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Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
#117
Project Management in Action:
Managing World Bank Projects
World Bank Proje ct Ma nageme nt
(Doub le Cre dit)
P. 1
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Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
Project Management in Action:
Managing World Bank Projects
World Bank Proje ct Ma nageme nt
(Doub le Cre dit)
P. 2
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Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
Course Co-ordinator:
Prof. Dr. R. B. Crawford – Director H RODC Pos tgrad uate Tr ai ni ng Inst itu te
 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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Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
For Whom This Course is Designed
This Course is Designed For:
 Project Management Specialists
 Senior Managers,
 Project Management Consultants
 Project Leaders
 Project Management Practitioners
 Commissioners
 Project Officers
 Fund Holders
 Project Directors
 Revenue Managers
 Project Managers
 Development Agencies
 Entrepreneurs
 Regeneration Officials
 General Managers
 International Associations
 Field Managers
 Corporate Managers
 Venture Capitalists
 Economic Agencies
 Business Angels
 Regional Associations
 Dragons
 Economic Advisors
 Investment Managers
 All others interested in the Practical
 Fund Managers
Issues associated with Project
 Tender Response Units Officials
Management and World Bank
 Bidding Department Officials
Projects, specifically
Duration: 2 Weeks (10 days)
Cost:
 £8,000.00 Per Delegate for UK Delivery
 £10,000.00 Per Delegate for Delivery outside the UK
Please Note:


V.A.T. (Government Tax) does not apply to Corporate Sponsored Individuals, taking Programmes or
Cours es 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.
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Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
Cost includes:
 Free Continuous snacks throughout the Event Days;
 Free Hot Lunch on Event Days;
 Free City Tour;
 Free Country Souvenir;
 Free Stationery;
 Free On-site Internet Access;
 Leather Conference Folder;
 Conference Ring Binder;
 Institute’s Polo Shirt.
 Diploma – Postgraduate - or
 Certificate of Attendance and Participation – if unsuccessful on resit.
Daily Schedule: 9:30 to 4:30 pm.
Location: Central London and International Locations
Schedule - Part 2:
http://hrodc.com/London_Postgraduate_Courses_Postgraduate_Diploma_Postgraduate_
Executive_MBA_Schedule_MBA_Diploma_London_UK.htm
Click to book this course:
http://www.hrodc.com/Course_Booking_Form_London_Dubai_Kuala_Lumpur_Paris_Joh
annesburg_Cairo_Jeddah_Abu_Dhabi_Kuwait_MBA_MSc_MA_Course.htm
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Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
Project Management in Action: Managing World Bank Projects
Leading to Diploma-Postgraduate in World Bank Project Management
(Double Credit)
Course Objectives
By the conclusion of the specified learning and development activities, delegates will be able
to:
 Distinguish between groups and mere aggregations;
 Suggest the difference in interpretation of groups and teams;
 Demonstrate your understanding of the social and psychological relevance of the stages
of formation of a group;
 Distinguish between task forces, committees, command groups and boards;
 Apply group dynamics to organisational settings;
 Suggest ways of improving group morale, while enhancing their effectiveness;
 Demonstrate a heightened understanding of the type and permanence of the leadership
of a team;
 Explain the occasions in which a situational leader is likely to emerge;
 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 ;
 Determine why a temporary team is likely to be more problematic to lead than a
permanent team;
 Explain why a team’s disbandment might have a negative psychological effect on
members and the team leader;
 Explain the bases for the feeling of ‘Togetherness’ or ‘Awareness’ in an aggregation;
 Demonstrate their understanding of the theoretical and practice bases of Team
Dynamics;
 Explain the Team Typological Bases;
 Distinguish between command teams, boards, committees and task forces;
 Provide examples of command teams, highlighting the situations in which a leader
might belong to two Command Teams
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Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
 Distinguish between Temporary Committees and Standing Committees;
 Order the team formation stages, explaining the psychological issues that beset them
and relate them to organisational functioning;
 Demonstrate their ability to deal with the psychological effect of disbandment;
 Detect Dysfunctional Behaviours;
 Address the salient issues associated with Dysfunctional Behaviours;
 Provide an individually synthesized proposal for dealing with aggressiveness ;
 Indicate how they would handle blocking, effectively;
 Propose an effective way of dealing with interfering behaviour;
 Demonstrate the effectiveness of the strategy that they have devised for dealing with
intra-team competition;
 Evaluate the effectiveness of their strategy for addressing situations where team
members seek sympathy;
 Propose an effective remedy to ‘member withdrawal;’
 Put forward a satisfactory way of addressing ‘special pleading;’
 Demonstrate an effective ‘leader behaviour’ when dealing with dysfunctional
behaviours;
 Exhibit tact in discouraging team member distracting behaviours;
 Provide examples of how a leader should encourage desirable behaviours in a team;
 Indicate the range of tangible rewards that might be utilised in a team;
 Propose suitable intangible rewards that might be applied to a team situation;
 Apply appropriate rewards and, or, punishment that are applied to a given team
situation – thereby promoting team ‘functionality;’
 Demonstrate an awareness of their ‘Team Building and Maintenance Roles’ that will
improve team effectiveness;
 Indicate the steps that they will take to harmonising their teams;
 Establish a basis for standard setting in their teams;
 Demonstrate their understanding of the importance of Gatekeeping in team formal
settings;
 Determine the optimum team size for effective functioning;
 Demonstrate their ability to manage conflict effectively, incorporating the occasions
P. 7
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Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
when it should be encouraged;
 Outline the steps that they will take to avert groupthink and promote teamthink;
 Demonstrate their understanding of the ‘risky shift syndrome’, outlining the steps that
they will take to avert them;
 Demonstrate their ability to employ transactional analysis in a team context;
 Internalise the dysfunctional effect of ‘resonation’ in a team context;
 Suggest how they might employ an effective diversity management that discourages
resonation;
 Demonstrate their grasp of the fundamentals of performance management;
 Illustrate how they might resolve interpersonal problems among team members;
 Indicate how they will help team members to channel their ener gies into task
performance, establishing realistic goals;
 Develop effective communication strategies that might be applied to team settings,
minimising technical language;
 Clarify roles in team settings;
 Provide a basis for team standard setting - establishing standards and evaluating
progress;
 Illustrate how they will determine the contribution of each team member to team goal
accomplishment;
 Recognise and acknowledge performance improvement in teams;
 Indicate how they will reward exceptional performance in their teams;
 Indicate how they will establishing key competencies in teams;
 Suggest how to establish acceptable performance levels in teams, noting performance
indicators;
 Propose standards of measuring competence in teams;
 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;
 Illustrate how they will enhance the issue of ‘gatekeeping’ to ensure that team
members, in general, participate in team meetings, extending support to the weak,
ensuring that introverted team members are not intimidated or ‘crushed’ by the
P. 8
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Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
extroverted;
 Recognise the ineloquent team members without relevant current information, who
might, nevertheless, be able to perform evaluative role;
 Resonation as an issue in team effectiveness;
 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;
 Suggest ways to counteract the effect of the informal hierarchy - in teams other than
command teams;
 Demonstrate their appreciation of the fact that workers belong to different classes, in
society;
 Demonstrate an understanding of the notion that societal socio-economic hierarchy
might be informally represented in teams;
 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;
 Exhibit a knowledge of the intimidating effect that class might have on team members,
and, hence, the leader’s responsibility to ensure that this informal hierarchy is
dispensed with in the promotion of a ‘classless team;’
 Describe the effort that they will make to enhance the ‘critical faculty’ of their team;
 Demonstrate their awareness of the value of team cohesiveness and team solidarity,
and the dangers of over-cohesiveness;
 Demonstrate their understanding of the concept of project management;
 Illustrate the pertinent issues associated with project sustainability;
 Portray a heightened understanding of project development;
 Highlight and internalise crucial project planning issues;
 Deconstruct team management in a problem solving setting;
 Apply the most appropriate project management methodology to both real and
hypothetical settings;
 Recommend a project control system that may be applied to a given scenario ;
 Devise a viable sourcing strategy, relevant to a particular project setting;
P. 9
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Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
 Conduct both pre-feasibility and feasibility studies;
 Facilitate a ‘scoping study;’
 Apply scoping strategy to a sustainability setting;
 Address key issues associated with meeting management;
 Ensure that project agreements are legally ‘water-tight;’
 View project structure as the system of relationship that persists;
 Have demonstrated an understanding of mind mapping and fish bone method ;
 Apply tracking timing and costs, contingencies to project management;
 Project a heightened awareness of the need to develop an excellent working
relationship with suppliers and sub-contractors;
 Define risk – generally, and in a project management setting;
 Relate risk management to projects and project management;
 Suggest ways in which financial risk management is relevant to project management;
 Explain the relevant risk exposure that pertains to specific project settings;
 Understand how project risk might be affected by ‘Market Dynamics;’
 Illustrate the value of liquidity in project management and its associated risk;
 Indicate how operating risk might be a financial liability;
 Associate fraud risk with project management;
 Link settlement risk with ‘survival imperative;’
 Understand the relationship between project management strategy and risk
management;
 Indicate how currency derivatives market might hold the key to ‘project sustainability;’
 Demonstrate an understanding of the concept of motives and their value in
organisational and subsystem effectiveness;
 Distinguish between the different sets of motivation theories, notably content, process
and reinforcement;
 Demonstrate their ability to translate motivation theory into practice;
 Evaluate the appropriateness of the application of particular theoretical aspects of
motivation to specific situations;
 Demonstrate their ability to formulate a comprehensive motivation strategy;
P. 10
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Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
 Critically appraise existing motivation strategy within their project settings, identifying
and addressing gaps;
 Demonstrate their appreciation of the need for a variance in intrinsic and extrinsic
values if motivation;
 Demonstrate how popular motivation theories have contributed to our understanding
of worker behaviour;
 Locate performance related pay, productivity bonuses and other remuneration
inducement within existing motivation theory;
 Illustrate how the contingency approach to motivation might be applied to different
situations;
 Indicate the part that training and development play in worker motivation;
 Apply the ‘equity’ theory to work situation from a ‘differentiation perspective’, rather
than an ‘equality perspective;’
 Know how the Comprehensive Development Framework governs the development of
World Bank strategies;
 Specify the non-lending activities of World Bank;
 Be familiar with the strategies adopted by World Bank to reduce poverty;
 Identify the possible beneficiaries of the business opportunities offered by the World
Bank;
 Recognize the problems and global challenges addressed by the World Bank;
 Categorize a country as low-income, middle-income and fragile and conflict-affected
country;
 Enumerate the key areas where the World Group’s assistance can have the biggest
impact on poverty reduction;
 Explain the concept of Country Assistance Strategies (CAS);
 Know how the process of harmonization is done and how it can helps boost overall aid
effectiveness;
 Enumerate the steps taken to promote harmonization;
 Realize how alignment contributes to a country’s capacity for development;
 Ascertain why the process of alignment focuses on country ownership and government
leadership;
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Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
 Demonstrate how the project cycle works;
 Decide on the particular project that your organization can deal with the World Bank;
 Suggest other strategies and priorities to reduce poverty and improve living standards ;
 Determine whether your organization’s project is among the pr ojects supported by
World Bank;
 Indicate the basic elements in a project concept note;
 Name those who are responsible for the project preparation phase;
 Prepare your own Environmental Action Plan and Indigenous People’s Plan;
 Indicate the steps in appraising the projects;
 Draft the documents required for the approval of the project;
 Verify when the implementation phase begins;
 Know the succeeding process after the project is completed and closed;
 Cite the functions of Impact Evaluation Reports;
 Determine how the information is made available to public;
 Specify the functions of World Bank Executive Directors;
 Be familiar with the purpose of Monthly Operational Summary;
 Know the function of Status of Projects in Execution;
 Perceive the contents of Completion and Results Report;
 Be acquainted with the policies and procedure for its implementation;
 Determine who can be sanctioned by the World Bank;
 Determine major sector which can benefit from the World Bank’s project;
 Analyze the procurement type;
 Synthesize the Trust funds and grants;
 Discuss the bank’s basic objective in offering guarantees;
 Identify what counts as a development result;
 Summarize the strategies undertaken to strengthen the World Bank’s ability to monitor
and measure the quantitative and qualitative results of IDA and IBRD support;
 Enumerate the data sources for mapping the result platform;
 Recall the methodology for mapping the result platform;
 Name the development indicators;
P. 12
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Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
 Identify who can avail of the World Bank’s loans, credits, guar antees and technical
assistance;
 Enumerate those who are eligible to complete for the business opportunities offered by
the World Bank;
 Describe the business opportunity during the project cycle;
 Determine who carries out the World Bank’s responsibilities during the project cycle ;
 Establish who are responsible for managing the implementation of the project;
 Indicate the roles of the World Bank during the implementation of the project;
 Specify the procurement methods employed on world bank-financed projects;
 Determine the sources of information throughout the cycle that can help the companies
identify, track and prepare for the business opportunity;
 Explain the role of the bank staff;
 Know how to advertise procurement notice;
 Identify those who can help in case of problems during the publication process;
 Elucidate the purpose of the guideline;
 Identify who are considered consultants;
 Know the general considerations in choosing consultants;
 Be familiar with conflict of interest which disqualifies one from becoming a consulta nt
 Identify the qualifications of consultant;
 Enumerate the acts considered as corrupt, fraudulent practices, collusive, coe rcive and
obstructive practices;
 Know the importance of procurement plan;
 Identify the steps in selection process under QCBS;
 Be familiar with the basis of cost estimate;
 Categorize the cost;
 Know how procurement notice is advertised;
 View the short list of consultant;
 Know what should be stated in the letter of invitation;
 Analyze the content of Instruction to Consultant (IOC);
 Contracts necessary to address specific country and project issue;
 Identify the other methods of selection;
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Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
 Recognize the purpose of the guideline;
 List the responsibility of the borrower and the bank;
 Specify the considerations in the implementation of the pro jects;
 Determine the circumstances under which the firm participating in the procurement
process has conflict of interest;
 Determine the eligibility of borrower;
 Know how bidding can be done;
 Identify the contract which the bank will not finance;
 Enumerate the acts considered as corrupt, fraudulent, collusive, coercive and
obstructive practices;
 Know how procurement plan is made;
 Evaluate the objectives of international competitive bidding;
 Determine the type and size of bidding documents;
 Find out how notification and advertisement for bidding is done;
 Know the characteristics of bidding documents;
 Assess the validity of bids and bid security;
 Identify the conditions of contract;
 Evaluate the applicability of Force Majeure in the contract;
 Know the time for preparation of bids;
 Know the bid opening procedures;
 Enumerate the postqualification of bidders;
 Know when the contract is to be awarded;
 Know how advertisement is made;
 Determine when rejection of bids justified;
 Identify the other methods of procurement;
 Be familiar with the process of procuring contract administration;
 Become familiar with legal terminology, documents, ethics, and the litigation process in
procuring contract administration;
 Understand legal issues involve in initiating the litigation in cases of breach of contract;
 Apply the rules in handling litigation and disputes during the acquisi tion of contract
administration;
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Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
 Determine whether a cause of action exist to warrant the filing of legal action in relation
to the contract administration;
 Identify the requisites necessary for the filing of the action;
 Determine the authority which has jurisdiction over the action;
 Understand how to settle dispute;
 Demonstrate knowledge relative to the procedural concepts involved in the litigation
and settlement of the dispute that may arise while securing contract administration;
 Define and describe the elements required to determine the merit of the action;
 Identify the causes and reasons which will grant them the right to institute the action;
 Demonstrate an ability to identify and comprehend relevant legal and factual issues in
settling the dispute arising out of the contract administration;
 Be familiar with the mechanism in settling the disputes encountered during the process.
 Know how the litigation and settlement of the dispute are regulated;
 Know the necessity and consequences of instituting the action and settling the dispute
in connection with contract administration process;
 Identify the role of underwriter in risk mitigation; and
 Determine the defence available to the parties.
Course Contents, Concepts and Issues
Team Dy nam ics: In troduc ing Te am L eaders hi p
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’?
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Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
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
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Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
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
P. 17
Advanced_Project_Management_Team_Dy namics_Team_Leadership_Risk_Management_Financial_Risk_Management_Worker_motivation_World_Bank_World_Bank_Finance_IBRD_IDA_Conflict_Man
agement_Counterparty _Risk_Ris k_Mitigation_Conflict_Resolution_L itigation_Con tract_Procurement_Goods_Services_Course
Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
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
P. 18
Advanced_Project_Management_Team_Dy namics_Team_Leadership_Risk_Management_Financial_Risk_Management_Worker_motivation_World_Bank_World_Bank_Finance_IBRD_IDA_Conflict_Man
agement_Counterparty _Risk_Ris k_Mitigation_Conflict_Resolution_L itigation_Con tract_Procurement_Goods_Services_Course
Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
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
Genera l Proje ct M anag eme nt Issu es
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
P. 19
Advanced_Project_Management_Team_Dy namics_Team_Leadership_Risk_Management_Financial_Risk_Management_Worker_motivation_World_Bank_World_Bank_Finance_IBRD_IDA_Conflict_Man
agement_Counterparty _Risk_Ris k_Mitigation_Conflict_Resolution_L itigation_Con tract_Procurement_Goods_Services_Course
Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
Mind Mapping, Fish Bone Method, ‘Is and Is Not’ and Brain Storming
Tracking Timing and Costs, Contingencies
Working With Suppliers and Sub-Contractors
Risk a nd F in anc ial Risk Ma nagem ent in A dva nced Projec t Ma nage men t
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’
Moti vat ing Workers i n Adv ance d Proj ect M an ageme nt
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
P. 20
Advanced_Project_Management_Team_Dy namics_Team_Leadership_Risk_Management_Financial_Risk_Management_Worker_motivation_World_Bank_World_Bank_Finance_IBRD_IDA_Conflict_Man
agement_Counterparty _Risk_Ris k_Mitigation_Conflict_Resolution_L itigation_Con tract_Procurement_Goods_Services_Course
Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
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 B ank’s Focus – A Worl d Fre e 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
P. 21
Advanced_Project_Management_Team_Dy namics_Team_Leadership_Risk_Management_Financial_Risk_Management_Worker_motivation_World_Bank_World_Bank_Finance_IBRD_IDA_Conflict_Man
agement_Counterparty _Risk_Ris k_Mitigation_Conflict_Resolution_L itigation_Con tract_Procurement_Goods_Services_Course
Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
 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
P. 22
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agement_Counterparty _Risk_Ris k_Mitigation_Conflict_Resolution_L itigation_Con tract_Procurement_Goods_Services_Course
Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
 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 G uid e to Consul ti ng, Supp ly a nd Contr act ing Op portu nit ies i n Proj ects
Fin anc ed by t he Wor ld Ba nk
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
P. 23
Advanced_Project_Management_Team_Dy namics_Team_Leadership_Risk_Management_Financial_Risk_Management_Worker_motivation_World_Bank_World_Bank_Finance_IBRD_IDA_Conflict_Man
agement_Counterparty _Risk_Ris k_Mitigation_Conflict_Resolution_L itigation_Con tract_Procurement_Goods_Services_Course
Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
Publishing Procurement Notices and Contract Awards
Guid eli nes Sele ctio n an d Emp loyme nt of Consul tan ts un der IBR D Loa ns an d IDA
Credits a nd Gra nts b y the World B ank

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

Procurement Plan

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
P. 24
Advanced_Project_Management_Team_Dy namics_Team_Leadership_Risk_Management_Financial_Risk_Management_Worker_motivation_World_Bank_World_Bank_Finance_IBRD_IDA_Conflict_Man
agement_Counterparty _Risk_Ris k_Mitigation_Conflict_Resolution_L itigation_Con tract_Procurement_Goods_Services_Course
Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
Debriefing by the Borrower
Rejection of All Proposals, and Re-invitation
Confidentiality

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
Procure men t of Goods, Works an d Non-Consul ti ng Servic es und er IBR D Loa ns
and ID A credi ts an d Gran ts by World Ba nk 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
P. 25
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agement_Counterparty _Risk_Ris k_Mitigation_Conflict_Resolution_L itigation_Con tract_Procurement_Goods_Services_Course
Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
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
P. 26
Advanced_Project_Management_Team_Dy namics_Team_Leadership_Risk_Management_Financial_Risk_Management_Worker_motivation_World_Bank_World_Bank_Finance_IBRD_IDA_Conflict_Man
agement_Counterparty _Risk_Ris k_Mitigation_Conflict_Resolution_L itigation_Con tract_Procurement_Goods_Services_Course
Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
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
Man agi ng Li tig atio n: The Court Process Prov id ing, Provi din g Substa nt iat ing
Evide nce

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
P. 27
Advanced_Project_Management_Team_Dy namics_Team_Leadership_Risk_Management_Financial_Risk_Management_Worker_motivation_World_Bank_World_Bank_Finance_IBRD_IDA_Conflict_Man
agement_Counterparty _Risk_Ris k_Mitigation_Conflict_Resolution_L itigation_Con tract_Procurement_Goods_Services_Course
Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
Synopsis of Diploma – Postgraduate, Postgraduate Diploma and
Postgraduate Degree Regulation
P
Poossttggrraadduuaattee D
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Diipplloom
maa –– P
Poossttggrraadduuaattee:: 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 7-day 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 5credit, etc. These, therefore, accumulate to a Postgraduate Diploma. As is 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 V
Vaalluuee
CCrreeddiitt H
Hoouurrss
Single-Credit
30-36
Double-Credit
60-72
Triple-Credit
90-108
Quad-Credit
120-144
10-Credit (X36 Credit-Hours) to 12Credit (X30 Credit-Hours)
360
Other Credit Values are calculated proportionately.
P. 28
Advanced_Project_Management_Team_Dy namics_Team_Leadership_Risk_Management_Financial_Risk_Management_Worker_motivation_World_Bank_World_Bank_Finance_IBRD_IDA_Conflict_Man
agement_Counterparty _Risk_Ris k_Mitigation_Conflict_Resolution_L itigation_Con tract_Procurement_Goods_Services_Course
Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
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, inclass 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 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
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Poossttggrraadduuaattee D
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P
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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.
P. 29
Advanced_Project_Management_Team_Dy namics_Team_Leadership_Risk_Management_Financial_Risk_Management_Worker_motivation_World_Bank_World_Bank_Finance_IBRD_IDA_Conflict_Man
agement_Counterparty _Risk_Ris k_Mitigation_Conflict_Resolution_L itigation_Con tract_Procurement_Goods_Services_Course
Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
A
Addm
miissssiioonn aanndd EEnnrroollm
meenntt P
Prroocceedduurree
 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.
M
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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.
P. 30
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agement_Counterparty _Risk_Ris k_Mitigation_Conflict_Resolution_L itigation_Con tract_Procurement_Goods_Services_Course
Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
CCuum
muullaattiivvee P
Poossttggrraadduuaattee D
Diipplloom
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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.
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. 31
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agement_Counterparty _Risk_Ris k_Mitigation_Conflict_Resolution_L itigation_Con tract_Procurement_Goods_Services_Course
Project Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,
Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc
P
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Poossttggrraadduuaattee D
Deeggrreeee –– M
MA
A,, M
MB
BA
A,, M
MSScc
 On the successful completion of the Postgraduate Diploma, delegates may register for
the Masters Degree, after their successful completion of Course #7: Research Project:
Design, Conduct & Report.
 The Delegates’ 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). Additional details are provided in the
document entitled: regulation For HRODC Postgraduate Training Institute Diploma –
Postgraduate - Postgraduate Diploma and Masters Degree – MA, MBA, MSc.
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_Brochures
_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.
P. 32