Infrastructure Construction Management Training Course

Duration 10 days 19 modules · 65 contact hours
Level Intermediate Certificate on completion
Who attends Project Managers, Construction 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-027

Before you join: Participants should have basic experience of construction projects, engineering works, site operations, project coordination or contractor management.

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

Major infrastructure projects fail when scope, design, permits, procurement, construction sequencing, commercial controls and stakeholder commitments are managed as separate workstreams. Project managers and site leaders must convert strategic objectives into buildable packages, coordinated schedules, controlled budgets and safe site operations while responding to design changes, ground conditions, utility conflicts, contractor claims and public scrutiny.

This course develops the practical management methods needed to plan and control infrastructure construction from mobilisation through handover. Participants work with work breakdown structures, critical path schedules, quantity-based cost plans, procurement strategies, earned value reporting, risk registers, quality inspection plans and change-control procedures. The programme addresses roads, rail, airports, ports, water, wastewater, energy and public-realm projects, with attention to interfaces between clients, designers, contractors, utilities, regulators and communities.

Teaching combines short instructor briefings with infrastructure cases, planning workshops, commercial scenarios, team reviews and decision simulations. Participants progressively build an infrastructure construction management pack using their own project context or a supplied case. The final capstone requires them to present an integrated execution plan covering scope, programme, cost, risk, procurement, quality, safety, stakeholder management and project controls. Training is delivered over 10 days, from 08:30 to 16:30, in classrooms in 50+ cities or live online. Participants receive a certificate of completion.

The course suits professionals who already work around construction projects and need stronger control of delivery interfaces, contractor performance and project outcomes. It is particularly relevant where projects involve public funding, regulated approvals, complex supply chains or high consequences for disruption, safety and asset reliability.

What you will be able to do

  • Develop a work breakdown structure and construction execution plan for an infrastructure project
  • Build a critical path method schedule with logic links, milestones and resource constraints
  • Prepare a quantity-based cost baseline and earned value performance report
  • Select procurement and contract administration approaches using FIDIC and NEC4 principles
  • Apply risk registers, quantitative risk analysis and change-control procedures to project decisions
  • Establish quality inspection and test plans aligned with specification and handover requirements
  • Manage construction interfaces involving utilities, stakeholders, permits, access and temporary works
  • Present an integrated infrastructure construction management plan for senior project review

Benefits of attending

For you

  • Produce credible construction execution plans for complex infrastructure work packages
  • Interpret schedule slippage and identify practical recovery actions
  • Challenge contractor progress claims using quantity, programme and cost evidence
  • Handle variations and early warnings with clearer commercial discipline
  • Present project controls information confidently to clients and senior managers

For your organisation

  • Improves coordination between design, procurement, site delivery and commissioning teams
  • Reduces unmanaged schedule impacts from interfaces, approvals and utility conflicts
  • Strengthens evidence for progress certification, variation assessment and claims avoidance
  • Creates more consistent project risk, quality and change-control practices
  • Improves readiness for handover, asset acceptance and operational transition

Course modules

19 modules over 10 days

Participants can define the delivery context, governance structure and success criteria for an infrastructure project.

  • Infrastructure asset lifecycles from feasibility through commissioning and operational handover
  • Client, designer, contractor and regulator roles within delivery governance structures
  • Stage-gate approvals, delegated authorities and decision-rights matrices
  • Success criteria balancing capacity, safety, cost, schedule and asset performance
  • Public-sector accountability, funding conditions and audit trail requirements
  • Project charter contents: objectives, constraints, assumptions and acceptance criteria

Participants can convert project scope into controlled work packages and measurable deliverables.

  • Work breakdown structures aligned with asset systems, locations and contract packages
  • Scope statements distinguishing inclusions, exclusions, assumptions and interfaces
  • Control accounts linking work packages, budgets, schedules and responsible managers
  • Quantity take-offs used to define measurable construction deliverables
  • Interface registers for civil, mechanical, electrical and utility work boundaries
  • Requirements traceability matrix connecting employer requirements to acceptance evidence

Participants can assess constructability and select practical construction methods before mobilisation.

  • Constructability reviews identifying access, lifting, sequencing and temporary works constraints
  • Method statements defining labour, plant, materials, controls and hold points
  • Temporary works coordination under BS 5975 design and checking principles
  • Site logistics plans covering laydown areas, traffic routes and welfare facilities
  • Construction method selection using productivity, risk and access criteria
  • Design-for-construction reviews resolving clashes before field installation begins

Participants can create a logic-driven baseline programme and identify critical delivery constraints.

  • Critical Path Method schedules built from activities, durations and precedence logic
  • Finish-to-start, start-to-start and lag relationships tested for realistic sequencing
  • Milestone schedules linking design release, procurement, construction and commissioning
  • Resource loading used to identify labour, plant and material constraints
  • Calendars, weather allowances and possession windows incorporated into programme logic
  • Baseline programme approval criteria, assumptions register and revision controls

Participants can translate baseline schedules into reliable site plans and progress measures.

  • Look-ahead planning using six-week constraint removal and commitment tracking
  • Last Planner System principles for weekly work planning reliability
  • Daily site coordination boards covering production targets, constraints and safety
  • Physical progress measurement using quantities, installed units and completion rules
  • Schedule updates distinguishing actual progress, remaining duration and forecast completion
  • Recovery plans addressing critical activities, resequencing options and resource increases

Participants can establish a cost baseline linked to quantities, work packages and schedule activities.

  • Cost breakdown structures aligned with work packages and chart accounts
  • Quantity-based estimating using labour, plant, material and subcontractor cost drivers
  • Direct costs, preliminaries, contingencies and escalation separated within estimates
  • Cost-loaded schedules connecting planned expenditure to construction progress
  • Cash flow forecasts built from procurement commitments and payment terms
  • Management reserves governed through approval thresholds and documented drawdown decisions

Participants can assess cost and schedule performance using earned value management metrics.

  • Planned value, earned value and actual cost calculations
  • Cost Performance Index and Schedule Performance Index interpretation
  • Estimate at Completion forecasts using current performance indices
  • Progress curves comparing planned, earned and actual cumulative values
  • Variance analysis separating productivity, quantity, rate and timing causes
  • Monthly project dashboards highlighting thresholds, trends and management actions

Participants can plan procurement packages that support construction sequencing and risk allocation.

  • Make-or-buy decisions based on capability, risk, capacity and market conditions
  • Procurement schedules aligned with design maturity, lead times and installation dates
  • Bid package scopes defining technical requirements, quantities and commercial conditions
  • Prequalification criteria assessing financial capacity, experience and safety performance
  • Tender evaluation matrices combining price, methodology, programme and technical compliance
  • Long-lead equipment registers tracking approvals, manufacture, testing and delivery

Participants can administer construction contracts through notices, records, valuations and payment processes.

  • FIDIC contract roles, notices, determinations and engineer administration principles
  • NEC4 early warning process and collaborative risk reduction meetings
  • Payment applications supported by measured quantities, records and completion evidence
  • Interim valuations distinguishing completed work, materials and retention amounts
  • Contract correspondence registers controlling instructions, notices and response deadlines
  • Site records supporting entitlement assessments and dispute avoidance

Participants can evaluate changes and maintain records that reduce claims exposure.

  • Change-control workflows from request initiation through approval and implementation
  • Variation assessments covering scope, quantity, rates, time and consequential impacts
  • Time-impact analysis using fragnet insertion within approved programme logic
  • Contemporaneous records: diaries, photographs, instructions, weather and labour returns
  • Early warning indicators for potential delay, disruption and acceleration claims
  • Change logs reconciling approved, pending, rejected and disputed instructions

Participants can identify, analyse and treat construction risks using structured risk controls.

  • Risk breakdown structures covering technical, commercial, environmental and stakeholder risks
  • Probability-impact matrices calibrated with defined scoring and escalation thresholds
  • Bow-tie analysis linking threats, preventive controls, consequences and recovery measures
  • Quantitative risk analysis using three-point estimates and Monte Carlo principles
  • Risk owners assigned actions, due dates, triggers and residual ratings
  • Contingency plans for ground conditions, utility strikes and supply disruption

Participants can integrate health, safety and environmental controls into construction planning.

  • ISO 45001 principles applied to construction health and safety management
  • Task risk assessments identifying hazards, controls and responsible supervisors
  • Permit-to-work systems for confined spaces, excavations and energised systems
  • Environmental management plans controlling dust, noise, water and waste
  • Incident investigation using five whys and causal factor analysis
  • Leading indicators covering inspections, observations, close-outs and safety conversations

Participants can establish quality controls that demonstrate compliance with project requirements.

  • Inspection and test plans defining hold points, witnesses and acceptance criteria
  • Quality control checklists linked to drawings, specifications and method statements
  • ISO 9001 principles applied to construction quality management systems
  • Nonconformance reports documenting defects, dispositions, corrective actions and verification
  • Material traceability records for concrete, steel, pipes and electrical equipment
  • Test result registers controlling sampling frequency, results and approvals

Participants can control project information, revisions and approvals across delivery teams.

  • ISO 19650 information management principles for built asset delivery
  • Common data environments controlling document status, revision and approval workflows
  • BIM coordination reviews identifying design clashes and installation conflicts
  • Request for information logs tracking questions, owners, responses and ageing
  • Transmittal registers providing evidence of issue dates and receipt
  • As-built information requirements defined before installation and testing begins

Participants can manage external interfaces that affect access, sequencing and construction approvals.

  • Utility coordination plans identifying owners, diversions, permits and outage windows
  • Interface management plans assigning boundaries, deliverables and acceptance responsibilities
  • Access agreements controlling land entry, possessions and working-hour restrictions
  • Stakeholder mapping using power-interest analysis and engagement actions
  • Traffic management plans coordinating diversions, pedestrian routes and emergency access
  • Permit registers tracking environmental, road-opening and regulatory approvals

Participants can plan resources and diagnose productivity performance against production targets.

  • Labour histograms matching crew sizes to schedule demand
  • Plant allocation plans balancing utilisation, availability and critical equipment needs
  • Productivity norms calculated from installed quantities and labour hours
  • Crew balance charts identifying trade interference and workflow bottlenecks
  • Material management plans covering procurement, delivery, storage and issue control
  • Daily production reports comparing target quantities, actual outputs and constraints

Participants can plan commissioning and handover activities that support asset acceptance and operation.

  • Commissioning plans sequencing pre-commissioning, testing, energisation and operational trials
  • Systems completion matrices tracking mechanical completion and outstanding work
  • Punch-list management assigning owners, priorities, due dates and verification
  • Operations and maintenance manuals compiled from supplier and site records
  • Training plans preparing operators for new asset systems and procedures
  • Handover dossiers containing certificates, test records, warranties and as-built drawings

Participants can run project controls meetings that produce accountable decisions and timely actions.

  • Weekly coordination meeting agendas structured around safety, progress, risks and decisions
  • RACI matrices clarifying responsible, accountable, consulted and informed parties
  • Action registers recording decisions, owners, due dates and closure evidence
  • Escalation protocols defining thresholds for cost, schedule, safety and quality issues
  • Visual management boards presenting milestones, constraints, risks and performance trends
  • Difficult contractor conversations framed through facts, contract requirements and actions

Participants can build, review and present a complete infrastructure construction management plan for a defined project.

  • Project execution plan integrating scope, programme, cost, risk and governance
  • Work breakdown structure linked to control accounts and responsible owners
  • Baseline schedule with critical path, milestones and key interface constraints
  • Cost baseline, cash forecast and earned value reporting framework
  • Procurement, contract administration and change-control arrangements for major packages
  • Quality, safety, environmental and commissioning controls within delivery strategy
  • Management presentation defending priorities, assumptions, risks and corrective actions

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

What you take back to work

  1. Infrastructure construction execution plan template
  2. Critical path baseline schedule model
  3. Cost baseline and earned value dashboard
  4. Construction risk and interface register
  5. Inspection and test plan checklist
  6. Commissioning and handover dossier checklist

Who should attend

  • Project Managers — responsible for integrating scope, programme, cost and contractor performance
  • Construction Managers — accountable for coordinating site delivery, resources and work interfaces
  • Site Engineers — needing stronger planning, quality and progress-control methods
  • Client Representatives — overseeing infrastructure contractors, reporting and change decisions
  • Quantity Surveyors — managing cost baselines, valuations, variations and commercial reporting
  • Infrastructure Engineers — moving from design responsibilities into construction delivery roles

Skills and tools covered

Construction programme controlInfrastructure cost managementContract administrationProject risk controlSite quality assuranceStakeholder interface management

Tools and standards

FIDIC Conditions of Contract, NEC4 Engineering and Construction Contract, ISO 19650, Earned Value Management

How the course runs

Training methodology

The course uses short technical briefings followed by infrastructure-focused case work, group planning tasks, contract scenarios and project-control simulations. Participants develop linked components of a construction management pack throughout the programme, beginning with scope definition and progressing through programme, cost, risk, procurement, quality and handover controls. Instructors use examples from transport, utilities, energy and public-works delivery. Structured peer review sessions test assumptions, identify missing interfaces and improve the clarity of management decisions.

Requirements and prerequisites

Participants should have basic experience of construction projects, engineering works, site operations, project coordination or contractor management. They should be familiar with common project documents such as drawings, specifications, schedules, bills of quantities, progress reports or risk registers. Prior responsibility for a full project is not required. The course does not require advanced engineering design capability, formal project management certification, specialist planning software expertise or prior knowledge of FIDIC or NEC4 contracts. Participants gain most when they can relate the methods to a current or recent infrastructure project.

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

Participants should have some exposure to construction projects, engineering work, site coordination or project controls. You do not need to be a chartered engineer, certified project manager or contract specialist.

Bring a laptop if possible and, where permitted, a current or recent project schedule, progress report, risk register or scope document. Sensitive project information can be anonymised, and a realistic case is available for participants without project materials.

It is designed for project managers, construction managers, site engineers, client representatives, quantity surveyors and engineers involved in infrastructure delivery. It is most useful for people coordinating work across design, procurement, construction and handover.

The course focuses on construction delivery controls such as work packaging, temporary works, site logistics, contract notices, progress measurement, quality inspections and commissioning. General project management courses usually give less attention to field execution and contractor administration.

Participants develop practical templates and plans that can be adapted for their active projects. Methods such as look-ahead planning, earned value reporting, interface registers and inspection plans can be introduced through existing project meetings and reporting cycles.

Each day runs from 08:30 to 16:30 and provides about 6.5 contact hours. Early modules establish planning and control foundations, while later modules address commercial management, site assurance, commissioning and the final integrated capstone presentation.

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

Related courses in Construction Management