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PROGRAMME STRUCTURE
M1.
STRATEGY
1.1. Fundamental of Business Strategy
1.1.1. Fundamentals of business strategy
1.1.2. Competitive analysis
1.1.3. Fundamentals of the formulation of strategies
1.1.4. Implementation of strategies
1.1.5. Strategies and business change
1.1.6. Business strategy and project management framework
1.2. Challenges and opportunities in Infrastructure Sector
1.2.1. Context: Infrastructure Sector Size and expected growth
1.2.2. Recent developments in Infrastructures projects
1.2.3. Trends: sustainability, digitalization, macro tensions
1.2.4. Infrastructure sector performance
1.2.5. Competitors’ reactions
1.3. Present strategy for key projects
1.3.1. Business focus
1.3.2. Project lifecycle management
1.3.3. Technology adoption
1.3.4. Talent management
1.3.5. Acciona’s Strategy Framework
1.4. Sustainability: An imperative for our business (transversal Unit)
1.4. Sustainability: An imperative for our business (transversal Unit)
M2.
INFRAESTRUCTURE-SPECIALIZED BUSINESS UNIT
2.1. Water
2.1.1. Applied technologies
2.1.2. Construction
2.1.3. Municipal Water Utilities (MWU)
2.1.5. Innovation
2.1.6. Business Case
2.2. Construction
2.2.1. Key goals
2.2.2 Acciona Construction Organization and Special Business Units (SBU)
2.2.3. Project Management. Project Director Role
2.2.4. Project Construction Areas to focus on
2.2.5. Business Case
2.3. Industrial
2.3.1. Types of projects
2.3.2. EPC
2.3.3. O&M
2.3.4. Business Case
2.4. Concessions
2.5.1. Description of public-private partnerships
2.5.2. PPP contract structure
2.5.3. Dealing with risk in PPP contracts
2.5.4. Introduction to project finance
2.5.5. Overview of PPP project cycle
2.5.6 Business Case
M3.
TECHNICAL
3.1. Basic Methodological Aspects
3.1.1. PGP and Process Map
3.1.1.1. Business Case
3.1.2. BIM Management
3.1.3. Adaptive Lifecycle and Selection Criteria
3.1.4. Planning, Scheduling and Costs
3.1.5. Last Planner System
3.1.5.1. Business Case
3.1.6. Transfers of Responsibility and “100 Days Plan”.
3.1.5.1. Business Case
3.2. Lean Management
3.2.1. History of Lean TPS
3.2.2. Lean Dimensions and Associated Tools
3.2.3. Daily Kaizen 5s
3.3. Supply Chain Management
3.3.1. Supply Chain Management
3.4. Business Agility
3.4.1. Business Agility
3.4.2. Management of Agile Projects
3.4.3. Design Thinking
M4.
COMERCIAL
4.1. Legal aspects of Contract managment
4.1.1. Why contract management?
4.1.2. Legal Systems
4.1.3. Types (D&B, EPC, ECI…) of Contracts
4.1.4. Standards (FIDIC, NEC…) for Contracts
4.1.5. Legal systems: Common Law, Civil Law, Shari’ah, Nordic (eCONF)
4.1.6. Risk Management, Liabilities and Insurances
4.1.7. Collaboration Agreements
4.1.8. Liabilities of Proyect Director & Steering Committees
4.2. Operational aspects of contract managment
4.2.1. Contract Management Principles, Methodologies & Best Practices
4.2.2. Principles of Extension of Time – EOT
4.2.3. Common causes in contractual conflicts, claims and disputes
4.2.4. Claims Management
4.2.5. Resolution steps for claims & disputes
4.2.6. International Arbitration
4.3. Customer and Stakeholder Management, Procurement, HSQE, Social impact and Project Image
4.3.1. Procurement Management
4.3.2. Customer and Stakeholder Management
4.3.3. Quality Models and Corporate Standards
4.3.4. Environmental Issues
4.3.5. Sustainability
4.3.6. Social Impact
4.3.7. Project Image and Relations with Media
M5.
FINANCE
5.1. Financial Information for Decision-Making Purposes
5.1.1. Management of sources of funding (“Lenders”)
5.1.2. Other relevant stakeholders
5.1.3. Project finance
5.1.4. Financial modeling principles
5.1.5. Offer preparation and tender approval (“PAL”)
5.1.6. Financial documentation and Financial closure
5.1.7. Erned Value Management
5.1.8. Contract financial Management
5.2. Risk Management
5.2.1. Planning of Appropriate Risk Management
5.2.2. Risk Responses, Contingency Plans and Reserves
5.2.3. Insurances and Guarantees
5.2.4. Impact of the Current Geopolitical Situation in the Infrastructure Business
M6.
LEADING ACROSS CULTURES
6.1. Leadership and Talent Development
6.1 .1. The Character as a Frontier. Eneagram Assesment
6.1.2. Transformational Leadership
6.2. People Management
6.2.1. Organizational Structure in Projects
6.2.2. Workforce Strategic Planning & Relocation
6.2.3. Talent Management Processes in Collaborative Leadership Environment
6.2.4. Employee Compensation & Benefits
6.2.5. Knowledge Management applied to business
6.3. Labor Relations
6.3.1. Labour Relations & WLB
6.3.2. Labour Relations in countries and projects
6.3.3. Occupational Health and Safety
6.3.4. Equality, Diversity and Inclusion
M7.
MANAGEMENT SKILLS AND VALUES
7.1 Transversal Module, Capabilities for business performance
7.1. 1.Accountability
7.1.2. Self Management
7.1.3. Collaborative Leadership
7.1.4. Communication
7.1.5. Public Presentations
7.1.6. Negotiation
7.1.7. Conflict Resolution
7.1.8. Management of Meetings and Committees
7.1.9. Decision Making
7.1.10. Multiculturalism
7.1.11. Ethical Aspects of Projects
M8.
DIGITAL TRANSFORMATION
8.1. Smart use of available technologies – Digital Twin
8.1.1. Virtual Reality
8.1.2. Additive Manufacturing (3D printer)
8.1.3. Augmented Reality (AR)
8.1.4. BIM (Building Information Modeling )
8.2. Near future Trends in Construction
8.2.1. Industrial loT (IIoT)
8.2.2. Artificial Intelligence (AI)
8.2.3. Business Intelligence. (Big Data)
8.2.4. Blockchain Smart Contract
8.3. Disruptive trends
8.3.1. Drones, (Inspection)
8.3.2. Geowalls
