Construction Project Management Training Course

Duration 10 days 19 modules · 65 contact hours
Level Intermediate Certificate on completion
Who attends Construction Project Managers, Assistant Project Managers and others
Fee from USD 2,200 KSh 190,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 9 Nov 2026 Course code SD-CM-071

Before you join: Participants should have basic experience of construction projects, such as working with drawings, site activities, procurement, cost reports, contractor coordination or project meetings.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Construction projects fail when scope, design information, procurement, site production, payment and handover are managed as separate activities. Project managers must turn an approved brief into coordinated work packages, realistic schedules, controlled budgets and clear accountabilities while dealing with changes, risks, contractor interfaces and client decisions. This course focuses on the controls that keep a project team informed and able to act before cost, time or quality issues become claims or defects.

Participants learn how to structure a project from charter through closeout, define scope using a work breakdown structure, build logic-linked schedules, establish cost and cash-flow baselines, and measure progress using earned value principles. The course covers design management, procurement planning, construction contracts, document control, quality planning, health and safety management, resource coordination, reporting, stakeholder communication and commissioning. Participants use recognised methods including Critical Path Method, RACI, risk registers, inspection and test plans, NEC4 ECC concepts and FIDIC Red Book concepts.

Teaching combines focused instructor briefings with construction cases, group analysis, planning simulations and application work. Participants progressively develop project controls during the first week, then test and refine them through change, delay, quality, procurement and handover scenarios in the second week. They leave with an integrated project execution plan containing a scope baseline, programme, control budget, risk register, procurement plan, governance arrangements and reporting routines.

The course suits professionals coordinating building, infrastructure, industrial, energy or public-sector capital projects. It is particularly relevant where participants need to manage contractors, consultants, suppliers and client representatives against demanding delivery commitments.

What you will be able to do

  • Develop a project charter, stakeholder map and RACI matrix for a construction project
  • Build a work breakdown structure and scope baseline with measurable acceptance criteria
  • Create a logic-linked baseline programme using Critical Path Method and resource planning
  • Produce cost, cash-flow and earned value forecasts from project control data
  • Control design information, changes, risks, quality records and project correspondence
  • Administer procurement packages, contract notices, variations and payment controls
  • Manage site coordination, safety planning, progress reporting and recovery actions
  • Present an integrated project execution plan to project sponsors and delivery teams

Benefits of attending

For you

  • Produce credible baseline programmes and recovery plans for active construction work
  • Interpret cost reports, cash forecasts and earned value indicators with confidence
  • Manage design changes and contractor notices using auditable control records
  • Lead project meetings with clearer actions, ownership and escalation routes
  • Present integrated delivery plans to clients, senior managers and project teams

For your organisation

  • Earlier identification of schedule slippage, cost exposure and procurement threats
  • More consistent scope, change and document controls across project teams
  • Stronger evidence trails for variations, payment decisions and potential claims
  • Better coordination between design, procurement, site operations and commissioning
  • Improved readiness for safe handover, asset information transfer and final account closure

Course modules

19 modules over 10 days

Participants can define project governance, delivery roles and stage-gate decisions for a construction project.

  • Project life cycles from feasibility through commissioning and closeout
  • Owner, designer, contractor and superintendent responsibilities under common delivery models
  • Stage-gate decisions linking scope maturity, cost certainty and risk
  • Project success criteria: safety, quality, schedule, cost and stakeholder acceptance
  • Construction manager authority limits, delegation routes and decision-rights registers
  • Systems view of interfaces between design, procurement, construction and operations

Participants can establish a project charter, stakeholder priorities and accountability structure.

  • Business case assumptions tested against site, market, funding and regulatory constraints
  • Project charter defining objectives, exclusions, governance, tolerances and approval authority
  • Stakeholder mapping using power-interest grids and influence assessment
  • RACI matrix for client, consultant, contractor and supplier accountabilities
  • Requirements traceability matrix linking employer needs to design and acceptance
  • Early-warning log recording emerging threats, owners, actions and decision dates

Participants can define controllable construction scope and establish work package boundaries.

  • Scope statement distinguishing deliverables, exclusions, assumptions and acceptance criteria
  • Work breakdown structure decomposed to controllable construction work packages
  • Control accounts connecting WBS elements, budgets, schedules and responsibility
  • Work-package definition with quantities, boundaries, handoffs and completion rules
  • Requirements change log linked to drawings, specifications and approvals
  • Scope validation using inspection points, test records and client sign-off

Participants can manage design information, coordination responsibilities and construction readiness.

  • Design responsibility matrix allocating production, review, approval and coordination duties
  • Design programme aligned with procurement lead times and construction release dates
  • Drawing register controlling revision status, distribution and superseded information
  • BIM execution plan defining information exchanges, model ownership and coordination
  • Constructability reviews identifying access, sequencing, temporary works and tolerances
  • Design change workflow from technical query through authorised instruction

Participants can develop a logic-linked programme that reflects construction sequence and interfaces.

  • Activity lists derived from work packages, interfaces and physical handoffs
  • Precedence diagramming method using finish-to-start, start-to-start and lag relationships
  • Critical path method calculating early dates, late dates and total float
  • Three-point duration estimates using optimistic, most likely and pessimistic values
  • Rolling-wave planning refining near-term activities as design information matures
  • Milestone schedule linking permits, procurement, inspections, energisation and handover

Participants can establish a baseline programme and convert it into field-ready planning controls.

  • Baseline programme logic checked for open ends, constraints and excessive lags
  • Primavera P6 calendars, activity codes and coding structures configured
  • Resource-loaded schedules testing crew availability, plant capacity and workfront access
  • Schedule narrative explaining assumptions, critical paths, constraints and recovery actions
  • Look-ahead plans translating master schedules into six-week field commitments
  • Progress updates using actual dates, remaining durations and approved changes

Participants can prepare a traceable cost baseline aligned to scope and programme controls.

  • Estimate basis documenting quantities, rates, exclusions, escalation and contingency
  • Cost breakdown structure aligned with work packages and cost-control accounts
  • Quantity take-off checks against drawings, specifications and measurement rules
  • Direct costs separated from preliminaries, overheads, profit and risk allowances
  • Parametric, analogous and bottom-up estimating methods compared for accuracy
  • Cost plan reconciliation between estimate, tender, budget and control baseline

Participants can forecast cost performance and funding requirements from project control data.

  • Time-phased budget establishing planned value across approved control accounts
  • Earned value measured through weighted milestones, physical progress and quantities
  • Cost performance index and schedule performance index interpreted correctly
  • Estimate at completion forecast from actual costs and performance indices
  • Cash-flow forecast combining commitments, valuations, retention and payment terms
  • Cost report distinguishing committed, incurred, forecast and final-account exposures

Participants can identify, assess, respond to and report construction project risks.

  • Risk breakdown structure grouping technical, commercial, environmental and interface risks
  • Probability-impact matrix prioritising threats and opportunities for management attention
  • Risk register assigning causes, consequences, responses, owners and review dates
  • Monte Carlo schedule risk analysis concepts and interpretation limits
  • Contingency drawdown governed through thresholds, approvals and change records
  • Quantitative risk allowances separated from contractor pricing contingencies

Participants can plan procurement activities and control critical supplier and subcontractor commitments.

  • Make-or-buy analysis considering capability, risk allocation, lead time and cost
  • Procurement schedule integrating bid periods, approvals, manufacture and delivery
  • Bid package scopes preventing gaps between trade contractors and suppliers
  • Technical and commercial bid evaluation using weighted criteria and clarifications
  • Long-lead equipment register tracking submittals, fabrication, testing and shipment
  • Purchase order controls covering scope, milestones, warranties and expediting

Participants can apply contract administration principles to notices, changes and payment events.

  • Delivery models: design-bid-build, design-build, EPC and construction management compared
  • NEC4 ECC early warnings, compensation events and programme duties
  • FIDIC Red Book roles, notices, claims and engineer determinations
  • Contract particulars identifying payment mechanisms, securities, insurance and damages
  • Notice requirements tracked through correspondence registers and contractual time bars
  • Change orders priced, authorised and incorporated into revised baselines

Participants can maintain reliable project records that support delivery decisions and contractual evidence.

  • Document control protocols assigning metadata, revision codes, transmittals and retention
  • Request for information workflow recording question, response, impact and closure
  • Site instructions distinguished from contractual variations and design clarifications
  • Meeting minutes recording decisions, actions, due dates and accountable owners
  • Submittal register controlling shop drawings, samples, approvals and resubmissions
  • Correspondence logs preserving evidence for payment, delay and dispute matters

Participants can establish quality controls from specification review through defect correction and handover.

  • Project quality plan linking specifications, inspection points and acceptance records
  • Inspection and test plans defining hold points, witnesses and tolerances
  • First-work inspections confirming workmanship standards before repetitive production begins
  • Nonconformance reports documenting defects, root causes, correction and verification
  • ISO 9001 quality principles applied to construction document and process controls
  • Snagging lists prioritised by safety, functionality, completion and handover impact

Participants can integrate safety and environmental controls into construction planning and supervision.

  • Construction phase safety plan identifying hazards, controls and responsible persons
  • Hierarchy of controls applied to elimination, substitution, engineering and PPE
  • Task risk assessments and method statements reviewed before site activities
  • Permit-to-work systems controlling high-risk operations, isolations and authorisations
  • Incident investigation using five whys, barrier analysis and corrective actions
  • Environmental management controls for waste, dust, noise, water and spills

Participants can coordinate labour, plant, logistics and temporary works against programme commitments.

  • Resource histograms exposing labour peaks, plant clashes and subcontractor constraints
  • Resource levelling adjusted against float, productivity rates and access constraints
  • Crew production rates calculated from quantities, outputs and working hours
  • Site logistics plan coordinating access, laydown, hoisting, welfare and traffic
  • Temporary works interfaces managed through design checks, permits and inspections
  • Daily coordination boards resolving workfront conflicts and planned handovers

Participants can measure project performance, report exceptions and prepare recovery actions.

  • Progress measurement rules established before work starts and baseline approval
  • Weekly reporting integrates safety, quality, progress, cost, risk and decisions
  • Schedule variance analysis separates critical delay, disruption and recoverable slippage
  • Recovery plans test resequencing, acceleration, additional resources and productivity improvements
  • Trend registers capture potential changes before cost or time crystallises
  • Management dashboards present exceptions, forecasts, actions and escalation requirements

Participants can manage stakeholder expectations, project interfaces and emerging disagreements constructively.

  • Stakeholder engagement plan sets messages, channels, frequency and accountable owners
  • Community liaison addresses access, noise, working hours and complaint resolution
  • Interface matrix coordinates utilities, authorities, adjacent projects and operations teams
  • Negotiation preparation identifies interests, BATNA, concessions and settlement limits
  • Conflict resolution uses factual records, escalation paths and facilitated meetings
  • Change communication explains impacts, decisions, dates and required responses

Participants can plan orderly commissioning, handover, final account and lessons learned activities.

  • Commissioning plan sequences pre-commissioning, testing, witnessing and operational readiness
  • Systems completion tracks mechanical completion, punch lists and turnover boundaries
  • O&M manuals, asset data and warranties verified against handover requirements
  • Training records demonstrate operator readiness for installed systems and controls
  • Final account preparation reconciles variations, claims, retention and outstanding liabilities
  • Lessons learned reviews capture causes, outcomes, recommendations and assigned actions

Participants can build, review and present a complete integrated project execution plan for a construction project.

  • Integrated project execution plan assembled from scope, schedule, cost and risk baselines
  • Work breakdown structure and responsibility matrix define delivery accountabilities
  • Logic-linked baseline programme identifies critical path, milestones and key constraints
  • Cost-loaded control budget and cash forecast support funding decisions
  • Risk register, procurement plan and quality controls address delivery exposures
  • Contract administration and reporting routines establish governance and escalation
  • Executive presentation defends assumptions, forecasts, controls and recovery decisions

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Construction project charter and RACI template
  2. Work breakdown structure and scope baseline template
  3. Logic-linked baseline programme and six-week look-ahead plan
  4. Cost control, cash-flow and earned value reporting model
  5. Construction risk register and contingency control plan
  6. Integrated project execution plan template

Who should attend

  • Construction Project Managers — responsible for coordinating scope, time, cost and delivery interfaces
  • Assistant Project Managers — preparing to lead defined packages or smaller capital projects
  • Site Managers — requiring stronger planning, reporting and change-control discipline
  • Construction Managers — coordinating contractors, workfronts, logistics and production commitments
  • Quantity Surveyors — connecting commercial controls with programme, risk and delivery decisions
  • Client Representatives — overseeing consultants and contractors against approved project baselines

Skills and tools covered

Construction schedulingCost controlRisk managementContract administrationQuality assuranceProject reporting

Tools and standards

PMBOK Guide, Primavera P6, NEC4 Engineering and Construction Contract, FIDIC Red Book

How the course runs

Training methodology

The course uses short instructor briefings to introduce each control method, followed by construction cases drawn from building, infrastructure and industrial projects. Participants analyse project information, prepare control documents, review schedules and cost data, and make decisions during change, delay and risk scenarios. Group work tests how client, consultant, contractor and supplier roles interact. Individual application planning helps participants adapt the methods, templates and reporting routines to a current or forthcoming project.

Requirements and prerequisites

Participants should have basic experience of construction projects, such as working with drawings, site activities, procurement, cost reports, contractor coordination or project meetings. They should understand common construction terms including client, contractor, consultant, subcontractor, programme and variation. Familiarity with spreadsheets is useful because cost, risk and reporting examples use tabular project data. Formal project management certification is not required. Participants do not need prior Primavera P6 experience, advanced scheduling expertise, engineering design qualifications or detailed legal knowledge of construction contracts.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

You should have basic exposure to construction projects, project coordination, site activities, procurement or cost control. Prior formal project management training, Primavera P6 expertise and contract law knowledge are not required.

Bring a laptop if possible, along with non-confidential information about a current or planned project. Useful items include a programme extract, cost report, risk register, drawings or a project reporting format.

The course is designed for project managers, assistant project managers, construction managers, site managers, quantity surveyors and client representatives. It suits people responsible for coordinating delivery rather than performing specialist design calculations.

This course covers the full set of project controls needed to manage construction delivery, including scope, schedule, cost, risk, procurement, quality and handover. It introduces contract and scheduling concepts as part of project management rather than training participants as contract specialists or software power users.

Participants build reusable controls that can be adapted to live projects, including work breakdown structures, risk registers, reporting formats and execution plans. The methods support immediate improvements to project meetings, look-ahead planning, change records and management reporting.

Each training day runs from 08:30 to 16:30 and provides about 6.5 contact hours. The first week develops core baselines and controls, while the second week applies them to procurement, contracts, site delivery, reporting, handover and the final capstone.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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