn aanndd FFiinnaanncciiaall R
Riisskk
M
Maannaaggeem
meenntt

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;
Page 27 of 35
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cultural_Data_Elicitation_Agricultural_Data_Interpretation_Agricultural_Data_Presentation_Agricultural_Finance_Agricultural_Financial_Risk_Management_Course_Brochur
e
Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc

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’ and ‘Patterns’ in Information;

Arriving At Conclusions;

Reporting the Findings;

Reporting Styles;

Using the Evidence;

Use of Visual Representations;

Generating Graphs and Charts from Tables;

Managing Research Projects;

Project Planning;

Generating Project Roles;

Realistic Project Costing;

Monitoring and Continuous Evaluation;

The Interim Reports;

Writing a Research Proposal;

Establishing Research Objectives;

Identifying and Defining the Problem;

The Synopsis;
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Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc

Ethical Concerns in the Formulation and Conduct of Research;

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’.
Synopsis of Diploma – Postgraduate, Postgraduate Diploma and
Postgraduate Degree Regulation
PPoossttggrraadduuaattee D
Diipplloom
maa aanndd D
Diipplloom
maa –– PPoossttggrraadduuaattee:: T
Thheeiirr D
Diissttiinnccttiioonn
aanndd A
Asssseessssm
meenntt R
Reeqquuiirreem
meenntt
Delegates studying courses of 5-9 days duration, equivalent to 30-54 Credit Hours
(direct lecturer contact), will, on successful assessment, lead to the Diploma –
Postgraduate. This represents a single credit at Postgraduate Level. While 6-day and 7day courses also lead to a Diploma – Postgraduate, they accumulate 36 and 42 Credit
Hours, respectively. Delegates and students who fail to gain the required level of pass, at
Postgraduate Level will receive a Certificate of Attendance and Participation. The
Certificate of Attendance and Participation will not count, for cumulative purpose,
towards the Postgraduate Diploma.
Courses carry varying credit values; some being double credit, triple credit, quad credit
and 5-credit, etc. These, therefore, accumulate to a Postgraduate Diploma. As is
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e
Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
explained, later, in this document, a Postgraduate Diploma is awarded to students and
delegates who have achieved the minimum of 360 Credit Hours, within the required level
of attainment.
Credit Value and Credit Hours examples of Diploma – Postgraduate Courses are as
follows:
CCrreeddiitt VVaalluuee
CCrreeddiitt H
Hoouurrss
Double-Credit
60-72
Triple-Credit
90-108
Quad-Credit
120-144
Single-Credit
30-36
10-Credit (X36 Credit-Hours) to 12Credit (X30 Credit-Hours)
360
Other Credit Values are calculated proportionately.
Because of the intensive nature of our courses and programmes, assessment will largely
be in-course, adopting differing formats. These assessment formats include, but not
limited to, in-class tests, assignments, end of course examinations. Based on these
assessments, successful candidates will receive the Diploma – Postgraduate, or
Postgraduate Diploma, as appropriate.
In the case of Diploma – Postgraduate, a minimum of 70% overall pass is expected. In
order to receive the Award of Postgraduate Diploma, candidate must have accumulated
at least the required minimum ‘credit-hours’, with a pass (of 70% and above) in at least
70% of the courses taken.
Delegates and students who fail to achieve the requirement for Postgraduate Diploma, or
Diploma - Postgraduate - will be given support for 2 re-submissions for each course.
Those delegates who fail to achieve the assessment requirement for the Postgraduate
Page 30 of 35
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cultural_Data_Elicitation_Agricultural_Data_Interpretation_Agricultural_Data_Presentation_Agricultural_Finance_Agricultural_Financial_Risk_Management_Course_Brochur
e
Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
Diploma or Diploma - Postgraduate - on 2 resubmissions, or those who elect not to
receive them, will be awarded the Certificate of Attendance and Participation.
D
Diipplloom
maa –– PPoossttggrraadduuaattee,, PPoossttggrraadduuaattee D
Diipplloom
maa aanndd
PPoossttggrraadduuaattee D
Deeggrreeee A
Apppplliiccaattiioonn R
Reeqquuiirreem
meennttss
Applicants for Diploma – Postgraduate, Postgraduate Diploma and Postgraduate
Degrees are required to submit the following documents:
 Completed Postgraduate Application Form, including a passport sized picture
affixed to the form;
 A copy of Issue and Photo (bio data) page of the applicant’s current valid
passport or copy of his or her Photo-embedded National Identity Card;
 Copies of credentials mentioned in the application form.
A
Addm
miissssiioonn aanndd EEnnrroollm
meenntt PPrroocceedduurree
 On receipt of all the above documents we will make an assessment of the
applicants’ suitability for the Programme for which they have applied;
 If they are accepted on their Programme of choice, they will be notified
accordingly and sent Admission Letters and Invoices;
 One week after the receipt of an applicant’s payment or official payment
notification, the relevant Programme Tutor will contact him or her, by e-mail or
telephone, welcoming him or her to HRODC Postgraduate Training Institute;
 Non-European Students will be sent immigration documentation, incorporating
a Visa Support Letter. This letter will bear the applicant’s photograph and
passport details;
 Applicants will be notified of the dates, location and venue of enrolment and
orientation;
 Non-UK students will be sent general information about ‘student life’ in the UK
and Accommodation details.
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e
Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
M
Mooddeess ooff SSttuuddyy ffoorr PPoossttggrraadduuaattee D
Diipplloom
maa CCoouurrsseess
There are three delivery formats for Postgraduate Diploma Courses, as follows:
1. Intensive Full-time Mode (3 months);
2. Full-time Mode (6 month);
3. Video-Enhanced On-Line Mode.
Whichever study mode is selected, the aggregate of 360 Credit Hours must be achieved.
CCuum
muullaattiivvee PPoossttggrraadduuaattee D
Diipplloom
maa CCoouurrsseess
All short courses can accumulate to the required number of hours, for the Postgraduate
Diploma, over a six-year period from the first registration and applies to both general and
specialist groupings. In this regard, it is important to note that short courses vary in
length, the minimum being 5 days (Diploma – Postgraduate) – equivalent to 30 Credit
Hours, representing one credit. Twelve 5-day short courses, representing twelve credits
or the equivalent of 360 Credit Hours are, therefore, required for the Award of
Postgraduate Diploma.
A six-day course (Diploma – Postgraduate) is, therefore, equivalent to 36 hours Credit
Hours, representing one credit. Therefore, ten short courses, of this duration, equates to
the required 360 Credit Hours, qualifying for the Award of Postgraduate Diploma. While
double-credit courses last between ten and fourteen days, triple-credit courses range
from fifteen to nineteen days. Similarly, quad-credit courses are from sixteen to nineteen
days. On this basis, the definitive calculation on the Award requirement is based on the
number of hours studied (aggregate credit-value), rather than merely the number of
credits achieved. This approach is particularly useful when a student or delegate studies
a mixture of courses of different credit-values.
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Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
For those delegates choosing the accumulative route, it is advisable that at least two
credits be attempted per year. This will ensure that the required number of credit hours
for the Postgraduate diploma is achieved within the six-year time frame.
P
Prrooggrreessssiioonn ttoo P
Poossttggrraadduuaattee D
Deeggrreeee –– M
MA
A,, M
MB
BA
A,, M
MS
Scc
 On the successful completion of the Postgraduate Diploma, students may register
for the Masters Degree, after their successful completion of Course #7: Research
Project: Design, Conduct & Report.
 The students’’ Degree Registration Category will be dictated by the courses or
modules studied at Postgraduate Diploma Level. The categories relate to Master
of Business Administration (MBA); Master of Arts (MA) Master of Science (MSc);
Executive Master of Business Administration (Executive MBA).
S
Sppeecciiaalliissm
m aanndd D
Deeggrreeee A
Aw
waarrdd TTiittlleess
The title of the degree will be indicative of the specialism studied or its generalist
nature, as exemplified below:
 Master of Science - Advanced Oil and Gas Accounting: International Petroleum
Accounting (MSc Advanced Oil and Gas Accounting: International Petroleum
Accounting);
 Master of Science - Accounting and Finance (MSc Accounting and Finance);
 Master of Science - Real Estate Management (MSc Real Estate Management);
 Master of Science
- Tourism and International Relations (MSc Tourism and
International Relations);
 Master of Science – Human Resource Training and Development Management
(MSc HR Training and Development Management);
 Master of Business Administration (MBA);
 Executive Master of Business Administration (Executive MBA);
 Master of Business Administration – Finance (MBA Finance);
Page 33 of 35
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Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
 Master of Business Administration – Accounting (MBA Accounting);
 Master of Arts - Human Resource Management (MA Human Resource
Management);
 Master of Arts - Information and Communication Management (MA Information
and Communication Management).
D
Diisssseerrttaattiioonn:: TTooppiiccss,, S
Suuppeerrvviissiioonn aanndd E
Exxaam
miinnaattiioonn
 The knowledge and skills gained from the research methods course will enable
students to formulate their research proposal.
 With the guidance of their research methods tutor, they will submit a Synopsis or
Research Proposal
 On the approval of their synopsis, their Masters Degree Registration will be
formalised and they will, in earnest, begin their dissertation research.
 Students’ choice of Dissertation area and topic must closely reflect their
specialism and expected Award Title;
 The Postgraduate Degree Award Board, which will convene twice during each
Academic Year, will determine whether the rules have been complied with, in this
regard, and will, where necessary, change a registered Award Title, to reflect the
reality of a programme choice;
 The length of the Dissertation will be between 15,000 and 20,000 words. Higher
or lower limits will be accepted through special dispensation only, tabled through
their Dissertation Supervisors;
 Students will each be assigned one Main Dissertation Supervisor, for formal
tuition, and a Dissertation Mentor, who will provide them with informal advice, in
conjunction with their Main Dissertation Supervisor;
 Each Dissertation Mentor will also mediate the relationship between the Student
and his or her Dissertation Supervisor;
 Students’ Viva Voce, or Oral, Examination will be conducted within 3 months of
the submission of their Dissertation;
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Advanced Agricultural Project Management - Leading to Diploma-Postgraduate in Advanced Agricultural Project Management (5Credit), Accumulating to Postgraduate Diploma, Progressing to a Postgraduate Degree - MA, MBA, MSc
 The Dissertation Examination will be conducted by an External and an Internal
Examiner;
 The External Examiner will be drawn from a recognized University and will be an
Academic in the Discipline being examined, who is not otherwise associated with
HRODC Postgraduate Training Institute;
 The Internal Supervisor will be an HRODC Postgraduate Training Institute’s tutor,
who is neither the Students’ main Dissertation Supervisor or their Dissertation
Mentor;
 The submission date of a Masters Dissertation is expected to be within 12
calendar months of a candidate’s initial registration for the Degree but can be
extended, on application, to a period not exceeding 24 months;
 In the event that Students are not successful on their first attempt, they will be
given the opportunity to make minor amendments to, or revise, their Dissertation,
with the guidance of their Dissertation Supervisors.
 The maximum total submission and resubmission period should not exceed 36
calendar months from the date of first registration for a particular Masters Degree;
 Additional details and general aspects of these regulations are contained in the
document: Masters Degree - Dissertation Guidelines.
Terms and Conditions
HRODC Policy Terms and Conditions are Available for viewing at:
http://www.hrodc.com/COSTS.htm
Or Downloaded, at:
http://www.hrodc.com/Brochure_Download_Centre.Company_Brochures_Seminar_Broc
hures_Seminar_Schedule.htm
The submission of our application form or otherwise registration by of the submission of
a course booking form or e-mail booking request is an attestation of the candidate’s
subscription to our Policy Terms and Conditions, which are legally binding.
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