Communications, Information Management and Project Management

HRODC Postgraduate Training Institute
Em Kuala Lumpur, Malaysia (Malaysia)

R$40001-50000

Informação importante

  • Curso
  • Kuala lumpur, malaysia (Malaysia)
  • Duração:
    1 Month
  • Quando:
    à escolha
Descrição

Limited Objectives: At the conclusion of specified learning and development activities, deleagtes will be able to: Choose the most appropriate data elicitation techniques, in relation to the sampling frame, sampling unit, sample size & time span, among other factors. Advise others of the situations in which participant observation, conversation analysis, documentary analysis, focus groups, interviews & questionnaires, respectively, are appropriate. Design interview & questionnaire schedules that will elicit information appropriate to the objectives of the report.
Suitable for: Managers. Supervisors. Project Managers. Project Leaders. Entrepreneurs. Business Owners

Informação importante

Requisitos: Degree or Work Ex[erience

Instalações

Instalações e datas

Início Localização
à escolha
Kuala Lumpur, Malaysia
Jalan Ampang Hilir, 68, Malaysia, Malaysia
Ver mapa

O que se aprende nesse curso?

Management
Motivation
IT Project Management
IT
Design
Project
Communications
systems
Project Management
Communication Training
IT Development
IT Management

Programa

Module 1: Information Gathering , Processing and Presentation

Course Content & Concepts

¯  Choose the most appropriate data elicitation techniques, in relation to the sampling frame, sampling unit, sample size & time span, among other factors.

¯  Advise others of the situations in which participant observation, conversation analysis, documentary analysis, focus groups, interviews & questionnaires, respectively, are appropriate.

¯  Design interview & questionnaire schedules that will elicit information appropriate to the objectives of the report

¯  Design structured & unstructured questions, determining the conditions under which they should be used

¯  Design questionnaires & interview schedules, with a mixture of open-ended & closed-ended items, avoiding forced-choice in the latter

¯  Employ the most appropriate data analysis techniques, based on the type & volume of data available

¯  Use SPSS (subject to licence) and, or, Excel software packages in analysing data

¯  Use Microsoft Excel to make necessary calculations

¯  Identifying ‘trends’ & ‘patterns’ in information, in an effort to arrive at the appropriate conclusions

¯  Distinguish between summary and conclusions

¯  Produce effective reports, adhering to conventional styles, presenting evidence from the data, & exploiting visual representations

¯  Design an investigation, taking pertinent factors into account

¯  Manage an investigation, from inception and design to reporting

¯  Demonstrate their ability to work collaboratively in:

 Module 2: Organisational Analysis An Internal View

¯  Definition of Organisation

¯  Organisational Objectives,

¯  The Collegium

¯  Organisational Tasks

¯  Division Of Work/Labour

¯  Delegation of Role, Task, Power, Authority in a project management and general organisational setting

¯  Responsibility for task performance in an organisation-wide context and project setting.

¯  Organisational Accountability: internal and External

¯  Internal accountability: Worker accountability to team managers and project leaders

¯  Authority

¯  Two facets of authority

¯  The second facet of authority

¯  Traditional authority

¯  Legitimate authority

¯  Professional authority

Module 3: Organisational Analysis: A Strategic View

¯  External Organisational accountability

¯  Accountability to owners/sponsors

¯  Accountability to clients/users/customers

¯  Accountability to Creditors

¯  Accountability to Sector or Industry

Accountability to the State – Government, generally; Regulatory Authorities (eg. Office of Fair Trading, Competition Commission, Trading Standards, Sector Regulators, City Regulators

Module 4: Internal and External Organisational Analysis: A Strategic View

¯  Organisational Internal Analysis:

¯  Organisational Strengths and Weaknesses Analysis

¯  Organisational External Analysis: Opportunities and Threats Analysis

¯  Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis

¯  External Global Analysis; Local, National, Global Analyses of PEST Factors or LONGPEST Analysis

Political, Economic, Social, Technological, European, Legal Analysis or PESTEL Analysis

Module 5: Information Management: Data Gathering and Analysis 

¯  Methods of Data Gathering

¯  Questionnaire, Interview and Scalar Checklist Design

¯  Information Gathering: Documentary Analysis, Conversation Analysis and Interviewing,

¯  Levels of Participant Observation

¯  The Complete Participant As Observer: Making ‘Detached Observations’

¯  Information Processing: Data Analysis and Interpretation

Encouraging Lateral Thinking: Brainstorming, Forced Associations, Metaphors, Analogies

Module 6: Communication Elements

PROJECT LIFE CYCLE

¯  Planning – conceptualisation, analysis, proposal, justification, agreement

¯  Doing – start-up, execution, completion, hand over

¯  Checking – review

¯  Acting – feedback

¯  Development of a Project Life Cycle, Project Brief and Proposal

¯  The Management of Change

¯  The Systems Approach to Project Management

¯  The requirements of successful Project Management

¯  Balancing Costs and Benefits

¯  Managing the Planning Process

¯  Critical Incident Analysis

¯  Project Control Mechanism

¯  The Value Chain: Adding Value To Processes, Products and Processes

¯  Project Decision-making

¯  Project Coordination: The 5 Bases of Co-ordination

Developing a CATWOE Focus of project management

Module 7: Project Management: Approaches and Methodologies

¯  An introduction to Structured Systems Analysis and Design Method (SSADM)

¯  Feasibility Study

¯  Project Definition and Profile

¯  Deciding on analytical and Project Approach

¯  Analytical Toolkit

¯  Project methodologies – iterative through to Waterfall

¯  Joint Application Design (JAD)

¯  Process Re-Engineering

¯  RUP

¯  Rapid Application Development (RAD)

¯  Process Mapping/Modelling

¯  CASE

¯  Facilitation/Workshop

¯  Data Modelling

¯  Strategy

¯  Creativity Reviewing

¯  The bigger picture

¯  Objectivity

¯  Testing techniques

¯  Prototyping

¯  Cause and effect analysis

Root cause analysis


Module 8: 

¯  Directing Or Leading

¯  The Concept of Motivation

¯  Theories of Motivation

¯  Equitable Reward Systems

¯  Designing An Effective Motivation Strategy

¯  The collectivist Vs the individualist perspective of motivation

Common trends in Motivation theories

Module 9: Organisational Design: Structuring and Restructuring Organisations 

¯  An introduction to organisational design: Approaches to organisational design - classical, neo-classical and contingency approaches.

¯  Organisational structure: internal and external relationships. Vertical and horizontal relationships.

- Lines of authority and accountability.  The functional structure.

Module 10: Organisational Design: Structuring and Restructuring Organisations 

¯  The divisional structure and its internal relationships.  Basis of divisionalisation.  The divisional structure compared with the functional structure on the basis of communication, co-ordination, autonomy, control and flexibility.

The organisation of the matrix structure Decision-making and communication patterns in functional, divisional and matrix structures compared.