Training Programmes

Programmes that build the capabilities organisations depend on

Ten programmes across five categories. Each can be delivered as listed or adapted to your organisation following a training needs discussion. Durations are indicative and confirmed at proposal stage.

I

Project & Programme Management

Project Management Fundamentals

A practical grounding in how projects are initiated, planned, executed, controlled and closed. Participants work through scope definition, work breakdown, scheduling, budgeting, risk identification, progress reporting and handover, using templates they retain and apply.

Duration 3–5 days Delivery In-house · Venue · Online · Blended

Organisational challenges addressed

Projects delivered late or over budget; plans written once and never used as working tools; progress reporting that gives leadership no early warning of slippage.

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Who it is designed for

Project officers and coordinators, engineers and technical staff running delivery, ministry programme teams, NGO field and grant managers, and managers newly accountable for project outcomes.

Key organisational outcomes

Consistent planning documentation across departments; earlier visibility of slippage; fewer projects delivered late or over budget; credible progress reporting to boards and funders.

Business Analysis Fundamentals

How to establish what an organisation actually needs before committing resources. Covers requirements elicitation, stakeholder interviews, process mapping, gap analysis, documenting requirements clearly, and validating solutions against business objectives.

Duration 3 days Delivery In-house · Venue · Online · Blended

Organisational challenges addressed

Systems and initiatives commissioned before the need is properly understood; vague specifications that vendors interpret freely; costly rework after go-live.

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Who it is designed for

Business and systems analysts, IT and digital transformation teams, banking operations staff, policy and planning officers, and process improvement leads.

Key organisational outcomes

Fewer systems and initiatives that fail to meet the need; clearer specifications for vendors; reduced rework; better-evidenced investment decisions.

II

Leadership & Management

Leadership & Supervisory Skills

The transition from doing the work to leading the people who do it. Covers delegation, setting expectations, performance conversations, motivation, handling underperformance, and leading teams through operational pressure and change.

Duration 3–4 days Delivery In-house · Venue · Online · Blended

Organisational challenges addressed

Strong technical performers promoted without preparation; management standards that vary by department; routine issues escalating to senior leadership.

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Who it is designed for

Newly appointed and experienced supervisors, team leaders, unit and branch heads, and technical specialists moving into management.

Key organisational outcomes

A consistent standard of first-line management; issues addressed before escalation; improved retention and engagement; a visible pipeline of future managers.

Team Building & High Performance

What separates a group of competent individuals from a high-performing team. Covers team roles and interdependence, shared objectives, trust and accountability, constructive conflict, cross-departmental collaboration and sustaining performance over time.

Duration 2–3 days Delivery In-house · Venue · Blended

Organisational challenges addressed

Capable individuals producing less collectively than they should; friction between departments; unclear accountability for shared objectives.

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Who it is designed for

Intact departmental teams, cross-functional project teams, management teams, and organisations integrating new units or restructured functions.

Key organisational outcomes

Reduced friction between departments; faster collective decision-making; clearer accountability for shared objectives; improved delivery on cross-functional work.

Problem Solving & Decision Making

Structured methods for defining problems accurately, identifying root causes, generating and evaluating options, and making defensible decisions under uncertainty and time pressure — including how to document the reasoning behind a decision.

Duration 2–3 days Delivery In-house · Venue · Online · Blended

Organisational challenges addressed

Recurring problems treated repeatedly at symptom level; decisions delayed or taken without evidence; no record of how a decision was reached.

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Who it is designed for

Middle and senior managers, operations leads, government officials with delegated authority, and committees responsible for recurring decisions.

Key organisational outcomes

Fewer recurring problems treated repeatedly at symptom level; faster, better-evidenced decisions; clearer audit trails for decisions taken.

III

Governance & Risk

Risk Management

Establishing risk management as a working discipline rather than a document. Covers risk identification, assessment and scoring, mitigation planning, ownership and escalation, maintaining a live risk register, and reporting risk to executives and boards.

Duration 2–3 days Delivery In-house · Venue · Online · Blended

Organisational challenges addressed

Risk registers maintained for compliance rather than used for management; risks surfaced late and owned by nobody; assurance reporting that does not satisfy boards or funders.

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Who it is designed for

Risk, compliance and internal audit staff, banking and insurance managers, project and programme leadership, and senior managers in regulated or donor-funded environments.

Key organisational outcomes

Risks surfaced early and owned by name; consistent assessment across departments; stronger assurance reporting to boards, regulators and funders.

Stakeholder Management

Identifying, analysing and engaging the parties who determine whether an initiative succeeds. Covers stakeholder mapping, influence and interest analysis, engagement planning, managing competing expectations, and communicating with ministries, donors, communities and internal sponsors.

Duration 2 days Delivery In-house · Venue · Online · Blended

Organisational challenges addressed

Approvals and permissions secured late; competing expectations between ministries, donors and communities; engagement that begins only once a problem has emerged.

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Who it is designed for

Programme and project directors, government liaison and public affairs staff, NGO country and grant teams, and infrastructure and telecoms teams working with communities and regulators.

Key organisational outcomes

Fewer delays caused by late or absent engagement; more predictable approvals; stronger institutional relationships; clearer, more consistent external communication.

IV

Business Excellence

Business Communication & Report Writing

Writing and speaking to a professional standard in an institutional setting. Covers structuring documents for decision-makers, executive summaries, evidence and data presentation, professional correspondence, donor and board reporting, and delivering briefings with clarity.

Duration 2–3 days Delivery In-house · Venue · Online · Blended

Organisational challenges addressed

Reports that delay decisions rather than support them; senior time spent rewriting the work of others; documentation that does not withstand donor or board scrutiny.

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Who it is designed for

Officers and managers who write reports, ministry and agency staff preparing submissions, NGO reporting teams, bank relationship and credit staff, and anyone briefing senior stakeholders.

Key organisational outcomes

Reports that support decisions rather than delay them; consistent documentation standards; less senior time spent rewriting; stronger credibility with boards, donors and partners.

Time Management & Productivity

Managing workload, priorities and attention in demanding operational environments. Covers prioritisation frameworks, planning routines, managing interruptions and competing requests, delegation, meeting discipline and sustainable working practices.

Duration 1–2 days Delivery In-house · Venue · Online · Blended

Organisational challenges addressed

Workload outpacing capacity; deadlines missed through prioritisation rather than effort; meetings consuming the working day; dependence on a few overloaded individuals.

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Who it is designed for

Managers and officers carrying heavy or fragmented workloads, administrative and support functions, and teams working across multiple concurrent priorities.

Key organisational outcomes

Higher output without additional headcount; deadlines met more consistently; shorter, better-run meetings; reduced pressure on key individuals.

V

Procurement & Tendering

Tender & Bid Management

Both sides of the tender process. Covers interpreting tender documents, bid/no-bid decisions, compliance and documentation, pricing and commercial structure, writing persuasive technical and methodology responses, and — for buying organisations — preparing specifications and evaluating submissions fairly.

Duration 2–3 days Delivery In-house · Venue · Online · Blended

Organisational challenges addressed

Bids disqualified on compliance; effort spent on opportunities that were never winnable; specifications and evaluations that are difficult to defend.

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Who it is designed for

Procurement and contracts staff, business development and bid teams, construction and engineering contractors, NGO grant and proposal teams, and ministry tender committees.

Key organisational outcomes

Fewer bids disqualified on compliance; higher win rates on pursued opportunities; better use of bid effort through disciplined qualification; more transparent, defensible evaluation.

Not sure which programme fits?

Describe the capability you need to strengthen and we will recommend a structure.

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