Project Management

Contract and Procurement Management in Engineering and Construction Projects

A practical programme in project contract and procurement management for professionals who are accountable for results, not just awareness.

  • 5training days
  • 4modules
  • 8sessions
  • 32topics
View packages and pricesCourse outline
Contract and Procurement Management in Engineering and Construction Projects
5days

About the programme

Course Overview

A schedule for project contract and procurement management without a critical path is a wish list with dates. Most recovery effort on procurement management is spent on problems that were visible early. Across sectors, teams that rehearse this area of project and portfolio delivery outperform teams that only plan it. Participants test their assumptions about project contract and procurement management against scenarios designed to break weak ones. The programme works equally well for those formalising the project and portfolio delivery discipline for the first time and those improving an existing approach. Most organisations already have a policy on procurement management; far fewer can show it working. They gain the ability to sequence improvements to project contract and procurement management in an order their organisation can absorb. The programme converts procurement management from an area of general awareness into a set of repeatable practices. The programme closes with an action plan for this area of project and portfolio delivery that each participant writes for their own organisation.

Expected Learning Outcomes

  • Build a concise delivery plan for project contract and procurement management that colleagues can follow without further explanation.

  • Present the case for investment in procurement management in terms that a finance function will accept.

  • Reduce avoidable variation in how project contract and procurement management is carried out across teams.

  • Track progress on procurement management by earned value rather than by activity completed.

  • Build a schedule for project contract and procurement management with a genuine critical path and realistic durations.

  • Establish quality acceptance criteria for the deliverables of procurement management.

  • Recover project contract and procurement management when it is behind, without pretending it is not.

Who Should Attend

  • Anyone whose accountability for project contract and procurement management exceeds their current formal training in it.

  • Project management office staff assuring procurement management.

  • Technical staff being prepared for supervisory responsibility over project contract and procurement management.

  • Client and stakeholder representatives monitoring procurement management.

  • Cost engineers and project controls staff on project contract and procurement management.

  • Risk managers supporting procurement management.

Course Modules

Open any module to see its sessions and topics.

01

Project contract and procurement management: progress measurement and early warning

2 sessions · 8 points

Session 1Keeping project contract and procurement management alive after the initial push

  • Confirm that those complying with project contract and procurement management understand why it exists.
  • Reduce the variation in how procurement management is carried out between teams.
  • Agree what will be standardised in project contract and procurement management and what will not.
  • Review at each gate whether procurement management should continue at all.

Session 2Pricing every change to procurement management

  • Estimate project contract and procurement management using two independent methods and reconcile the difference.
  • Plan handover of procurement management to the team that will operate it.
  • Define the decision gates for project contract and procurement management and what evidence each requires.
  • Verify six months later that changes to procurement management have held.
02

Procurement management: schedule, critical path and realistic duration

2 sessions · 8 points

Session 1Moving procurement management from approval to execution

  • Anticipate the objections project contract and procurement management will raise and prepare the answers.
  • Identify the critical path through procurement management and the float elsewhere.
  • Prepare the recovery plan for project contract and procurement management before it is needed.
  • Build reporting on procurement management that surfaces problems while they are small.

Session 2Keeping stakeholders of procurement management genuinely supportive

  • Define acceptance criteria for project contract and procurement management in advance.
  • Rank the weaknesses in procurement management by consequence rather than by ease of fixing.
  • Collect evidence on the present handling of project contract and procurement management before proposing changes.
  • Close out actions on procurement management rather than leaving them open indefinitely.
03

Procurement management: estimating cost and effort

2 sessions · 8 points

Session 1Measuring progress on procurement management honestly

  • Manage supplier performance on project contract and procurement management against contract, not goodwill.
  • Register the risks to procurement management with owner, probability and impact.
  • Prepare the response for the most likely failure in project contract and procurement management.
  • Identify single points of dependency in procurement management and reduce them.

Session 2The risks to project contract and procurement management nobody wants to raise

  • Set the review interval for project contract and procurement management and who attends.
  • Map stakeholders of procurement management by influence and current level of support.
  • Archive the decision record for project contract and procurement management so successors understand it.
  • Compare resource demand from procurement management against other commitments.
04

Procurement management: handover, benefits and lessons

2 sessions · 8 points

Session 1The paperwork for procurement management that is actually needed

  • Record the rationale for each significant choice made about project contract and procurement management.
  • Write the scope statement for procurement management including explicit exclusions.
  • Set the change control process for project contract and procurement management and require cost and time impact.
  • Compare the cost of procurement management with the cost of its absence.

Session 2Recovering procurement management when it is behind

  • Define acceptance criteria for each deliverable of project contract and procurement management.
  • Rehearse the briefing on procurement management that would follow an incident.
  • Define how the benefit from project contract and procurement management will be measured after closure.
  • Prepare the summary of procurement management that senior management will read.

Choose the package that suits you

Silver Package

At least 3 people

USD1,250
  • Workshop or Program Participation
  • Airport Transfers
  • Customized Badge
  • Expert Mentorship (Private Sessions)
  • Supervision & Secretarial Services
  • Accredited Certificate of Participation
  • Complete Training Kit
  • Coffee Break
  • Closing Ceremony

Gold Package

At least 3 people

USD1,850
  • 5-night stay in a 5-star hotel
  • Workshop or Program Participation
  • Airport Transfers
  • Customized Badge
  • Expert Mentorship (Private Sessions)
  • Supervision & Secretarial Services
  • Accredited Certificate of Participation
  • Complete Training Kit
  • Coffee Break
  • Closing Ceremony

Complete your registration

We will contact you within one business day to confirm.

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