Mini MBA in Contracts and Project Management Training Course

Duration 10 days 18 modules · 65 contact hours
Level Intermediate Certificate on completion
Who attends Contract Managers, 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-078

Before you join: Participants should have some exposure to projects, procurement, operations, supplier management or contract administration.

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

Contracts and projects fail at the interfaces: unclear scope, poorly allocated risk, weak change control, late notices, disputed payment, and suppliers managed after problems have already become expensive. Managers need to connect commercial intent, contract terms, delivery controls and financial decisions so that commitments made during sourcing can be delivered, measured and defended during execution.

This Mini MBA in Contracts and Project Management develops that connection across commercial, legal, project, operational and financial disciplines. Participants examine the contract lifecycle from requirements definition and procurement strategy through negotiation, mobilisation, administration, performance management, change, claims, dispute avoidance and close-out. They use practical methods including work breakdown structures, stakeholder mapping, risk registers, RACI matrices, earned value management, payment schedules, change logs, notice registers and negotiation plans. The programme also addresses contract structures, pricing models, liability, indemnities, warranties, insurance, intellectual property, confidentiality and governance.

Teaching combines concise instructor briefings with contract cases, group analysis, negotiation simulations, project-control scenarios and application planning. Participants progressively develop a contract and project management pack for a realistic assignment, such as a construction package, technology implementation, outsourced service or donor-funded programme. The final capstone requires participants to assemble, review and present an integrated plan covering scope, risk, governance, delivery controls, commercial management and close-out.

The course suits professionals who manage suppliers, contractors, client commitments or major projects and need stronger commercial judgement without becoming specialist lawyers. It is particularly relevant where delivery teams must protect value while maintaining productive supplier and stakeholder relationships.

What you will be able to do

  • Draft a contract management plan linking obligations, controls, owners and reporting dates
  • Structure project scope using a work breakdown structure and acceptance criteria
  • Select suitable pricing, risk allocation and payment mechanisms for contract requirements
  • Build a risk register with risk owners, treatments, contingencies and escalation thresholds
  • Administer variations, notices, claims and payment records using controlled registers
  • Apply earned value management to interpret cost, schedule and performance variance
  • Conduct interest-based negotiations using preparation sheets, BATNA and concession plans
  • Present an integrated contract and project delivery plan for executive review

Benefits of attending

For you

  • Greater confidence interpreting contractual obligations before delivery problems escalate
  • A practical method for controlling scope changes, notices and payment evidence
  • Stronger commercial input during supplier meetings and project governance reviews
  • Improved ability to identify claim exposure and preserve contractual rights
  • A completed contract and project management pack for workplace adaptation

For your organisation

  • Fewer unmanaged scope changes and undocumented commercial commitments
  • Earlier identification of schedule, cost, supplier and claim risks
  • Clearer ownership of obligations, approvals, notices and escalation actions
  • More consistent supplier performance reviews linked to contractual service measures
  • Better evidence trails for payment decisions, audits, disputes and close-out

Course modules

18 modules over 10 days

Participants can map the contract lifecycle and identify the controls required at each stage.

  • Contract lifecycle from business case through close-out and lessons learned
  • Commercial objectives translated into measurable supplier and project commitments
  • Stakeholder mapping using power-interest grids and engagement priorities
  • Contract management roles defined through a RACI responsibility matrix
  • Governance cadence covering approvals, reporting, escalation and decision rights
  • Obligation register structure for duties, dates, owners and evidence

Participants can assess project value, assumptions and commercial viability before commitment.

  • Business case components: strategic fit, options, benefits, costs and risks
  • Net present value calculated from investment, cash flow and discount rates
  • Sensitivity analysis testing price, volume, schedule and cost assumptions
  • Benefits realisation map linking outputs, outcomes, owners and measures
  • Make-buy analysis comparing internal capability, supplier cost and control
  • Stage-gate decisions supported by evidence, tolerances and accountable sponsors

Participants can define contractual scope and measurable acceptance requirements.

  • Work breakdown structure decomposing deliverables into controllable work packages
  • Requirements traceability matrix linking needs, specifications, tests and acceptance
  • Statement of work sections covering deliverables, exclusions, assumptions and interfaces
  • Acceptance criteria written with measurable thresholds and verification methods
  • Scope baseline controlled through approved documents, drawings and schedules
  • Interface register identifying dependencies between client, contractor and third parties

Participants can compare contract structures and interpret core commercial provisions.

  • Lump-sum, remeasurement, cost-reimbursable and time-and-material pricing compared
  • Framework agreements, call-off contracts and purchase orders distinguished
  • Terms and conditions hierarchy resolving conflicts between contract documents
  • Warranties, representations and conditions assessed for commercial consequences
  • Limitation of liability clauses examined against realistic loss scenarios
  • Confidentiality, intellectual property and data provisions assigned to deliverables

Participants can design a sourcing approach aligned to risk, value and market conditions.

  • Category strategy based on supply market analysis and demand requirements
  • Kraljic matrix classifying spend by supply risk and profit impact
  • Prequalification criteria assessing capability, capacity, financial standing and compliance
  • Tender evaluation models weighting technical, commercial and delivery factors
  • Clarification processes maintaining fairness, auditability and controlled communications
  • Supplier due diligence covering sanctions, conflicts, ownership and ethical conduct

Participants can evaluate pricing models, payment terms and cash-flow implications.

  • Cost breakdown structure separating labour, materials, overhead and contingency
  • Should-cost model testing supplier quotations against market and productivity assumptions
  • Milestone payments tied to accepted deliverables and documentary evidence
  • Retention, advance payments and security instruments matched to delivery risk
  • Price adjustment formulas using indices, base dates and adjustment periods
  • Thirteen-week cash forecast built from invoices, payroll and supplier commitments

Participants can allocate project risks to the party best able to manage them.

  • Risk register scoring probability, impact, proximity, owner and response
  • Risk allocation principles matching control, capability and financial capacity
  • Risk appetite statements defining tolerances, triggers and escalation thresholds
  • Contingency plans specifying actions, reserves, decision makers and communications
  • Insurance schedules reviewed for coverage, exclusions, limits and deductibles
  • Indemnity clauses tested against allocated risks and insurance recoverability

Participants can create integrated schedules and resource plans for contractual delivery.

  • Critical path method identifying dependencies, float and schedule constraints
  • Network diagrams sequencing activities through finish-to-start and other relationships
  • Resource loading matching people, equipment and materials to planned work
  • Resource levelling resolving overallocations without losing key delivery dates
  • Baseline schedule approval establishing control dates, assumptions and calendars
  • Look-ahead planning converting master schedules into near-term commitments

Participants can establish the records, controls and routines needed after award.

  • Mobilisation checklist covering documents, personnel, systems, access and insurances
  • Contract data sheet summarising key terms, dates, values and contacts
  • Notice register recording contractual triggers, deadlines, recipients and evidence
  • Correspondence protocol controlling authorised communications and document status
  • Kick-off agenda aligning scope, interfaces, governance and immediate actions
  • Document control procedure applying version numbers, approvals and retention rules

Participants can monitor supplier and project performance using meaningful measures.

  • Key performance indicators linked to outputs, outcomes, targets and data sources
  • Service level agreements defining service measures, remedies and reporting frequency
  • Balanced scorecard connecting financial, customer, process and capability measures
  • Performance dashboard showing trends, exceptions, actions and accountable owners
  • Root cause analysis using five whys and fishbone diagrams
  • Corrective action plans specifying cause, action, deadline, owner and verification

Participants can interpret project performance data and forecast cost and schedule outcomes.

  • Cost baseline aligning budget, work packages, control accounts and timing
  • Earned value management using planned value, earned value and actual cost
  • Schedule performance index interpreted against approved delivery tolerances
  • Cost performance index used to identify productivity and overspend concerns
  • Estimate at completion forecast from current performance and remaining work
  • Variance analysis narratives linking data movements to management actions

Participants can control scope, time and cost changes through formal variation processes.

  • Change request form documenting reason, impact, alternatives and recommendation
  • Integrated change control assessing scope, schedule, cost, risk and quality
  • Variation valuation using rates, quotations, records and agreed assumptions
  • Change log tracking submission, review, approval, implementation and status
  • Delegated authority matrix distinguishing operational approvals from commercial approvals
  • Baseline updates issued only after authorised change decisions

Participants can preserve contractual rights and prepare evidence for disputed events.

  • Claim lifecycle from event identification through substantiation, negotiation and resolution
  • Contemporaneous records capturing instructions, progress, costs and cause-effect links
  • Time-bar provisions monitored through event calendars and notice registers
  • Delay analysis concepts distinguishing critical delay, concurrent delay and disruption
  • Without-prejudice discussions separated from formal contractual communications and admissions
  • Dispute escalation ladder using negotiation, mediation, adjudication and arbitration

Participants can prepare and conduct commercial negotiations while protecting delivery relationships.

  • Interest-based negotiation separating positions, interests, options and objective criteria
  • BATNA analysis defining alternatives, walk-away points and negotiation authority
  • Negotiation planning sheet covering objectives, issues, trades and concessions
  • Concession strategy exchanging value without giving away priority protections
  • Supplier relationship segmentation based on value, dependency and performance
  • Meeting records capturing agreements, unresolved points, owners and deadlines

Participants can embed quality, compliance and ethical controls in contract delivery.

  • Quality management plan defining standards, inspections, tests and acceptance records
  • ISO 9001 principles applied to controlled processes and corrective actions
  • Compliance register mapping legal, regulatory, policy and contractual obligations
  • Audit trail requirements for approvals, evaluations, payments and supplier decisions
  • Conflict-of-interest declarations managed through disclosure, mitigation and recusal
  • Anti-bribery controls covering gifts, intermediaries, due diligence and reporting

Participants can produce governance reports that drive timely commercial and delivery decisions.

  • Governance structure defining sponsor, board, project and contract responsibilities
  • Decision log recording decisions, rationale, authority, conditions and follow-up
  • Executive dashboard summarising value, progress, risks, changes and decisions
  • Traffic-light reporting supported by thresholds, trends and explanatory commentary
  • Escalation protocol distinguishing operational issues from executive decisions
  • Management review agenda addressing performance, risk, cash and claims

Participants can complete contract close-out while securing final deliverables and learning.

  • Close-out checklist covering deliverables, defects, payments, records and releases
  • Handover plan transferring assets, knowledge, warranties and operating responsibilities
  • Final account process reconciling variations, claims, retention and outstanding liabilities
  • Defects management register tracking notifications, remedies, dates and acceptance
  • Lessons learned review separating observations, causes, recommendations and owners
  • Supplier exit plan managing transition, access removal, data return and communications

Participants can build, review and present a complete contract and project management plan.

  • Contract management plan integrating obligations, governance, risk and performance controls
  • Project baseline combining scope, schedule, budget, resources and acceptance criteria
  • Commercial strategy selecting pricing, payment, risk allocation and supplier controls
  • Change and claims procedures supported by notices, registers and evidence
  • Executive dashboard presenting delivery status, decisions, exposure and recovery actions
  • Peer review testing plan coherence, practicality, accountability and contractual alignment

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

What you take back to work

  1. Contract management plan template
  2. Scope and acceptance criteria pack
  3. Risk allocation and risk register model
  4. Change, notice and claims register set
  5. Supplier performance dashboard template
  6. Integrated contract and project delivery plan

Who should attend

  • Contract Managers — need disciplined controls for obligations, changes, claims and supplier performance
  • Project Managers — need to align delivery plans with contractual commitments and commercial exposure
  • Procurement Managers — need to carry sourcing decisions through mobilisation and contract execution
  • Operations Managers — need service controls, escalation routes and performance improvement plans
  • Commercial Managers — need stronger links between pricing, risk, cash flow and project delivery
  • Programme Managers — need governance methods for multiple contracts, suppliers and workstreams

Skills and tools covered

Contract lifecycle managementProject controlsCommercial negotiationRisk allocationSupplier performance managementClaims administration

Tools and standards

PMBOK Guide, ISO 9001, Kraljic Matrix, Earned Value Management

How the course runs

Training methodology

The programme uses short instructor briefings to establish commercial and project management principles, followed by contract extracts, project cases, group analysis and structured simulations. Participants assess scope, pricing, risks, changes, performance data and disputed events using realistic delivery scenarios. Negotiation sessions focus on preparation, interests, concessions and documented outcomes. Each module adds material to an individual application pack, with instructor feedback and peer review. Facilitators adapt sector examples to the cohort while retaining disciplined use of contract controls, project controls and governance records.

Requirements and prerequisites

Participants should have some exposure to projects, procurement, operations, supplier management or contract administration. They should be comfortable reading business documents such as statements of work, schedules, budgets, progress reports or purchase orders. Prior experience may come from construction, technology, manufacturing, public procurement, financial services, development programmes or outsourced operations. A law degree, formal project management qualification, advanced finance knowledge or previous contract negotiation experience is not required. The course explains legal and commercial concepts in management terms, but does not provide jurisdiction-specific legal advice.

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 need basic familiarity with projects, suppliers, operations or commercial documents. No law degree, project management certification or advanced financial training is required.

Participants should bring a current or recent contract, project brief, supplier issue or delivery challenge where permitted by confidentiality rules. Redacted documents and anonymised examples are suitable.

It is designed for contract, project, procurement, commercial, operations and programme professionals with delivery responsibility. It also suits technical managers who need stronger commercial control of supplier commitments.

Project management courses often concentrate on planning and delivery, while procurement courses often end at supplier selection. This programme connects sourcing, contract terms, commercial controls and project execution through to close-out.

Participants build reusable registers, plans and reporting tools throughout the programme. These can be adapted for live projects, supplier reviews, variations, payment controls and governance meetings.

Each training day runs from 08:30 to 16:30 and provides about 6.5 contact hours. The first part establishes commercial, scope, risk and planning controls; the later sessions deepen administration, claims, negotiation, governance and the 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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