IOSH Approved 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

We believe in a systematic, risk-based approach that integrates safety into operations rather than treating it as a separate compliance task.

Yes. We deploy qualified onsite safety advisors for daily oversight, conduct site inspections, review subcontractor RAMS, and manage site safety compliance.

All our trainers hold internationally recognised qualifications relevant to their area of expertise — including IOSH, OPITO and ISO Lead Auditor certifications. Many are also approved examiners and industry practitioners with 10–20+ years of field experience.

We handle a wide range of HSE projects including safety audits, environmental impact assessments, management system implementation, HSE training programmes, manpower supply, fire safety assessments, floor marking and signage and site safety management across all major industries.

Yes. We conduct operational safety audits of oil and gas facilities, petrochemical plants, and storage terminals against ISO standards and local laws.

All our trainers hold internationally recognised qualifications relevant to their area of expertise — including IOSH, OPITO and ISO Lead Auditor certifications. Many are also approved examiners and industry practitioners with 10–20+ years of field experience.

Yes. We evaluate physical machine guarding, interlocks, light curtains, emergency stops, and LOTO procedures across packaging and assembly lines.

We handle a wide range of HSE projects including safety audits, environmental impact assessments, management system implementation, HSE training programmes, manpower supply, fire safety assessments, floor marking and signage and site safety management across all major industries.

Yes. We conduct structured safety inspections and compliance audits for quarries, surface mines, and processing plants.

All our trainers hold internationally recognised qualifications relevant to their area of expertise — including IOSH, OPITO and ISO Lead Auditor certifications. Many are also approved examiners and industry practitioners with 10–20+ years of field experience.