IOSH Advanced Project Safety Management

Introduction to Project Management and PMBOK® Seventh Edition

• 1.0 Module 1 Purpose
• 1.1 Basic Project Management Terms
• 1.2 The Relationship among Portfolios, Programs, and Projects
• 1.3 Scope, Time and Cost – Managing the Triple Constraint
• 1.4 Project Charter
• 1.5 What is Project Management?
• 1.6 What Changed in PMBOK® Guide Seventh Edition?
• 1.7 Why Foundation Learners Must Understand the Shift

PMI Domains and Capability Areas in Practice

• 2.0 Module 2 Purpose
• 2.1 From Domains to Capability
• 2.2 The Three PMI Domains (These three domains together represent the full role of a modern project manager.)
• 2.3 Capability Areas Behind the Domains

People Domain and Leadership Capability

• 3.0 Module 3 Purpose
• 3.1 Leadership in a Project Context
• 3.2 Building Effective Teams
• 3.3 Stakeholder Engagement
• 3.4 Communication as a Leadership Tool
• 3.5 Conflict Management
• 3.6 Influencing Without Authority

Process Domain and Delivery Capability

• 4.0 Module 4 Purpose
• 4.1 Core Elements of Delivery Capability
• 4.2 Planning for Control
• 4.3 Monitoring and Control
• 4.4 Change Control
• 4.5 Risk and Issue Management
• 4.6 Predictive, Agile, and Hybrid Delivery Approaches
• 4.6.1 Predictive Delivery Approach (Plan-Driven)
• 4.6.2 Agile Delivery Approach (Adaptive)
• 4.6.3 Hybrid Delivery Approach

Business Environment Domain and Strategic Capability

• 5.0 Module 5 Purpose
• 5.1 Understanding the Business Environment Domain
• 5.2 Strategy and Project Alignment
• 5.3 Governance and Decision-Making
• 5.4 Compliance and Organisational Obligations
• 5.5 External Environment Factors
• 5.6 Organisational Change and Readiness
• 5.7 The Project Manager as a Strategic Contributor

Value Delivery and Project Context

• 6.0 Module 6 Purpose
• 6.1 Why Projects Exist in Organisational Context
• 6.2 Understanding the System for Value Delivery
• 6.3 Information Flow and Feedback Loops
• 6.4 Governance and Decision Rights
• 6.5 Internal and External Project Environment
• 6.6 Product Management Considerations
• 6.7 How Project Success Is Now Viewed
• 6.8 Value Realisation Across the Domains
• 6.9 Defining Value Early
• 6.10 Protecting Value During Delivery
• 6.11 Measuring Value and Benefits
• 6.12 Benefits Ownership and Sustained Results
• 6.13 Strategic Alignment and Project Selection
• 6.14 Strategy, Projects, and Organisational Goals
• 6.15 Project Selection in Practice
• 6.16 Strategic Criteria for Prioritisation
• 6.17 Business Case Thinking
• 6.18 Balancing Strategic Fit and Feasibility
• 6.19 Portfolio Thinking for Project Managers

AI Integration in Project Management

• 7.0 Module 7 Purpose
• 7.1 What AI Means in a Project Context
• 7.2 Where AI Can Support Project Management
• 7.3 AI as Support, Not Substitute
• 7.4 Risks and Limitations of AI in Projects
• 7.5 Responsible Use of AI in Project Management
• 7.6 Practical AI Use Cases for Project Managers

Sustainability & ESG in Project Management

• 8.0 Module 8 Purpose
• 8.1 Sustainability in Project Terms
• 8.2 Understanding ESG
• 8.3 Why ESG Matters in Projects
• 8.4 Sustainability Risks and Opportunities
• 8.5 Integrating ESG into Project Planning
• 8.6 Governance and Ethical Decision-Making
• 8.7 ESG and Project Success

Managing Project Risk, Change and Uncertainty

• 9.0 Module 9 Purpose
• 9.1 Why Risk, Change, and Uncertainty Matter
• 9.2 Sources of Project Risk and Uncertainty
• 9.3 Risk Identification and Analysis
• 9.4 Change Management in Projects
• 9.5 Responding to Uncertainty
• 9.6 Risk Response Thinking
• 9.7 Decision-Making Under Pressure

Project Team, Organization, Roles & Responsibilities

• 10.0 Module 10 Purpose
• 10.1 Problems, Roles, and Competencies of a Project Manager
• 10.2 Common Problems of a Project Manager
• 10.3 Stakeholders
• 10.4 Stakeholders’ Identification and Influence
• 10.5 Project Stakeholders Analysis
• 10.6 Communication Excellence in Projects
• 10.7 Leading a Project kick-off Meeting

Design Risk Management

• 11.0 Legal Requirements for Design Risk Management
• 11.1 Design Risk Management
• 11.2 Hazards to consider in the Design
• 11.3 Designer Input into Information (PCI, CPP & HSF)

Risk Management and Control Techniques

• 12.0 Module 12 Purpose
• 12.1 Effective Risk Management in Building Projects
• 12.2 Frameworks for Briefing, Designing, Constructing, and Operating Building Projects
• 12.2.1 The RIBA Plan of Work Framework
• 12.2.2 Integration with Health and Safety Frameworks
• 12.2.3 The RIBA Stages and HSE Interventions
• 12.2.4 Summary Table – RIBA Stages and HSE Interventions
• 12.2.5 Comparison Table Between RIBA, PMBOK, and CDM 2015
• 12.3 Ten Basic High-Risk Activities (HRAs) in Construction
• 12.3.1 The Ten Basic High-Risk Activities
• 12.3.2 Cross-Cutting Control Principles for All HRAs

Microsoft Project

• 13.0 Project Management Tool
• 13.1 Gantt Chart
• 13.2 Resource Sheet
• 13.3 Task View and Task Details
• 13.4 Task Information
• 13.5 New Project Information
• 13.6 Developing Tasks and Phases
• 13.7 Project Calendar
• 13.8 Resources
• 13.9 Default Standard Rate and Overtime Rate
• 13.10 The Scheduling Formula: Duration, Units, and Work
• 13.11 Costs

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