2012 catalog-no-pricing

International Institute for Learning, Inc.

LEARNING CATALOGUE

INTELLIGENCE, INTEGRITY AND INNOVATION

Project, Program and Portfolio Management • Business Analysis • Microsoft® Project and Project Server Lean Six Sigma • PRINCE2® • ITIL® • Leadership and Interpersonal Skills

2012

2www.iil.com

2 International Institute for Learning, Inc.2www.iil.com

2 International Institute for Learning, Inc.

Welcome to IIL’s 2012 Learning Catalogue!

As organizations continue to try and do more with less, there is an increased demand for higher-level skills in strategic leadership, Project and Program Management, Business Analysis, Risk Management, Information Technology and Lean Six Sigma.

Many economists are hopeful that we will see some signs of recovery in the near future, but the job market remains more competitive than ever. Building on your knowledge and “polishing your edge” are now not only critical to success… they are critical to survival.

In spite of economic di� culties, new technologies continue to change not only the way we work, play and socialize, but also the ways in which we plan, learn and share ideas. The enormous increase in e-book sales, mobile learning solutions and record numbers of tablets, smartphones and 4G devices are just a few signs of the progressive migration, across industries, toward the virtual space.

More and more, learning is taking place virtually, globally and collaboratively. People all over the world are connecting online and learning through virtual communities, peer-to-peer networks, mobile devices and social media platforms.

In response to our customers’ needs, IIL has doubled our focus on our Virtual Classroom o� erings and self-paced on-demand learning products. We have enhanced our Learning Management System to make it more participatory and enable you to better de� ne your development goals and track your progress. We have also developed project management and ITSM apps, as well as other mobile learning solutions.

I would like to personally invite you to take advantage of all that IIL has to o� er as a learning solution provider, including our roster of best-in-class instructors, our wide and diverse curriculum, excellent customer service and array of training methodologies.

Three key values de� ne the IIL brand and guide us in all that we do: Intelligence, Integrity and Innovation. We pride ourselves in creating customer loyalty and building relationships with individuals and organizationsthat last a lifetime.

From your � rst point of contact with us, we work with you to assess your training needs and help you choose a course or design a curriculum that meets your business needs and learning preferences. We have a dedicated team of content and course development specialists whose goal – and passion – is to transform learning into results. As industry leaders in customized course development, we partner with our clients to provide learning solutions that translate seamlessly into the workplace and capture more than the original intent.

IIL has now entered our third decade of doing business. Thanks to our customers, we have grown from one small company into a network of wholly-owned global operating companies in cities all over the world, including: New York, Toronto, London, Paris, Frankfurt, Singapore, Sydney, Beijing, Hong Kong, Madrid, Mexico City, Trinidad, Helsinki, Budapest, São Paulo, Bangalore, Dubai, Seoul and Tokyo.

Please read through our catalogue and learn more about our wide selection of courses, products and services. See for yourself why IIL is the training solution provider of choice for many top global companies, and then take the next step by � nding out what we can do together. I welcome any comments or questions you may have, so feel free to contact me directly at [email protected].

With kind regards,

E. LaVerne JohnsonFounder, President and Chief Executive O� cerInternational Institute for Learning, Inc.

A Letter From the CEO

Wel

com

e

�

Course ConfirmationE-mailed upon receipt of registration.

Registration Fee IncludesTraining materials and refreshment breaks.

Professional Development Units (PDUs), Continuing Education Units (CEUs) and Continuing Professional Education Units (CPEs) credits can be awarded for participation in most programs. Before attending, verify acceptance with your professional board.

Tax Deductible ExpenseTreasury Regulation #1.162.5 permits deduction of all fees, travel, lodging and 50% of all meal expenses, because an educational program is designed to improve one’s employment. A Certificate of Completion - either a hard copy or an electronic version - will be awarded to participants by a major university or by International Institute for Learning, Inc. or by IIL’s University Affiliate.

Cancellation / Refund PolicyCancellations received up to fourteen (14) business days before the course are fully refundable. After that, cancellations are subject to the entire course fee. Please note that if you don’t cancel and don’t attend, you will still be responsible for payment. Substitutions may be made at any time. To make a substitution, cancel or reschedule a course, contact your local educational consultant directly or call +1-800-325-1533 (US) or +1-212-758-0177.

If IIL finds it necessary to cancel a course due to low enrollment, a full refund will be made. IIL will not be responsible for participant’s airfare and/or hotel expenses or cancellation fees.

Dates, times and prices of all IIL courses are subject to change.

CAPM®, PMI®, PMP® and PMBOK® are registered marks of the Project Management Institute, Inc.

APMC®, The Kerzner Approach®, Project Black Belt®, Project Blue Belt®, Project Orange Belt®, Project White Belt®, Project Jumpstart®, ProjectManagementIQ® and Unified Project Management® are registered trademarks and PM BASICS™, 360º PMCA™, UPMM™, Kerzner International Project Manager of the Year Award™ and BACP™ are trademarks of International Institute for Learning, Inc.

IIBA®, A Guide to the Business Analysis Body of Knowledge®, BABOK® and CBAP® are registered trademarks owned by International Institute of Business Analysis.

Microsoft® Office Project is a registered trademark of the Microsoft Corporation.

PRINCE2®, ITIL®, MSP®, M_o_R® and P3O® are Registered Trade Marks of the Office of Government Commerce in the United Kingdom and other countries. The Swirl logo™ is a Trade Mark of the Office of Government Commerce.

Visit www.iil.com to view the latest course schedules.

©2012 International Institute for Learning, Inc.

All rights reserved. No part of this book may be reproduced in any way, in any form, without the prior written permission of International Institute for Learning, Inc. unless is it for organizations’’ internal marketing purposes.

Welcome: A Letter from the CEO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2

About IIL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4-6

Accreditations and Government Pricing . . . . . . . . . . . . . . . . . . . . . . . . . .7

IIL Certification and Professional Certificate Tracks. . . . . . . . . . . . . .8-9

allPM.com Knowledge Portal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

PM Core and Intermediate Courses . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11

Project Management for Non-Project Managers. . . . . . . . . . . . . . . . .12

PM BASICS™. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1�

Project Management Fundamentals. . . . . . . . . . . . . . . . . . . . . . . . . . . . .14

Mastering the Fundamentals of Managing Projects . . . . . . . . . . . . .15

Managing Project Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16

WBS - The Keystone of Project Management . . . . . . . . . . . . . . . . . . . .17

PoleStar™ PM Simulation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

Project Estimating and Scheduling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19

Project JumpStart® . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20

Project Leadership Simulation Program . . . . . . . . . . . . . . . . . . . . . . . . .21

The Project Management Certificate Program: The Kerzner Approach® to Project Management Excellence . . . . . . . . . . . . . 22-2�

The Project Management Certificate Program (On-Demand Version): The Kerzner Approach® to PM Excellence . . . . . . . . . . . . . .24

Accounting and Finance Principles for PM Practitioners . . . . . . . . .25

Introduction to the Organizational Project Management Maturity Model (OPM3®) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26

Certified Associate in Project Management (CAPM®) . . . . . . . . . . . .27

PMP® Prep Course. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28

Project Management Advanced Courses. . . . . . . . . . . . . . . . . . . . . . .29

Advanced Project Management Certification (APMC®) . . . . . . . . . .�0

The Future of Project Management with Dr. Harold Kerzner. . . . .�1

Requirements Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .�2

Advanced Project Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . .��

Advanced Project Quality Management . . . . . . . . . . . . . . . . . . . . . . . . .�4

Advanced Project Procurement Management. . . . . . . . . . . . . . . . . . .�5

Vendor Relationship Management: Collaborating for Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .�6

Earned Value Management Systems (EVMS). . . . . . . . . . . . . . . . . . . . .�7

Global Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .�8

Preventing, Recovering and Managing Troubled Projects. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .�9

Managing Multiple Projects. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40

Program Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41

The Project Management Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42

Project Portfolio Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4�

Prep Course for the PMI-RMP® Exam. . . . . . . . . . . . . . . . . . . . . . . . . . . . .44

Prep Course for the PMI-SP® Exam . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45

Prep Course for the PgMP® Exam . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .46

Project Management for IT Professionals . . . . . . . . . . . . . . . . . . . . . 47

Project Management Fundamentals for IT Professionals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

Requirements Management for IT Professionals. . . . . . . . . . . . . . . . 49

Risk Management for IT Professionals. . . . . . . . . . . . . . . . . . . . . . . . . . . 50

Managing Multiple IT Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

Agile Development and Project Management. . . . . . . . . . . . . . . . . . 52

Implementing Scrum for Agile Software Development . . . . . . . . 5�

PoleStar™ ITSM Simulation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54

ITIL® Foundation Course . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55

Managing the Systems Development Process. . . . . . . . . . . . . . . . . . 56

PRINCE2®, MSP®, M_o_R® and P3O® Certifications . . . . . . . . . . . . .57

PRINCE2® Foundation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .58

PRINCE2® Practitioner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .59

PRINCE2® Passport . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60

Managing Successful Programmes (MSP®) Foundation & Practitioner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61

Management of Risk Foundation (M_o_R) Foundation & Practitioner/Portfolio, Programme and Project Offices (P�O) Foundation & Practitioner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .62

Microsoft® Project Certifications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6� Project White Belt® 2010 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .64

Project Orange Belt® 2007 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .65

Project Blue Belt® 2007. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .66

Project Black Belt® 2007 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .67

Microsoft® EPM Role-Based Courses . . . . . . . . . . . . . . . . . . . . . . . . . . . . .68

Microsoft® Excel in Depth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .69

Microsoft® Excel Visual Basic for Applications (VBA) . . . . . . . . . . . . .70

Leadership and Interpersonal Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . .71

Effective Communication Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .72

Effective Presentation Skills for Project Managers. . . . . . . . . . . . . . . .7�

Stakeholder Relationship Skills for Project Managers . . . . . . . . . . . .74

Building High-Performance Project Teams. . . . . . . . . . . . . . . . . . . . . . .75

Effective Negotiating Skills for Project Managers . . . . . . . . . . . . . . . .76

Decision Making and Problem Solving for Project Managers. . . .77

Conflict Resolution for Project Managers . . . . . . . . . . . . . . . . . . . . . . . .78

Leadership Skills for Project Managers. . . . . . . . . . . . . . . . . . . . . . . . . . .79

Leadership and The Power of Acknowledgement®. . . . . . . . . . . . . .80

Leading Cross-Cultural Virtual Teams . . . . . . . . . . . . . . . . . . . . . . . . . . . .81

Managing and Leading Projects Across Organizational Boundaries. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .82

Organization and People Change Management. . . . . . . . . . . . . . . . .8�

IIL Webinars 2.0. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .84

Business Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .85

Business Analysis Certificate Program. . . . . . . . . . . . . . . . . . . . . . . . . . . .86

Business Analysis Fundamentals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .87

Facilitation Skills for Business Analysts . . . . . . . . . . . . . . . . . . . . . . . . . . .88

Writing and Managing Requirements Documents . . . . . . . . . . . . . .89

Business Process Modeling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .90

Effecting Business Process Improvement . . . . . . . . . . . . . . . . . . . . . . . .91

Developing the Business Case . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .92

Assuring Quality Through Acceptance Testing. . . . . . . . . . . . . . . . . . .9�

Certified Business Analysis Professional (CBAP®) Boot Camp . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .94

Lean Six Sigma and Process Excellence. . . . . . . . . . . . . . . . . . . . . . . . .95

Experiencing Lean Six Sigma. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96

Lean Six Sigma Yellow Belt Certification Program. . . . . . . . . . . . . . . 97

Lean Six Sigma Green Belt Certification Program . . . . . . . . . . . . . . . .98

Lean Six Sigma Black Belt Certification Program . . . . . . . . . . . . . . . . .99

Project Management for Six Sigma Professionals . . . . . . . . . . . . . . 100

Online Tools and Assessments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101

Project Management Competency Assessment (�60° PMCA™) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102

Kerzner Project Management Maturity Model. . . . . . . . . . . . . . . . . 10�

Unified Project Management® Methodology (UPMM™). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104-105

IIL Publishing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106

IIL Faculty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107

Table of Contents

4www.iil.com



With a wholly-owned network of operating companies all over the world and clients in more than 200 countries, IIL is a global leader in training, consulting, coaching and mentoring, as well as customized course development.

Our core competencies include: Project, Program and Portfolio Management; Business Analysis; Microsoft® Project and Project Server; Lean Six Sigma; PRINCE2®; ITIL® and Leadership and Interpersonal Skills.

Our CredentialsIIL is a PMI® Charter Global Registered Education Provider (R.E.P.), a member of PMI’s Global Executive Council, a Microsoft Partner with a Microsoft Gold Project and Portfolio Management competency, an IIBA® Endorsed Education Provider and an Accredited Training Organization (ATO) for PRINCE2 and ITIL.

We are proud to be the training solution partner of choice for many top global companies.

What Sets Us ApartOur Many Methods of Learning™ enable us to deliver innovative, eff ective and consistent training solutions through a variety of learning approaches (Virtual Classroom, simulation training, interactive On-demand learning, traditional classroom and a blended approach).

Choosing IIL as your learning provider is the beginning of a valuable business partnership. From the fi rst point of contact, we work with you to assess your training needs and help you choose a course or design a curriculum that best suits your individual preferences and business goals. Once our partnership begins, you will have a wealth of opportunities at your fi ngertips, including:

A strong network of wholly-owned IIL companies strategically located all over the world. We put an active focus on knowledge sharing in and among our worldwide companies. This allows us to tap into a huge repository of global best practices when developing courses, delivering training or customizing learning solutions. We value diversity and are proud to offer many of our programs and learning solutions customized and adapted to a range of international languages and cultures.

A roster of unparalleled trainers, consultants and mentors. Our subject matter experts are the best in their fields, and their expertise extends across industries and market sectors.

A comprehensive curriculum of multi-level training courses. We stay ahead of the curve when developing curriculum, anticipating market demand as well as the unique needs of our clients.

Industry-recognized certificate and certification programs. Enabling you to earn respected credentials, our programs open the door to career opportunities. Our university affiliates are globally-recognized leaders in education and innovation.

•

•

•

•

Innovation in LearningBeginning with global satellite broadcasts in the mid-1990s, IIL has consistently been in the vanguard of companies using technology to create cutting-edge learning solutions.

We continue to be at the forefront of learning innovation, off ering a wide variety of delivery methods to ensure optimal learning experiences for companies and individuals.

These methods include:

IIL Virtual ClassroomFor more than a decade now, our clients have chosen IIL’s Virtual Classroom as a preferred learning method to meet the increased global training needs of their organizations. Our Virtual Classroom provides you with interactive, efficient, quality training that is also cost-effective.

Simulation TrainingIIL’s simulation training integrates proven learning theory with state-of-the-art computer technology and game-based simulation techniques to deliver lasting benefits. We offer simulation training to communicate the value and accelerate the implementation of best practices in two of our critical markets: project management and IT service management.

Traditional Classroom TrainingIn addition to the public courses designed to meet the needs of individuals, IIL has a best-in-class instructional design team that can customize curriculum to meet the specific needs of your organization.

On-demand TrainingAccess learning wherever and whenever you need it. Our interactive on-demand courses use animation, streaming video, computer-aided simulations and learning interactions that engage and involve users.

A Blended ApproachDesign your own learning experience. Our blended approach allows you to “mix and match” learning formats to best suit your learning style.

Corporate Solutions -It All Comes Together for Our ClientsWe make a measurable diff erence for our clients, and our results speak for themselves – a large percentage of our clients are multi-year repeat customers. We have worked with many of the world’s leading organizations to develop professional skills as well as corporate capabilities and processes.

Beyond training courses, IIL provides:

Assessment tools such as the Kerzner Project Management Maturity Model (KPM3) and our 360° Project Management Competency Assessment (360° PMCA™).

Needs analyses to define gaps and address the organizational and process changes needed to fill them.

•

•

•

•

•

•

•

A Valued Global Business Partner

Abou

t IIL

5

Custom training solutions to meet the unique needs of your company. For groups of 12 or more, we can tailor any course or program to align with your company or team mission, values and unique business needs. We can also deliver any course to you in a private format - at your location, at one of our training sites or in a virtual setting.

Measurement of efficiency and productivity performance on an individual as well as an organizational level, including changes in team behavior, return on training investment and specific key performance benchmarks.

Group coaching and individual mentoring sessions to help integrate lessons learned and translate knowledge into practice.

Process development and improvement through direct, hands-on support or proprietary knowledge management solutions. Our Unified Project Management® Methodology (UPMM™) Software Suite supports consistency and quality in the implementation of project, program and portfolio management.

Developing the Tools You NeedMany of IIL’s greatest innovations in creating new and focused tools, techniques and training have come from close working partnerships with our clients. Our instructional design expertise allows us to develop brand new courses and tools or refi ne existing ones.

A few examples of this kind of collaboration are:

For one of the world’s leading softwaredevelopers, we trained 1,200 project managers in 22 nations over just a few months to support the effective rollout and adoption of their pioneering global project management methodology and to help increase their internal project management maturity.

For a large oil and gas company, we delivered a series of customized Business Analysis and project management training programs that helped their project managers significantly improve their on-time and on-budget project delivery rates.

For a government agency, we helped reduce defects by 76% in one of their key process areas, resulting in substantial cost savings.

And for one of the world’s leading banks, we facilitated an extensive change management process after they had implemented a major restructuring and outsourcing initiative.

•

•

•

•

•

•

•

•

Global Reach and Consistent Top QualityLast year, we conducted classes in more than 200 countries and in over 20 languages. Our stellar roster of international trainers is comprised of elite professionals whose industry expertise is enhanced by their practical classroom experience.

The IIL team is proud to off er many of our programs and learning solutions customized and adapted to a range of international languages and cultures.

In Asia, we recognize the premium placed on practical skills, and our courses rely heavily on interactive tools like case studies and exercises from participants’ own projects. We also select one or more instructors according to each client organization’s outlook – a recognized Western thought leader in some cases, a hands-on local trainer in others.

Our Paris office, an IIL Regional Centre of Excellence, serves as a central hub for the Europe, Middle East and Africa region (EMEA). From this office, our multilingual staff centralizes recruitment and scheduling efforts for expert resources and reinforces our service to clients in EMEA. In parallel, the Paris staff enables IIL to adapt our products, courses and other services to local industrial, cultural and linguistic specifications to serve our clients in Belgium, France, Morocco, Algeria, Tunisia and French-speaking Sub-Saharan African countries.

In Mexico and Latin America, we often approach state-of-the-art topics in highly pragmatic ways to adapt learning to cultures only recently evolving into broad industrialization.

In the Middle East, we offer best-in-class training throughout the region, and our trainers have extensive project experience in every prevalent industry: oil and gas, finance, telecommunications, construction, information technology and manufacturing. Our office in Dubai serves both global and local clients throughout the Gulf Cooperation Council (GCC) and beyond, offering top quality solutions to many high profile businesses.

IIL companies are based in: Toronto, London, Paris, Frankfurt, Singapore, Sydney, Seoul, Beijing, Hong Kong, Madrid, Mexico City, Dubai, Helsinki, Budapest, São Paulo, Bangalore, Tokyo, and New York City - our global headquarters.

•

•

•

•

IIL A

sia (S

inga

pore

)IIL

Fra

nce

(Par

is)

IIL M

exic

o (M

exic

o Ci

ty)

IIL M

iddl

e Ea

st (D

ubai

)

6www.iil.com



At IIL, from the moment a course goes into development, we incorporate the understanding that learning must yield practical, quantifi able benefi ts to have value. Both our standard and specially designed courses focus on learning and training approaches that participants understand, assimilate and want to bring back to the workplace.

We know that integrating lessons learned from training into daily work fl ow can be a challenging process. Because we understand that there can be a variety of barriers to implementation, we have dedicated consultants who can be onsite - or on call - to assist and coach your project/program managers or business analysts on an as-needed basis.

As a part of our services, your IIL consultant will review project plans, status reports, deliverables, and aid your project /program manager(s) and teams in making critical decisions, re-planning and prioritizing, as well as strategizing and handling more complex issues.

In addition to off ering consulting services to our clients, we also give you the option of having one of our certifi ed consultants manage your project, whether for a short-term or long-term engagement. Our consultants have signifi cant global experience managing and completing projects on schedule and within budget, across industries. Let one of our experts guide your team’s mission-critical projects to success!

As an IIL client, you can count on us for:

Trainers who consistently deliver measurable value. Our program evaluations point overwhelmingly to the excellence with which our trainers communicate real-world knowledge based on multi-industry work experience. And who says that learning shouldn’t be fun? Our trainers infuse their classes with energy and a sense of discovery, making courses engaging and interactive as well as eff ective. Beginning with Dr. Harold Kerzner, Senior Executive Director who joined IIL at its inception, our commitment to trainer excellence extends to every one of our more than 300 educators worldwide.

Course design and customization that is truly tailored. Global Learning Solutions (GLS) is a specialized team of solution-oriented professionals within IIL who are dedicated to ensuring that our courses are current and developed using only best-in-class instructional design processes. Comprised of content specialists, instructional designers and project managers, the GLS team has many decades of combined business and course development experience.

Turning learning into results is one of the passions of GLS. We know how meaningful learning leads to improved performance at the individual contributor, team and organizational level. Creating customized solutions for specifi c clients is also a large part of the value GLS brings to IIL’s clients. GLS team members work closely with our educational advisors and client contacts to provide learning solutions that capture more than the original intent.

This comprehensive consultative approach is designed to uncover and incorporate key performance infl uencers within the client’s organization. If left unidentifi ed and unaddressed, these key performance infl uencers can make the diff erence between moderate success and performance-enhancing success when the learner returns to the working environment.

Global Learning Solutions aims to Improve Performance by Improving Understanding.

Abou

t IIL Training, Consulting and Course Design

Dr. H

arol

d Ke

rzne

rIIL

Con

sulti

ng a

nd C

oach

ing

IIL C

lass

room

Cou

rse

GLS

Team

7PMI® and PMP® are registered marks of the Project Management Institute, Inc. IIBA® is a registered trademark owned by International Institute of Business Analysis. Microsoft® is a registered trademark of Microsoft Corporation in the United States and other countries. PRINCE2®, ITIL®, MSP®, M_o_R®, P3O® and Information Technology Infrastructure Library® are Registered Trade Marks of the Offi ce of Government Commerce in the United Kingdom and other countries. The Swirl logo™ is a Trade Mark of the Offi ce of Government Commerce.

AccreditationsUniversity Affiliations

New York University School of Continuing & Professional Studies (SCPS) www.iil.com/nyuscps

IIL off ers special training discounts for federal government agencies and government contractors under IIL’s GSA Federal Supply Schedule (GS-23F-9834H).

GSA has already negotiated the prices, services and terms covering many of IIL’s project management onsite training and project management products. This partnership allows IIL to off er quality training at a cost-effi cient price.

• Groups of 15 or more being trained Onsite can receive up to a 30% discount on our standard public course prices.

• Individual government and government contractor employees may also sign up for any of IIL’s public and/or Virtual Classroom courses and receive a 15% discount off the published prices.

• Groups of fi ve or more signing up for our public courses and/or Virtual Classroom courses will receive a 20% discount.

For more information about onsite, Virtual or classroom courses, email [email protected] or call Ellen Murphy at +1-212-515-5116.

You may also access GSA’s catalogue online at www.gsa.gov.

Government Pricing (GSA)

Member of PMI®’s Global Executive CouncilAs a member of the Project Management Institute’s Global Executive Council, IIL is committed to the advancement of project, program and portfolio management in the global community. The Global Executive Council is designed to provide corporations with the opportunity to support and associate with PMI directly and to develop synergies between PMI and senior executives at leading corporations worldwide.

Charter Global Registered Education ProviderIIL has been recognized by PMI as a Charter Global Registered Education Provider. Attending IIL courses is a great way to earn and maintain Professional Development Units (PDUs), and each hour of scheduled classroom participation qualifi es for one PDU. For more information on PMI’s Professional Development Program or PMP® certifi cation, visit www.pmi.org.

IIBA Endorsed Education ProviderIIL is an Endorsed Education Provider with the International Institute of Business Analysis. We are also proud to be an industry sponsor of IIBA. For more information, visit www.theiiba.org.

Microsoft® CorporationIIL is a Microsoft Partner with a Microsoft Gold Project and Portfolio Management competency. We provide customized training solutions to help organizations enhance their project management capabilities using the Microsoft Project Enterprise Solution.

ACE College Credit Recommendations The American Council on Education (ACE) College Credit Recommendation Service (CREDIT) has recommended several IIL courses for undergraduate and graduate ACE credits. For more information, please visit www.acenet.edu or call ACE at +1 (202) 939-9434.

Certificate of Course Completion and Continuing Education Units (CEUs)IIL is an Authorized CEU Sponsor Member of the International Association for Continuing Education and Training (IACET). CEUs are used internationally to maintain records of completion of organized post-secondary education. One CEU is provided for every ten hours of course participation.

Continuing Professional Education (CPE) CreditIIL is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of Continuing Professional Education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. For more information, visit www. nasba.org.

Women’s Business Enterprise National Council (WBENC)IIL has received certifi cation from the Women’s Business Enterprise National Council (WBENC). WBENC’s corporate member list includes such companies as IBM, Motorola, Bank of America, Pepsi, Sears, Johnson Controls and Microsoft.

Association for Facilities Engineerng (AFE) PartnershipIIL is a partner of AFE, the largest dedicated network in the facility, maintenance and plant operations profession. AFE members advance the fi eld and their careers using the most complete range of technical information, education, best practices and sharing of common professional experiences. For more information, visit www.AFE.org.

PRINCE2®IIL is an APM Group (APMG) Accredited Training Organization (ATO) for PRINCE2. PRINCE2 is a structured, process-based approach for project management and is published by the UK-based Office of Government and Commerce. For more information on PRINCE2 or APMG, visit www.apmgroupltd.com.

ITIL®IIL is an APM Group (APMG) Accredited Training Organization (ATO) for ITIL Foundation Course. ITIL (Information Technology Infrastructure Library®) is a set of best practice standards for IT Service Management. For more information on ITIL or APMG, visit www.apmgroupltd.com.

MSP®IIL’s Managing Successful Programmes (MSP) courses are run in partnership with AFA, an APMG ATO for MSP. For more information on MSP or APMG, visit www.apmgroupltd.com.

M_o_R®IIL’s Management of Risk (M_o_R) courses are run in partnership with AFA, an APMG ATO for M_o_R. For more information on M_o_R or APMG, visit www.apmgroupltd.com.

P3O®IIL’s Portfolio, Programme and Project Offices (P3O) courses are run in partnership with AFA, an APMG ATO for P3O. For more information on P3O or APMG, visit www.apmgroupltd.com.

The University of Southern California Marshall School of Businesswww.iil.com/uscmsb

IIL works with both the NYU School of Continuing & Professional Studies and the University of Southern California Marshall School of Business to off er the very best professional training for today’s business leaders.

The certifi cate programs and courses we off er in conjunction with our university affi liates provide our clients with a strong advantage in the marketplace. The status of our affi liates as global network universities and our combined worldwide reach allow for learning experiences among a vast and diverse pool of professionals.

Our strategic alliances provide a full menu of courses and defi ned learning pathways leading toward a university grade report or grade equivalency letter. Joint IIL-university websites also assure a fast and easy administrative experience for participants.

®

Accredited by

8www.iil.com



Project Management Fundamentals (p. 14)(12 hours / 2 days) or equivalent, for those who feel they need

more training before starting this track (optional)

Project Management Certificate ProgramSession One (18 hours / 3 days) (p. 22)

Project Management Framework | Project Integration ManagementProject Scope Management | Project Time ManagementProject Cost Management | Project Control Management

These sessions are also available in a FAST TRACK five-day program.

Project Management Certificate Program Session Two (24 hours / 4 days) (pp. 22-23)

Project Risk Management | Project HR ManagementProject Quality Management | Project Procurement ManagementProject Communication Management | Professional Responsibility

PMP® Preparation and Review

The Project Management Certificate Program

PM BASICSTM (p. 13)(12 hours)

Certified Associate in Project Management (CAPM®)

Certified Associate in Project Management (CAPM) Prep Course (p. 27)(21 hours / 3 days)

Required Courses

The Future of Project Management with Dr. Harold Kerzner 6 hours / 1 day (p. 31)

Program Management: Successfully Managing a Group of Related Projects

12 hours / 2 days (p. 41)

Managing and Leading Projects Across Organizational Boundaries


Electives - Choose Three

Requirements Management 12 hours / 2 days (p. 32)

Advanced Project Risk Management 12 hours / 2 days (p. 33)

Advanced Project Quality Management 12 hours / 2 days (p. 34)

Advanced Project Procurement 12 hours / 2 days (p. 35)

Vendor Relationship Management 12 hours / 2 days (p. 36)

Earned Value Management 12 hours / 2 days (p. 37)

Global Project Management 12 hours / 2 days (p. 38)

Managing Multiple Projects 12 hours / 2 days (p. 40)

The Project Management Office 12 hours / 2 days (p. 42)

Project Portfolio Management12 hours / 2 days (p. 43)

Agile Development and Project Management 12 hours / 2 days (p. 52)

Stakeholder Relationship Skills for Project Managers 12 hours / 2 days (p. 74)

Conflict Resolution for Project Managers 12 hours / 2 days (p. 78)

Leadership Skills for Project Managers 12 hours / 2 days (p. 79)

Writing and Managing Requirements Documents


Developing the Business Case 12 hours / 2 days (p. 92)

Lean Six Sigma Yellow Belt 12 hours / 2 days (p. 97)

APMC® Curriculum APMC®

IIL Certification and Professional Certificate Tracks

9

Business Analysis Fundamentals (12 hours / 2 days) (p. 87)

Facilitation Skills for Business Analysts (18 hours / 3 days) (p. 88)

Writing and Managing Requirements Documents (12 hours / 2 days) (p. 89)

Business Process Modeling (18 hours / 3 days) (p. 90)

Certified Business Analysis Professional (CBAP®) Prep Course(12 hours / 2 days) - only available to those enrolled in the BACP

(optional)

Business Analysis Certificate Program (BACP®)

Lean Six Sigma Certification

Project Orange Belt® 2007 / 2010 (p. 65)Managing Projects with Microsoft Office Project 2007 / 2010

(18 hours / 3 days)

Project Blue Belt® 2007 / 2010 (p. 66)Managing Projects with Microsoft Office Project Server 2007 / 2010

(18 hours / 3 days)

Project Black Belt® 2007 / 2010 (p. 67)Managing Projects and Programs with Microsoft Office Project Server 2007 /

2010t

Microsoft® Project and Project Server Certifications

M_o_R (Management of Risk) Foundation + Exam (3 days)Practitioner + Exam (2 days)

P3O (Portfolio, Programme and Project Offices)

Foundation + Exam (3 days)Practitioner + Exam (2 days)

(p. 62)

MSP (Managing Successful Programmes)

Foundation & Practitioner + Both Exams (4 days) (p. 61)

PRINCE2 Passport Foundation (On-Demand)

+PRINCE2 Passport Practitioner

(On-Demand) (p. 60)

PRINCE2 Foundation + Exam(3 days) (p. 58)

+PRINCE2 Practitioner + Exam

(2 days) (p. 59)

PRINCE2® / MSP® / M_o_R® / P3O®

Lean Six Sigma Yellow Belt Certification Program (p. 97)(12 hours / 2 days)

Lean Six Sigma Green Belt Certification Program (p. 98)(48 hours / 8 days)

Lean Six Sigma Black Belt Certification Program (p. 99) (48 hours / 8 days)

ITIL Overview = PoleStarTM ITSM Simulation (p. 54)(1 Day)

(optional)

ITIL® Certifications Professional Certification Preparation (PMI® )

ITIL Foundation + Exam (p. 55)(3 days)

IIL will soon be offering Intermediate and Expert Level ITIL Certifications

Prep Course for the Risk Management Professional Exam (PMI-RMP®) (p. 44)

Prep Course for the Scheduling Professional Exam (PMI-SP®) (p. 45)

Prep Course for the Program Management Professional Exam (PgMP®) (p. 46)

IIL Certification and Professional Certificate Tracks (continued)

Project White Belt® 2007 / 2010 (p. 64)Getting Started with Microsoft® Project 2007 / 2010

(12 hours / 2 days)

allPM.com is your gateway to...

Take advantage of IIL’s free web portal, aggregating project management white papers, templates, job postings, products and services. Content-rich and current, allPM.com is a critical resource for today’s project manager.

Connect with your peers all over the world in our forums. Network, read, share and even submit your own article for publication.

allPM.com is a valuable resource featuring volumes of information, tools, articles, tips and other project-related necessities.

Membership is FREE, and the benefi ts are invaluable.

Log in for instant access to an ever-expanding knowledge center of best practices and ideas from project management thought leaders in every region.

Become a member today! Visit allPM.com and sign up.

Resources• Monthly PM Newsletter, allPM Today• Project Management Articles and White Papers• Discussion Forums• Calendar of PM Events• Project Management News• PM Tip of the Day• Templates for Project Managers• PM Job Postings• Reviews of PM Products and Services• Project Management Glossary• Blogs and Podcasts

Forums• Project Management – Career and Job Talk• Microsoft® Offi ce Project – Discussion and Assistance• Project Management Software and Tools• PM Certifi cation• PM Help! • Best Practices • Project Management Offi ce• Students of Project Management• Lean Six Sigma and Quality

Content, Connection and Community

y

om is a valus, articles,

Memb

Log besin e

Beco

source featuring volumes of other project-related necessities.

nvaluable

ge centeught lea

is FREE, and the benefi ts

nstant access to an ever-expanding knoces and ideas from project managemen

egion.

member today! Visit allPM.com and sign

ry

er and Job Talkiscussion and Ass

are and Tool

ement Glocasts

ement – Carce Project –emenn

emen

ProjeBlogs

rumsProjeMicroProjePM CPM HBest Proje

F•••••••

Manand Po

Manaoft® OManatifi catp! acticeMana

www.iil.com • +1-800-325-1533 or +1-212-758-0177 • Visit our website for the latest course schedules.11

Projects are complex, collaborative eff orts frequently involving the participation of stakeholders from various parts of an organization. To be successful, project managers must not only be knowledgeable of professional best practices - they must also be fl exible and adaptable to evolving life cycles, methods, tools and techniques. The same type of project in diff ering environments may require a customized application of accepted PM principles. The most eff ective project managers have the ability to make adjustments based on moment-to-moment assessments of current conditions, while operating within the context of a comprehensive plan that makes use of consistent methods and past experience.

Project management has become a focal point of internal improvement eff orts – particularly those eff orts designed to give organizations a competitive edge. To further a company’s capabilities, Project Management Offi ces and Centers of Excellence are being established, global benchmarking studies are being conducted, and the most successful organiza-tions are focusing on continuous improvement and innovation of their PM practices.

The next two sections of our catalogue are dedicated to our wide curriculum on project, program and portfolio management. The PM Core and Intermediate section features courses targeted to those relatively new to the project management profession. In these classes you will learn fundamental PM concepts and hone the skills and techniques needed to ensure successful project outcomes.

A standout in this section is IIL’s capstone course, The Project Management Certifi cate Program: The Kerzner Approach® to Project Management Excellence. It is designed to build your skills and abilities as a project manager, while at the same time preparing you in-depth for the PMI® Project Management Professional (PMP®) exam.

PoleStarTM PM Simulation is a new one-day traditional classroom course that integrates proven learning theory with computer technology and game-based simulation to deliver a high-impact, holistic learning experience. For onsite course delivery, simulation training can also be integrated into many of our other courses, accelerating and enhancing your team’s learning experience.

In today’s rapidly changing business environment, project management (PM) has become a core competency for all organizations. Whether you’re in industry or government, you must be able to successfully manage internal projects to stay competitive.

The discipline of PM applies constantly evolving principles, concepts, tools and techniques to improve project performance and organizational eff ectiveness. When properly aligned with company goals and objectives, PM adds value by improving your ability to consistently deliver the right products - on time and within budget - while increasing client satisfaction and employee retention.

PM Core and Intermediate Courses

Leverage the power of our wholly-owned network of IIL companies, strategically located all over the world. We have deep experience working in different languages, cultures, countries and industries and are proud to be the training solution partner of choice for many top global companies. Find out what we can do together! Contact your local IIL company (listed on the back cover of the catalogue) or email us at [email protected].

The Kerzner Approach® is a registered trademark of International Institute for Learning, Inc. PMI® and PMP® are registered marks of the Project Management Institute, Inc. PoleStar™ is a Trademark of G2G3 Propulsion.

12

TRADITIONAL CLASSROOM: Engage with our instructors and a diverse group of peers in a Traditional Classroom version of this course.

VIRTUAL CLASSROOM: Dynamic and fully interactive, a live, online version of this course isled by an instructor and conducted in real time.

Take advantage of the fl exibility, customization, focus and control that onsite training off ers and let us tailor a course or program to align with your company’s mission, values and unique business needs. We can deliver any course to your team or organization in a private format - at your location, at one of our training sites or in a virtual setting. Email us at [email protected] for a free consultation today or visit www.iil.com/onsite for more information.

www.iil.com • +1-800-325-1533 or +1-212-758-0177 • Visit our website for the latest course schedules.

PM C

ore

and

Inte

rmed

iate

Cou

rses

ON-DEMAND LEARNING: Set your own pace with a recorded online version of this course and log on when and where you learn best.

Project Management for Non-Project ManagersIntroduction to the Components and Techniques of Managing Projects

It is not uncommon for people unfamiliar with project management to be put in positions to support projects and project managers. They may even be asked to lead projects. To be a more effective project team member or team leader - or even if you are in a project support role - a basic understanding of project management principles is essential.

This course introduces the concepts and techniques included in PMI®’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide). It provides insight into the role of a project manager, as well as giving suggestions on how support personnel can aid in the success of a project.

PrerequisitesThere are no prerequisites for this course

Course LevelBasic

Who Should AttendManagers, executives or non-project managers working in a project environment, or professionals who work with project managers

Performance FocusGaining a fundamental understanding of the components and tools of project managementDescribing the five project management process groups required for any projectExploring the nine knowledge areas of project management Distinguishing between hard and soft skills as applied to different aspects of project managementReviewing how several technical planning tools are used to manage projects

What You Will LearnYou’ll learn how to:

Describe how project management can support your companyDiscuss the strategic and business value of project managementDistinguish between formal and informal project managementDescribe various types of organizations and how they interact with project management

•

•

•

•

•

•

•

•

•

Identify why project management is critical to business successIdentify the five process groups and nine knowledge areas and how they support the project management processDescribe the importance of both soft skills and technical skills for the project manager

Course Overview

Foundation ConceptsProject management overviewProducts, programs and projectsFormal versus informal project managementTypes of project organizationsPower dimensionsProject life cyclesSuccessful projects

Project Management and Business SuccessStrategic business value of project managementBusiness success and project management

Project Management ProcessesThe five process groups: - Initiating process group - Planning process group - Executing process group - Monitoring and controlling process group - Closing process group

Project Management Knowledge AreasProject integration managementProject scope managementProject time managementProject cost managementProject quality managementProject human resource managementProject communication managementProject risk managementProject procurement management

Soft Skills in Project ManagementHard versus soft skillsLeadership and managementNegotiationConflict managementTeam building and motivation

•

•

•

•••••••

•

•

•

•••••••••

•••••

Technical Skills in Project ManagementProject selection and governanceProject planning toolsProject baselines, tracking and reportingChange control concepts

SummaryWhat did we learn, and how can we implement this in our work environments?

••••

•

PMI®, PMBOK® and PMP® are registered marks of the Project Management Institute, Inc.

Want this course delivered onsite to your company or team? Enhance the class experi-ence by adding real-world simulation into the mix. Highly interactive and experiential, IIL’s simulation integrates proven learning theory with leading-edge computer technology and game-based simulation techniques to deliver lasting benefits.

Read more about PM simulation on page 18.

Incorporate Simulation into this Course

#8928 / Four 3-hour sessionsCEU Credits: 1.2 / PDU Credits: 12

#8214 / 2 DaysCEU Credits: 1.4 / PDU Credits: 14

#PA8928/ Four 3-hour sessionsCEU Credits: 1.2 / PDU Credits: 12




www.iil.com • +1-800-325-1533 or +1-212-758-0177 • Visit our website for the latest course schedules. 13

PM Core and Interm

ediate Courses

ON-DEMAND LEARNING: Set your own pace with an interactive online version of this course and log on when and where you learn best.

Do you or your team members want to improve the way projects are managed?

Do you want to hone the skills, techniques and tools needed to ensure extraordinary project outcomes?

Do you want the flexibility to train at your own pace, location and time of your choosing?

If you answered yes to any of the above questions, then you need IIL’s PM BASICS™.

What is PM BASICS?PM BASICS is a 12-hour self-paced, multimedia training program that teaches the fundamentals of project management across all areas of PMI®’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Dynamic and interactive, the course has a friendly and easy-to-use interface and includes real-world case studies and exercises to ensure increased retention.

The on-demand equivalent of our two-day Project Management Fundamentals course, PM BASICS gives you top-quality content as well as the flexibility to learn at your own pace.

The course is divided into six major parts, including the Program Introduction plus a section dedicated to each of the five Project Management process groups: initiating, planning, executing, monitoring and controlling and closing. Mastery is ensured through reference to real-life projects, video case studies and key exercises built into each module.

Global Project Management Best PracticesUtilized by organizations all over the world, PM BASICS has revolutionized the way companies are pursuing project management. This on-demand course is the most cost-effective way to train one or a multitude of employees to use a proven project management methodology.

Many top global companies use PM BASICS to create a standardized project management methodology across their entire enterprise. By establishing this common project management language, they are achieving the first level of proficiency in their Organizational Project Management Maturity.

Including post-tests after every section as well as a master test at the end, PM BASICS can also be used by senior management as a tool to assess the level of PM capability within an organization.

Key Benefits and Features

• Presents PMBOK Guide-aligned terminology and approach

• Provides key project management tools including forms and checklists that you can use on the job and a comprehensive project management bibliography and reference resource

• Addresses critical soft skills such as interpersonal communication and conflict management as well as the hard skills of scheduling, estimating and project reporting

• Allows for flexible scheduling of multiple employees and team members while ensuring all participants take away a common language and methodology

• Gives a comprehensive, content-rich curriculum of material in just 12 hours -- and is comparable with what you would learn during a two-day instructor-led course

• This on-demand course will integrate with virtually all Learning Management Systems

PM BASICS™ Project Management Fundamentals at Your Fingertips

“Simply stated, PM BASICS is the best on-demand course ever developed for learning the fundamental principles and processes of project management.”

- Harold Kerzner, Ph.D.

PM BASICS™ is a trademark of International Institute for Learning, Inc. PMI®, PMBOK® and PMP® are registered marks of the Project Management Institute, Inc. This course was authored by PM expert George Pitagorsky, PMP.

PS204i / 12 hoursCEU Credits: 1.2 / PDU Credits: 12

14






PM C

ore

and

Inte

rmed

iate

Cou

rses

Many projects are performed by highly competent and effective people who have little or no project management training. They perform projects like process improvement, marketing campaign development, new prod-uct development, event planning, production and other “tasks” which are projects. Learning project management on the job is an unneces-sary burden in an already challenging position.

This course provides practical skills, concepts and principles you can take back to the job, along with insights you’ll need to adapt them to specific project environments.

The goal of this course is to achieve quality performance through effective planning and control. We use a process orientation and an analytical, systems-oriented approach to prob-lem solving and decision making. Throughout the course, we integrate the need for collabora-tion and clear communications among people, often in multiple organizations.


Course LevelBasic

Who Should AttendThis course is for people responsible for managing, leading, coordinating and working on projects who have limited experience or knowledge of practical, formal project manage-ment methods. Among those who can benefit from this course are:

Members of process and performance improvement teamsParticipants in research and developmentBusiness planning coordinatorsTechnical service and support staffOperations people in financial servicesAdministrators and managers responsible for coordinating, facilitating or managing projects and programsTechnical professionals and engineers moving into project leadership and coordination positionsMarketing, training and technical writing professionalsSix Sigma professionals

•

•••••

•

•

•


Describe the project management process and its benefitsUse project management vocabulary and terminologyIdentify characteristics of a successful project and create an initial project planPerform the major aspects of project initiation, project control and close-outIdentify and describe organizational change issues in implementing project management

Course Overview

Getting StartedIntroductionsCourse structureCourse goals and objective

Foundation ConceptsProject management (PM) process overviewFocus and benefits of PMCritical PM skillsConcept of competing demands (update on the classical triple constraints)

Project Life CycleProject life cycle overviewPhases, tasks, deliverables and stepsVariations on the life cycleCheckpoints and milestonesProject selectionProject governanceRoles and responsibilities of the project manager and the project sponsorRoles and responsibilities of the teamInitiating the project and developing the project charterLinking project objectives to the project team structure

RequirementsConducting stakeholder assessmentsUnderstanding and managing resistanceCommunicating and refining requirementsDefining product/service requirementsChange control processCommunications

Work Breakdown Structure (WBS)The central role of the WBSDeveloping a usable WBSUsing the WBS to clarify product constraints and activities

•

•

•

•

•

•••

••••

•••••••

••

•

••••••

•••

Using the WBS to facilitate project development

Risk ManagementDefining risk managementBenefits of risk management in project managementRisk management processes and tools

EstimatingDefining an estimateSpecific types and methods of estimatingThe estimating processProgram Evaluation and Review Technique (PERT)Final estimate development and validation

SchedulingScheduling techniquesUsing a WBSCritical path methodRisk assessment and logical schedule alternatives

Execution and Project ControlElements of project controlStatus reportingChange controlEarned value analysisVariance analysis and corrective actionProject closing/project transitionPost-project evaluations

Collaboration and Organizational ChangeOverview of the PM processTeamsMotivation and expectancy theoryChange and continuous improvement


•

••

•

••••

•

••••

•••••••

••••

•

Project Management FundamentalsCompleting Projects on Time and Within Budget While Increasing Customer Satisfaction





#8212 / 2 DaysCEU Credits: 1.4 / PDU Credits: 14 / CPE Credits: 16

#PA8820 / Four 3-hour sessionsCEU Credits: 1.2 / PDU Credits: 12






15

PM Core and Interm

ediate Courses

Mastering the Fundamentals of Managing Projects is a blended learning program designed to teach the principles, key concepts and core techniques of project management for practical application in an organization. This comprehensive course collection combines self-paced learning with face-to-face instruction, in which group exercises and dialogue activate and enhance tacit knowledge gained online.

With a unique spin on a “Train the Trainer” approach, course materials include a detailed Instructor Guide so that a qualified trainer from your own company can facilitate the in-class learning portion of the course. Also included are Participant Workbooks, case studies, exer-cises and solutions, PowerPoint decks and other supplemental materials.

One of the many benefits of this comprehen-sive course collection is that one of your own people can lead a high-quality workshop without your company having to go through the lengthy - and risky - course development process. Your instructor is encouraged to make the course his or her own by incorporating personal examples and experiences relevant to your company’s business.

Course SectionsThis course collection is comprised of two sections: the self-paced learning portion (PM BASICS™ - see page 13) and the in-class learn-ing portion, which is facilitated by your own qualified instructor.

Core knowledge is presented in the self-paced segment and then reinforced within the practical context of the in-class experience.

What Participants Will LearnParticipants will learn how to:

Describe the project management process in terms of its major process groups:

- Initiating - Planning - Executing - Monitoring and controlling - Closing

Use project management vocabulary and terminologyIdentify the characteristics of a successful project and the factors leading to its success

•

•

•

Address project initiating and planning issuesIdentify the major components of project monitoring and controlling, executing and closingDescribe the critical need for effective interpersonal relationships and communicationIdentify and describe cultural change issues in implementing project managementIdentify the nine Knowledge Areas presented in PMI®’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide)

Course MaterialsFor the InstructorA detailed Instructor Guide provides your trainer with in-depth support in delivering the course. The Instructor Guide includes:

A general overview and rationale for each moduleThe key points associated with each slideDiscussion ideasDirections for how to handle all activities or exercises and debriefsSuggested timing

In addition to receiving a set of Instructor Slides, your trainer will be given access to a two-hour, recorded online session on Instructor Best Practices for the course. The instructor will also receive a set of all of the participant materials, as well as access to the PM BASICS online self-paced portion of the course.

For the ParticipantsThe Participant Workbook contains images of the slides used in the course, as well as notes and comments that elaborate on the slide contents. The workbook is used in the classroom for keeping participants focused on the content and as a place to make notes.

After the class, the workbook becomes a resource to remind participants what they have learned and to use with applying the new knowledge and skills gained from attending the course. The workbook also includes a set of Exercises and Case Studies.

•

•

•

•

•

•

•••

•

Mastering the Fundamentals of Managing ProjectsCase Studies, Group Exercises and Practical Experience Led by Your Company’s Trainer

In addition to comprehensive course materials, all participants will receive access to the PM BASICS online self-paced portion of the course (for more details, see page 13).

PM BASICS™ is a trademark of International Institute for Learning, Inc. PMI®, PMBOK® and PMP® are registered marks of the Project Management Institute, Inc.

Blended learning streamlines the learning process by allocating each part of the process to the most effective media.

For example, it is widely recognized that learning hard skills, definitions and basic concepts is accomplished most efficiently in a self-paced media, while deeper exploration and application are best done with a live instructor in a virtual or physical classroom setting.

What is Blended Learning?

Contact your local IIL company for details Contact your local IIL company for details Contact your local IIL company for details

16






PM C

ore

and

Inte

rmed

iate

Cou

rses Managing Project Scope

Improve Your Projects’ Probability of Success

The Standish Group continually reports scope creep as a major contributor to project failure internationally. While scope is always dealt with as a component of a larger workshop, it is seldom focused on exclusively in a one-day workshop. This program is designed to demonstrate how effectively managing scope requires constant vigilance and discipline throughout the entire project life cycle.

This course follows the project cycle, focusing specifically on the tools and techniques required to effectively manage scope. At each phase you will learn the pitfalls and best practices, that when applied, can be a significant factor in success. And while scope is only one part of the iron triangle, it can have a direct bearing on cost and time outcomes for a project.

Join us for this exciting program and learn how a few basic scope management principles implemented in a straightforward and logical process can significantly improve your probability for project success.


Course LevelBasic

Who Should AttendYou should attend this workshop if you man-age single and/or multiple projects within your organization. Members of the Project Management Office, project and resource managers and team leaders will benefit from the program.

Performance FocusThe goal of the course is to equip you with the necessary knowledge, skills and techniques so that managing scope becomes an ongoing process throughout the life of the project. The plan is also to turn scope management into a team game.

What You Will LearnYou will learn:

The full spectrum of processes that constantly interact during a project life cycle and impact scopeThe nature and characteristics of requirements definitionHow to create and obtain sign-off of a scope documentHow to decompose a scope document into a Work Breakdown Structure (WBS)How to activate Integrated Change Control very early in the project life cycleHow to manage scope during the execution project phaseHow to verify scope and document lessons learnedA framework for self-assessment in the area of scope management key behaviors

Course Overview


Foundation ConceptsDescribe the content and intent of the project scope statementState the contents of the four high-level documents used to get the project requirements definition startedState the value and intent of creating the project proposal and the project charterOutline how to perform a stakeholder assessment to capture the voice of the project customer

Progressive Elaboration of ScopeDescribe the intent and process of the progressive elaborationArticulate the purpose of a Systems Development Life Cycle (SDLC) process and its relationship to scope managementExplain the scope elaboration process steps and related documentsDescribe how to analyze stakeholder needs and requirementsRecognize pitfalls and best practices in the progressive elaboration of scopeDescribe scope elaboration requirements within the vendor and contract management environment

•

•

•

•

•

•

•

•

•••

•

•

•

•

•

•

•

•

•

•

Monitoring and Controlling ScopeExplain the importance of establishing control procedures for managing projects and, in particular, scopeEstablish an escalation process to facilitate resolution of scope-related issuesExplain the importance of scope verification and the procedures for making sure the scope has been delivered as committed

Project CloseoutDescribe the three major types of project closing activities (deployment, evaluation, knowledge management)Develop a checklist for project deployment activitiesExplain the different types of post-project evaluations, their respective challenges and some ideas for meeting those challengesFacilitate scope verification as part of the project closure exercise


•

•

•

•

•

•

•

•

#8930 / Two 3-hour sessionsCEU Credits: 0.6 / PDU Credits: 6

#5024 / 1 DayCEU Credits: 0.7 / PDU Credits: 7

#PA8930 / Two 3-hour sessionsCEU Credits: 0.6 / PDU Credits: 6






17

PM Core and Interm

ediate Courses

It’s amazing how often project managers begin the project planning process by making an outlined list of every task they believe will be required to complete a project and then proclaim they have created the Work Breakdown Structure (WBS) for the project. The result is a list of hundreds, or even thousands of tasks, many of them having durations of a few days or a few hours.

Essentially, what they have done is create a “to do” list, which they then use as a checklist to measure progress. This approach leads to, and even encourages, micromanagement of the resources working on the project without consideration of more critical aspects of project management such as requirements management, risk management, procurement management, estimating, scheduling, executing and controlling. Further, it makes it impossible to see the big picture - at levels of detail - in keeping with the needs of sponsors, clients, project and functional managers, teamleaders and project performers.

Join us for this exciting course and learn how to use the WBS to make better-informed business decisions.

PrerequisitesBasic project management training or equivalent experience

Course LevelIntermediate/Advanced

Who Should AttendYou should attend this workshop if you manage single and/or multiple projects within your organization. Members of the Project Management Office, project and resource man-agers, team leaders and executives will benefit from the program.

Performance FocusThe goal of the course is to equip you with the necessary knowledge, skills and techniques so that you can develop an effective WBS for use in planning, executing and controlling your next project and to provide the basic tools to enhance efficient re-use of key information in future projects.

What You Will LearnYou will learn how to:

Describe the need for a project WBSConstruct a WBSDetermine the appropriate level of detail in the WBSDescribe the WBS role in the projectGain practical experience in the development, decomposition and use of the WBSKnow how the WBS supports and integrates with project requirements, risk, procurement, estimating, scheduling and overall project execution

Course Overview

Getting StartedIntroductionsCourse structureCourse goals and objectives

IntroductionKey definitionsHistory of the WBSImportance of the WBSOverall structureTerminologyOther breakdown structuresWBS tools

WBS and RequirementsProject scope management processesSpecify the project objectivesWBS design based on project deliverableWBS decomposition processThe “100% rule”The WBS and activity definition

WBS and RiskUsing risk identification to enhance the WBSRisk at the project or overall requirements levelRisk breakdown structure or taxonomiesRisk management plan – risk components and work packages

WBS and EstimatingUse of WBS in the estimating processComponents and work packagesSizing and algorithmic estimatesEstimating types and usages

•••

••

•

•••

•••••••

••••••

••

••

••••

WBS and SchedulingComponent scheduling – high-level milestonesDependencies between work packages - Mandatory (hard) - Discretionary (soft) - ExternalWork package level schedules

WBS and Execution and ControlResponsibility Assignment Matrix (RAM) chart used to clarify work package responsibilitiesEarned Value Management and tracking of work performanceProgress reports, forecasts and corrective and preventive actions used to manage work performance


•

•

•

•

•

•

•

WBS – The Keystone of Project ManagementImprove Your Project Planning




18






PM C

ore

and

Inte

rmed

iate

Cou

rses PoleStar™ PM Simulation

Propelling the Enterprise to Faster, Better Results

This interactive simulation is a high-impact, energetic and fun way to accelerate understanding, involvement and acceptance of Project and Portfolio Management (PPM) best practices in an organization.

Facilitated over one day in the fast-paced world of global online retail, the PoleStar PM Simulation brings to life the project-based behavioral and process issues faced by organiza-tions. Authenticity is achieved through realistic scenarios to which participants can directly relate and with which they will be surprisingly famil-iar. This unique experiential learning approach causes breakthrough understanding of PPM best practices and transforms learning into an engag-ing and highly memorable shared experience.

Normally delivered over three rounds, the PoleStar PM simulation introduces key PPM components using fast-paced, highly-interac-tive gaming dynamics. Progressing through the rounds, project delivery improves via the successful application of PPM tools and techniques, which are introduced and explained at key points in the participants’ learning cycle.

These practices allow the teams to deliver projects of increasing interdependency and complexity, while experiencing the true value of working in an effective project team in the context of the surrounding business environ-ment. This course is aligned with both Project Management Institute (PMI®) and APM Group (APMG) standards.

PrerequisitesExperience working in or being impacted by organizational projects

Course LevelBasic/Intermediate

Who Should AttendAmong those who would benefit from this learning experience are project and program managers, project team members, operational managers, project planners, clients/end users, executive sponsors, steering committees and operational staff.

Performance FocusThe goal of this workshop is to improve the organizational appreciation for and performance of project management by building energized and successful project teams; accelerating understanding of Project and Portfolio Management best practices and promoting the use of these practices toward project, program and/or organizational success.


Effectively manage projects based upon project management best practices Create a shared understanding of a project with key stakeholders Obtain commitment to a project’s vision and goalsApply the most appropriate project management practices at each stage of the project management life cycleSuccessfully plan, monitor and control project scope, schedule and cost, using a practical project risk management approach

Course Overview

Round OneWorking in silos (Operations, Business, Project Office)Poor project initiation and communicationPoor planningPoor monitoring and control - scope, schedule and costLack of business awareness

Round TwoWorking togetherImproved initiation/planningImproved monitoring and controlProject management tools - Gantt chartWork Breakdown StructuresPlanning adaptive action

•

•

•

•

•

•

•••

•

••••••

Round ThreeSharing the visionProject management tools - critical pathAnalysis, Arrow Diagramming MethodPrecedence Diagramming MethodManaging riskProject closingProject success

•••••••

The PoleStar PM Simulation

The ability to display real business performance improvement as a direct result of better project performance is a distinguishing feature of PoleStar PM simulation. As participants progress through the rounds, they witness the actual impact of their actions on the fictional business they are supporting. So not only do participants learn to use project management tools and tech-niques, they recognize their value and are more motivated to apply what they have learned.

The outcome is a powerful combination of improved capabilities and a holistic under-standing that the main objective of Project and Portfolio Management is ultimately to improve business performance.

PMI® is a registered mark of the Project Management Institute, Inc. PoleStar™ is a Trademark of G2G3 Propulsion.

#3041/ 1 DayCEU Credits: 0.7 / PDU Credits: 7






19

PM Core and Interm

ediate Courses

Establishing realistic estimates and schedules for projects that support business objectives and meet client expectations is one of the most challenging aspects of project planning. Delivering those results within the agreed-upon time, cost and quality constraints is also very challenging.

Attempting to meet impossible deadlines with limited budgets leads to unplanned product shortfalls, which cause long-term support and utilization problems. We have all anguished about this recurring problem, but without having the skills or knowledge to take action, we are unable to break the cycle!

The goal of this course is to equip you with the necessary knowledge, skills and techniques so that you can establish realistic schedules and budgets for projects that support business objectives and meet client expectations.



Who Should AttendThose who can benefit from this course include project managers, as well as all project team members who participate in creating, implementing and/or controlling project schedules.

Performance FocusDeveloping realistic schedules and cost estimatesLeveraging the most appropriate tools and techniques for establishing these realistic schedules and cost estimatesUsing the baseline and additional tools and techniques to effectively control project performance


Use the Work Breakdown Structure (WBS) as the basis for effective resourcing, estimating and scheduling on projectsEstimate durations using a variety of techniquesDevelop reliable preliminary schedules using the critical path method

•

•

•

•

•

•

Implement useful adjustments to preliminary schedulesEstablish realistic schedule and cost baselines, with appropriate risk management plansExplain the value of and interpret reports using Earned Value Management (EVM) to manage time and cost performance on projects

Course Overview


Foundation ConceptsProject management basic conceptsProject Estimating and Scheduling (PES) Key driver: the competing project demandsPES process overviewPES success factors

Project Definition and the Work Breakdown Structure

Project definition overviewWork Breakdown Structure (WBS) conceptsDecomposition: key technique for developing the WBS

Resource PlanningResource planning overviewIdentifying resource requirementsIdentifying and filling resource gapsApplying resource planning tools

Duration EstimatingEstimating overviewEstimating perspectivesEstimating techniquesDuration estimating best practices

Project SchedulingProject scheduling overviewDependencies and the project network diagramCritical Path Method (CPM)Optimizing the project schedule

•

•

•

•••

•••••

•••

••••

••••

••

••

Budget, Risk and Contingency PlanningOverview of budget, risk and contingency planningDetermining budgetPlanning risk managementPlanning contingency reserves

Project Baseline and ControlBaseline conceptsNegotiating and the project baselineEarned Value Management (EVM)Project variances and corrective actionsFacilitating control through reporting


•

•••

•••••

•

Project Estimating and SchedulingCreating Realistic Schedules and Budgets




20






PM C

ore

and

Inte

rmed

iate

Cou

rses

This workshop is not a conventional training program. Project JumpStart is a three-day, hands-on workshop during which you and your team members will work on an actual project from your organization. An experienced IIL project management consultant will guide your team throughout the workshop. You’ll learn practical and creative ways to ensure a successful and speedy project launch.

You will discover methods for identifying clear project objectives and will have the opportunity to apply many ideas and concepts from other project teams participating in the workshop. You will also develop a new skill set for leading your own team. At the conclusion of Project JumpStart, your team will have a clear understanding of and commitment to a completed, detailed project plan which will allow you to JumpStart project execution immediately!


Course LevelIntermediate

Get projects started faster than ever beforeTackle more projects with the time you save launching each oneEnsure measurably better project outcomesGain a clear understanding of the resources needed to successfully complete your projectLearn how to measure the success of your projectUnderstand how working on the right things can dramatically accelerate progressUse your comprehensive workshop manual as an ongoing reference tool when you’re back on the jobGet plenty of interaction and personalized help from IIL‘s consultant

Who Should AttendSince this is a hands-on workshop and not a typical training course, we suggest that you plan to attend Project JumpStart with two to four members of your project team. It is desir-able that your designated team leader has had experience participating in at least one other project. Each class should focus on no more than five different projects, and the class

••

••

•

•

•

•

attendance is strictly capped at 20 participants to ensure an ideal level of interaction and personalization.

Workshop PreparationBe sure to bring with you to the workshop:

Supporting documentation related to your target projectsYour laptop computers

Course Overview

Getting StartedIntroductionsCourse structureCourse goals and objectiveParticipant expectations

InitiatingOverview of project management in a competitive business environmentProject selectionRoles and responsibilitiesProject charterTeam charterProject requirements and definitionStakeholder identification and assessment

PlanningDefining project requirementsScope definition documentationChange control processExpediting desirable changeDocument specific activities and plansStakeholder assessmentRequirements definitionAssumption and constraint documentationChange control process definitionWork breakdown structure (WBS): value, definitions, procedures, responsibility matrix, templates, draft responsibility assignment matrix (RACI)Risk management: definition, benefits, processes and tools, quantification, response planning, control, contingency, identifying the top ten risk eventsEstimating: definition, what to estimate, methods of estimating, estimating process, validation, resource planning

RAM reviewNetwork development, analysis and schedulingLearning by doing, precedence diagramsCritical path method analysisSchedule types

•

•

••••

•

••••••

••••••••••

•

•

•

•••

Types of relationships and constraintsValue of slack floatResource allocationNetwork development, analysis and schedulingFine-tuning, logic checking, what if?Effective communications

Executing and ControllingPreparing a presentation for managementProject execution and controlThe five baselinesUpdating the scheduleEarned valueBalanced “scorecarding”Making up timeCorrective action, alternatives and approachesUsing reserves

ClosingCompletion versus terminationIdentifying control and execution issuesProject transitionManagement presentationPost-workshop coordination

••••

••

••••••••

•

•••••

Project JumpStart®The Workshop Designed to Launch Projects Faster

Project JumpStart® is a registered trademark of International Institute for Learning, Inc.










21

PM Core and Interm

ediate Courses

This highly interactive workshop combines lectures, video, process consultation, group discussions and assessment instruments with both action and reflection. Participants will gain hands-on experience using a computer-aided simulation to build a thorough project plan.

Over the course of four days, participants make decisions in a team environment while plan-ning and implementing a simulated project. Participants will also be asked to manage their teams. The simulation environment of this workshop provides a laboratory to practice and enhance interpersonal, leadership and team-building skills, as well as to build your capability as a project manager.



Who Should AttendThe program is designed for: project, product and program managers; project leaders and administrators; team leaders and members; field staff members; project, design, industrial and manufacturing engineers; sales, operations andfunctional managers; systems analysts; software and systems developers; human resource exec-utives; information technology professionals; research and development managers; market-ing directors; project support staff or othersinvolved directly or indirectly with projects, for virtually every industry that needs more than just project management fundamentals.


Recognize when to focus on a task and when to focus on a process

•

Develop defensible project plans covering project definition, schedule, resources, contingencies, quality and budgetUse project management tools and techniques to effectively plan, track and control projectsImprove project team performanceEnhance interpersonal effectivenessAnalyze project information and report status and needs clearlyIdentify complex trade-offs in project decisions, considering all possible consequences

Course Overview

Develop Defensible Project PlansDefining project purpose, objectives, requirements and constraintsBuilding project schedulesPlanning resource allocationManaging project uncertaintiesPlanning for qualityBuilding justifiable budgets through cost accumulation and analysis

Apply PM Tools and Techniques to Effectively Plan, Track and Control Projects

PlanningTracking/controllingUnderstanding the benefits and capabilities of project management software

Improve Project Team PerformanceUnderstanding how teams work within the dimensions and stages of team developmentAssessing team strengths and weaknessesApplying process observation and feedbackTeam-building methodsManaging team differencesBuilding team involvement, commitment, trust and consensusFacilitating the team process: removing blockages, managing meetings, problem solving

Improve Interpersonal EffectivenessGiving and receiving personal feedbackUnderstanding your team leadership styleDeveloping followership/knowing when to followInfluencing the project process and outcomesEffectively communicating and actively listening

•

•

•••

•

•

•••••

•••

•

•••••

•

•••

•

•

Managing relationships beyond the project team

Clearly Analyze Project Information and Report Status and Needs

Establishing a project control system to manage work in progressDeveloping project control information – project metrics, reporting, monitoring work, meetings, informal discussions – to predict project variancesTracking and monitoring direct and indirect measures of project objectivesBalancing attention to appropriate project detail while keeping an eye on the big picture and outcomes

Complex Project Trade-off DecisionsIntegrating the best plans for resources, risk management, scheduling, quality management and costing to build a consistent project strategyBalancing the various resources available – contractors, internal staff, vendors, technology, and training – with project requirements to optimize implementation effortsContinuously prioritizing work efforts during the project life cycleEvaluating alternatives to address project variances during implementation and diagnosing the outcome of the alternatives selectedTrading-off project objectives during execution to achieve project prioritiesAccepting and managing short-term consequences to ensure beneficial long-term results

When to Focus on Task and When to Focus on Process

Understanding the interrelationships, connections and consequences of project issues and subsequent project decisions during executionAddressing both task and process factors at appropriate times to address project problemsBuilding both people and work outcomes into project success criteria

•

•

•

•

•

•

•

•

•

•

•

•

•

•

Project Leadership Simulation ProgramBuild Strong Relationships and Teams

Program developed by Palatine Group/Management Worlds


22 www.iil.com • +1-800-325-1533 or +1-212-758-0177 • Visit our website for the latest course schedules.

PM C

ore

and

Inte

rmed

iate

Cou

rses


This program is designed to build your skills and abilities as a professional project manager while preparing you in-depth for PMI®’s Project Management Professional (PMP®) exam.

You will learn practical skills as well as concepts and principles that you can take back to the job, while gaining insight into ways to adapt these skills to specific project environments. You will also learn in detail about each of the nine knowledge areas within PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide).



Who Should AttendProject managers, team members, field staff members, project engineers, design engineers, project leaders, administrators, industrial engineers, program managers, manufacturing engineers, operations managers, functional managers, information technology professionals, research and development managers, marketing directors, Six Sigma Black Belts and others involved directly or indirectly with projects in virtually every industry.

Performance FocusThe program includes a detailed exploration of each of the nine knowledge areas within PMI’s PMBOK Guide. The focus of this program is on preparing participants to take the PMP exam while at the same time building their practical skills and proficiencies as project managers.

Program Overview: Key Topics

Project Management Framework defines key project management terms, identifies the major PMBOK Guide process groups and reviews the project management knowledge areas.

Project Integration Management focuses on the importance of having project managers work across organizational boundaries in order to be successful.

Project Scope Management establishes the foundation for systematically identifying the key deliverables of the project. After establishing a scope baseline, it is crucial to ensure that there will be a process for managing change.

Project Time Management builds on the deliverables identified in the scope definition process. The project manager breaks these deliverables down further and then develops the project schedule.

•

•

•

•

Project Cost Management covers establishing a project budget and understanding how to estimate the cost of a given project.

Project Control Management stresses an integrated approach for controlling a project.

Project Risk Management is a critical area which enables participants to comprehend what is needed in identifying risk events, analyzing them and developing strategies for handling them.

Project Human Resources Management addresses essential staffing and leadership issues for the project team.

Project Quality Management ensures there is a plan for managing, assuring and controlling the project’s quality.

Project Procurement Management covers the essentials of procurement decisions, contract administration and closure principles.

Project Communications Management helps participants understand project team communications issues and how to build consensus among various project groups.

Professional and Social Responsibility outlines the behavioral and ethical aspects of professional project managers. This section enables project managers to exercise the proper judgment in their decision making processes.

PMP Exam Preparation covers the PMP eligibility requirements and process and is dedicated to answering participants’ questions and administering a sample final exam that integrates all modules.

Program Outline

Project Management FrameworkPMBOK Guide – structure and intentProject Management Maturity Model (PMMM)Definitions and project life cycleProject portfolio managementProject management process groupsKnowledge areasPMBOK Guide process model

Project Integration ManagementDefining project successTriple constraintsFocus of integrated planningAreas of expertise needed by the project teamProcess group interaction in a projectInitiating projectsDeveloping a project charterProject selection methodsBenefit measurement methodsProject scope statementKey project planning deliverablesChange control

•

•

•

•

•

•

•

•

•

•••••••

••••••••••••

Project Scope ManagementProject scope planningProject scope definitionScope statementStatement of workWork breakdown structure (WBS)DecompositionResponsibility assignment matrix (RAM)Scope verificationScope control

Project Time ManagementProject time management processesNatural transition from scope managementActivity definition processesWBS decompositionActivity sequencingPrecedence diagramming methodPrecedence relationshipsActivity resource estimatingActivity duration estimatingEstimating approachesSchedule developmentCritical path method (CPM)Program Evaluation Review Technique (PERT)Critical chain techniquesSchedule negotiationsSchedule control

Project Cost ManagementCost management planCost estimatingEstimating checklistLearning curveCost budgetingReserveProject life cycle costs

Project ControlControlling the project planAssessing changeVariance analysis and managementProactive review processEarned value managementCauses of schedule delaysEscalation

Project Risk ManagementRisk terminologyRisk management planningRisk identificationRisk analysis – qualitative and quantitativeRisk response planningRisk monitoring and control

Project Human Resource ManagementOrganizational influencesOrganizational structuresHuman resource planningStaff management plans and acquisitionDeveloping the project teamTeam building and leadershipApproaches to conflict

Project Quality ManagementThe importance of qualityHistorical evolution of qualityQuality planning process

•••••••••

••••••••••••••••

•••••••

•••••••

••••••

•••••••

•••

The Project Management Certificate Program The Kerzner Approach® to Project Management Excellence

The Kerzner Approach® is a registered trademark of International Institute for Learning, Inc. PMI®, PMBOK® and PMP® are registered marks of the Project Management Institute, Inc.






23

PM Core and Interm

ediate Courses

The Project Management Certificate Program (continued)

The Kerzner Approach® to Project Management Excellence

Quality policyQuality assuranceQuality controlQuality toolsSix Sigma

Project Procurement ManagementProcurement planning processBuyers and sellersPurchase plans and acquisitionsTypes of contractsContract costsProposalsContract negotiationsContract administrationContract change controlLegal perspectivesContract closure

Project Communications ManagementTypes of communicationCommunications processBarriers to effective communicationCommunication planningStakeholder analysisCommunications planCommunication stylesMeetingsPerformance reportingManaging stakeholders

Professional and Social ResponsibilityProfessional and social responsibility tasksCode of conductSample questions

PMP® Exam PreparationThe PMP certification processPMP examination specificationsPMP eligibility requirementsThe revised PMP credential examination overviewAdditional study referencesFormulas and other fun stuffStudy plan and study groupsApplication options

•••••

•••••••••••

••••••••••

•••

••••

••••

FOR ONSITE DELIVERY, this program is also available in a fi ve- or six-day format. Highly scalable, our PM Cert program can be easily adapted to meet the unique needs and requirements of your team or company.

Public off erings of this course typically fall into a fi ve-day format.

ProjectManagementIQ® Version 10.0All participants in this program receive a copy of ProjectManagementIQ (PMIQ). Your own personal PMP exam preparation coach, PMIQ provides all of the knowledge and assistance you need to ace the exam on your very first try. Now with more than 1500 questions, IIL’s comprehensive project management learning tool prepares you for both the content and format of the PMP Certification Exam.

The latest version of PMIQ covers all of the knowledge areas of the PMBOK® Guide and includes 500 brand new questions, with hints and clues for each answer. A sample exam closely mirrors the PMI Certification Exam experience and provides feedback on virtually every ques-tion – pointing to the exact pages in the source materials that you should review to fill in your knowledge gaps.

Reduce your study time and gain the utmost confidence in your Project Management IQ with the latest version of this revolutionary learning tool. Your PMP certification awaits!

The complete PMIQ package includes:ProjectManagementIQ CD-ROMProject Management: a Systems Approach to Planning, Scheduling and Controlling (Tenth Edition) by Dr. Harold KerznerA Guide to the Project Management Body of Knowledge (PMBOK Guide), published by PMI®Quantitative Methods for Project Management by Dr. Frank Anbari

••

•

•

PMP Certification QualificationsCertification by PMI requires proving your ability to manage projects. You must meet the following requirements:

Minimum of 35 hours of project management classroom and/or eLearning instructionBachelor’s degree and 4,500 hours of project management experience over three years/36 months7,500 hours of project management experience over five years/60 months (if NO degree)Complete and submit the PMP certification application directly to PMIPass the four-hour computer-based 200-question exam

In order to take the PMP exam, you must apply directly to PMI and pay the exam fees prior to the examination. Go to www.pmi.org for detailed information and forms needed for the exam.

•

•

•

•

•

PMIQ is yours FREE for attending the Project Management Certificate Program! A comprehensive project management learning tool and preparation coach for the PMP exam! (a USD 549 value)

Each attendee will receive a complimentary copy of Project Management: A System Approach to Planning, Scheduling and Controlling (Tenth Edition) by Dr. Harold Kerzner as well as a copy of the PMBOK Guide.

The Kerzner Approach® and ProjectManagementIQ® are registered trademarks of International Institute for Learning, Inc PMI®, PMBOK® and PMP® are registered marks of the Project Management Institute, Inc.

#8115 / 7-DaysCEU Credits: 4.6 / PDU Credits: 46

#8860 / Fifteen 3-hour sessionsCEU Credits: 4.5 / PDU Credits: 45

See page 24


The Project Management Certificate Program (On-Demand Version)The Kerzner Approach® to Project Management ExcellenceWeb-Based Project Management Training for the Individual or Enterprise

Curriculum

Project Integration ManagementDeveloping project charter and preliminary project scope statementDeveloping project management planProject execution, monitoring and controlling project work and integrated change controlClosing project

Project Scope ManagementScope planningScope definition and creating Work Breakdown Structure (WBS)Scope verification and scope control

Project Time ManagementSchedule development overview and activity definitionActivity sequencing, activity resource estimating and activity duration estimatingSchedule development – Critical Path Method (CPM), duration compressionCritical chain

Cost ManagementCost estimating and cost budgetingCost control

Project ControlIntegrated project controlEarned Value Management (EVM)

•

••

•

••

•

•

•

•

•

••

••

Project Human Resource ManagementHuman resource planning and acquiring project teamDeveloping and managing project team

Project Risk ManagementRisk planning and risk identificationQualitative and quantitative risk analysisRisk response planning, monitoring and control

Project Quality ManagementQuality planning processQuality assurance and control process

Project Procurement ManagementPlanning purchases and acquisitionsPlanning contractingRequesting seller responses and selecting sellersContract administration and contract closeout

Project Communications ManagementCommunications planning and information distributionPerformance reporting and managing stakeholders

Professional ResponsibilityProfessional management and professional responsibility

•

•

•••

••

•••

•

•

•

•

Ease of useUser-friendly navigation allows learners to jump to any section or topic within a lesson by clicking on a button along the left of the screen. The current position is indicated by the location bar at the top of the screen.

Main dashboardLearners can access lessons, take assessments and track progress from one central user interface.

Motivating. Engaging. Effective.The on-demand version of our Project Management Certificate Program motivates learners with engaging graphics, interactive activities, knowledge checks, PMP® exam tips, quick quizzes, helpful hints and scenario-based simulations that allow individuals to apply knowledge to their workplace environments.

Using a team of innovative designers, subject matter experts and eLearning specialists, we have created a state-of-the-art learning program that prepares, shows, instructs, challenges and praises - guiding users through all the steps necessary for managing projects within deadlines, budgets and stakeholder expectations.

Dynamic Learning ApproachComprised of 11 Modules and 28 Lessons, the program is designed so that it may be used in either a linear or non-linear path. Our instructional design engages the learner, providing multiple paths to explore critical content. Want to refresh a particular skill set? Need specific information related to your project? Toggle to any lesson or take the straight path from Project Integration Management through to Project Communications Management.

“I have found IIL’s [PM Certificate Program] to be extremely flexible and with my busy schedule at work and at home it provides me with on-demand learning anytime, anywhere, 24x7. The course material is logically laid out and navigating through each of the training modules is quick and easy. I would highly recommend IIL’s program for anyone who is preparing to take the Project Management Professional certification exam and is looking for a comprehensive and flexible training curriculum.”

Gary SalernoCablevision - Rainbow Media ITJericho, New York 11753

#PA8115 / 45 hoursCEU Credits: 4.5 / PDU Credits: 45Price: USD 1750 IIL/University Price: USD 1950

24




PM C

ore

and

Inte

rmed

iate

Cou

rses

ON-DEMAND LEARNING: Set your own pace with an interactive online version of this course and log on when and where you learn best.#PA8115 / 45 hoursCEU Credits: 4.5 / PDU Credits: 45






25

PM Core and Interm

ediate Courses

Do you often feel that you are using different numbers to track costs, must support different cost structures and charts of accounts and also must meet different time frames? Are you unclear about the relationship between your project’s cost system and budget and the accounting and financial systems in use in your organization?

With the increase in use of the management-by-projects concept, projects today are not just viewed as a cost to organizations but are viewed as an investment. The project manager now requires a broader focus in order to ensurethat the project will produce a greater return to the organization. Each project professional must have a thorough grounding in principles of accounting and finance in order to determine the project’s contribution to economic value and to ensure that the project results in a competitive advantage with maximum cash flow.

Learn what you must do to ensure that no last-minute, unplanned costs, expenses or allocations affect your projects’ financial outlook.

PrerequisitesA good working knowledge of project management, as well as some experience managing projects


Who Should AttendThis program is designed for project and program managers, as well as team members with little or no knowledge of corporate or project management accounting and finance.

Performance FocusThe goal of the course is to equip you with the necessary knowledge, skills and techniques to control the financial profitability of your projects and ensure that your projects meet the financial goals of your organization.


Describe the reason for doing projectsUnderstand the basics of project managementUnderstand the cost needs of the project teamUnderstand the financial needs of the companyDescribe how these two apparent conflicting worlds really do reconcilePerform simple financial/accounting analysisPerform simple project performance analysisUnderstand how cash flow and project performance baselines are differentReconcile and work within those differencesFocus on what you are doing now as well as on what you should be doing

Course Overview

Getting StartedIntroductionsCourse structure Course goals and objectives

IntroductionBenefits of project managementProject focus versus organizational focusAccounting and finance in the organizationThe project manager’s financial responsibility

The Project Management WorldFinancial managementFocus on project managementProject life cyclesBudget cyclesUnified Project Management® Methodology (UPMMTM)Project decision checkpointsFiltering/pipeline processTriple constraints in project managementProject estimatingProject budgeting

••

•

•

•

•••

••

•••

••••

•••••

•••••

The Financial Management WorldFocus on financial managementFinancial cyclesBudget cyclesProject decision checkpointsFiltering/pipeline processTriple constraintsBasic financial principlesExample profitability measuresReturn on investment (ROI)Return on equity (ROE)Present value (PV)Internal rate of return (IRR)Break-even analysisCost versus revenueCost types

Merging the Two WorldsBudget cycle versus project life cycleFinancial and project managementThe two worlds togetherProject performanceStatus reportingEarned value analysis


•••••••••••••••

••••••

•

Accounting and Finance Principles for PM PractitionersManage the Financial Outlook of Your Projects




26






PM C

ore

and

Inte

rmed

iate

Cou

rses

By aligning business strategy and processes with projects and programs through Organizational Project Management, organizations can achieve better performance, better results, profitable business change and sustainable competitive advantage. This overview provides insight into how organizations can realize these benefits through the effective implementation of PMI®’s Organizational Project Management Maturity Model (OPM3).

The insight and perspective you will gain from this one-day course will enable you to make a prudent decision on whether or not OPM3 is appropriate for your organization. It will also help you chart the most practical course of action and pace for successful deployment of OPM3.



Who Should AttendProject, program and portfolio managersProject/program sponsors Project Management Office (PMO) leadership and managementBusiness planners, Chief Information Officers, Chief Financial Officers

Performance FocusExplains key underlying principles and essential building blocks of OPM3Illustrates the multi-dimensional nature of OPM3Execute - an OPM3 self-assessmentDetails the implementation processRecommends delivery approaches that maximize successful adoption of OPM3 in real- world settings


Assess the business value of Organizational Project Management (OPM)Use the value-driven synergy of business strategy and OPM Value the composition and important relationships among the OPM3 domains and components of maturityCompare and contrast OPM3 with other maturity models

•••

•

•

•

••

•

•

•

•

Identify best practices and organizational enablers that form means to maturityRecognize the roles and supporting organizational structure involved in the ongoing successful application of OPM3

Course Overview


IntroductionDefinition of OPMCharacteristics and benefits of maturity models Overview of Organizational Project Management Maturity Quantifying project and process maturity

OPM3 Overview and ConceptsOPM3 alignment with PMI core standards OPM3 building blocks and terminology Organizational coverage of OPM3Best practices and Organizational EnablersOPM policy and vision

OPM3 Program Implementation ManagementProgram management approachStrategic alignmentSponsorshipOrganizational structures OPM success metrics and benchmarking

OPM3 Maturity Stages and Core CapabilitiesMaturity StagesSynergy with other process improvement modelsOPM3 improvement cycle and benefitsOPM3 product suiteAssessment options and characteristics

Organizational Context for Successful OPM3 Deployment

OPM3 roles - Executive sponsor - Program management office - Program manager - Business change manager - Process management

•

•

•••

••

•

•

•••••

•••••

••

•••

•


•

Organizational Project Management Maturity Model (OPM3®) Benefits and Practice

OPM3®and PMI® are registered marks of the Project Management Institute, Inc.

# 8949 / Two 3-hour sessionsCEU Credits: 0.6 / PDU Credits: 6


# 8629 / 1 DayCEU Credits: 0.7 / PDU Credits: 7






27

PM Core and Interm

ediate Courses

Certified Associate in Project Management (CAPM®)Get the Knowledge You Need to Pass the CAPM® Exam

CAPM Certification QualificationsCandidates for CAPM are required to hold a minimum of a high school diploma or a global equivalent and can take one of two paths: 1,500 hours of work on a project team or 23 contact hours of formal project management education. The PMI examination is comprised of 150 multiple-choice questions, and the allotted time to complete the exam is three hours. The examination is preceded by a 15-minute computer tutorial, which is not part of the allotted three hours.

Are you planning on taking the PMI® CAPM® examination? This course gives you the knowledge you need to pass the exam and covers CAPM-critical information on project management theory, principles, techniques and methods. You’ll also have an opportunity to review the kinds of questions you’ll find in the CAPM exam.


Course LevelBasic

Who Should AttendPassing the CAPM exam is a great way to demonstrate your commitment to project management excellence, and this workshop is specifically designed to help you gain your CAPM credential. This course would also be beneficial to managers or project team members who want to improve their effectiveness and enhance their careers.

Course Overview


Becoming a CAPMCAPM certification process and the criteria for certificationHow to apply for the examHow to complete the experience verification form

Project Management FrameworkA Guide to the Project Management Body of Knowledge (PMBOK® Guide) frameworkProject management contextProject management areas of knowledgeProject management processes and process groups

Project Integration ManagementDevelop project charterDevelop project management planDirect and manage project executionMonitor and control project workPerform integrated change controlClose project or phase

•••

•

••

•

•••

••••••

Project Scope ManagementCollect requirementsDefine scopeCreate WBSVerify scopeControl scope

Project Time ManagementDefine activitiesSequence activitiesEstimate activity resourcesEstimate activity durationDevelop scheduleFinalize and control a schedule

Project Cost ManagementEstimate costsDetermine budgetControl costsEmploy Earned Value Management

Project Quality ManagementQuality gurus and their key contributionsPlan project qualityPerform quality assurancePerform quality controlImportant quality tools and techniques - Cause and effect diagrams - Control charts - Histograms and Pareto diagrams - Inspections - Scatter diagrams - Six Sigma

Human Resource ManagementDevelop the human resource planAcquire and develop project teamsCompare and contrast relevant organizational theories and structuresManage a project teamMotivational approaches

Project Communications ManagementIdentify stakeholdersPlan communicationsDistribute informationManage project stakeholders’ expectationsReport performance

Project Risk ManagementPlan risk managementIdentify project risks (both positive and negative)Perform qualitative and quantitative risk analysis

•••••

••••••

••••

•••••

•••

••

•••••

••

•

Plan risk responses (both positive and negative)Monitor and control risk

Project Procurement ManagementPlan procurementsConduct procurementsCommon contract types, their characteristics and appropriate usageAdminister procurementsClose procurements

CAPM Exam ReviewSetting up a study planTest-taking strategiesAssess your individual knowledge gaps and strengths based on a sample exam

•

•

•••

••

•••

PMI®, PMBOK® and CAPM® are registered marks of the Project Management Institute, Inc.

In addition to comprehensive course materials, all participants will receive access to the PM BASICS online self-paced portion of the course (for more details, see page 13).

#8849 / Six 3-hour sessionsCEU Credits: 1.8 / PDU Credits: 18/ CPE Credits: 21


#PA8849/ Six 3-hour sessionsCEU Credits: 1.8 / PDU Credits: 18

28






PM C

ore

and

Inte

rmed

iate

Cou

rses

This intensive exam preparation workshop will provide a roadmap for how to pass the Project Management Institute’s (PMI®’s) Project Management Professional (PMP®) examination. The workshop is kept up to date with the framework of knowledge outlined by PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide). IIL’s instructors will share test-taking tips and study strategies, and they will review critical materials that will directly assist you in passing the PMP exam. The course includes a comprehensive workbook and a sample exam.

PrerequisitesYou should have at least 15 hours of dedicated project management training before taking this workshop. Also note that before attaining PMP certification, you must meet the standard PMI certification qualifications listed below.


Who Should AttendThis course is ideal for individuals who need to prepare for the PMP certification exam as quickly and effectively as possible or for those who have completed their educational requirements and need a “refresher” course before taking the PMP exam.

Course Overview

Becoming a PMPBenefits of PMP certificationReview of the certification processProjectManagementIQ® software

Project Management FrameworkDefinitionsProject management integrated systemProject life cycles and progressive elaborationProject stakeholdersPMBOK Guide process groupsPMBOK Guide knowledge areasPMBOK Guide process model

Project Integration ManagementDefining project successCompeting demands Project sponsor roleIntegrated planningProject selection methods

•••

•••

••••

•••••

Develop project charterDevelop project management planKey project planning deliverablesDirect and manage project executionMonitor and control project workPerform integrated change controlClose project or phase

Project Scope ManagementCollect requirementsDefine scopeCreate Work Breakdown Structure (WBS)Work package relationship to cost accountsResponsibility Assignment Matrix (RAM)Verify and control scopeManage scope creep

Project Time ManagementDefine activitiesEstimate activity resources and durationsSequence activitiesPrecedence Diagramming Method (PDM)Develop schedule

Techniques: Critical Path Method (CPM)Critical chain techniqueSchedule compression techniquesReserve

Project Cost ManagementEstimate costsEstimating checklistStandard project estimatingDetermine budgetCost baseline – definedControl costsEarned Value Management (EVM)

Project Quality ManagementDefinition of quality and quality termsQuality movement – major contributorsProject quality managementPlan qualityPerform Quality Assurance (QA)Perform Quality Control (QC)Important quality tools and techniques

Project Human Resource (HR) ManagementOrganizational influencesCharacteristics of organizational structuresDevelop HR planEnterprise environmental factorsConstraints affecting HR planningStaff management plans and acquisitionDevelop and manage project team

•••••••

•••••••

•••••

•••

•••••••

•••••••

•••••••

Stages of team buildingPrinciples of leadershipUnderstanding human behavior

Project Communication ManagementIdentify stakeholdersPlan communicationsCommunication requirements analysisStakeholder analysisDistribute informationManage stakeholders’ expectationsCommunication styles and dimensionsReport performance

Project Risk ManagementPlan risk managementIdentify project risks (positive and negative)Perform qualitative risk analysisPerform quantitative risk analysisPlan risk responses (positive and negative)Monitor and control risk

Project Procurement ManagementProcurement management – processesPlan procurementsTypes of contracts and risksCalculating contract costConduct procurementsTypes of procurement documentsEvaluation criteriaNegotiation tactics

• Elements of a contract• Administer procurements• Close procurements

Professional and Social ResponsibilityCode of professional conductCode of conduct values and tasks

PMP Exam ReviewThe PMP certification processPMP eligibility requirementsThe PMP credential examination

PMP Certification QualificationsCandidates for PMI’s PMP certification must have at least 35 hours of project management classroom and/or eLearning experience. In addition, if they have a Bachelor’s degree (or global equivalent), they must have 4,500 hours of project management experience over three years/36 months. With no such degree, 7,500 hours of project management expe-rience over five years/60 months are required. Candidates must pass the four-hour computer-based 200-question exam and should submit the PMP application directly to PMI. Exam fees must also be paid directly to PMI before the examination. For more information, go to www.pmi.org.

•••

••••••••

••••••

••••••••

••

•••

PMP® PREPGet Ready to Pass the PMP® Exam

PMI®, PMBOK® and PMP® are registered marks of the Project Management Institute, Inc. ProjectManagementIQ® is a registered trademark of International Institute for Learning, Inc.





Companies that are competitive in the marketplace recognize the critical importance of project, program and portfolio management (PPM) to the success of their organizations. While the difference between simply using PPM and being good at it is relatively small, the difference between being good and excelling at PPM is a vast divide.

The companies and project managers who are investing in PPM education are continually honing their skills, learning new methodologies and building their capacity. They are more than just today’s leaders and innovators: they are paving the way for the future.

Project Management Advanced Courses

In Pursuit of ExcellenceIf you are an experienced project manager or a senior-level manager and you want to build on your expertise, acquire new skills and go beyond PMP® accreditation, take a look at our wide array of Advanced Project Management courses.

The curriculum in this section is designed to help you deal with complex PPM issues that you face every day - from dealing with risk and quality initiatives to managing portfolios and multiple projects. These courses and certifi cation programs will provide you with the competencies to help you align your projects with corporate strategy, direct and supervise people at every level and control enterprise-level projects and programs.

Advanced Project Management Certification (APMC®) If you are interested in expanding your knowledge by focusing on today’s higher-level strategic PPM issues, take a look at our Advanced Project Management Certification - The Kerzner Approach® to Best Practices. This 66-hour certifica-tion program earns you up to 66 PDUs and can be completed in three to 12 months.

IIL has collaborated with top global organizations to build unique and specialized APMC programs for their project professionals. Work with one of our educational advisors to choose from select courses in our catalogue - or mix and match them with courses offered by your company - and create your own customized APMC curriculum.

Accelerated Curriculum and Performance FocusWhether taken individually or as part of a certifi cation program, our advanced PPM classes will challenge and engage you, while helping you increase your skills and abilities within specifi c areas of knowledge.

Deepen your understanding of Earned Value Management implementation within your project or program environ-ment and learn how best to integrate EVM with risk management. If you are a project manager and you want to build your level of competence in setting up, planning and managing a group of related projects, take a look at Program Management, Preparing for the PgMP® Certifi cation or Project Portfolio Management.

Other areas of advanced study include: Preventing, Recovering and Managing Troubled Projects; Organization and People Change Management; Vendor Relationship Management; as well as accelerated courses in Quality Manage-ment, Procurement Management, Risk Management and Requirements Management.


APMC® and The Kerzner Approach® are registered trademarks of International Institute for Learning, Inc. PMP® and PgMP® are registered marks of the Project anagement Institute, Inc.

www.iil.com

Pro

ject

Man

agem

ent A

dvan

ced

Cour

ses

30






APMC® Curriculum APMC®

Advanced Project Management Certification: The Kerzner Approach to Best Practices (APMC) is for experienced project managers and senior level managers who want to build on expertise, acquire new skills and go beyond PMP® accreditation.

The APMC is a 66-hour certification program that earns you up to 66 PDUs and can be completed within a time period of three and 12 months. Live and fully interactive, APMC courses are led by top instructors and delivered online in our Virtual Classroom. (A customized curriculum can also be delivered to your com-pany in a traditional classroom setting at the location of your choice.)

Comprised of required courses as well as electives, the APMC program lets you choose the project management courses that fit your needs, interests and schedule.

Eligibility and PrerequisitesParticipants who wish to enroll in the APMC program need to have at least three years of project management practical experi-ence. They must also have taken IIL’s Project Management Certificate Program: The Kerzner Approach to Project Management Excellence or equivalent.

Participants can waive up to TWO courses (required or elective) if they have taken them within the last one-year period from IIL. Please note participants must first take and pass the post-test to have the course waived. There will be a fee of $150 per course for this activity.

Who Should AttendYou should enroll in this program if you want to expand your knowledge by focusing on today’s higher-level strategic project management issues or dive deeper into more complex tacti-cal challenges. This program is ideal if you are a PMP, since all courses in this program earn you PDUs necessary to maintain your certification.

Criteria for Achieving APMC CertificationIn order to be awarded APMC certification, participants must:

Complete three required courses and three of the elective courses (see box on right).Achieve a passing score of at least 70% on a 30-question online exam for each course (questions are in a multiple-choice format).

•

•

Performance FocusWith IIL, you learn from experts who are also practitioners. The APMC program focuses on analyzing current best practices from some of the most successful companies so you learn how they manage projects. You will also learn how to prepare your teams for the next frontier in project management; the secrets of balanc-ing project/program objectives against orga-nizational politics; and the ins and outs of sup-porting global projects/programs, both from a pragmatic and an interpersonal perspective.

IIL Virtual Classroom EnvironmentThousands of companies have chosen IIL’s Virtual Classroom as a preferred learning method to meet the increased global training needs of their organizations. Benefit from our experience in the Virtual Classroom space, where we have been active for the past ten years. Our Virtual Classroom provides com-panies and individuals with interactive, efficient, quality training that is also cost-effective.

The online classes are led by our trainers in real-time, so you get the benefits of a live classroom situation in your office. The classes have a good balance of instructor-led learning, multimedia events, discussion, and a wide range of interac-tive exercises from self-reflection to team-based activities.

Worried about schedule conflicts?Don’t be. APMC courses are offered to you real-time or recorded. If you cannot attend a live class, simply go to the archived class any time and you are all caught up.

Build Your APMC ProgramCombine your choice of three electives with the three required courses for a total of 66 hours of credit. The color of the course title denotes the section of the catalogue in which it appears: purple = Advanced Project Management; brown = Leadership and Interpersonal Skills; green = Business Analysis; red = Lean Six Sigma; turquoise = PM for IT Professionals.

Advanced Project Management Certification (APMC®)The Kerzner Approach® to Best Practices

#PA8800 / 66 hoursCourse numbers vary based on selectionCEU Credits: 6.6 / PDU Credits: 66

APMC® and The Kerzner Approach® are registered trademarks of International Institute for Learning, Inc. PMI® and PMP® are registered marks of the Project Management Institute, Inc.

Required Courses

The Future of Project Management with Dr. Harold Kerzner (p. 31)

Program Management: Successfully Managing a Group of Related Projects (p. 41)

Managing and Leading Projects Across Organizational Boundaries (p. 82)

Electives - Choose Three

Requirements Management (p. 32)

Advanced Project Risk Management (p. 33)

Advanced Project Quality Management (p. 34)

Advanced Project Procurement (p. 35)

Vendor Relationship Management (p. 36)

Earned Value Management Systems (p. 37)

Global Project Management (p. 38)

Managing Multiple Projects (p. 40)

The Project Management Office (p. 42)

Project Portfolio Management (p. 43)

Agile Development and Project Management (p. 52)

Stakeholder Relationship Skills for Project Managers (p. 74)

Conflict Resolution for Project Managers (p. 78)

Leadership Skills for Project Managers (p. 79)

Writing and Managing Requirements Documents (p. 89)

Developing the Business Case (p. 92)

Lean Six Sigma Yellow Belt (p. 97)

Bring the APMC Program to Your Company!If your company has a group of 12 or more employees to train, we can deliver the APMC curriculum to you in a private IIL Virtual Classroom or in a traditional classroomsetting at the location of your choice.

IIL has collaborated with top global organiza-tions to build unique and specialized APMC programs for their project professionals.

Work with one of our educational advisors to choose from select courses in our catalogue - or mix and match them with courses offered by your company - and create your own cus-tomized APMC curriculum.

#8800/ 66 hoursCEU Credits: 6.6 / PDU Credits: 66

Project Managem

ent Advanced Courses






This course will explore how projectmanagement will change over the nextdecade to help companies find solutionsto complex projects.

The goal of this course is to giveparticipants an overview of what the future of project management might look like.

PrerequisitesGood understanding of project management

Course LevelIntermediate to advanced

Who Should AttendThis course is for project managers, line managers, sponsors, team members, executives who also function as stakeholders and anyone else involved in projects who is interested in learning more about what changes may take place in project management over the next decade.


Recognize the complex projects of the future Improve stakeholder management Understand the necessity for flexible project management methodologies Recognize the importance of value in making project decisions

Course Overview


Foundation ConceptsHow project management has changedover the yearsManaging complex projects Stakeholder managementValue-driven project managementUnderstanding why some projects will fail How to recover failing projects The importance of managing scope creep Managing crisis projects

•••

•

•••

•

•••••••

How Project Management Has ChangedToday’s view of project managementHow Request for Proposal (RFP) requirements have changedHow executive support has changed

Managing Complex ProjectsDefining complex projectsTraditional versus non-traditional projectsImportance of engagement project management

Stakeholder ManagementDefining stakeholder managementMaking bad assumptions about stakeholder loyaltyStakeholder identification and classificationCritical stakeholder management issuesWhy stakeholder management often fails

Why Some Projects FailThe definition of project success and failureThe difficulty in canceling projectsThe need for an “exit” champion

The Management of Scope CreepUnderstanding scope creepCauses of scope creepWays to minimize scope creep

Performing Project Health ChecksCritical health check issuesMisconceptions about health checks

Recovery Project Management (Managing Distressed Projects)

Looking for early warning signsDangers in the continuation of the death spiral

Value-Driven Project ManagementImportance of valueChanging values in project management and our view of successIdentifying the Key Performance Indicators (KPIs)The need for value measurementDesigning KPI dashboardsPerforming value measurement

••

•

•••

••

•••

•••

•••

••

••

••

•

•••

Managing Crisis ProjectsUnderstanding crisis managementCases in crisis management

Enterprise Project Management Methodologies (EPM) and Frameworks

An Introduction to Project Givebacks (Best Practices)

The Project Office (PO)/Center of Excellence (COE)

Characteristics of excellence in a Project OfficeMeasuring the return on investment (ROI) of a Project Management Office (PMO)


••

•

•

•

The Future of Project Management with Dr. Harold KerznerPreparing the Next Generation Project Manager




This course is also part of the Advanced Project Management Certification: The Kerzner Approach® to Best Practices (APMC®) curriculum. For more information, see page 30.

APMC® and The Kerzner Approach® are registered trademarks of International Institute for Learning, Inc.

Pro

ject

Man

agem

ent A

dvan

ced

Cour

ses

32






Poor requirements definition and lack of adequate change control procedures to requirements and scope are the primarycontributors to project difficulty and failure. This workshop will provide you with the knowledge, tools and techniques required to minimize or avoid these pitfalls.



Who Should AttendYou should attend this workshop if you need to:

Acquire and accurately communicate project requirementsNegotiate trade-offs that result in potentially more successful projectsEffectively manage change controlImplement configuration management consistent with organizational needsDisseminate the principles of effective requirements management to other team member

Performance FocusKey stakeholder and influencer identification and assessmentRequirements documentationRequirements gatheringProgressive elaborationRequirements analysis and negotiationRequirements validationModeling and structured methodsFormal specificationChange controlConfiguration management


Build a consistent and meaningful requirements taxonomy and hierarchy for requirements definition and developmentUse progressive elaboration and modeling techniques in requirements workshops to elicit and verify requirementsValidate requirements using reviews, walkthroughs and inspections

•

•

••

•

•

•••••••••

•

•

•

Elicit, organize and prioritize requirementsSystematically analyze, elaborate and derive requirements at the appropriate levels of detailUse checklists, questionnaires and document templates in the requirements development processNegotiate and resolve requirements-related conflicts among key project stakeholdersManage changing requirements across the project life cycleVerify requirements during the testing and acceptance phase of the project

Course Overview


Requirements FrameworkProject and product requirements definitionsCharacteristics of good requirementsEnumeration of those involved in defining project requirementsConcept of progressive elaboration and its application to defining requirements

Developing Requirements: the ProcessHigh-level requirements development and management processIterative components of the requirements development processProduct and project requirementsClassifying project requirements

Progressively Elaborating Product ScopeDefining and elaborating scope - Starting requirements definition - Project work request - Requirements overview - Project proposal - Project charterMore detailed documents - Scope statement - Work Breakdown Structure (WBS) - Requirements definition document - Procurement statement of workContracts and plans

••

•

•

•

•

•••

•••

•

•

•

••

•

•

•

Gathering Requirements InformationRequirements gathering techniquesSources of informationEssential research skillsRequirements gathering tools

Using Structured Techniques and ModelingModels and requirementsData, process and object modelsDynamic modeling techniquesUsing Use Cases

Specifying RequirementsSpecifying requirementsEssential technical writing skillsSMART requirementsQuality attributesPrioritizing requirements

Managing Changing RequirementsWhy and when requirements changeChange management and controlRequirements traceabilityRequirement tools

Validating and Verifying RequirementsRequirements confirmation techniquesValidating requirementsVerifying requirementsUsing checklists


••••

••••

•••••

••••

••••

•

Requirements ManagementManaging Project Scope from Concept to Completion






Project Managem







Have you been surprised by unplanned events during your projects? Are you and your project team frequently fighting fires? Well, you are not alone. Uncertainty exists in any project environment.

While it may not be possible to predict project outcomes with 100% certainty, you can influ-ence the outcome, avoid many potential risks and be ready to calmly and efficiently respond to unavoidable challenges instead of reacting to them and possibly making things worse. With the proper knowledge, risk can be identi-fied, assessed, planned for and controlled.

The goal of this course is to teach the specific knowledge needed to set up risk management in your projects and to help you implement risk management processes to achieve consistent and predictable results in organizations where a higher level of risk management is required. This course is aligned with A Guide to the Project Management Body of Knowledge (the PMBOK® Guide).



Who Should AttendThis course is designed for:

Project and program managersManagers of project managersTeam members working on high-risk projects

Performance FocusRisk planningRisk identificationRisk assessment (qualitative and quantitative)Risk response planningRisk control

•••

•••

••


Demonstrate how the PMBOK Guide’s risk management processes apply to your project’s environmentAdapt these processes for a particular high-risk project team’s operating principlesExplain the importance of using risk management best practices at single and enterprise project levelsLead an initiative to implement risk management best practices in your project environment

Course Overview


Foundation ConceptsRisk-related definitionsThe risk management processHigh-risk projects and project failuresClassical failures in implementing risk management

Plan Risk ManagementProject risk management and governanceRisk management planning for high-risk projectsHigh-risk variations on a risk management plan

Identify RiskAdapting the risk identification process for high-risk projectsRecognizing risks spontaneouslyConfirming and structuring risk events for treatmentWrapping up risk identification for high-risk projects

Perform Qualitative Risk AnalysisAdapting qualitative risk analysis for high-risk projectsAccelerating risk analysisClearing risk actionWrapping up qualitative risk analysis for the next level

•

•

•

•

•••

••••

••

•

•

••

•

•

•••

Perform Quantitative Risk AnalysisAdapting quantitative risk analysis for high-risk projectsRisk analysis and data quality assessmentsBuilding a foundation for quantitative risk analysisUsing discrete quantitative toolsUsing continuous quantitative toolsWrapping up quantitative risk analysis for high-risk projects

Plan Risk ResponsesAdapting risk response planning for high-risk projectsOptimizing active risk response strategiesLeveraging contingencies for high project performanceWrapping up risk response planning for high-risk projects

Monitor and Control RisksAdapting risk monitoring and control for high-risk projectsOptimizing risk plan maintenanceWeaving risk reassessment into the project’s progressMaintaining a continuous vigil in high-risk project environments


•

••

•••

•

••

•

•

••

•

•

Advanced Project Risk ManagementWorking with Uncertainty in Projects




APMC® and The Kerzner Approach® are registered trademarks of International Institute for Learning, Inc. PMBOK® is a registered mark of the Project Management Institute, Inc.


Pro

ject

Man

agem

ent A

dvan

ced

Cour

ses

34






In today’s environment, quality is the responsibility of everyone. Project success is no longer just the fulfillment of a project on schedule, on budget and within the scope.

Projects aren’t successful unless the customer needs are met at the highest level of quality and at the lowest cost to the organization. Project managers must know customer needs and manage to them throughout the project life cycle in order to gain acceptance.

This course provides an interactive, hands-on environment for participants to practice identification of critical quality requirements (Quality Planning), fulfillment of those requirements through well designed processes (Quality Assurance) and statistical awareness of technical specifications of project deliverables (Quality Control).



Who Should AttendIf your role is to gain customer acceptance at project completion, this course is an absolute must. It will help you identify, plan, monitor and control high-quality outcomes and the processes that support project management initiatives.

Project and program managers, managers of project managers and executives who must ensure that all customer needs are met at the lowest possible cost will find this course to be exactly what they need.

Performance Focus Capturing the critical-to-quality requirements through the Voice of the CustomerPlanning the processes to deliver requirements at lowest possible costMonitoring and controlling key outputs (Ys) and inputs (Xs)Managing project progress and process through data (management by fact)


Identify and validate customer needs and prioritize requirementsDocument and standardize key project management processesCollect accurate and useful project dataImprove and error-proof project processes and deliverablesIdentify variation and take appropriate steps to reduce the variation causing defectsSet up and monitor control charts on key project measures

Course Overview


Foundation ConceptsQuality defined: financial focusQuality managementProcess managementCost of quality

Quality PlanningThe project manager’s role in planningVoice of the CustomerData collection: data typesMeasurement of system accuracy: operational definitions

Quality AssuranceProcess management: flow chartsProcess analysisValue-Added AnalysisError-proofing (Poka-Yoke)Failure mode and effect analysis

Quality Control

•

•

•

•

•

•

••

•

•

•••

••••

••••

•••••

The concept of variation: common and special causesTracking key measurements: control chartsRoot cause analysisDescriptive statistics


•

•••

•

Advanced Project Quality ManagementPlanning, Assurance, Control and Improvement






Project Managem







In many projects, procurement activities are critical to success. Imagine working in contractual relationships between buyers and suppliers so that there is mutual trust and a common focus on well-defined, mutually agreed-upon objectives. This course is designed to equip participants with the necessary knowledge and skills to manage procurement activities to maximize effectiveness.

The goal of this course is to improve your capacity to apply the elements of procurement management by properly planning for procurement, documenting the need, evaluating proposals, creating contracts and effectively managing the contracts to closeout for increased project success.

Procurement and contract management address the needs of various types of procurement activities, including serviceacquisition, intellectual property considerations, government requirements and more. This is an exercise-centered course that uses real-world case situations.



Who Should AttendThis course is designed for project managers, procurement managers, contract administra-tors and project team members. Both buyers and sellers will find this course valuable.


Apply procurement and contract management techniques to the PM processSelect the right sellers based upon a concise Request for Proposal (RFP), with clear selection criteria that lead to easy evaluation of proposals

•

•

Develop and apply a procurement plan by choosing the right procurement strategy for the project situation and assigning the right responsibilities to the right peopleDescribe the elements of a proposal and how they help you determine the most qualified sellerEvaluate contracts to ensure that they contain sufficient information to accurately describe the agreement and enable effective controlClose contracts effectively to address the relationship between client and supplier, termination, retention of information and lessons learned

Course Overview


The Procurement ProcessCritical procurement issues and the role of project managementProcurement steps and modelsBuyer/seller relationshipsCommon procurement termsTypes of procurement and acquisition

Plan ProcurementsEstablishing the procurement teamOrganizational procedures and procurementSelection of contract typeIdentifying potential biddersContracting document optionsStandard forms and conditionsSource selection criteriaSpecial and general conditionsProcurement management plan

Define Procurement RequirementsScope management and the procurement requirements linkTypes of procurement requirements and attributesHow requirements interrelateProcurement Statement of Work (SOW)The impact of improperly defining requirements

•

•

•

•

•••

•

••••

•••••••••

•

•

•••

Conduct ProcurementsKey pre-bid activitiesMethods to request seller responsesProper form and format of proposalsElements of a proposalJoint venture procurementsOrganize for review of bid proposalsTechniques for contract evaluationContract negotiation strategiesContract award and contract creation methods

Administer ProcurementsAdminister procurements responsibilitiesPrinciples of contract interpretationPrimary contract componentsProject management processes applied to contract administration

Close ProcurementsFormal acceptance and closureContract terminationResolution of contract claimsContract audits and lessons learnedContract litigation


•••••••••

••••

•••••

•

Advanced Project Procurement ManagementBuyer/Seller Relationships and Contracts






Pro

ject

Man

agem

ent A

dvan

ced

Cour

ses

36






Vendor Relationship Management: Collaborating for SuccessWorking with Vendors to Achieve Peak Performance

Many times the success of a project is dependent upon the contribution of vendors. After the selection and procurement of a vendor, the project manager assumes the responsibility for managing the vendor relationship.

Managing vendor performance and the vendor relationship can make or break a project. Through case scenarios and an interactive workshop, this course deals with the challenging task of delivering a successful project involving vendors.

PrerequisitesA good understanding of project management, as well as some experience managing projects


Who Should AttendThis course is designed for project and program managers, as well as functional managers and others who have the responsibility of managing relationships with vendors.


Identify practical issues in vendor and quality management and apply cause and effect analysis to identify possible resolutionsIdentify and describe best practices in vendor managementIdentify and describe best practices in quality control and vendor performance evaluation to avoid problems, ensure minimal rework and enable realistic estimatesDefine requirements management and describe the relationship between it, quality control, acceptance criteria and vendor performanceIdentify and apply key concepts and techniques for managing relationships

•

•

•

•

•

Course Overview


Foundation ConceptsBrief overview of the principles of procurementRelationship between risk, requirements stability, contract type and cost, quality and project management

Looking at Things from the Vendor Perspective

The engagement management processStakeholder analysisDue diligenceDefining high-level requirements

Starting on the Right PathDefining the engagement approachDefining warranties and remediesDefining requirementsKick-off meetings and work sessions

Managing QualityDefining quality managementQuality control through the gating processDeveloping acceptance criteriaQuality control: testing, reviews and audits

Managing RelationshipsRelationship development processContract negotiation strategiesClient/vendor relationshipsVendor performance evaluationManaging conflict

Managing and Controlling Vendors and Projects

Managing performance expectationsStatus reportingPerformance and relationship reviewsAccountabilityTermination

•••

•

•

••••

••••

••••

•••••

•••••

Managing ChangeScope and resources changesRequirements changesEstimating change reservesDealing with change control

Closing ProjectsClosing overviewCompletion criteria and acceptanceTransition to production operationsLessons learned before, during and after transition


••••

••••

•



#4044 / 2 DaysCEU Credits: 1.4 / PDU Credits: 14 / CPE Credits 16





Project Managem







The EVMS processes incorporate best practices for program and project management systems that require strong applications for program or enterprise planning and control.

The processes include integration of program scope, schedule and cost objectives; establishment of a baseline plan for accomplishment of program objectives; and use of Earned Value Management techniques for performance measurement during the execution of a program. EVMS provides a solid platform for risk identification, corrective actions and necessary management replanning.

The emphasis of this course is on the latest EVMS principles and concepts in accordance with changes and guidelines for Earned Value Management in A Guide to the Project Management Body of Knowledge (the PMBOK® Guide). These concepts may be applied to any project, whether government or commercial.

PrerequisitesParticipants should have a working knowledge of general project management principles and some familiarity with the concept of Earned Value.


Who Should AttendAll program managers, project managers and project team members who need to apply EVMS criteria to current or future contracts, whether commercial or governmentalTechnical staff who are involved in Integrated Baseline Reviews or Earned Value reportingAll program managers, project managers and technical staff applying Earned Value as an integral part of fixed asset planningMembers of the Project Management Office interested in establishing the best and most current EVMS processesProgram or project managers who need to apply EVMS as a risk assessment and management tool

•

•

•

•

•

Performance FocusThe goal of this course is to provide you with the knowledge and understanding needed to properly implement EVM within your organization.


Develop a project baselineRecord actual project performanceCalculate EVM measuresEvaluate project performance based on EVM measuresRespond to project variancesIntegrate EVM and risk managementDetermine if EVM will add value to your organizationDevelop an EVM implementation plan for your organization

Course Overview


Foundation ConceptsDefinition and benefits of EVMHistory of EVM and Cost and Schedule Control System Criteria (C/SCSC)Project applications of EVM

Building a Project BaselineDefinition of project baselineDeveloping a project baselineUsing a project baseline

Recording ActualsData collection for recording actual project performanceMethods for determining Earned ValueImproving the data-collection process

EVM Performance MeasuresCalculating and interpreting measures of current status - Cost and schedule variance - Cost and schedule performance indexes

••••

•••

•

•••

••

•

•••

•

••

•

Calculating and interpreting measures for forecasting results - Estimate at completion - Latest revised estimate - Variance at completion - To-complete performance index

EVM and Risk ManagementIntegrating EVM and risk managementDeveloping and using a reserve drawdown curve

Responding to VariancesDetermining what is a varianceProper process for responding to variancesResponse options

Reporting Project PerformanceDetermining reporting objectivesDetermining reporting needsReporting optionsReporting problems

Implementing EVMRequirements for an EVMSTailoring the EVMSEVMS “light”


•

••

•••

••••

•••

•

Earned Value Management Systems (EVMS)Incorporate Best Practices for Program and Project Management Systems




APMC® and The Kerzner Approach® are registered trademarks of International Institute for Learning, Inc. PMBOK® is a registered mark of the Project Management Institute, Inc.


Pro

ject

Man

agem

ent A

dvan

ced

Cour

ses

38






Managing a project where customers and support organizations are spread over multiple countries and continents is a major challenge in today’s increasingly global environment. There are different needs for communication, an awareness of different customs and work expectations, as well as real legal differences which must be considered.

From identifying stakeholders and gathering requirements to planning and controlling the project, a global project has its own unique set of challenges.

The goal of this course is to equip you with the necessary knowledge, skills and techniques so that you can establish effective management and leadership in an environment with a diverse set of stakeholders.

PrerequisitesA good working knowledge of project management, as well as exposure to project leadership issues


Who Should AttendProject managers and all project team members responsible for initiating, planning and controlling a global project

Performance FocusIdentifying stakeholders, gathering their requirements and creating an effective communications plan with themLeveraging the most appropriate tools and techniques for operating in a global environment Customizing stakeholder interaction and project control based on local customs and laws

•

•

•


Identify unique characteristics of global projects Identify and analyze global stakeholders for a projectCommunicate effectively with global stakeholdersIdentify cultural differences and determine how to handle them during the projectControl global projectsClose a global project

Course Overview


Global Project ManagementWhat is a global project?Why is it different from other projects?

Initiating the Global ProjectStarting a global projectIdentifying and analyzing stakeholdersThe communication planSelecting the project managerA global project charter

Planning the Global ProjectRequirements gathering for a global projectDefining the scopeEstimating and scheduling difficulties for global projectsStaffing the global projectDeveloping the risk plan

Executing the Global ProjectTeam building for a global projectCultural issuesCommunication stylesProcurement on a global basisLegal issues

•

•

•

•

••

•••

••

•••••

•••

••

•••••

Monitoring and Controlling the Global ProjectProcurement controlProgress controlStakeholder control

Closing the Global ProjectLessons learned for global projectsClosing contractsAdministrative closure


•••

•••

•

Global Project ManagementManaging a Project with Global Stakeholders




#8871 / Four 3-hour sessionsCEU Credits: 1.2 / PDU Credits: 12 / CPE Credits: 14





Project Managem







Preventing, Recovering and Managing Troubled ProjectsGet Derailed Projects Back on Track!

If it seems that your projects are often in trouble when assigned to you, this workshop will be of value to you. Most seasoned project managers have had their share of experiences with difficult or troubled projects… and unless they are careful, they will encounter more. The focus of this workshop is to help the professional project manager more rapidly recognize the potential for trouble and correct the course early enough to avoid major problems.

While the first and most important order of business is to prevent problems, we know that if you are in trouble RIGHT NOW, the first thing you want to know is how to recover. To meet that need, the first half of this course addresses recovery. The second half of this course addresses prevention, either by manag-ing a recovered project to completion without further problems or improving your prospects on future projects.

This workshop does not focus on “failed” projects but rather on projects headed for failure without appropriate intervention. This is an exercise-driven, no-nonsense, professional practice-focused workshop, positioning you to immediately apply tools and lessons learned.

PrerequisitesA basic understanding of and experience with key PM principles and tools, including stake-holder assessment and requirements definition, integrated configuration management and change control, precedence diagramming and critical path scheduling, statistical estimating, Earned Value techniques and human resource management. In addition, a PMP® credential (or global equivalent) is recommended.


Who Should AttendThe ideal participants for this program include:

Project or program managers who regularly manage complex, high-visibility, high-priority projects, programs or multi-project portfoliosProject team members who are involved with these same situations and want to make a difference on their teamsManagers of project managers in a Project Management Office (PMO) or managers for whom the major part of their day-to-day work is project management-based

•

•

•

Performance FocusEarly recognition of troublesStakeholder alignmentProblem-solving mindsetRecovery plansGrassroots prevention focusKey competencies for preventing or managing through troubles

What You Will LearnYou will learn to:

Recognize the major factors that contribute to a potentially “at risk” projectDevelop a readily useable checklist of specific causes leading to troubled projectsCategorize symptoms of a troubled project so as to correctly associate them with root causesFormulatie plans for mitigating and/or eliminating root causesAssess the effectiveness of prevention and recovery actions and plans

Course Overview


Foundation ConceptsCharacterizing troubled projectsDistinguishing troubled versus successful projectsDeveloping a roadmap to recovery and beyond

The Recovery Process DefinedReady, set, recoveryStage A: stakeholder realignmentStage B: recovery blueprintStage C: repairs and restorationCritical success factor: effective decision making

Recovery in Action: Stakeholder RealignmentOverview of stakeholder realignmentAssessing key stakeholdersEstablishing realistic stakeholder expectationsEstablishing realistic team expectations

Recovery in Action: Recovery BlueprintBlueprint overview and summary of optionsQualitative analysis of root causeSurveying options versus circumstances

••••••

•

•

•

•

•

•••

••

•

•••••

•••

•

•••

Balancing on scope and productivityBalancing schedule and costSelecting the best combination using the three Ps: people, process and product

Recovery in Action: Repairs and RestorationRepairs overview and setting the stage for changeImplementing repairs through people, process and product changesTransition to managing

Prevention Process DefinedPrevention overviewGreater maturityBetter performance through superior planningBetter performance through managing with a focus on risk

Prevention – MaturityThe maturity mythIntensive care for troubled projectsPreventive medicine for troubled projectsAn action planOverview of planning phasesKey decisions for high-level planningKey techniques for detailed planning

Prevention – Managing RiskFinal leg of the roadmapEmphasizing ongoing risk managementManage stakeholder expectationsMonitoring and controlling requirementsAn action plan for preventing, recovering and managing your own troubled projects


•••

•

•

•

•••

•

•••••••

•••••

•




PMP® is a registered mark of the Project Management Institute, Inc.




Pro

ject

Man

agem

ent A

dvan

ced

Cour

ses

40






Does your organization work on more than one project at a time? Are there limitations to the type and amount of human and other resources for project assignments?

Are your projects taking longer and longer to complete? Are results less than optimal because of time pressures on resources?Would you like to increase project “throughput”?

Succeeding in today’s competitive marketplace often requires cycle time reduction - reducing the duration of projects and getting results faster. This workshop will address managing multiple projects within the context of program or product management.

Planning and managing individual projects is challenging. When introducing the real-life limitation of resources and other outside influences into the multi-project environment, those challenges are magnified and new challenges are introduced.

This interactive workshop will position you for immediate action. The goal of this course is to equip you with the necessary knowledge, skills and techniques so that you can effectively and productively manage multiple projects.



Who Should AttendYou should attend this workshop if you manage a single project that is affected by other projects within your organization, participate in or lead resource assignment decisions across multiple projects, support portfolio management decision-making processes for the selection and prioritization of projects or manage multiple projects at yourcompany.


Manage stakeholder relationships and expectationsPrioritize and sequence multiple projectsManage time and stress within a multi-project environmentEffectively navigate the multi-project environmentUse appropriate methods to plan and control multiple projectsApply scheduling and estimating techniquesMaintain a dynamic multi-project schedule

Course Overview


Foundation ConceptsPortfolio, program and project management principlesThe multiple project environmentThe MMP process model

Developing the Multi-Project ListMulti-project portfolio managementProject selectionProject categories and typesThe multi-project list

Multi-Project Logical DependenciesProject dependenciesTypes of multi-project portfoliosCategories of logical dependencies across multiple projectsProject priorities in the multi-project schedule

Multi-Project Resource ManagementMulti-project resources and resource management conceptsMulti-project resource loadingResource pool and resource databaseMulti-project resource issues and outsourcingCritical chain resource management, including drum resources and multi-tasking

•

••

•

•

••

•••

•

••

••••

•••

•

•

•••

•

Managing Risk Across Multiple ProjectsMulti-project risk management processIdentifying, assessing and responding to multi-project risksCritical chain and multi-project risksRisk interrelationship management methods

Creating and Executing the Multi-Project PlanThe multi-project planMulti-project schedulingMulti-project budgetingExecuting and maintaining the multi-project planControlling in the multi-project environmentTools in multi-project management

Multi-Project CommunicationsEffective communication in the multi-project environmentCommon communication barriersMultiple project communications planResolving multi-project conflicts


••

••

••••

••

•

•••

•

Managing Multiple ProjectsAn Exercise-Driven Workshop









Project Managem







Program managers coordinate the efforts of marketing groups, project teams, product delivery, support, operations and people from other functional groups, including multiple suppliers and business partners. Their goal is to ensure that proposed business changes, complex products and processes are implemented to deliver on the programs’ strategic benefits and objectives.

The goal of this course is to equip you with the necessary knowledge, skills and techniques to set up, plan, manage and control programs based on the most recent PMI® Standard for Program Management. You will learn and apply the principles of program management through a case study and up to thirteen exercises.

PrerequisitesWe recommend that participants have between three and five years of project management experience. Additionally, PMP® certification - or a good working knowledge of A Guide to the Project Management Body of Knowledge (the PMBOK® Guide) - is also desirable.

Course LevelAdvanced

Who Should AttendYou should attend if you plan, control or manage the execution of complex projects or programs made up of multiple projects often with operational activities. Roles of suggested participants include: IT application managers, product managers, event managers and consultants. Others who can benefit from this course include those who manage projects within programs, aspiring program managers, portfolio managers, program management officers, project management officers, functional managers, marketing directors, consultants or researchers.


Describe the project management process and its benefitsUse project management vocabulary and terminology

•

•

Identify the characteristics of a successful projectCreate an initial project planIdentify and perform the major aspects of project initiation, project control and close-outIdentify and describe cultural change issues in implementing project management

Performance FocusWhat a program is, how it fits within a project/program portfolio and how it differs from portfolios and projectsHow to: structure a program; create a program board to ensure effective governance; sequence projects; estimate, schedule and optimize resources; set up communication, collaboration and reporting structures; and coordinate ongoing operations with various projects How to align program objectives with those of the organization, as well as with the community within which it will operate and produce results

Course Overview


Project Management Context and ConceptsPrograms, projects and portfolios: what they are and how they relateProgram management and program managers: managing complex efforts to realize benefitsBenefit managementStakeholder managementGovernance: program management office and program boardsThe Standard for Program Management overview

Program Management Life CycleThe difference between program life cycle and program management processesCharacteristics of program life cycleBenefit management and program life cycleProgram governance and program life cycleFive phases of program life cycle

•

••

•

•

•

•

•••

•

•

•••

•

•

••••

Initiating the programAuthorizing constituent projectsInitiating a team

Planning the ProgramThe program management planInterface and transition planningPlanning program scope, schedule, cost, resources and qualityPlanning program communication, risk and procurementPlanning measurement and performance evaluation

Executing the ProgramDirecting and managing program executionAcquiring and developing the program teamPerforming Quality Assurance and information distributionManaging procurement activities

Monitoring and Controlling the ProgramProgram integrated change controlMonitoring and controlling program workControlling program resources, scope, quality, schedule and costControlling program risks, issues, communication and contractsMeasuring benefits realization

Closing the ProgramClosing the programClosing componentsClosing contractsInterim and post-program reviews


•••

•••

•

•

•••

•

•••

•

•

••••

•

Program ManagementSuccessfully Managing a Group of Related Projects




APMC® and The Kerzner Approach® are registered trademarks of International Institute for Learning, Inc. PMI®, PMBOK® and PMP® are registered marks of the Project Management Institute, Inc.





Pro

ject

Man

agem

ent A

dvan

ced

Cour

ses

42






This course addresses the complex issues of how to integrate a Project Management Office (PMO) into the organization while avoiding bureaucracy, turf wars and other resistance to a disciplined and flexible PM process throughout the enterprise. Working with our experts, you will assess the needs of your organization for a PMO, be ready to design the kind of PMO that will be most effective for you and define the path to PM maturity and competency.

Issues addressed include: multiple levels of PMOs, project autonomy, the methodology role of the PMO and whether the PMO should be the “home” of project managers or an enabling organization that supports project excellence and portfolio management.



Who Should AttendThe course is designed for senior PM practitioners, PMO staff, managers of PMs and others who want to know what a good PMO is and how to build and maintain one.

Performance FocusThe goal of this course is to equip you with the necessary knowledge and skills to establish, improve and work with a PMO that will be the catalyst for enterprise project management excellence.


Describe why it is advantageous for an organization to have a PMODifferentiate between different views of project success and the role of the PMO as a facilitator to assure success for all stakeholdersRecognize that the PMO can operate on a continuum from providing specific functions that support individual projects to being responsible for the results of all of the enterprise’s projects

•

•

•

Describe the importance of periodic evaluations of projects and other Enterprise Project Management (EPM) processes (e.g., portfolio management) to provide an objective view of maturity and performanceDescribe project management maturity, metrics at maturity levels and the roles and responsibilities of the PMO in a maturity assessmentDescribe the role of the PMO in performing a competency analysis and developing and using a competency modelDetermine the steps needed to implement a PMO and effectively position it within the organization

Course Overview


Foundation ConceptsDefining a PMO and EPMThe importance of a PMOThe desired organizational environmentKey characteristics of a PMO

Project Success: Different Measures and Views

Definition of project successClient and team views of project successWays to quantify project successApproaches to rate and evaluate the success of the project at frequent and regular intervals

PMO Functions: Project-Focused and Enterprise-Focused

Organization goals and their influence on PMO functionsDifferent levels of coverage for the PMO in the organizationProject- and enterprise-focused functions

The PMO and Project Control, Audit and Recovery

Establishing a control process to identify troubled projectsDescribing the PMO’s role in review, audit and recovery

•

•

•

•

•••

••••

••••

•

•

•

•

•

Identifying troubled projects and conducting a project auditSupporting project recovery

The PMO’s Role in Project Management Competency Development

Definition of competencyThe importance of competency in project managementThe PMO’s role in performing a competency analysisThe PMO’s role in developing and using a competency model

Project Management Office: Maturity LevelsDefinition of maturity and organizational/enterprise project managementThe PMO and maturity modelsMetrics and key performance indicatorsRole of the PMO in the maturity assessment process

The Ten-Step Implementation ProcessGoals for the PMOCommitment for a PMOPMO functions, roles and responsibilitiesProcesses and tools to be provided by the PMOThe PMO resource estimation processThe needed budget for the PMOStaffing the PMOAssimilating the PMO


•

•

••

•

•

•

•••

••••

••••

•

The Project Management OfficeA Building Block for Achieving and Managing PM Effectiveness








Project Managem







This workshop defines the strategy, processes, information, analysis and deliverables of an effective portfolio management approach. You will learn how to proactively identify, select, de-select and nurture a balanced and desirable mix of projects. Effective portfolio management improves the multi-project flow through the organization (speed and quality) by minimizing unnecessary multi-tasking and priority changes.

The goal of this course is to provide you with knowledge of the components, importance and challenges of implementing enterprise-level project portfolio management (PPM) based upon your organization’s strategic business goals.

PrerequisitesWe recommend that participants have between three and five years of project management experience.


Who Should AttendPeople who support portfolio management decision-making processes for the selection and prioritization of projectsProject Management Office (PMO) team members responsible for or with an interest in developing and managing their project portfolio(s)

Performance FocusDefining the objectives of PPM and project portfolio processStrategic planning as it relates to portfolio managementLinking the project portfolio with the resource and asset portfoliosPrioritizing projects, improving project flow and return on investment (ROI)Managing resource pools and the strategic resource(s)Avoiding the trap of becoming too involved in the detailsDefining and facilitating the roles and responsibilities of the PMO, executives and othersEnsuring project ownership and sponsorship

•

•

•

•

•

•

•

•

•

•


Define the five fundamental components of the enterprise-level PPM processIdentify the components of PPM, including information requirements, principal performers and the relationship among the major activitiesRelate the principles of enterprise-level PPM to business strategy and organizational performanceEvaluate specific techniques, tools and models for project selection, prioritization, resource management and portfolio balancingNavigate the organizational change that is required to implement or improve your portfolio management processRecognize the benefits and challenges of implementing portfolio management within the business

Course Overview


Portfolio Management FrameworkPortfolios, programs and projectsA closer look at portfolio managementWhy portfolio management is importantThe enterprise portfolio management model

Defining the Portfolio Management ProcessPortfolio management models and approachesPortfolio management process stepsChallenges of multi-project managementWhat is business strategy?Applying business strategy to the portfolioStepping through a strategic decisionImplementing business strategy using PMUnified Project Management® Methodology (UPMM™) approach to strategic decisions

Organizational Factors and InfluencesPM and organizational changeCreating the right environmentStakeholder perspectivesThe enterprise PMO

•

•

•

•

•

•

•••

••••

•

•••••••

••••

Acquiring the Right InformationKey portfolio data elementsRelating the portfolio dataMeasuring portfolio performancePortfolio information checklists

Analyzing, Balancing and Optimizing the Portfolio

What is a balanced portfolio?Portfolio selection methodsAnalysis and optimizationWays to view the portfolio

Survey of Enterprise PPM ToolsWhy use PPM tools?The three levels of toolsEffective selection and useAvailable tools and product suites

Applying Portfolio ManagementCreating a project portfolioRefining the portfolio contentsRoot Cause AnalysisManaging resistance to change


••••

••••

••••

••••

•

Project Portfolio ManagementHow to Increase the Return on Your Organization’s Project Management




APMC®, The Kerzner Approach® and Unified Project Management® are registered trademarks of International Institute for Learning, Inc. UPMMTM is a trademark of International Institute for Learning, Inc.





Pro

ject

Man

agem

ent A

dvan

ced

Cour

ses

44






This workshop is designed for project managers as well as project participants and line managers who work directly with riskmanagement and who wish to prepare for the PMI® Risk Management Professional (PMI-RMP) exam.

PrerequisitesA good working knowledge of project management, some experience managing projects and a basic understanding of A Guide to the Project Management Body of Knowledge (the PMBOK® Guide)


Who Should AttendThis course is designed for project, product and program managers and anyone else interested in learning more about PMI’s Risk Management Practice Standard and taking the PMI-RMP exam.

Performance FocusThe overall goals of this course are to:

Define the scope of the PMI-RMP credentialAssist participants in successfully preparing to achieve the credential


Explain the value and benefits of the PMI-RMP credentialPerform a self-assessment of your knowledge and skillsPrepare a study plan that will allow you to pass the exam

Course Overview


Foundation ConceptsBasic risk conceptsProject risk characteristicsPMBOK Guide’s risk management processesScope of the RMP exam

••

•

•

•

•••

••••

Risk GovernanceOverview of risk governance domainPre-project life cycle (PLC) governance tasksGovernance tasks performed during the PLCPost-PLC governance tasks

Risk CommunicationOverview of risk communication domainValue of project risk managementStakeholders’ sensitivity to project risksCommon understanding of project risksStatus reports that focus on project risks

Risk Analysis Domain – Identification ProcessRisk identification overviewRisk identification techniquesRisk identification outputs

Risk Analysis Domain – Qualitative Process• Qualitative risk analysis overview

Analyzing probability and impactAnalyzing urgencyAssessing data qualityPrioritizing risks qualitatively

Risk Analysis Domain – Quantitative ProcessOverview of quantitative analysisUsing quantitative techniquesPrioritizing risks quantitativelyEstablishing control limits

Risk Response PlanningRisk response planning overviewDeveloping risk response strategiesDeveloping contingency approachesPresenting recommendations to key stakeholders

Exam Preparation, Recap and ClosingExam application and preparationRecap of risk exam sources and domainsReview of PMBOK Guide’s risk processesSummary of risk interactions with other

PMBOK Guide Knowledge AreasPractice examCourse closure

••••

•••••

•••

••••

••••

••••

••••

••

PMI-RMP Certification QualificationsCandidates for PMI-RMP who hold a Bachelor’s degree or the global equivalent must have a minimum of 30 hours of classroom and/or eLearning instruction in the area of proj-ect risk management. They must also have 3,000 hours of professional project risk management experience within the last five consecutive years. Candidates who have a high school diploma, Associate’s degree or global equivalent must have a minimum of 40 hours of classroom and/or eLearning instruction in the area of project risk manage-ment. In addition, they must have 4,500 hours of profes-sional project risk management experience within the last five consecutive years. All candidates should complete and submit the PMI-RMP certification application directly to PMI, and they must also pass the 3.5-hour computer-based 170-question exam. For more information, go to www.pmi.org.

Prep Course for the PMI-RMP® ExamLearn the Risk Management Practice Standard




PMI®, PMBOK® and PMI-RMP® are registered marks of the Project Management Institute, Inc.

Each participant will receive a copy of Practice Standard for Project Risk Management.

Project Managem







This workshop serves as a PMI® Scheduling Professional (PMI-SP) intensive exam prepara-tion course. It also presents scheduling practice standards to help a scheduling practitioner become more effective. This workshop is kept up to date with the framework of knowledge outlined by the Practice Standard for Scheduling, the PMI Scheduling Professional Examination Specification and PMI’s A Guide to the Project Management Body of Knowledge (the PMBOK® Guide).

Participants are encouraged to obtain a copy of the PMBOK Guide as a supplemental study source prior to taking the exam. The guide may be downloaded for free by all PMI members. You do not need the guide to attend the course, as all materials are provided.

PrerequisitesA good working knowledge of project management, some experience managing projects and a basic understanding of the PMBOK Guide


Who Should AttendIndividuals who plan to take the exam but need some guidance to create a study pathIndividuals who are studying for the exam and want to identify gaps in their knowledgeIndividuals who are interested in a “refresher” course before sitting for the exam

Course Overview


Becoming a PMI-SPOverview of the PMI-SP credentialEligibility requirementsThe PMI-SP application processBenefits of achieving certification

Scheduling Concepts and StandardsRole of The Practice Standard for SchedulingThe schedule development processEssential elements of a scheduleScheduling componentsSchedule conformance and scoring

•

•

•

•••

••••

•••••

Schedule DomainsSchedule mission managementSchedule creationSchedule maintenanceSchedule analysisSchedule communication/reporting

Project Integration ManagementRole of organizational process assetsRole of enterprise environmental factorsProject charterProject management plan - Project baseline - Subsidiary plansManaging changesReviewing and correcting project workClosing the project or phase

Project Scope ManagementProject scope statement componentsRole of the Work Breakdown Structure (WBS)Managing changes

Project Time ManagementScheduling processes integrated with other PMBOK Guide processesDefining activities - Enterprise environmental factors - Organizational process assets - Decomposing the WBSSequencing activities - Arrow diagramming method - Precedence diagramming methodEstimating activity resources - Determining resource needs - Using various techniques to plan for resource needsEstimating activity durations - Differentiating between various estimating techniques - Calculating an estimate from a formulaDeveloping the schedule Conducting the forward pass/backward passCalculating the critical pathControlling the schedule - Conducting performance reviews - Analyzing variances - Updates to various project documents

Project Cost ManagementRole of the schedule in cost estimatingTechniques for estimatingBudgeting techniquesCost performance baselineEarned Value Management (EVM)

•••••

••••

•••

•••

•

•

•

•

•

••••

•••••

Project Human Resource ManagementHuman resource processesComponents of the human resource planTechniques for obtaining a project teamTechniques for developing the project teamResolving team conflicts

Project Communications ManagementCommunication processesDefining a communication approachCommunication models/methodsCommunication management planReporting to othersPerformance reports

Project Risk ManagementRisk management processesPlanning for risksControlling risks

PMI-SP Exam ReviewRecommended booksExam blueprintStudy tipsThe PMI-SP credential examinationSample exam questions

Course Summary and Next Steps

PMI-SP Certification QualificationsCandidates for PMI-SP who hold a Bachelor’s degree or the global equivalent must have a minimum of 30 hours of classroom and/or eLearning instruction in the area of project scheduling. They must also have 3,500 hours of professional project scheduling experience within the last five consecu-tive years. Candidates who have a high school diploma, Associate’s degree or global equivalent must have a mini-mum of 40 hours of classroom and/or eLearning instruction in the area of project scheduling. In addition, they must have 5,000 hours of professional project scheduling experi-ence within the last five consecutive years. All candidates should complete and submit the PMI-SP certification appli-cation directly to PMI, and they must also pass the 3.5-hour computer-based 170-question exam. For more information, go to www.pmi.org.

•••••

••••••

•••

•••••

Prep Course for the PMI-SP® ExamLearn the Scheduling Practice Standard




PMI®, PMBOK® and PMI-SP® are registered marks of the Project Management Institute, Inc.

Each participant will receive a copy of The Practice Standard for Scheduling.

Pro

ject

Man

agem

ent A

dvan

ced

Cour

ses

46






The aim of this course is to prepare professionals who are familiar with the principles of program management for the PMI® Program Management Professional (PgMP) examination. Designed and developed by PgMP-certified consultants and instructors, the curriculum is based on PMI’s Standard for Program Management, and A Guide to the Project Management Body of Knowledge (the PMBOK® Guide).

In addition to preparing for the PgMP exam, you will gain a thorough understanding of program management. You will also learn about the role of program managers, the interface between project and program managers, the competen-cies of a program manager and the relationship between program and portfolio managers. You will understand how program managers align and manage benefits, engage and involve stakeholder groups and establish governance across the program life cycle.

PrerequisitesWe recommend that participants have between three and five years of PM experience. PMP® certification or a good working knowledge of the PMBOK Guide is also desirable.


What You Will LearnYou’ll learn:

The interrelationships between some of the 42 project management processes and 47 program management processesDetails on the five phases of the program management life cycleTasks, knowledge and skills of a program manager at each phase and in each process of the program life cycleContent of and interrelationships between the 12 knowledge areasWhat an examination blueprint looks like and how to prepare for the PgMP exam

Course Overview


•

•

•

•

•

•••

Foundation conceptsPrograms, projects and portfolios: definitions, differences and how they relateProgram management life cycleRole of program manager and Program OfficeProgram management skills and knowledge areas

Program Process GroupsFive process groups and linkage to five program management phasesLinkage with six performance domains as described in the examination specificationLinkage with 12 knowledge areas

Program Integration ManagementInitiate programDevelop program management planDevelop program infrastructureDevelop and manage program executionManage program resourcesMonitor and control program performanceClose programSample exam questions

Program Scope ManagementPlan program scopeDefine program goals and objectivesDevelop program requirementsDevelop program architectureDevelop program Work Breakdown StructureManage program architectureManage component interfacesMonitor and control program scope

Program Time ManagementDevelop program scheduleMonitor and control program schedule

Program Communications ManagementPlan communicationsDistribute information

Report Program: Program Risk ManagementPlan program and risk managementIdentify and analyze program risksPlan program risk responsesMonitor and control program risks

Program Procurement ManagementPlan program procurementsConduct program procurementsAdminister program procurementsClose program procurements

•

••

•

•

•

•

••••••••

••••••••

••

••

••••

••••

Program Financial ManagementEstablish program financial frameworkDevelop program financial planEstimate and budget program costsMonitor and control program financials

Program Stakeholder ManagementPlan program stakeholder managementIdentify program stakeholdersEngage program stakeholdersManage program stakeholders

Program GovernancePlan/establish program governance structurePlan for audits and program qualityApprove component initiationProvide governance oversightManage program benefitsMonitor and control program changesApprove component transition

Program Management Professional (PgMP) Examination

Application process and eligibility criteriaMulti-rater assessmentIIL’s online learning tool – sample examPgMP examination overview and specification


PgMP Certification QualificationsCandidates for PgMP who hold a Bachelor’s degree or the global equivalent must have a minimum of four years (6,000 hours) of unique non-overlapping project management experience. They must also have a minimum of four years (6,000 hours) of unique non-overlapping program manage-ment experience. . Candidates who have a high school diploma, Associate’s degree or global equivalent must have a minimum of four years (6,000 hours) of unique non-over-lapping project management experience in addition to a minimum of seven years (10,500 hours) of unique non-over-lapping program management experience. All candidates should complete and submit the PgMP certification applica-tion directly to PMI, and they must also pass the 3.5-hour computer-based 170-question exam. For more information, go to www.pmi.org.

••••

••••

•••••••

••••

Prep Course for the PgMP® ExamLearn the Program Management Standard




PMI®, PMBOK® and PgMP® are registered marks of the Project Management Institute, Inc.

Each participant will receive a copy of The Standard for Program Management.


www.iil.com

Be the IT Corporate LeaderWhy wait for other departments or organizations to set the agenda and direction? Learn to de� ne your program or project’s course. IIL provides training in emerging and evolving standards, methodologies and best practices for IT managers and professionals. These learning opportunities o� er enhancements to IT management skills for program requirements gathering, product development, management, production and support that can help you establish your department’s reputation for foresight and planning.

Introduce New ApproachesToday’s market forces are driving the emergence of project and program methodologies that aim to deliver production-ready materials in abbreviated timeframes. These disciplines are enhanced by a new generation of Agile software development methods which dissolve functional barriers, promote collaboration and enhance role-focused views for the application life cycle.

Agile methods welcome changing requirements, even late in development. Scrum is a framework for managing complex projects that is often used in Agile development. It teams up the customer and technical sta� so that software can rapidly arm the business to secure and maintain its competitive edge.

Improve Your Level of ServiceThe IT Infrastructure Library® (ITIL) is a set of best practice standards for IT service management.

Leaving room for innovation, ITIL advocates graceful adaptation under changing conditions. ITIL employs rough designs and broad parameters rather than rigid frameworks, so that solutions to user

demands become emergent.

IIL o� ers ITIL 2011 Edition Introductory Level courses, including ITIL Foundation (ITIL Foundation Classroom, ITIL Foundation On-Demand) and ITIL Awareness, as well as two streams of ITIL Intermediate Level courses – Service Capability Courses and Service Lifecycle Courses. In addition, we o� er the capstone course of the ITIL Intermediate series, “Managing Across the Lifecycle,” successful completion of which allows you to earn your ITIL Expert Quali� cation.

The ability to shift and adapt in fast-paced, dynamic surroundings is a critical skill for information technology (IT) professionals. For project practitioners, achieving success means integrating timely application of technical and interpersonal skills with innovation.

IIL o� ers a Project Management curriculum customized for leaders in the IT industry to ensure that you remain current and e� ective. Course topics include: The Fundamentals of PM for IT, Require-ments and Risk Management, Managing Multiple IT Projects, Man-aging the Systems Development Process, Agile, Scrum and ITIL®.

Project Management for IT Professionals


IT Infrastructure Library® and ITIL® are Registered Trade Marks of the Office of Government Commerce in the United Kingdom and other countries. PoleStar™ is a Trademark of G2G3 Propulsion.

Pro

ject

Man

agem

ent f

or IT

Pro

fess

iona

ls

48






A number of factors impact the project manager’s role within information technology (IT) – for instance, the need to fully integrate IT into the business improvement process and the advent of distributed technology and Business Process Reengineering. As a result, the range of activities required of a project manager has greatly increased, as well as the range of people with whom s/he interacts. This workshop enables you to minimize the problems inherent in managing a systems development project.


Course LevelBasic


Information technology professionalsProduct managersSystems and software developersSystems analysts and IT managersBusiness people who are involved in IT projects

Performance FocusA practical, systematic approach to managing IT projects along with project management skills and conceptsRealistic planning and control, along with other project management activities, to maximize the probability of project successYou will leave the program with a workable plan of action for managing IT projects effectively and the skills needed to make the plan succeed


Articulate the benefit of using project management methodology, processes and various life cycles for IT projectsArticulate various standards and maturity models that provide benefits to performing organizations that manage IT projectsDescribe governance, gating and the processes required for project originationConduct a stakeholder analysis and describe its benefits throughout the project life cycle

Gather good requirements, develop a work

•••••

•

•

•

•

•

•

•

•

breakdown structure (WBS) and establish a baseline project planExecute against the baseline project plan while managing change and configuration itemsMonitor and control project activities using the baseline project plan and Earned Value Management conceptsClose the project by conducting scope verification, procurement audits, gathering lessons learned, archiving project records and releasing resources

Course Overview

Getting StartedIntroductionsCourse structureCourse goals and objectivesCase study

Foundation ConceptsKey definitions and conceptsMethodologies, processes and project life cyclesProject success factors and the benefits of standards and models

Originating and InitiatingOriginating projectsInitiating projects

Planning Scope and QualityPlanning project scopePlanning project quality

Planning TimePlanning project timeIdentifying schedule activitiesSequencing schedule activitiesEstimating activity resources and timeDeveloping the project schedule

Planning Risk and CostPlanning for project risksPlanning project costsEstimating project costsDeveloping a project budget

Planning Human ResourcesPlanning Human ResourcesDeveloping a project teamDeveloping effective leadership skills

Planning Communication and Procurement

•

•

•

••••

••

•

••

••

•••••

••••

•••

Planning project communicationsPlanning project procurements

Executing, Monitoring and ControllingExecutingMonitoring and controlling

Project Closing

Summary What did we learn, and how can we implement this in our work environments?

••

••

•

Project Management Fundamentals for IT ProfessionalsDeveloped for Information Technology Environments

#8864 / Six 3-hour sessionsCEU Credits: 1.8 / PDU Credits: 18


#PA8864 / Six 3-hour sessionsCEU Credits: 1.8 / PDU Credits: 18


Read more about ITSM simulation on page 54.


Project Managem

ent for IT Professionals






The causes of the majority of failed information technology (IT) projects can be traced to poor definition and understanding of requirements. Changing requirements create more delays than any other factor. If you want to improve project performance, you must improve the way you define and manage requirements. They are the bridge between the customer who will describe, pay for and use the system and the technical community who will specify and provide the system.



Who Should AttendThis workshop is designed for systems professionals or business associates who will take part in defining requirements for computer systems development, business reengineering, procedural change or other activities that require the analysis of a business system. There are no technical prerequisites. Participants do not need prior experience in Business Analysis.

Performance FocusYou will cultivate the skills needed to identify and get full business information from the right sponsors, clients, users and othersYou will acquire structured and object-oriented modeling techniques and templates to identify and present business and systems requirements clearly and effectively


Determine who the stakeholders are and establish roles and appropriate requirements-gathering techniquesDifferentiate between business, user, functional and system requirementsGather requirements and create the User Requirements Specification (URS) documentDevelop user and functional Use CasesCreate the Software Requirements Specification (SRS) document

•

•

•

•

•

••

Course Overview


Introduction to Requirements ManagementObjectives of projectsThe project environmentClassifying projectsRequirements for systemsLevels of requirementsRequirements documentsUser Requirements SpecificationVoice of the CustomerDocumenting the beginning of the projectStakeholder assessmentRoles and responsibilities of stakeholdersCreating the URS

Requirements DevelopmentFive levels of requirements maturityRequirements development and the major activitiesDetailed descriptions of type of requirementsQuality attributes and example of requirements in traditional “shall” statementsRequirements prioritizationRequirements repository

Requirements Elicitation ToolsInterviewingObjects and classesClass, package and sequence diagramsWhat does a Use Case look like?Elements of a Use CaseTypes of Use Case – textual versus graphicalUse Case and requirements collectionPrototypingStoryboardingBrainstormingRequirements workshop

Requirements AnalysisStructured analysisContext diagramsData flow diagramsEntity relationship diagramsStructured EnglishData dictionaryDecision table and decision tree

•••

••••••••••••

••

••

••

•••••••••••

•••••••

Requirements SpecificationSoftware Requirements SpecificationIdentifying sources of requirementsLabeling requirementsOrganizing requirements informationDocumenting business rulesCreating a requirements traceability matrix

Requirements Verification and ControlRequirements analysis and verificationRequirements pre-reviewsRequirements reviewsRequirements checklistsTest cases for verificationRequirements testingRequirements change control


••••••

•••••••

•

Requirements Management for IT ProfessionalsManaging Project Scope from Concept to Completion







Pro

ject

Man

agem

ent f

or IT

Pro

fess

iona

ls

50






Information technology (IT) projects can have direct bottom-line impact on companies, cost millions of dollars, cause organizational change and shift the way the company is perceived by clients. Many IT projects are notoriously hard to predict and are filled with risk.

This course takes a comprehensive look at IT project risk management using the Risk Management Model found in PMI®’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) within the context of IT Project Life Cycle (PLC) phases.

PrerequisitesBasic project management training, as well as one to three years of managing projects in an IT environment


Who Should AttendThis program is designed for:

IT managers, IT project leaders and IT project or program managersBusiness Analysts, Systems Analysts and other IT professionals who are responsible for planning, controlling and risk managementProject coordinators and liaisons who represent non-IT organizations in IT projects

Performance FocusAssess project risk more effectively, avoid and mitigate risks in project performance and learn from your experience Identify risks; evaluate those risks from multiple perspectives, qualitatively and quantitatively; determine which risk responses and mitigation strategies are most appropriate and how to control project risk throughout the project life cycle


Describe the risk management process, using the PMBOK Guide’s standard models and terminologyDiscuss the potential barriers to managing risk effectively in IT project organizationsDevelop an effective risk management plan for IT projectsIdentify project risks using IT-specific, practical tools

•

•

•

•

•

•

•

•

•

Analyze individual risk events and overall project risk using IT-specific, practical approaches Plan effective responses to IT-specific risk based on the results of risk analysis and integrate risk responses into project schedules and cost estimatesManage and control risk throughout the IT project life cycleImplement selected elements of IT project risk management on your next project

Course Overview


Foundation ConceptsBasic concepts and purposeRisk and project constraintsRisk and corporate culturesRisk management and IT PLC standards

Plan Risk Management for IT ProjectsPlan Risk management processPlan Risk management activities - Design a standard template - Assess the project-specific needs - Tailor the template - Produce a project-specific risk management plan - Gain consensusA risk management plan of IT

projects

Identify Risks for IT ProjectsIdentify risk process overviewRisk categories and examplesRisk identification toolsRisk events by project life cycle phases

Perform Risk Analysis for IT ProjectsPerform qualitative risk analysis overviewCore qualitative tools for IT projectsAuxiliary qualitative tools for cost and schedule estimatesWhen to use quantitative analysis for IT projects

•

•

•

•

•••

••••

••

•

••••

•••

•

Plan Risk Response for IT ProjectsPlan risk response overviewActive risk response strategies for IT projects - Avoidance - Mitigation - TransferenceAcceptance and contingency reservesContingency planning for IT projectsPlan risk responses for IT projects

Monitor and Control Risks for IT ProjectsMonitor and control risks overviewMonitor and control risks tips for IT projectsEarned value management systemTechnical performance measurement systemsRisk management implementation for IT projects


••

•••

••••

•

•

Risk Management for IT ProfessionalsDeveloped for Information Technology Environments




PMI® and PMBOK® are registered marks of the Project Management Institute, Inc.




Project Managem







Managing multi-projects is a critical capability in any information technology (IT) organization. Multi-project management relates to project managers’ work in balancing projects in process while handling requests for new work and juggling priorities.



Who Should AttendThe workshop is designed for:

Program managers Project managers and portfolio managers Relatively senior people with a practical involvement in program and portfolio management

Issues to be addressed include implications of systems infrastructure and application architectures in portfolio management and program and multi-project management.


Identify the critical factors in multi-project management and project portfolio management, including the interplay between business and technology issues, intra-organizational issues, resource management and cost benefit analysisIdentify the strategic business and technology drivers of project selection and prioritization and use checklists of these drivers in project and program reviewsDevelop multi-project and program plans using project dependency analysis, risk analysis, architectural/infrastructure planning, resource management, project categorization and other techniquesIdentify the role of a Project Management Office in a multi-project management contextDescribe the principles and impact of Iterative Development and Incremental Development approaches in the multi-project contextInfluence others in the organization regarding the improvement of multi-project management

•••

•

•

•

•

•

•

Course Overview


IntroductionSystems thinking – taking a holistic viewTheory of Constraints and IT multi-project managementKey definitionsMulti-project management issues

The Context – Organization Structure and Project Types

Structure as a means of better performanceRoles of functional and operational groupsInternal and external client roles in projectsRoles: program, portfolio, functional, product and project managers

Systems Planning and BudgetingThe need for enterprise-level systems planningStrategic planning and portfolio managementIT strategyMaximizing the value of the portfolioPlanning participantsPresenting plans to clients and sponsorsThe portfolio management system

Selecting and Prioritizing ProjectsProject life cycle and PM methodologySelection criteria/weights and scores methodScoping and evaluation of projectsBuilding a business casePortfolio balance factors

Resource ManagementMulti-project resource managementThe Project Office and functional group roles and responsibilitiesThe Critical Chain and Drum Resource

Program and Product ManagementThe relationships between products, programs and projectsProduct costs versus project costsRelationship to incremental development and iterative developmentProject dependency analysis, risk analysis and project buffersOperational – deployment, support, change control and configuration management

•••

••

••

••••

•

••••••

•••••

••

•

•

••

•

•

Program status/progress controlScorecards and dashboards

Stabilizing Multi-project EnvironmentsArchitecture, tools, training, reusability, baselines and releasesMaintenance and enhancement activitiesHandling priority shiftsSmall, short-term projects and/or ad hoc projectsProtecting development projects from resource drain

Multi-project Quality Management and Organization Change

Understanding, avoiding and addressing resistance to changeProduct and cross-project process reviewsLessons learned and continuous improvement


••

•

•••

•

•

••

•

Managing Multiple IT ProjectsDeveloped for Information Technology Environments







Pro

ject

Man

agem

ent f

or IT

Pro

fess

iona

ls

52






The concept of Agile software development incorporates the principles and precepts of a number of software development and quality management methods that are based on speeding the time to market. The Agile development approach enables cycle time reductions through lower process overhead and more efficient and responsive practices.

PrerequisitesBasic understanding of object-oriented terms and techniques



Developers interested in learning Agile concepts and practicesIT managers Those involved in the Agile approach who want to refine their techniques or learn some new practicesProject managers interested in leading their software projects with more agility


Compare and contrast the Agile approach to the continuum of more traditional software development approachesApply selected Agile practices to specific software development situationsExplain selected Agile leadership principles that enable an Agile approach to project management, either in or beyond the software development environmentDefine and adapt a process for transforming an existing software development methodology to a more Agile approach

Course Overview


Foundation ConceptsSoftware Development Environment and Systems Development Life Cycles (SDLCs)Agile approach to software development

•

••

•

•

•

•

•

•••

•

•

Overarching Agile principles: Agile manifesto, its principles and key enablersApplying Agile concepts to project managementJourney into Agile territory: topic flow from technical practices to leadership/directional practices to implementation

Solution-focused Agile Development Practices (Requirements, Analysis and Design)

From Agile values to Agile practices: translating the Manifesto into specific practices, starting with those that are technical and relate to solving the business problemAgile requirements practicesAgile analysis and design practices

Product-focused Agile Development Practices (Development, Testing and Deployment)

Introduction to the technical practices associated with building the software productAgile development, (post-development) testing and deployment

Process-focused Agile Development Practices (Agility and Project Management)

Introduction to leadership/directional Agile practicesThe Agile environment: Agile analogs to PMI®’s Organizational Project Management or Program Management concernsAgile initiating, following the PMBOK® Guide structure to explore Agile analogs to the five project management process groupsAgile planning, executing, monitoring, controlling and closing

Implementing Agile DevelopmentTrailblazing an Agile path: introduction to alternative approaches to implementing Agile and four major phases involved in getting there, regardless of approachTo be or not to be Agile? Criteria for determining whether Agile is a viable option given the environment or specific situationImplementing Agile practices starting from the bottom-up approach or easiest path, a few practices at a timeImplementing Agile projects: exploring the bottom-up option to implement an Agile method, project by project

•

•

•

•

••

•

•

•

•

•

•

•

•

•

•

Influencing beyond our reach (starting from the top down for an Agile method or even within a more Agile organization, what we CAN we do to influence the process for better results?)


•

•

Agile Development and Project ManagementIntroducing Agile Development and Its Relationship to Project Management




PMI® and PMBOK® are registered marks of the Project Management Institute, Inc.


Project Managem







Scrum is an iterative, incremental framework for developing software products. It allows teams to deliver a potentially shippable set of functionality for each iteration, providing the agility needed to respond to rapidly changing requirements. These characteristics have led to Scrum becoming the most popular method in the world of Agile software development.



Who Should AttendThis course is valuable for all members or potential members of Scrum teams, or for those who are considering implementing Scrum on projects in their environment. Among those who can benefit from this course are: Scrum Masters, product owners, software development managers, developers, testers, Business Analysts, architects, customers and users.


Describe the Agile values and principlesExplain Scrum roles and responsibilitiesConduct Scrum ceremoniesEstimate and plan Scrum projectsDevelop user stories to document requirementsCreate release and Sprint plansDesign conditions of success for implementing Scrum in your environmentDescribe a process for scaling Scrum for large projects

Course Overview


Scrum BasicsScrum overviewAgile values and principlesContrasting Agile and waterfall development

•••••

••

•

•••

•••

Scrum roles and responsibilitiesThe Scrum team environmentStakeholder and user rolesActivity: Identify stakeholder and user roles

Initiating a Scrum ProjectSprint Zero activitiesCreating a vision statementActivity: Define the visionCreating the product BacklogGuidelines for writing user storiesActivity: Write user stories for the Product BacklogWriting acceptance tests for user stories

Planning ReleasesPlanning releasesEstimating user storiesPlanning PokerActivity: Estimate user stories using Planning PokerPrioritizing user storiesPrioritizing themes for releasesActivity: Prioritize user storiesSelecting a Sprint lengthEstimating velocityCreating a release planActivity: Create a release plan

Planning a SprintThe Sprint planning meetingCreating a Sprint planCreating the Sprint BacklogActivity: Create the Team Board and Sprint Backlog for the first SprintCommitment and velocity-driven Sprint planning

Running a SprintConducting a SprintThe Daily ScrumUsing burndown charts to track progressThe Team BoardActivity: Hold a Daily Scrum, update the Team Board and create a burndown chartNegotiating changes during the SprintTechniques for splitting user storiesThe Sprint Review MeetingManaging changes to the Product BacklogRelease software into productionClosing the Scrum project

••••

••••••

•

••••

•••••••

••••

•

•••••

••••••

Implementing and Scaling ScrumConditions of success for implementing ScrumImplementing ScrumSprint metricsIntroducing Scrum to your organizationScaling ScrumSprint retrospectivesActivity: Conduct a workshop retrospective


•

••••••

•

Implementing Scrum for Agile Software DevelopmentA Practical Approach for All Team Members




Pro

ject

Man

agem

ent f

or IT

Pro

fess

iona

ls

54






This interactive simulation is a high-impact, energetic and fun way to accelerate understanding, involvement and acceptance of Information Technology Service Management (ITSM) best practices in an organization.

Facilitated over one day in the fast world of global online retail, this exciting course brings to life the IT-based behavioral and process issues faced by organizations. Authenticity is achieved through realistic scenarios to which participants can directly relate and with which they will be surprisingly familiar.

Normally delivered over five rounds, the PoleStar ITSM simulation introduces key IT service management components using fast-paced, highly-interactive gaming dynamics.

Progressing through the rounds, participants gain increasing operational maturity and a holistic understanding of quality service management along the way. The simulation experience continues between rounds through defined service transition phases, which engage participants in planning for strategic and operational continuous service improvements.

PrerequisitesAny experience working in or being impacted by IT projects


Who Should AttendAmong those who would benefit from this learning experience are IT project managers, IT project team members, Business Analysts, IT operational staff, end users, executive sponsors and members of steering committees for projects relying upon technology.

Performance FocusThe goal of this course is to improve the organizational appreciation for and performance of project management by building energized and successful IT organizations, accelerating understanding of IT service management best practices and promoting the use of these practices toward IT and, in turn, enterprise and organizational success.


Create shared energy for ITSM successGain buy-in and commitment for ITSM programsImplement best practice initiatives successfully - in particular, IT Infrastructure Library® (ITIL®) V3Become service-focused, as opposed to technology-focused

Course Overview

Round OneWorking in silos (IT and the Business)Facing communication issues and chaosIntroducing the Service Desk and Incident Management

Round TwoRefining and improving Incident ManagementIntroducing Problem Management, Knowledge Management and Trend AnalysisIntroducing Availability and Capacity ManagementIntroducing Configuration Management, Change Management and Service Level ManagementFacing Business Relationship Management issues

Round ThreeMaturing the Service Desk and Incident ManagementMaturing Problem Management and the Knowledge BaseRealizing the importance of Change and Release ManagementIntroducing Service Continuity Management and Event ManagementIntroducing Supplier Management and Information Security Management

••

•

•

•••

•

•

•

•

•

•

•

•

•

•

Round FourIntroducing Financial ManagementMaturing Configuration Management

Round FiveDemonstrating the importance of processes and their relationshipsReviewing how ITSM maturity has evolved and the benefits it brings to the business

••

•

•

PoleStar™ ITSM SimulationPropelling the Enterprise to Faster, Better Technology Results


The PoleStar Simulation

The PoleStar Simulation is a high-impact, energetic way to accelerate understand-ing, involvement and acceptance of ITSM best practices - particularly ITIL - within your organization.

Facilitated in a highly-realistic high technology industry scenario, the simula-tion brings to life the behavioral and pro-cess issues faced by IT organizations. This unique experiential learning approach causes breakthrough understanding of ITSM and ITIL concepts and transforms learning into an engaging, fun and highly memorable shared experience.

PoleStar™ is a Trademark of G2G3 Propulsion.. IT Infrastructure Library® and ITIL® are Registered Trade Marks of the Office of Government Commerce in the United Kingdom and other countries. The Swirl logo™ is a Trade Mark of the Office of Government Commerce.

Project Managem







This IT Infrastructure Library® (ITIL) V3 Foundation course is designed to enable participants to understand the key principles, processes, functions, roles and benefits that enable Service Management staff to deliver and support quality IT services to their customers. This course prepares participants for the entry-level ITIL V3 - ITIL Foundation - qualification.

PrerequisitesWhile previous knowledge of ITIL is not required to complete this course, Service Management knowledge is beneficial.

Course LevelBasic


Individuals who require a fundamental understanding of the ITIL V3 framework and how it may be used to improve the quality of IT Service Management within an organizationIT professionals who are working within an organization that has incorporated, or will be incorporating, the ITIL V3 framework All other staff involved in delivering IT services that use the ITIL V3 methodology

Performance FocusService Management and the importance of ITIL V3Business and IT integrationThe importance of Service Operation and Service Transition phasesService design and strategyContinuous Service ImprovementPreparation for the ITIL V3 Foundation exam

What You Will Learn Upon completion, participants will be able to demonstrate knowledge and understanding of an internationally recognized best prac-tice framework that if correctly adopted and adapted will help an organization create a more structured value-add IT infrastructure.

Course Overview


•

•

•

•

••

•••

•••

Service Management as a Practice Overview of service life cycle importance Key definitions Process models and characteristics Generic roles and responsibilities

Service StrategyThe three tensions of value creation Utility and warranty Capabilities and resourcesService provider typesProcesses - Service Portfolio Management (SPM) - Demand Management (DM) - Financial Management (FM)Technology and main outputRoles and responsibilitiesBenefits

Service DesignThe four Ps and five major aspectsProcesses - Service Catalogue Management (SCM) - Service Level Management (SLM) - Capacity Management (CM) - Availability Management - IT Service Continuity Management (ITSCM) - Information Security Management (ISM) - Supplier Management (SM)Technology and main outputRoles and responsibilitiesBenefits

Service TransitionKey principlesProcesses - Change Management (CM) - Service Asset and Configuration Management (SACM) - Release and Deployment Management (RDM) - Knowledge Management (KM)Technology and main outputRoles and responsibilitiesBenefits

Service OperationConflicting prioritiesKey principlesProcesses - Event and Incident Management - Request Management - Problem Management - Access Management

••••

•••••

•••

••

•••

••

•••

•••

Functions - Service desk - Technical management - IT operations management - Application managementTechnology and main outputRoles and responsibilitiesBenefits

Continual Service ImprovementService measurement and Key Performance Indicators (KPIs)Baselines and benchmarksDeming cycleCSI model and knowledge managementTechnology and main outputRoles and responsibilitiesBenefits

SummaryThe service life cycle Service life cycle governance

Operational Elements Service technology benefits Generic benefits The ITIL qualification scheme Review and next steps

About the ITIL Foundation ExamThe ITIL Foundation exam consists of 40 questions in a multiple-choice format. Delivery is online or paper-based, and participants must achieve a passing score of 65% or above. The maximum duration of this closed book exam is 60 minutes.

•

•••

•

••••••

••

••••

ITIL® Foundation Course Key Principles for a Quality IT Infrastructure


IT Infrastructure Library® and ITIL® are Registered Trade Marks of the Office of Government Commerce in the United Kingdom and other countries. The Swirl logo™ is a Trade Mark of the Office of Government Commerce.




Pro

ject

Man

agem

ent f

or IT

Pro

fess

iona

ls

56







This workshop explores the overall Systems Development Process (SDP) to give you a comprehensive overview of the process from initiation to post-implementation and insight into the critical techniques and principles in and around the process.



Who Should AttendThe workshop is designed for technical staff, analysts, project and product managers, and user/client team members who take part in information technology (IT) projects. Specific technical skills are not required. The workshop is appropriate for members of in-house systems groups and for members of vendor or consulting firms.

Performance FocusThe goal of this course is to improve systems development performance by stepping through the Critical Success Factors used in addressing best practices on individual projects, across multiple projects and with respect to critically interdependent peer processes, i.e., portfolio management and operations management.

Course Overview


Foundation ConceptsDescribe the four critical success factors for managing the systems development process (MSDP): - Strategic management - Process management - Project management - Organization managementDefine basic concepts necessary for identifying key challenges and ultimately achieving these critical success factors

•••

•

•

Strategic ManagementExplain how the corporate strategy and product management relate to the systems development processDescribe how project governance/portfolio management and operations management interrelate to the systems development processDefine the role of a project management office in bridging the gap between strategic management and the other critical success factors and evaluate its effectiveness in your environment

Process ManagementProcess management standards and techniques - Alternative SDP approaches (linear, iterative and Agile) - Taxonomy of IT project types and approaches - Specific SDP areasRequirements definitionTechnical solution and product integrationVerification and validationEvaluate an existing or potential life cycle model with respect to a particular systems development situationLead and/or support the development and/or improvement of an SDP life cycle for a particular systems development environment

Project ManagementIdentify the most critical project management processes, tools and techniques to enable an effective SDPDescribe the specific challenges of using these tools and techniques for systems development project managers in today’s IT environmentLead and/or support an initiative to integrate a project management methodology into an existing SDP

Organization ManagementIdentify the characteristics of, and take small steps toward, building a more effective organizational environment for a particular SDP environment

•

•

•

•

••

••

•

•

•

•

•

Adapt some critical analytical techniques that can be applied to resolving complex organizational issues inherent in your own SDP environmentDescribe the importance of enabling organizational change in your home SDP environmentSuggest ways to integrate organizational change management into your SDP methodology


•

•

•

•

Managing the Systems Development ProcessDeveloped for Information Technology Environments


#8819/ Four 3-hour sessionsCEU Credits: 1.2 / PDU Credits: 12


www.iil.com

Project in Controlled Environments (PRINCE2®) PRINCE2 is a structured, process-based approach for project management, providing an easily-tailored and scalable methodology for the management of all types of projects. Published by the OGC, PRINCE2 is a standard frequently used for project management in the UK and more than 150 countries worldwide.

IIL’s PRINCE2 Foundation and PRINCE2 Practitioner courses are designed to equip you with the necessary knowledge, skills and processes to set up, plan, manage and control projects. Fully aligned with the latest edition of the OGC’s Managing Successful Projects with PRINCE2, these courses also prepare you to earn the respective PRINCE2 qualifi cations.

PRINCE2 Passport is an interactive, on-demand learning package encompassing both Foundation and Practitioner level training. Included in this package are the PRINCE2 manual, exam simulations and full Accredited Trainer support.

Managing Successful Programmes (MSP®) The MSP methodology focuses on bringing together related projects to manage their interdependencies. MSP Foundation and Practitioner is a four-day course that prepares you to take both the Foundation and Practioner exams. The course is aligned with the most recent edition of the OGC’s Managing Success-ful Programmes and is run in partnership with AFA, an APMG Accredited Training Organisation for MSP.

Management of Risk (M_o_R®)Within project and programme environments, there will always be risks which need to be identifi ed, analyzed and managed. M_o_R provides guidance around risk which can be used across an organization. IIL’s M_o_R Foundation and M_o_R Practitioner courses are aligned with the latest version of the OGC’s Management of Risk: Guidance for Practitioners and are run in partnership with AFA, an APMG Accredited Training Organisation for M_o_R.

Portfolio, Programme and Project Offi ces (P3O®)P3O is the latest best practice guidance from the OGC. The P3O model provides a decision enabling/delivery support structure for all change within an organization. P3O Foundation and P3O Practitioner are aligned with the latest edition of the OGC’s Portfolio, Programme and Project Offi ces and are run in partnership with AFA, an APMG Accredited Training Organisation for P3O.

The APM Group (APMG) is a leading accreditation, certifi cation and qualifi cation organization and serves as the Offi cial Accreditor of the UK-based Offi ce of Government Commerce (OGC).

An APMG Accredited Training Organisation (ATO) for Projects in Controlled Environments (PRINCE2), IIL off ers Foundation and Practitioner Level training in four APMG certifi cations: PRINCE2, Managing Successful Programmes (MSP), Management of Risk (M_o_R) and Portfolio, Programme and Project Offi ces (P3O).

PRINCE2®, MSP®, M_o_R® and P3O®


PRINCE2®, MSP®, M_o_R® and P3O® are Registered Trade Marks of the Office of Government Commerce in the United Kingdom and other countries. The Swirl logo™ is a Trade Mark of the Office of Government Commerce.

®

58






PRIN

CE2®

, MSP

®, M

_o_R

® an

d P3

O®

Projects fail for a variety of reasons including poor planning, lack of defined quality criteria, poor understanding of the business drivers, inadequate control and lack of senior management involvement. In other words, lack of a structured, best-practice approach to project delivery.

PRINCE2 is process-based approach for project management that provides an easily-tailored and scalable methodology for the management of all types of projects.

The goals of this three-day course are to provide you with a thorough grounding in the PRINCE2 methodology - which offers a structured, best-practice approach - and to prepare you to take the PRINCE2 Foundation exam.


In addition to between eight to ten hours of pre-course reading, participants are encour-aged to study for approximately two hours per evening during the course.

Course LevelBasic to Intermediate

Note: This course may be purchased in conjunction with the two-day PRINCE2 Practitioner course as part ofIIL’s five-day PRINCE2 Certification program.

Who Should AttendThis accredited course is suitable for any organization or individual requiring a controlled and completely scalableapproach to managing projects. It is particularly suited to individuals newly-appointed to project roles or those wishingto gain formal qualifications after previous project management experience. The course would be of benefit to those with project support office or project assurance roles, project board members who wish to be hands-on and team members aspiring to a more senior role.

Performance FocusIdentifying the PRINCE2 principles, themes, processes, techniques and management products and how they work togetherTailoring PRINCE2 to best meet your project needsPreparing to take and pass the PRINCE2 Foundation exam


Identify the benefits and principles underlying a structured approach to project managementDefine the PRINCE2 method in-depth, including its principles, themes and processesPrepare and practice for the PRINCE2 Foundation exam

Course Overview


Overview of PRINCE2Structure (principles, themes, processes and tailoring) and benefits of PRINCE2Key management productsOverview of the PRINCE2 Foundation and Practitioner exams

PRINCE2 Principles and ConceptsContinued business justificationLearn from experienceDefine roles and responsibilitiesManage by stagesManage by exceptionFocus on productsTailor to suit the project environment

PRINCE2 ThemesBusiness caseOrganizationQualityPlansRiskChangeProgress

•

•

•

•

•

•

•••

•

••

•••••••

•••••••

PRINCE2 ProcessesThe PRINCE2 process model mapped to the four levels of managementThe PRINCE2 process model – Starting up a Project (SU), Initiating a Project (IP), Directing a Project (DP),Controlling a Stage (CS), Managing Product Delivery (MP), Managing a Stage Boundary (SB), Closing a Project (CP)

PRINCE2 Foundation Exam PreparationReview of and practice with APMG sample questions and test papers

PRINCE2 Foundation Exam

IIL is an APM Group (APMG) Accredited Training Organisation (ATO) for PRINCE2.

About the PRINCE2 Foundation ExamMultiple choice format75 questions per paper5 questions to be “trial” and not counted in scores35 marks required (out of 70 available) to pass - 50%

•

•

•

•

••••

PRINCE2® FoundationLearning the Basics and Foundation Exam Preparation

#2054 / 3 Days2.1 CEUs / 21 PDUs / 21 PD Hours / 21 CDUsPrice: USD 1595

PRINCE2® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries. The Swirl logo™ is a Trade Mark of the Office of Government Commerce.



PRINCE2®, M

SP®, M_o_R® and P3O

®




The goal of this two-day course is to take those who have a basic knowledge of PRINCE2 to the next level of understanding and application of the methodology as set forth in the official PRINCE2 manual, Managing Successful Projects with PRINCE2. This course will prepare you to take and pass the PRINCE2 Practitioner exam, which is held on the afternoon of the second day.

Using sample exam papers and project case studies provided by the APM Group (APMG), you will learn how to apply the knowledge you gained during the PRINCE2 Foundation course. You will also have the opportunity to deepen and refine your learning before taking the Practitioner exam, which is aimed at testing your ability to apply PRINCE2 in an actual project environment.

PrerequisitesCompletion of IIL’s PRINCE2 Foundation course (or its equivalent) and a passing mark of 50% or higher on the most current PRINCE2 Foundation exam.

In addition to pre-course reading, there will be approximately two hours of study required after the first day of the workshop.


Note: This course may be purchased in conjunction with the three-day PRINCE2 Foundation course as part ofIIL’s five-day PRINCE2 Certification program.

Who Should AttendThis accredited course has been especially designed for participants who have received their PRINCE2 Foundation qualification (based on the most recent version of the guidance). This course would be of benefit to those with project assurance roles, team members,project board members who wish to be hands-on and team members aspiring to a more senior role.

PRINCE2 Practitioner is the highest level qualification within PRINCE2. As per the Office of Government and Commerce, this designation qualifies individuals to “apply PRINCE2 to the running and managing of a non-complex project within an environment supporting PRINCE2.”

Performance FocusIdentifying the PRINCE2 principles, themes, processes, techniques and management products and describing how they work togetherTailoring PRINCE2 to best meet your project needsDeveloping a facility with the PRINCE2 approach so as to pass the PRINCE2 Practitioner exam


Tailor and apply the principles, themes, process structure, techniques and management products of PRINCE2 within a work environment via carefully selected case studiesDefine the PRINCE2 method at the Practitioner levelPrepare for and take the Practitioner exam

Course Overview


Tailoring PRINCE2

Controlled Start

Controlled Progress

Controlled Close

Product-based Planning

•

•

•

•

•

•

•••

PRINCE2 Practitioner Exam PreparationReview of and practice with APM Group (APMG) sample questions and test papersSample project case study scenarios to apply the concepts in practice and deepen the learning

PRINCE2 Practitioner Exam

IIL is an APMG Accredited Training Organisation (ATO) for PRINCE2.

About the PRINCE2 Practitioner ExamThe PRINCE2 Practitioner exam is in the Objective Testing format, a style of complex multiple-choice examination.

9 questions per paper with 12 marks available per question – all question items will be worth 1 mark, making the total number of marks available per paper 1082.5 hours allowed (no reading time has been added) Open-book examination (only the PRINCE2 manual is allowed)

•

•

•

••

PRINCE2® PractitionerGoing Beyond the Basics and Practitioner Exam Preparation

#2060 / 2 Days1.4 CEUs / 14 PDUs / 14 PD Hours / 14 CDUs



PRIN

CE2®

, MSP

®, M

_o_R

® an

d P3

O®


PRINCE2® PassportOn-Demand Training for PRINCE2 Foundation and Practitioner

If you are interested in obtaining PRINCE2 qualifications but would prefer to learn at your own pace, our PRINCE2 Passport is the perfect solution for you. Accredited by the APM Group (APMG), the three packages below support interactive, on-demand learning for the PRINCE2 Foundation and Practitioner exams.

You may obtain individual or multiple-user licenses on any of the packages below. From the time you purchase a license, you have 12 months to complete your learning.

All of the packages include:

The PRINCE2 manual (Managing Successful Projects with PRINCE2) 12 modules with associated lessons Video presentations for each lesson Notes to support each lesson and references to the PRINCE2 manual Module level exam simulation directly aligned to the PRINCE2 syllabus PRINCE2 Foundation and Practitioner exam simulations Interactive exercises to consolidate the learning Extensive Exam Approaches module

••••••••

Passport Foundation

In addition to the features above, this eLearning package includes Accredited Trainer Support.

The PRINCE2 Foundation Exam fee is also covered in the course price.

Passport Practitioner

In addition to the features above, this eLearning package includes Accredited Trainer Support.

The PRINCE2 FoundationExam fee and the PRINCE2 Practitioner Exam fee are both covered in the course price.

Passport Plus

Passport Plus is available only to groupsof five or more. In addition to the featuresabove, this eLearning package also includesAccredited Trainer Support and a one-day classroom event. Both the PRINCE2 Foundation and the PRINCE2 Practitioner Exam fees are covered in the course price.




#PS253 #PS254 #PS255




PRINCE2®, M

SP®, M_o_R® and P3O

®




Managing Successful Programmes (MSP®)Foundation & PractitionerBuilding Proficiency in MSP and Foundation/PractitionerExam Preparation


MSP® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries. The Swirl logo™ is a Trade Mark of the Office of Government Commerce.

MSP programme management brings related projects together to manage their interdependencies. MSP provides those responsible for managing programmes with a structure to help them deliver the business benefits. This course is a mixture of input and practical sessions and is facilitated by an APM Group (APMG) approved trainer with practical experience in programme and project management.

Built around the APMG syllabus, this course is formally accredited by APMG.

The goal of this four-day course is to provide participants with an understanding of the MSP philosophy and how it can be applied to live programmes. In addition, the course prepares participants to take and pass the Foundation exam (given at the end of class on the third day) as well as the Practitioner exam (given at the end of class on the fourth day).

PrerequisitesBasic project management training or equivalent experience, as well as a basic understanding of programme management

In addition to between eight to ten hours of pre-course reading, participants are encour-aged to study for approximately two hours per evening during the course.


Note: This course can also be offered as two separate courses onsite.

Who Should AttendThis accredited course is recommended for managers working towards a role with full-time responsibility within a programme environment.

Performance FocusPrinciples, governance themes and processes (known as the Transformational Flow) for use when managing a programmeBenefits of using a structured and consistent approach to programme managementPreparation and practice for both the Foundation and Practitioner exams


Identify and utilize MSP principles, governance themes and processes when managing a programmeDefine the benefits of using a structured and consistent approach to programme managementPrepare for and pass the Foundation examPrepare for and pass the Practitioner exam

Course Overview


Programme Management Principles

Governance ThemesOrganisationVisionLeadership and stakeholder engagementBenefits realisation managementBlueprint design and deliveryProgramme planning and controlThe Business CaseRisk management and issue resolutionQuality management

Transformational FlowIdentifying a programmeDefining a programmeManaging the tranchesDelivering the capabilityRealising the benefitsClosing a programme

Programme Office

•

•

•

•

•

••

•••

•••••••••

••••••

MSP Foundation Exam PreparationReview of and practice with APMG sample questions and test papers

MSP Foundation Exam

MSP Practitioner Exam PreparationReview of and practice with APMG sample questions and test papers

MSP Practitioner Exam

This course is run in partnership with AFA, an APMG Accredited Training Organisation (ATO) for MSP.

About the MSP Foundation Exam40-minute closed-book exam50 multiple-choice style questions25 correct answers or more are required to pass (30 correct answers required to progress to the Practitioner examination level)

About the MSP Practitioner Exam2.5 hours – open-book exam (manual only)Objective Testing Exam (OTE) multiple-choice questions9 questions180 marks available90 marks or more are required to pass

•

•

•••

••

•••


PRIN

CE2®

, MSP

®, M

_o_R

® an

d P3

O®

Portfolio, Programme and Project Offices (P3O®) P3O® Foundation / P3O® Practitioner

®

M_o_R® and P3O® are Registered Trade Marks of the Office of Government Commerce in the United Kingdom and other countries. The Swirl logo™ is a Trade Mark of the Office of Government Commerce.

#2065 / 2 Days1.4 CEUs / 14 PDUs / 14 PD Hours / 14 CDUsPrice: USD 1295IIL/University Price: USD 1595

Management of Risk (M_o_R®) M_o_R® Foundation / M_o_R® Practitioner





M_o_R Foundation

In project and programme environments, risks always need to be identified, analyzed and managed. M_o_R provides guidance around risk which can be used across an organisation.

PrerequisitesA basic understanding of projects and programmes


Who Should AttendManagers, team members or executives with responsibilities for corporate governance and/or risk management


Identify the principles, perspectives and techniques underlying a structured approach to assessing and managing riskIdentify and control exposure to different types of risk, including Strategic, Programme, Project and Operational Take and pass the M_o_R Foundation exam

•

•

•

M_o_R Practitioner Course

PrerequisitesCompletion of M_o_R Foundation course and a passing mark of 50% or higher on the M_o_R Foundation exam


Who Should AttendThis course will benefit managers with full-time responsibilities for corporate governance or those who are charged with enhancing an organisation’s risk management culture.


Understand risk management maturity and risk specialismsDevelop Practioner-level risk management techniquesSelect risk management software toolsTake and pass the M_o_R Practitioner exam

Both M_o_R courses are run in partnership with AFA, an APMG Accredited Training Organisation (ATO) for M_o_R.

••••

P3O Foundation

P3O is the latest best practice guidance from the UK’s Office of Government Commerce (OGC). The two P3O courses on this page explore the P3O model, which provides a decision enabling/delivery support structure for all change within an organisation.

PrerequisitesA basic understanding of project, programme and portfolio management is helpful.


Who Should AttendAnyone in a portfolio, programme or project office role What You Will LearnYou will learn how to:

Identify why, when and how to use P3O modelsDescribe the value P3Os bring to the organisation, including a business case, funding models and performance measuresTake and pass the Foundation exam

••

•

P3O Practitioner

PrerequisitesCompletion of P3O Foundation course and a passing mark of 60% or higher on the P3O Foundation exam


Who Should AttendPortfolio, programme or project office staff or those aspiring to manage or direct the capability of a support office.


Tailor the P3O models within a work environmentApply P3O tools and techniques at the Practitioner levelTake and pass the Practitioner exam

Both P3O courses are run in partnership with AFA, an APMG Accredited Training Organisation (ATO) for P3O.

•••

®®


www.iil.com

Microsoft® Project Certifications

IIL and Microsoft: a Rich HistoryBeginning in 1998, IIL has been offering “Belt” certification for Microsoft Project. Since that time, we have certified almost 7,000 practitioners. Beginning with the 2007 version of Project and Project Server, IIL helped Microsoft develop its own certification program, which consists of three credential exams. In addition, Microsoft selected IIL to develop the Microsoft Official Curriculum (MOC) for this new certification.

IIL’s Project Belt Courses IIL’s Project Belt courses prepare project managers for Microsoft Official Certification(s), as well as industry-recognized IIL Project Belt certifications. Our series of Belt courses is progressive, with successful completion of one Belt course (or the equivalent) being a prerequisite to enrollment in the next level.

Project White Belt® earns you IIL’s White Belt Certification and complements Project Orange Belt® in preparing you for the Microsoft Certified Technology Specialist (MCTS) credential. This course is targeted to individuals relatively newto scheduling.Project Orange Belt is a bit more advanced, equipping you with the knowledge and skills to build, maintain and control well-formed project plans. The Orange Belt course earns you IIL’s Orange Belt Certification and fully prepares you for the MCTS exam. Project Blue Belt® teaches you how to initiate, plan, execute, monitor and control enterprise projects using the Project Server Enterprise tool, earning you IIL’s Blue Belt Certification. Project Black Belt® addresses the management of complex projects using Project Server and Project Professional. This course earns you IIL’s Black Belt Certification.

Microsoft Project and Project Server 2010IIL’s Project 2010 courseware focuses on best practices gathered from thousands of customers and trainers around the world.

In addition to Project White Belt® 2010: Getting Started with Microsoft® Project 2010, IIL offers Project Orange Belt 2010: Managing Projects with Microsoft® Project 2010, Fast-Track Project Orange Belt® 2010: On-Demand Prep for the MCTS Exam and Project Blue Belt 2010: Managing Projects with Microsoft® Project Server 2010.

Microsoft ExcelTwo Excel® courses - Microsoft Excel in Depth and Microsoft Excel Visual Basic® for Applications - will help youdeepen your understanding of the intricacies and capabilities of Excel.

•

•

•

•

IIL is a Microsoft Partner with a Microsoft Gold Project and Portfolio Management competency, and we are dedicated to providing individuals, teams and companies with the training they need to successfully manage projects and programs using the Microsoft Project and Project Server solutions.

We keep our courseware aligned with the needs of the advancing project manager, as well as those of progressive organizations looking to be competitive in the global marketplace by increasing their project management maturity level and capabilities.


Microsoft®, Excel® and Visual Basic® are registered trademarks of Microsoft Corporation in the United States and other countries. Project White Belt®, Project Orange Belt®, Project Blue Belt® and Project Black Belt® are registered trademarks of International Institute for Learning, Inc.

64






Mic

roso

ft® Pro

ject

Cer

tific

atio

ns

Project White Belt® 2010Project White Belt® 2010Getting Started with Microsoft® Project 2010



This workshop serves as an introduction to scheduling using Microsoft Project. It is suitable for anyone with a need to use scheduling software such as team members, planners, project leaders, project managers or other scheduling practitioners.

This workshop is kept up to date with the framework of knowledge outlined by the Project Management Institute’s (PMI®’s) Practice Standard for Scheduling and A Guide to the Project Management Body of Knowledge (PMBOK® Guide).

This course will be led by an IIL certified instructor who will outline the benefits of the software, provide tips on using various features and common shortcuts, recommend guide-lines and discuss the application of scheduling concepts to manage project work. Participant materials include a comprehensive workbook with screen captures of various software fea-tures for ease of reference after class.


Course LevelBasic

Who Should AttendAnyone new to Microsoft ProjectIndividuals who would like to learn more about the scheduling process using Microsoft ProjectIndividuals on a project management career path who need to sharpen their skills in schedulingExcel® and SharePoint® users

What You Will Learn You’ll learn to:

Define key scheduling concepts and termsEffectively navigate the user interface and interpret common viewsConfigure essential elements of a new scheduleEnter and modify a task listRecord unplanned or partially planned activitiesSet dependencies between tasksCreate a resource list and generate assignments

••

•

•

••

•

••

••

Apply individual and global formats to views and chartsCreate a summary or executive timelinePrepare the schedule for printing, reporting and sharing through other file formats

Course Overview


Scheduling Concepts

Project management conceptsScheduling conceptsThe Critical Path method

Navigating the User Interface and ViewsWorking with the ribbon Working with the quick access toolbarSetting general and display optionsGantt chart viewCalendar viewNetwork diagram viewGetting helpHands-on exercise

Setting up a New ScheduleCreating new schedules - From existing files - From a template - From a SharePoint task list - From an Excel workbookProviding the schedule start dateWorking with the standard calendarHands-on exercise

Entering, Modifying and Outlining Task DataEntering and correcting task activitiesEntering an unscheduled taskTechniques for entering estimatesOrganizing tasksOutlining tasksAdding supplemental textHands-on exercise

Creating Dependencies by Setting LinksDynamic schedules and dependenciesMethods for linking tasksSwitching the scheduling modeHands-on exercise

•

••

•••

•••

••••••••

•

•••

•••••••

••••

Entering and Assigning ResourcesResource planningCreating a list of available resourcesTechniques for assigning resourcesDisplaying task costsHands-on exercise

Formatting Gantt Chart ViewSingle and global text formattingSingle and global Gantt bar formattingWorking with Gantt chart stylesAdding drawings/objects to the chart areaHands-on exercise

Communicating InformationCreating a basic timeline viewRich data exchangePrinting viewsCreating basic reportsCreating Excel, PDF and XPS FilesHands-on exercise

Course Summary and Next StepsWhite Belt certification - Exam structure - Registering for the exam - Taking the exam - Certification awardRecap of learning objectives

This course is also available for Microsoft Office Project 2007 and 2003.

Note: Courses in Microsoft Project also qualify as required education hours for the PMI-SP® (Scheduling Professional) certification (course information on page 45). Contact your education consultant or local IIL company for more information.

•••••

•••••

••••••

•

•

#PA8955 / Four 3-hour sessionsCEU Credits: 1.2/ PDU Credits: 12

Microsoft®, Excel® and SharePoint® are registered trademarks of Microsoft Corporation in the United States and other countries. Project White Belt® is a registered trademark of International Institute for Learning, Inc. PMBOK® is a registered mark of the Project Management Institute, Inc.

Also available in a 7-hour self-paced format.

#PS301 CEU Credits: 0.7/ PDU Credits: 7






65

Microsoft

® Project Certifications

This course provides participants with the knowledge and skills to build, maintain and control well-formed project plans as well as preparing them for the Microsoft Certified Technology Specialist (MCTS) exam.

PrerequisitesA familiarity with key project management concepts and terminology is recommended, as well as basic Windows navigation skills and prior experience managing projects using Microsoft Project.


Who Should AttendThis course is intended for both novice and experienced project managers and schedulers, or any user of Project 2007 stand-alone desktop features (this course excludes Project Server features). Participants may be involved in or responsible for scheduling, estimating, coordi-nating, controlling, budgeting and staffing of projects and supporting other users of Project 2007.


Create a well-formed project scheduleAssign resources to tasksUnderstand task types and the schedule formulaAnalyze resource utilizationTrack progressCustomize and format Project 2007 viewsCreate project reports and analyze project, resource and task dataManage multiple projects

Course Overview


How to Enter Data into Project 2007Understanding the nature of projectsUnderstanding Project 2007 file typesNavigating the Project 2007 interfaceGetting help and guidanceConfiguring options

•••

••••

•

•••

•••••

How to Create and Set Up ProjectsCreating and saving projectsDefining properties and optionsCreating and organizing the task list Importing dataModifying and applying calendarsSetting scheduling optionsEntering task estimatesUsing a Program Evaluation and Review Technique (PERT) Analysis to estimate task durationsLinking and unlinking tasksAdding lag or lead timeCreating and modifying deadlines, constraints and task calendarsIdentifying critical tasksWorking with task drivers

How to Work With Resources and Project Budgets

Introducing resources, assignments and budgetingAdding resources to the resource sheetCreating and modifying resource assignmentsEntering project budgets

Understanding Task Types and the Schedule Formula

Introducing task types and the schedule formulaChanging variables and predicting behavior Applying task types to produce predictable behavior

How to Analyze Resource Utilization and Track Project Progress

Introducing resource utilization conceptsViewing resource assignments, allocation and utilizationManaging resource availabilityOptimizing and leveling resource assignmentsWorking with baselines Entering duration, work and cost updatesDiscovering variancesTroubleshooting and getting back on track

How to Create, Customize and Format Reports

Selecting, editing and creating basic reports Configuring print and page setup optionsSetting options to correct printing issuesExporting reporting data Creating and modifying visual reports

••••••••

•••

••

•

••

•

•

••

••

••

••••

•••••

Formatting screen elementsCreating and modifying templates, calendars, fields, tables, formulas, filters, groups and custom views

How to Manage Multiple ProjectsIntroducing management of multiple projectsCreating consolidated views and master projectsCreating links between projectsCalculating single or multiple critical pathsSaving and opening multiple projects Sharing resources and analyzing resource utilization across multiple projects

••

•

•

••••

Project Orange Belt® 2007Managing Projects with Microsoft® Office Project 2007

To attend this course, you will need to bring a laptop with Microsoft Office Project 2007 Standard or Professional edition with the latest service packs. You may obtain a trial version of this soft-ware from Microsoft. You will also need a CD-ROM drive and the power supply for your laptop.




Managing Projects with Microsoft Office Project 2007

Prepares you for the Microsoft Office Project 2007 MCTS certification exam

Project Orange Belt® 2007

Project Orange Belt 2010 is also available.

Microsoft® is a registered trademark of Microsoft Corporation in the United States and other countries. Project Orange Belt® is a registered trademark of International Institute for Learning, Inc.

66




Take advantage of the � exibility, customization, focus and control that onsite training o� ers and let us tailor a course or program to align with your company’s mission, values and unique business needs. We can deliver any course to your team or organization in a private format - at your location, at one of our training sites or in a virtual setting. Email us at [email protected] for a free consultation today or visit www.iil.com/onsite for more information.


Mic

roso

ft® Pro

ject

Cer

tific

atio

ns


Project Blue Belt® 2007Managing Projects with Microsoft® Office Project Server 2007



This course provides participants with the knowledge and skills to initiate, plan, execute, monitor and control enterprise projects by using the Microsoft Office Project Server 2007 enterprise tool. This is the second course in the Microsoft Office Project 2007 Official Curriculum series and covers the Microsoft Enterprise Project Management (EPM) Solution. It also prepares participants for Microsoft’s Server 2007 MCTS exam.

PrerequisitesProject Orange Belt® course is required before taking Project Blue Belt; however, participants may skip this if they can demonstrate successful completion of the equivalent Microsoft certification exam.Experience using Project 2007 to create project schedulesExperience with the Microsoft Windows XP® or Windows Vista™ operating systemExperience with Excel®Familiarity with key PM concepts and terminology in A Guide to the Project Management Body of Knowledge (PMBOK® Guide)


Who Should AttendThis course is intended for experienced project managers and schedulers. These individuals are capable of managing projects in the Project 2007 EPM environment, including project and non-project efforts, risks, issues, documents, task progress and timesheets. These individuals should be familiar with key project manage-ment concepts and terminology found in the PMBOK Guide and should have advanced knowledge and capabilities with Project 2007.


Initiate projectsUnderstand the project planning processesPlan projects through scope, schedule and staffing management plansPlan resource assignmentsPlan projects through cost, risk and other planning documentsExecute projects through processes, resources and deliverablesExecute projects by managing timesheets and personal settings

•

•

•

••

•••

••

•

•

Monitor and control projects through processes and baselinesMonitor and control projects by tracking task and project progressMonitor and control projects through measuring project performance and reporting progressClose projects

Course Overview

Getting Started With Project 2007 and Project Server 2007

Describing the Enterprise Project Management contextDiscovering Project Server 2007Differentiating the users of Project Server 2007Working with Project Professional 2007 and Project Server 2007

How to Initiate ProjectsUnderstanding initiating processesDifferentiating the initiating processes in Project Professional 2007 and Project Web AccessManaging initiating processes by using Project Web AccessManaging documents in Project Web Access

How to Plan ProjectsUnderstanding the project management planDifferentiating the Project Server 2007 client softwareDeveloping components of the scope management and schedule management plansWorking with deliverables

Understanding the Staffing Management Plan

Building a project teamAnalyzing and managing resource availabilityUnderstanding resource assignments Resolving resource overallocation with enterprise resources

How to Develop Cost, Risk and Other Planning Documents

Developing components of the cost management plan Developing components of the risk management plan

•

•

•

•

•

••

•

••

•

•

•

•

•

•

••

••

•

•

Linking planning documents and using the team discussion feature

How to Execute Projects and Manage Processes, Resources and Deliverables

Understanding executing processesManaging resources and deliverablesWorking with timesheetsReporting administrative time Configuring personal settings

Understanding Monitoring and Controlling Working with the baselinesWorking with task progress and updates in Project Web AccessWorking with task progress using Project 2007Tracking and viewing task information using Outlook® 2007

Measuring Performance and Reporting Progress

Understanding status reportsReviewing performance metrics and progress reportsWorking with the baselines

How to Close Projects in the Enterprise Understanding the closing process


•

•••••

••

•

•

••

•

•

•


Managing Projects with Microsoft Office Project Server 2007

Prepares you for the Microsoft Office Project Server 2007 MCTS certification exam

Project Blue Belt® 2007

Project Blue Belt 2010 is also available.

Microsoft®, Windows XP®, Excel®, Outlook® and VistaTM are registered trademarks or trademarks of Microsoft Corporation in the United States and other countries. Project Blue Belt® and Project Orange Belt® are registered trademarks of International Institute for Learning, Inc. PMBOK® is a registered mark of the Project Management Institute, Inc.




Take advantage of the � exibility, customization, focus and control that onsite training o� ers and let us tailor a course or program to align with your company’s mission, values and unique business needs. We can deliver any course to your team or organization in a private format - at your location, at one of our training sites or in a virtual setting. Email us at [email protected] for a free consultation today or visit www.iil.com/onsite for more information.

www.iil.com • +1-800-325-1533 or +1-212-758-0177 • Visit our website for the latest course schedules. www.iil.com • +1-800-325-1533 or +1-212-758-0177 • Visit our website for the latest course schedules.


67

Microsoft



This course will address managing complex projects and programs using Project Server 2007 and Project Professional 2007. It requires practitioners to apply project management methodology and experience to the management of projects and program schedules in a Microsoft Office Enterprise Project Management (EPM) 2007 environment.

PrerequisitesA solid understanding of key project management concepts and terminologyas found in PMI®’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) is recommended. Extensive hands-on experience is also recommended in both Project Professional 2007 and Project Web Access 2007.

Project Orange Belt® and Project Blue Belt® courses are required before taking Black Belt. However, participants may skip these prerequi-site courses if they can demonstrate successful completion of the equivalent Microsoft certification exam(s).


Who Should AttendThis course is intended for project managers, program managers, members of the Project Management Office as well as those participating in the deployment of an EPM solution who are responsible for managing, analyzing and reporting on projects and programs in the Microsoft Office EPM environment. Course participants should be able to recommend Office EPM environment configurations to create solutions for business problems.


Manage enterprise projects, programs and portfoliosWork with the Microsoft EPM SolutionDefine a standardized methodology for program management Define and create the enterprise environmentSet up the programPlan the programManage the program resourcesTrack timesheets and task progress

•

••

•

••••

Perform Earned Value Management (EVM)Report and analyze the program dataManage project workspaces for programs and the queueClose the program and refine the environment

Course Overview

How to Manage Enterprise Projects, Programs and Portfolios

Managing projects, programs and portfolios in an enterpriseUnderstanding program management standards and terminologyUnderstanding the EPM solutionNavigating the EPM solution interfaces

Understanding Program ManagementProgram management in the organizationDefining the policies and procedures of program managementProgram life cycle process and phases

Defining and Creating the Enterprise Environment

Reviewing the default settings of Project Server 2007Implementing changes in an enterprise environmentWorking with and setting up a program Customizing permissions and enterprise custom fields

How to Plan the ProgramDeveloping a detailed plan of the programEstablishing project interdependencies in a programFinalizing the program planAdding and deleting a project and resetting the baselineProposing and implementing updates to improve the planning process

How to Manage Enterprise ResourcesUpdating the enterprise resource pool and replacing resources Refining the program plan by identifying critical resourcesManaging and configuring timesheets and task progressProposing improvements to timesheet and task progress configurationsReporting time and managing timesheets and task progress

•••

•

•

•

••

••

•

•

•

••

••

••

•

•

•

•

•

•

How to Perform Earned Value ManagementApplying EVMUsing EVM in Microsoft Project 2007Creating and modifying views and reports for EVM analysis

Understanding, Reporting and Analyzing Program Data

Customizing the enterprise fields and views to track a programProposing changes to the look and feel of a programWorking with an Online Analytical Processing (OLAP) Cube and a data analysis viewGenerating and modifying data analysis viewsConfiguring a workspace for a project in a programManaging the queue

How to Close the Program and Refine the Environment

Closing and archiving a programRefining an enterprise environmentMaking changes to an EPM environment


•••

•

•

•

•

•

•

•••

•

Project Black Belt® 2007Managing Projects and Programs with Microsoft® Office Project Server 2007

#8980 / Eight 3-hour sessionsCEU Credits: 2.4 / PDU Credits: 24


#PA8980 / Eight 3-hour sessionsCEU Credits: 2.4 / PDU Credits: 24

Managing Projects and Programs with Microsoft Office Project Server 2007

Prepares you for the Microsoft Office Project Server 2007 MCITP certification exam

Project Black Belt® 2007

Microsoft® is a registered trademark of Microsoft Corporation in the United States and other countries. Project Black Belt®, Project Blue Belt® and Project Orange Belt® are registered trademarks of International Institute for Learning, Inc. PMBOK® is a registered mark of the Project Management Institute, Inc.

68






Mic

roso

ft® Pro

ject

Cer

tific

atio

ns

Microsoft® EPM Role-based CoursesOrganization-Specific Support for the Deployment of Microsoft® Office Project Server 2007

Microsoft EPM 2007 for Team Members

PrerequisitesThere are no prerequisites for this course.

Course LevelBasic

Who Should AttendProject team members who need to report hours spent on project and non-project work to a resource manager and progress made towards completing assigned tasks to project managers by using Project Web Access.

Performance FocusThis half-day course is designed to intro-duce the Enterprise Project Management (EPM) solution to project team members and demonstrate how to directly interact with Project Web Access. Attendees will configure personal settings and use Project Web Access to report hours worked by using timesheets and report task progress by using task updates.


Understand the architecture and benefits of Microsoft’s EPM Solution and how the team member role fits in the organizational workflowNavigate through the Project Web Access user interfaceQuickly respond to changes from the resource manager or project manager through personal alerts and remindersIncorporate non-project work efforts with project tasks such that all commitments are visible in Project Web Access or Outlook®Provide the project manager with an accurate update on the status of assignments using task updates and textual status reportsProvide the resource manager with an accurate update on the hours worked on project tasks and administrative tasks through timesheets or OutlookAdjust the timesheet view in Microsoft Project Web Access

•

•

•

•

•

•

•

Microsoft EPM 2007 for Project Managers

PrerequisitesSome experience managing projects using Microsoft Project is recommended.


Who Should AttendProject managers who are planning to use Project Professional and Project Web Access in a Microsoft Enterprise Project Management (EPM) environment.

Performance FocusThis two-day course offers PMs the informa-tion they need to effectively manage projects in Microsoft Project Server. Participants will become familiar with Project Web Access and its collaborative features for managing project documents, risks and issues and for receiving task updates from resources.


Discuss how the key roles within Project Server 2007 fit in the EPM workflowCreate a schedule connected to Project Server 2007 and assign resources from the Enterprise Resource PoolCreate master project schedules and set cross-project links to manage programsCollaborate with and manage project team members on the list of tasks and assignments for each projectUtilize Project Web Access to configure desired project views and to manage alerts, reminders and published jobsCollaborate with resource managers to maximize resource effectivenessEnter project ideas using proposals and create activity and resource plans for potential future projectsSimplify the team-building process by using the Resource Substitution WizardReceive task updates and publish progress updates to the scheduleManage the project workspace and collaborate with others using documents, risks and issuesUnderstand the dashboard views, portfolio views and data analysis viewsConduct real-time manipulation of data analysis views including configuration in Excel®

•

•

•

•

•

•

•

•

•

•

•

•

Microsoft EPM 2007 for Resource Managers

PrerequisitesA good understanding of project and resource management is recommended, as well as prior experience managing projects using Microsoft Project.


Who Should AttendResource managers who are planning to use Microsoft Project and Project Web Access in a Microsoft EPM environment.

Performance FocusThis half-day course covers the necessary ele-ments for effective resource management in both Project Web Access and Microsoft Project. Participants learn how to create and maintain resources and assign them to projects, receive timesheets submitted by team members and approve project and administrative time. This course explores the resource capacity model and uses data analysis views to analyze resource allocation and recommend changes to enter-prise resources.


Describe the different types of resources and their main attributes: work, material, local, cost, enterprise generic and enterprise actual resourcesSet up and maintain resources using the Enterprise Resource Pool*View and modify resources using the Resource Center in Project Web AccessUnderstand the resource capacity model and how to optimize resource ROICollaborate with project managers to build teams on projects using Team Builder and Project Web AccessUnderstand matching resources with skills and the request/demand attributeAnalyze resource assignments and availability using the Resource CenterUtilize generic resource assignments in future time periods to predict resource needsReceive and approve timesheets and respond to administrative time requestsUse data analysis views to report on resource allocation and resource trends

*This feature may be limited to the Project Server administrator.

•

•

•

•

•

•

•

•

•

•

Microsoft®, Excel® and Outlook® are registered trademarks of Microsoft Corporation in the United States and other countries.

Contact your local IIL company for details Contact your local IIL company for detailsContact your local IIL company for details






69

Microsoft


Microsoft® Excel in DepthBecoming Proficient in the Details of Excel®

This practical course gives participants a solid background in the features of Excel, as well as a deeper understanding of the best ways to use Excel.

This is not a beginner’s course in Excel. Participants will learn some advanced features such as Pivot Tables, Charting, Tables, Sorting, Filtering, Functions and more.

The goal of this course is to give participants a deeper understanding of the intricacies of Excel and a new ability to use it efficiently to produce the solutions they’re seeking.

PrerequisitesA solid working knowledge of Excel and a desire to become more knowledgeable about its features and benefits

Course LevelIntermediate/ Advanced

Who Should AttendThis course is for anyone with a basic working knowledge of Excel who wishes to enhance their understanding of the myriad features of Excel and when to use them.


Use functions like IF, AVERAGE, SUMIF, SUMIFS, SUMPRODUCT, INDEX, MATCH, CHOOSE, DATE and many moreCreate meaningful chartsUse Pivot TablesUse Conditional Formatting and Data ValidationTake advantage of using Named ranges, do sorting, filtering, tables

Course Overview


•

•••

•

•••

Excel OverviewExcel Functions – VLOOKUP, IF, INDEX, MATCH, CHOOSE, SUMIF, SUMIFS, SUMPRODUCT, DATE, so many moreUsing Named ranges, Data Validation, Sorting, FilteringLearn the Name managerLearn the difference between local and global namesEnsure correct access to linked workbooksEnsure data accuracyLearn how to use cascading data validation (for example, once a user chooses “cars”, another cell allows only Ford, Toyota, etc.)Sorting by more than 3 fieldsFiltering by font, pattern or valueSee your data based on things like dates in the third quarter, or fields where quantity x price is greater than some fixed value

Conditional Formatting and Data FormattingMake relevant data stand outIsolate highs and lowsMake error cells invisibleLearn about Data bars and Icon sets

Color ScalesHighlight differences between worksheetsLearn all the codes in the Format/Number list, like (#,##0.00_);(#,##0.00)Using cell stylesLearn all about alignment, protection, borders, colors and more

Pivot TablesHow to summarize large amounts of data with a few clicksLearn various ways of presenting the dataPivot table toolsHow to customize and format a pivot table to suit your needsHow to group dataUsing the various options to present your data

ChartsLearn how to create a chart with one keystroke!The 11 types of built-in chartsHow to customize the charts to make the information tell the right storyUsing the design, layout and formatting available to charts in Excel Embedded charts versus chart sheetsHow to modify all the pieces of a chart

•

•

••

•••

•••

••••

••

••

•

•••

••

•

••

•

••

Array formulasLearn how to use the most powerful formulas in ExcelHow to combine many formulas into one compact array-formulaLearn the real power of these formulas and why regular formulas can’t do the jobUsing built-in array formulas, like TREND or TRANSPOSE


•

•

•

•

#8858 / Four 3-hour sessionsCEU Credits: 1.2 / PDU Credits: 12Price: USD 850


Microsoft® and Excel® are registered trademarks of Microsoft Corporation in the United States and other countries.

Contact your local IIL company for details

70






Mic

roso

ft® Pro

ject

Cer

tific

atio

ns

Microsoft® Excel Visual Basic for Applications (VBA)Mastering Automation - Making Things Happen Fast!

This practical course provides a solid back-ground in the capabilities and usage of Visual Basic® for Applications (VBA) programming. It explores macro recording, editing, writing macros from scratch, making User Forms and creating user-defined functions.

The goal of this course is to provide access to the programming environment of Excel® and enable participants to make macros that are always available to make their usage of Excel easier.

PrerequisitesA solid working knowledge of Excel, and a desire to get more deeply into the programming language built in to Excel - Visual Basic for Applications.

Course LevelIntermediate/ Advanced

Who Should AttendThis course is for anyone with a solid working knowledge of Excel.


Record macrosEdit macrosDebug macrosCreate and use User FormsCreate user-defined functionsExplore Event-driven macros (macros which run when some event occurs, like printing or saving or using a right-mouse click)

Course Overview


Macros and User FormsRecord, edit and maintain your macrosLearn what can and cannot be recordedA quick look at syntaxA discussion of functions and User Forms

Course OutlineRecord macros Examine and learn about the VBE (Visual Basic Environment) - the place where macros are stored

••••••

•••

••••

••

Get information to/from a workbook - How to design a User Form - When to use it, when not - How to get information to/from a User Form - Learn the various controls on a User Form (button, checkbox, textbox, etc.) - Using Input boxes and getting messages to a user Make repetitive tasks happen without errors and quickly: for example, updating a monthly report using new dataCreate your own set of personal utilities which are available to you in every workbook Create your own functions in addition to Excel’s wide set, like a weighted average functionDebugging Prevent a workbook from being saved or printed unless all required fields are filled in


•

•

•

•

••

•



Microsoft®, Excel® and Visual Basic® are registered trademarks of Microsoft Corporation in the United States and other countries.

Contact your local IIL company for details


An Integrated Skill Set The world in which project managers work today is very diff erent than it was a decade - or even a few years - ago. Emerging technology has quickened the pace of communication and condensed the global working environment. Team meetings may be face-to-face or virtual, and it is critical for project managers to appreciate diversity and understand the challenges of working across cultures, time zones and geographies.

Technical expertise alone is no longer enough to eff ectively manage projects and programs. Communication, negotiation and confl ict resolution skills are as necessary as planning, scheduling and analysis. The best leaders are those who possess Emotional Intelligence and have the ability to ask the right questions, consult with their team members and listen. In addition, Project managers need to use the left (sequential, logical and analytical) and right (creative, intuitive, holistic) hemispheres of their brains the way they use their left and right legs to walk.

Leadership and Interpersonal Skills CurriculumThe courses in this section of the catalogue are highly interactive and focus on guiding you to develop your own personal leadership style and potential. They also help you maximize your competence and comfort level in the interpersonal arena.

Advancing your leadership skills in both traditional and virtual settings will not only improve your team’s performance - it will increase stakeholder engagement and commitment. Leadership Skills for Project Managers is a great intro-ductory course, while Managing and Leading Projects Across Organizational Boundaries is targeted to leaders with a bit more experience. If you work with teams across geographical boundaries, take a look at Leading Cross-Cultural Virtual Teams, or learn how to increase engagement and empower your team in Leadership and The Power of Ac-knowledgment®.

Other courses in this section will enhance your ability to motivate and inspire those around you; strengthen your abil-ity to deal with negativity, resistance and confl ict; and maximize your ability to infl uence, facilitate, mentor, network and coach. They will also help you communicate the right information to the right people at the right time, using the most eff ective channels.

Project managers are routinely charged with leading challenging and complex projects. Over the course of a project life cycle, they have to deal with a wide range of people - including sponsors, team members, clients, suppliers and internal department heads - who often have confl icting goals and competing priorities. They may also be located in diff erent countries and speak diff erent languages.

Today’s project managers must have the leadership and interpersonal skills necessary to work in a culturally sensitive way with a variety of people and personalities. IIL’s Leadership and Interpersonal Skills curriculum prepares you to handle even the most demanding project and personnel situations.

Leadership and Interpersonal Skills


“The Power of Acknowledgment®” is a registered trademark and “Leadership Acknowledgment Self-Assessment™” is a trademark of International Institute for Learning, Inc.

www.iil.com

72






Lea

ders

hip

and

Inte

rper

sona

l Ski

lls

Effective Communication SkillsBlending Processes, Tools and Interpersonal Skills

Communication is the single most criticalsuccess factor in projects. It provides thefoundation for defining and managing projectobjectives and scope, planning projectperformance, executing, controlling andclosing projects. This workshop gives projectstakeholders at every level the performanceedge to make their projects successful.

PrerequisitesBasic project management training orequivalent experience


Who Should AttendThose who lead project teams or work withmanagers, peers, customers and/or vendors would benefit from this course. It is particularly designed for project managers and members of a Project Management Office (PMO).

Performance FocusThis course will use role play, case study-based exercises and interactive dialogue toensure that we address both practical andsituational applications of communicationconcepts, principles and techniques.

The goal of this course is to improve projectperformance and project managementcapability by learning effective communicationskills. These include formal communication,such as documentation and reporting, and theinterpersonal aspects that are critical to conflictresolution and healthy team and individualrelationships.


Gather and distribute the right informationto the right people, in the right media and at the right time to keep the project on track for successful completionAddress the varying communication needs of project stakeholders and manage communication in a time- and cost-effective wayCreate a communication plan and obtain buy-in from the project teamListen in a focused, centered and attentive fashion

•

•

•

•

Course Overview


Foundational ConceptsCommunication: definition and processCommunication: challenges in the project environmentAn Effective Project Communications (EPC) success model

Impact of Values on EffectiveCommunication

Overview of values-based impacts on communicationBehavioral and thinking stylesParadigms and attitudesResponsiveness and Emotional Intelligence

Focus on Basic Communication SkillsOverview of basic communication skillsBasic oral – informal/conversationsBasic written – informal/e-mailBasic written – formal/professional deliverablesBasic written – formal/document management

Focus on Interpersonal Communication SkillsOverview of interpersonal communication skillsNonverbal skills (body, face, voice)Listening skills: focusing and filteringSkills for building trust: initiating individual relationshipsSkills for building trust: giving/receiving feedback

Focus on Team Communication SkillsOverview of interpersonal communication skillsBuilding trust with project teamsConducting project business: general meeting skillsConducting project business: specific project meeting tipsMeeting major challenges: interacting within the virtual environmentMeeting major challenges: respecting diversity

•••

••

•

•

•••

••••

•

•

•••

•

•

••

•

•

•

Impact of Infrastructure on EffectiveCommunication

Overview of infrastructure-based impacts on communicationsUsing stakeholder analysis in communications management planningDeveloping the project communications management planConducting virtual meetings and effectively managing documents

Practicing Situational ProjectCommunications

Overview of practice environmentConducting communications exercises in various situationsSolution templatesSituation debriefs


•

•

•

•

••

••

•












73


Effective Presentation Skills for Project ManagersCreate and Deliver Outstanding Presentations

For some people, making a presentation is something they dread. Just getting through the event is all that they are focused on and effectiveness does not even enter their minds. However, with today’s results-oriented, cross-functional team working environment, the ability to present information effectively is a “must have” rather than something to be survived, if success is to be your ultimate goal.

This highly interactive two-day course is designed to help you minimize obstacles when creating and delivering effective presentations, allowing you to focus on achieving your desired outcomes. During this course you will have ample opportunities to present and learn from practical experience.



Who Should AttendThis program is designed for project managers, program managers, portfolio managers, Business Analysts, functional/line managers and anyone else responsible for making business presentations.

Performance Focus Delivering an effective presentation can mean the difference between business success and failure. Whether you gain the commitment of your colleagues, boss, team or stakeholders will directly impact your ability to be successful in your job. Those who can clearly and effectively communicate information in a compelling and meaningful way often achieve their desired business and personal goals. Organizations tend to value and reward individuals whose performance exhibits these behaviors.


Clearly state the goal of your presentation to produce the result you desireRecognize the preferred communication style of your target audienceConstruct an opening, body and closing for your presentation that accommodate the preferred communication style of your audience

•

•

•

Structure a presentation that is focused on the overall goal and provides the necessary detail to keep your audience engagedGive presentations in multiple formats and receive constructive feedback that will immediately help to improve your presentation skillsUse ten effective ways to open a presentationFollow an effective three-step process to close a presentationUse a technique that builds on the key points of your message to ensure your audience is more likely to respond positively to your deliveryBenefit from tips on delivery, including controlling nervousness, handling questions and maintaining rapportUse visual aids to support and not detract or replace your message

Course Overview


Confronting the TaskUnderstanding the reactions to making presentationsIdentifying the barriers and pitfalls of presentations“How bad can it be?” – getting in the right frame of mindImpromptu speaking

Understanding Your AudienceIdentifying your audience’s needsUnderstanding communication stylesAnalyzing the communication styles of your audiencePracticing with different styles

Planning/Organizing Your PresentationClarifying and developing the goal of your presentationApplying your audience analysisCoordinating and ordering your contentChecking the languageStructuring the presentation into: - Opening - Body - Closing Practice presentation

•

•

•

•

•

•

•

•••

•

•

•

•

•••

•

•

••••

•

Practice ReviewFeedback and improvements

Ensuring Effective DeliveryControlling nervousnessReacting to audience signalsHandling questionsMaintaining audience rapportUsing the power of your voice

Using Visual AidsThe payoffs and pitfalls of using visual aidsCreating effective visuals

Practice/Applying What You’ve LearnedPreparationDeliveryFeedbackOpportunity to put into practice the program content and receive a video copy


•

•••••

••

••••

•


74






Lea

ders

hip

and

Inte

rper

sona

l Ski

lls

Stakeholder Relationship Skills for Project ManagersImprove Your Project Relationships

This two-day course is designed to equip you to analyze the complexities of major stakeholder relationship categories. You will also learn to apply the most appropriate interpersonal relationship skills to different categories of relationships and align the dynamic needs of stakeholders with a project’s objective throughout the project life cycle.



Who Should AttendThis program is designed for functional/line managers, program managers, project managers and anyone else who deals with various stakeholders on a regular basis.

Performance Focus The focus of this course is on developing and refining interpersonal and communication skills to help you get the most out of your relationships with project stakeholders.


Describe the characteristics of project relationships as they apply to specific types of stakeholders across the project life cycleApply a consistent method and approach to the identification of stakeholdersUse a relationship-based stakeholder assessment tool to analyze and identify ways to improve relationships in projectsApply selected skills from four major families (defined in this course as “advocacy,”“leadership,” “rapport” and “harmony”) to improve project relationships

Course Overview


•

•

•

•

•••

Foundation ConceptsSuccessful project teamsStakeholder relationship skills and project team performanceTraditional approach to managing stakeholder relationshipsDynamic Stakeholder Relationship Model

Characterizing Project Stakeholder Relationships

Overview of stakeholder descriptionsCategories of stakeholder relationshipsStakeholder relationships across the project life cycleRelationship-based stakeholder assessmentsStakeholder relationship skill families

Project Advocacy SkillsOverview of the advocacy family of relationship skillsPromoting project valueCracking business culturesNegotiating for resources

Project Leadership SkillsOverview of the leadership family of relationship skillsInfluencing the project teamFacilitating project team resultsMentoring and coaching the project teamPracticing leadership skills

Project Rapport SkillsOverview of the rapport family of relationship skillsEstablishing rapport with clientsEnabling change – the preparation and action stagesPracticing rapport skills

Project Harmony SkillsOverview of the harmony family of relationship skillsExploring the primary harmony skills - Networking - Creative problem solving - Balancing to keep project objectivesIntegrating harmony skills into the project manager’s repertoire

••

•

•

•••

••

•

•••

•

••••

•

••

•

•

•

•


•




APMC® is a registered trademark of International Institute for Learning, Inc.










75


Building High-Performance Project TeamsDevelop a Team Poised for Success

This course pulls together the most current and popular theories and writings on this complex topic and presents an amalgamated view in a highly-interactive workshop using an activity-based approach. Students will understand and gain the skills required to build and participate in high-performance project teams and will possess the insight to proactively affect change within their respective organizations. They will learn how to transform their existing culture into one that promotes high performance.



Who Should AttendThis two-day workshop is designed for:

Department headsProgram managersProject managersTeam leaders


Define a team and describe the optimum team size for effective performanceDescribe characteristics and guiding behaviors of high-performance teamsDescribe the major elements of each development stage in two distinct modelsRecognize cultural barriers in achieving high performanceList the attributes of a high-performing corporate cultureAssess your own corporate cultureDiscuss corporate leadership as a factor in building high-performance project teamsDescribe the three A’s of selecting team membersState three leadership responsibilitiesDescribe leadership responsibilities, styles and rolesList and describe the eight components of the team charter model for building high-performance teams

••••

•

•

•

•

•

••

•

••

•

Course Overview

Getting StartedIntroductionsCourse delivery strategyDiscussion: participant expectationsTeam activity – building a bridge

Foundational Team ConceptsThe nature of teams - The definition of a team - Types of teams - Does the size of the team matter?Characteristics of high-performance teamsGuiding behaviors of high-performance teamsTeam activity – characteristics of high-performance teams - Purpose and values - Empowerment - Relationship and communication - Flexibility - Optimal performance - Recognition and appreciation - Morale

Understanding Team DevelopmentStages of team development – Model 1Stages of team development – Model 2Team activity

Designing a High-Performance CultureCorporate cultures - Cultural characteristics - The cost of culture - Designing high-performance cultures - Assessing your cultureCorporate leadershipLeadership tips

Establishing the Attributes of High Performance

Choosing the right peopleTeam effectivenessTeam leadership - Leadership responsibilities - Leadership stylesThe Team Charter model - Team vision, purpose and values - Team norms - Team member roles - Key responsibility areas and goals

••••

•

••

•

•••

•

••

•••

•

Communication strategiesDecision making, authority and accountabilityResourcesTeam activity


••

••

•




76






Lea

ders

hip

and

Inte

rper

sona

l Ski

lls

Effective Negotiating Skills for Project ManagersThe Fast Track to Yes!

Become skillful at dealing with unworkable differences – situations where there appears to be no acceptable compromise. This course shows you how to work toward agreements where all parties are pleased with the outcome.Regardless of whether you bring your most challenging situations to this workshop or work through the compelling real-life class examples, you will enhance your personal and professional life with powerful new skills.



Who Should AttendAmong those who can benefit from this course are:

Project managersProgram and portfolio managersProject team membersLine managersSpecialistsOther staff engaged in project negotiations on a regular basis

Performance Focus The goal of this course is to improve your negotiation skills by helping you to identify your own preferred negotiation strategies so that you may adapt this to the progress and format of any given negotiation.

The course is also designed for you to experience typical negotiation situations at certain key points of the life cycle of a project, enabling you to develop an awareness of your effectiveness during negotiations at these stages. The majority of time in this course is spent on practicing newly-presented negotiation techniques and receiving feedback on application for further development and improvement.

What You Will LearnYou’ll learn how to improve the chance of

successful “win-win” negotiation by:Identifying, formulating and applying effective negotiation strategiesRecognizing each phase of the negotiation process and utilizing tactics and tools to effectively move through each phase

••••••

•

•

Applying the basics of a principled negotiation approachDeveloping and using a negotiation checklist

Course Overview

Getting StartedIntroductionsCourse structureCourse goals and objectivesEstablishing personal learning objectives

Negotiation BasicsUnderstanding the foundational concepts of negotiationDeveloping an awareness of your own negotiation strategiesNegotiation phasesCommon approaches to negotiatingPrincipled negotiating basicsPersonal negotiating strategies

Project Negotiation SimulationDifferent levels of complexity in negotiationsWorking within negotiation phases and identifying when to move into the next phasePractice in adapting negotiation strategy to the dynamics of the negotiationOptimizing negotiation skillsSimulation role play one: negotiating a project charterSimulation role play two: negotiating for project resourcesSimulation role play three: negotiating for a specific project resource

From Training Course to Practical ApplicationReviewing personal learning objectivesAssessing development progressCommitting to transfer a minimum of three new behaviors to work environmentPeer exercise: achievementsPersonal commitments


•

•

••••

•

•

••••

••

•

••

•

•

•••

••

•

Each attendee will receive a complimentary copy of the best-seller Getting to Yes: Negotiating Agreement Without Giving In, by Roger Fisher and William Ury.









77


Decision Making and Problem Solving for Project ManagersAction-oriented Decision Making and Problem Solving

The overall goal of this course is to build the experienced project manager’s competency in decision making and problem solving. This course will provide the knowledge and tools to enhance timely decision making and problem solving skills within the framework of the project life cycle.



Who Should AttendThis program is designed for project managers, program managers, portfolio managers, Business Analysts or functional/line managers who would like to enhance their decision making and problem solving capabilities.

Performance Focus Incisive decision making, strategic questioning, creative problem solving and solution development are some of the main areas of focus of this course.

What You Will LearnUpon completion, you will be able to:

Reinforce the importance of making a sound decision in a timely mannerApply the concept of separating facts from perceptionsDescribe a structured problem-solving approachIdentify the concepts of root cause analysis and be able to use some fundamental toolsDevelop perceptive questions and describe their importance in solving problems

•

•

•

•

•

Course Overview


Foundation ConceptsIdentify the impact of indecisionIdentify key drivers to decision makingIdentify the root causes of indecisionIdentify next steps to take

Decision Making ModelMaking an appropriate decision for the situationHow to translate requirements into actionHow to action a plan

Problem Solving OverviewThe critical elements of problem solving and different approachesHow to translate requirements into actionHow to action a plan

Analyzing the ProblemWho wins - the Tortoise or the Hare?Root cause analysisPrioritizing the root causesCause-effect relationships

Solution DevelopmentDefining components of a solutionTesting a solution’s viabilityCritical elements of an implementation planRisk mitigation planningGaining approval

Sustaining ImprovementImpact and elements of effective changeOperational critical parametersTransition plans

•••

••••

•

••

•

••

••••

•••••

•••


•




78






Lea

ders

hip

and

Inte

rper

sona

l Ski

lls

Conflict Resolution for Project ManagersStrengthen Your Leadership and Communication Skills

The human factor is a major challenge in every project. If conflicts and negative behavior are affecting your team’s ability to work cooperatively toward its goal, then this workshop is a must for you!

Successful people must, as Stephen Covey suggests, “be proactive, think win-win, seek first to understand and then to be understood.” This workshop provides you with the day-to-day tools to become a highly successful person and leader.

The goal of this course is to provide participants with the skills to set the context for and diagnose specific conflict situations; then, to evaluate and implement “enlightened” (win/win) solutions.



Who Should AttendThis two-day workshop is designed for project and team leaders, executives, supervisors, managers, union leaders, program managers and anyone else who wants to be more successful in working with others.

Performance FocusEach participant practices building personal mastery in:

Achieving a personal conflict paradigm shiftAligning conflict stakeholders’ expectations Agreeing on specific paths to conflict resolutionIdentifying demands versus needs in the context of a common objectiveNeutralizing potential resistance and surfacing assumptions Addressing barriers and generating solutionsAgreeing upon a win/win solutionDeveloping a plan to implement the solution Harnessing the value from the conflict and celebrating the results.

•••

•

•

•••

•


Describe the three stages of an enlightened conflict resolution processExplain how selected personal and interpersonal leadership theories and techniques support this processIdentify specific points where project management techniques complement the enlightened processPractice selected techniques to achieve declaration and definition outcomesDevelop and pursue a personal action plan for improving your ability to achieve disposition outcomes

Course Overview


Foundation ConceptsSuccessful project team relationshipsConflict and project team performanceTraditional conflict resolution approachesA more structured approach to conflict resolution – Theory of ConstraintsEnlightened conflict resolution process

Declaration StageDeclaration stage overviewPersonal commitmentCommon groundAccepted processPracticing declaration

Definition StageDefinition stage overviewConflict containmentExposed barriersPotential solutionsPracticing definition

•

•

•

•

•

•••

••••

•

•••••

•••••

Disposition StageDisposition stage overviewSolution synergySolution roadmapStakeholders’ enlightenmentPracticing disposition


•••••

•











79


Leadership Skills for Project ManagersLeading Profitable Business Change in Projects and Programs

Over the past several decades, the focus for both project and program managers has been simply to manage. In today’s environment, project and program managers are increasingly called upon to be both effective managers and leaders. However, management and leadership are two distinctly different areas of expertise. Knowing the difference between management and leadership, as well as how and when to switch between the two, is more crucial than ever to sustaining profitable business change.



Who Should AttendProject and program managersProject Management Office personnelBusiness stakeholders with various roles in a project and/or program

Performance Focus Developing your leadership skills and abilities in both traditional and virtual settings will result in improved team performance, as well as increased stakeholder engagement and commitment. The focus of this course includes learning to communicate with and manage stakeholders more effectively, raise team morale and increase clarity around the business value contribution of various members of your project team.


Clearly recognize and describe the differences between leadership and managementEffectively communicate organizational mission, vision, goals and objectivesUnderstand proven rules of leadership and know which are appropriate in various real-world situationsClassify, analyze and practice proven types and styles of leadershipIdentify what leaders really doUnderstand and know when to utilize key “L” competencies

•••

•

•

•

•

••

Review and evaluate leadership within the context of project and program managementExplore the key aspects of leadership and communication regarding stakeholder relationship management

Course Overview


Foundational ConceptsClass exercise – describe leadership and managementLeadership and management definedThe real and significant differencesSituational leadership applicationClass discussion on leadership within the participants’ settingsThe synergistic overlapColin Powell leadership primerRole play exercise

Proven Leadership StylesClass discussion: - What are the primary leadership styles within your setting? - Why do the styles work and/or not work?Transactional leadershipTransformational leadershipSituational role play exercise practicing transactional and transformational leadershipOther styles to considerLeadership is confusing: evaluate the top ten of the Top 50 Rules of Leadership

Selecting the Appropriate Leadership StyleClass discussion: name and describe various leadership styles. How do you know what type of leadership is appropriate?Criteria for selecting the right styleRole of self-awarenessSituations that match leadership stylesClass discussion: primary leadership styles in participants’ settingsTeam exercises on applying leadership styles - Results when matched to the situation - Results when not matched to the situation

•

•

•••

•

••••

•••

•

•••

••

•

••••

•

Leadership Enablers and HindrancesReview the enablers of successful leadershipReview the hindrances of successful leadershipImpact of environmental factors such as risk, culture, colleagues

Key Underlying Leadership Competencies in the Project and Program Contexts

Business case for effective leadershipList of the key leadership competenciesThe impact of leadership style on delegation approachesLeadership as a form of influencingTeam development as a critical leadership competencyDetailed reviewConduct exercises on the top five competencies

Key Leadership SkillsIdentify the most important leadership skillsConduct practice exercises for the top five


••

•

•••

••

••

••

•





80






Lea

ders

hip

and

Inte

rper

sona

l Ski

lls

Leadership and The Power of Acknowledgment®How to Engage, Motivate and Inspire

Effective leaders make a difference by finding ways to sustain people’s level of commitment and support, especially in the difficult periods all organizations experience at one time or another. Sustaining momentum is a key leadership domain.

Typically people cannot sustain their levels of commitment to, and engagement in, organi-zational purpose and goals on their own. This non-engagement results in poor performance, limited productivity and an erosion of the bottom line. People need consistent affirmation of their value and contribution to the organi-zation in order to know that their efforts are appreciated. This can be accomplished through acknowledgment.

Leaders can tap into the power of personal commitment and dedication by acknowledg-ing people in an authentic, heartfelt manner. Leaders who model true acknowledgment behavior will inspire others to do the same and to want to dramatically increase their levels of contribution to the organization.

This program is highly interactive and includes a Leadership Acknowledgment Self-Assessment™, case studies, role play and a per-sonal leadership action plan.



Who Should AttendSenior and mid-level managers who want to improve their leadership skills by using acknowledgment to enhance their interpersonal and communication capabilitiesNew managers who are being prepared for higher levels of leadershipAnyone with hands-on supervisory or managerial experience and responsibilityAnyone with a current or impending role as an organizational change agentAnyone who aspires to be a candidate for a leadership position

•

•

•

•

•

Performance FocusLinking effective leadership and business sustainabilityStrengthening interpersonal relationshipsMotivating teams and corporate stakeholdersDeveloping personal leadership capabilitiesAssessing and developing personal acknowledgment skills

What You Will LearnThis workshop is designed to assist participants in accomplishing these objectives:

Understanding the need for acknowledgment in creating a culture of appreciation within an organization or teamDefining “acknowledgment” and understanding its benefitsOvercoming the barriers to using acknowledgmentDemonstrating the language and subtleties of authentic and heartfelt acknowledgment behaviorDescribing the principles of acknowledgment in the context of your personal leadership styleDescribing how to coach teams, managers and other corporate stakeholders in using the Power of Acknowledgment to produce breakthrough results

Course Overview

Getting StartedIntroductionsCourse structureCourse goals and objectivesThe Leadership Acknowledgment Self-Assessment

The Workforce Engagement Sustainability Challenge

Employees who are engaged, not engaged and actively disengagedThe costs of non-engagementMeeting the engagement sustainability challenge

Acknowledgment, Engagement and Leadership

Acknowledgment and its benefitsRecognition versus acknowledgmentMaslow, Blanchard and Covey: how acknowledgment fits into these models Leadership and acknowledgment

•

••

••

•

•

•

•

•

•

••••

•

••

•••

•

Employing the Power of AcknowledgmentConsciousness, courage, choice, communication, commitment Overcoming barriers to acknowledgmentThe seven principles of acknowledgmentThe acknowledgment process

Applying the Principles of Acknowledgment Within the Context of Your Personal Leadership style

Case studiesCreating your Power of Acknowledgment Personal Leadership Action PlanCreating a vision statement for your organization that incorporates acknowledgment into your corporate culture


Each participant will receive a copy of The Power of Acknowledgment by Judith W. Umlas, as well as a work-book.

•

•••

••

•

•


#5040 / 1 DayCEU Credits: 0.7/ PDU Credits: 7


“The Power of Acknowledgment®” is a registered trademark and “Leadership Acknowledgment Self-Assessment™” is a trademark of International Institute for Learning, Inc.

“Project managers all over the world... engaged with Judy during her presentation and greatly benefited from the training provided, as evidenced by the survey results and praise we received from attendees .”

- Tresia Eaves, MHR, PMP Chair Emeritus, 2008 - PMI IS SIG

“Many attendees [at the PMI Keystone Chapter Professional Development Day] including myself found great benefit in the content that was shared and the various exercises we performed. I would strongly recommend you plan to have [Judy] speak to your organization very soon.”

- Myles Miller, CEO and Owner Milo Service Enterprises LLC

Testimonials






81


Leading Cross-Cultural Virtual TeamsMeet Project Objectives Through Effective Global Virtual Teaming

High-performing teams are a must in this world of intense competition and high expectations. Global virtual teaming has become a necessity as organizations become increasingly distributed and suppliers and clients actively engage in joint projects.

Teams work across geographical and organizational boundaries to deliver solutions and services to global users where distance and differences, both geographic and cultural, amplify the effect of issues and factors that are relatively straightforward when managing a team of people in the same location. This course delivers practical concepts and techniques that participants will start using immediately on their global projects.

PrerequisitesParticipants should have experience working on or managing projects that span cultural and/or geographical boundaries.


Who Should AttendThis program is designed for program managers, project managers, team leaders and others responsible for managing and working on cross-cultural global projects or tasks and with teams that work predominantly in virtual mode. Different versions of the course can be presented to participants at different manage-ment levels within an organization.


Recognize and address the range of issues and pressures that are unique to global, remote and virtual team leadershipEffectively address the challenges of working across cultures, time zones and countries Make the most of virtual technologies in order to become a better leader in what will soon become the normal mode for managing in the 21st century

•

•

•

Course Overview


Foundation ConceptsBasic definitionsCritical success factors for leading cross- cultural virtual teamsA road map to success for leading cross- cultural virtual teams

Leadership Excellence in any Project Environment

Overview of core leadership skillsHub of trustConflict management as lubricantCommunication, power, empathy and transformation

Situational Leadership and Personal DiversityWays to improve sensitivity to personal diversity through deeper levels of listeningAddress issues related to differences in communication stylesManaging the project interaction challenges inherent in different learning stylesCommon sense methods for leveraging affiliation-based diversity clues in project interactions

Situational Leadership and Cultural DiversityOverview of cultural (heritage-based) diversityApplying selected cultural learning to specific situations using cultural dimensionsOvercoming differences in cultural orientationsIdentifying personal strengths and opportunities using a Cultural Orientation Framework

Situational Leadership and Virtual DiversityOverview of virtual diversitySix centrifugal forces of virtual diversityVirtual time management – applying selected tools and techniques to improve your abilities to manage time zone issues

•••

••

•

••••

•

•

•

•

•

•

•

•

•••

Best practices for conducting virtual team meetingsVirtual processes and technology – using technology solutions to support effective virtual team workTools and techniques to improve virtual leadership and ways to improve your ability to lead virtual teams

The Cross-Cultural, Virtual Team-Friendly Environment

Defining the cross-cultural, virtual team-friendly environmentThe major steps necessary to enable initial success in leading cross-cultural virtual teamsCreating an environment that respects diversityContinuously improving the cross-cultural virtual team environment

SummaryExercise: Action planningRecap of course goals and objectives

•

•

•

•

•

•

•

••




82






Lea

ders

hip

and

Inte

rper

sona

l Ski

lls

Managing and Leading Projects Across Organizational BoundariesAchieving Project Success in Complex Environments Through Collaborative Skills

Significant projects today are performed by teams of people from multiple organization units and, often, multiple companies. When project managers, team leaders or technical professionals seek collaborative relationships across organizational boundaries, they often encounter a daunting array of challenges.

These challenges must be dealt with effectively across business, political, team, interpersonal and personal levels to successfully meet project objectives. The goal of this course is to provide participants with a framework for improving project performance by successfully navigat-ing through the turbulence of organizational cultures.



Who Should AttendAmong those who would benefit from this course are:

Project managers, project componentleads or project team membersProgram and portfolio managersAnyone who needs to get work done in the context of a complex organizational cultureTechnical managersBusiness unit managersExecutives

This course is highly relevant to people in virtually any industry, function or discipline involved in projects where they must reach across organizational boundaries (i.e., depart-ments, functions or business units) for collaboration, resources or support and who have little or no formal authority to do so.

Performance FocusThe goal of this course is to equip you with the necessary knowledge, skills and techniques to help you plan and implement a tailored, systematic approach for improving your interpersonal skills in gaining support, resources and collaboration from individuals in organizations where you have little or no formal influence.

•

••

•••


Assess an organizational culture’s challenges and adapt your interpersonal skills and political acumen to meet themApply basic tools and techniques for building relationships and gaining influence across organizational boundariesPlan a tailored, systematic approach for gaining support, resources and collaboration from individuals in organizations where you have no formal influence

Course Overview


Foundation ConceptsOverview of key course conceptsManaging and leading: the balance and evolutionManaging and leading projects versus ongoing workOrganizations defined and a project manager’s outlook across the structuresThe Path to Competency in Managing and Leading Projects Across Organizational Boundaries (MLPAOB)

Organizational Cultures and BehaviorsOverview of organizational culture and behaviorsOrganizations and changeOrganizational grassroots changes

Political AcumenOverview of role and impact of political acumenRole of “politics” in organizationsPolitical behaviorsHow to improve your political acumen skills

Building RelationshipsStrategies for building relationshipsBalance emotion with reason“Try to understand”Inquire, consult and listenReliability and building trust

•

•

•

•••

••

•

•

•

•

••

•

•••

•••••

Gaining InfluenceOverview of gaining influenceStep 1: Determine influence needsStep 2: Assess influence assetsStep 3: Plan approach Step 4: Implement planStep 5: Manage progress

Planning and Implementing Your ApproachOverview of Implementation Approach and Continuous Improvement (IA&CI)Enhancing Primary MLPAOB skills through: - Identifying and sampling auxiliary MLPAOB skills- Practicing MLPAOB skillsSelf-reflection: developing a personal action plan (optional - time permitting)


••••••

•

•

•

•

#8867/ Four 3-hour sessionsCEU Credits: 1.2 / PDU Credits: 12













83


Selecting the right project through well-disciplined portfolio management and effective project execution using project management best practices is only part of the recipe for success. As companies mature in project management by implementing Project Management Offices (PMOs), portfolio management and developing more certified project managers, they begin to realize a major gap in the process: successful implementation happens through committed users.

Realizing the true business benefits promised by the business cases of corporate projects is accomplished through the people who ultimately have to buy in, use the new product or process and make it produce the desired results. This can only be measured after the project is completed and integrated into a company’s operations – in other words, during its life cycle.

The degree of success in realizing these benefits depends on how effective the project was in paving the way for the users to adopt and use the product. In this workshop, we examine a comprehensive process for Organization and People Change Management (OPCM) and how it integrates into the five project management process groups.



Who Should AttendThis program is designed for project, product and program managers; project leaders and administrators; team leaders and members; field staff members; project, design, industrial and manufacturing engineers; operations, sales and functional managers; systems analysts; software and system developers; human resource executives; information technology professionals; research and development managers; marketing directors; project support staff; or others involved directly or indirectly with projects for virtually any industry.

Performance FocusProviding the knowledge, tools and techniques to manage change more effectively at the practical application level throughout the life cycle of the project. This includes:

Defining the scope and objectives of OPCMAssessing the risks in introducing changes required as a result of projectsIncluding necessary steps to plan and manage change throughout the project life cycle


Identify where and how OPCM activities should be integrated within the full project life cycleExplain key change management principles and their application to the discipline of project managementRecognize human responses to change and how to mitigate their impactDemonstrate capacity assessment using the Duration, Integrity, Commitment, Effort (DICE) analysis model, including interpretation of results and required next stepsExplain how to identify and build OPCM activities into the project Work Breakdown Structure (WBS) in the planning phaseArticulate project manager role requirements regarding OPCMDescribe the two minimum communication messages required in all change management endeavorsIdentify and neutralize typical barriers to effective change implementation

Course Overview


Change Management FundamentalsChange – bridging the gapTwo models – static or adaptiveEmotional responses to changeImpact of OPCM on emotional responsesThe human factorLanguage for changeResilience – the antidote for change

••

•

•

•

•

•

•

•

•

•

•••

•••••••

Application of OPCM Initiation ProcessOrganizational assessmentStakeholder assessment

Planning ProcessCross-functional impact assessmentCultural analysisOrganizational change capacity assessmentResistance assessmentChange management strategy developmentSponsor managementChange communication planningTraining planningRollout/Go Live support planningOPCM cost planning

Executing ProcessCommunication executionTrainingOPCM audit

Monitoring and Controlling ProcessTraining controlSponsor controlOPCM communication control

Closing ProcessRemedial trainingOPCM effectiveness surveyFinal communication

Action PlanningLeveraging your investment in OPCMLeading and managing OPCMTransitioning measurement responsibilities to the functional groups


••

•••••

•••••

•••

•••

•••

•••

•

Organization and People Change ManagementMoving Beyond Installation to Realization




IIL Webinars 2.0Combining top-quality content with a state-of-the-art virtual classroom and a cadre of trainers who are the best in their fields is a recipe for success... YOUR success. Improve your business, leadership and project management skills with IIL's live, interactive webinars.

Earn valuable PDUs and build your skill set one hour at a time. Choose from over 200 webinars on topics including:

• Project Management• Business Analysis• Information Technology• Agile and Scrum

Earn 20 PDUs for USD $199 on your own time with this convenient, on-demand package of 20 of our most popular webinars! Open doors to new possibilities and learn about a wide range of interconnected topics within all of IIL's business practice areas.

With the PDU PowerPack™ you'll learn to:

• Improve your project results with Lean Six Sigma• More effectively manage conflict in a virtual environment• Sharpen your skills in stakeholder management and communication• Brush up on Business Analysis techniques like elicitation and enterprise analysis• Get up to speed on the latest in Agile and Scrum and• Enhance your Emotional Intelligence quotient

Go to www.iil.com/webinars and sign up by filling out a short profile or simply browse our webinar catalog and jump-start your career today!

International Institute for Learning, Inc.

Choose from more than 200 Webinars to earn PDUs!

• Microsoft® Project• Lean Six Sigma• Leadership and Interpersonal Skills• Risk Management


IIL’s Business Analysis curriculum is aligned with A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), so you will familiarize yourself with the content of the BABOK Guide while attending our courses. This will be helpful for those who aspire to take the Certifi ed Business Analysis Professional (CBAP®) exam sponsored by the Interna-tional Institute of Business Analysis (IIBA®). Our new CBAP Boot Camp course will fully prepare you to pass the IIBA exam and obtain your CBAP credential.

Managing projects and their respective solutions can no longer be handled using the silo mentality of the ‘90s and early 2000s. A holistic approach is needed that includes Business Analysis and project management. Whether you have substantial Business Analysis experience or are new to BA and want to learn where it fi ts in the bigger picture of the project life cycle, take a look at our wide array of courses in this section.

If you are looking to boost your career with professional credentials, you will want to pursue our BACP program. IIL’s BACP Certifi cate provides industry-recognized value to companies and employers, as well as helping to ensure skill-based competencies for participants. Our BACP program provides proven standards and best practices in the areas of requirements management, business process modeling, writing and managing requirements and facilitating requirements workshops.

A Business Analyst can provide value to an organization in many ways, including assisting in the development of the technical and business justifi cation for projects. IIL off ers two courses that will assist you in this process. Developing the Business Case will provide a road map, tools and techniques to build an acceptable business case, and Eff ective Business Process Improvement will guide you through optimizing the development of the current business process.

We also off er three courses that deal with diff erent aspects of requirements management, including: Business Process Modeling, Writing and Managing Requirements Documents and Business Analysis Facilitation.

Over the last several years, the fi eld of Business Analysis has experienced exponential growth. More and more, Business Analysts are joining project teams to manage the scope of the product and solution, leaving project managers with more time to manage the scope of the project itself.

BAs help organizations improve how they conduct their functions and activities in order to reduce overall costs, provide more effi cient use of scarce resources and better support the customer and the solutions needed to remain competitive in a global economy.

Business Analysis

A Guide to the Business Analysis Body of Knowledge®, BABOK®, CBAP® and IIBA® are registered trademarks owned by International Institute of Business Analysis. BACP™ is a trademark of International Institute for Learning, Inc.

Busi

ness

Ana

lysi

s

86






IIL’s Business Analysis Certificate Program (BACP) is designed to provide you with the core skills, knowledge and hands-on experience needed to succeed as a Business Analyst in today’s global marketplace.

For participants who opt to take the two-day Certified Business Analysis Professional (CBAP®) Prep Course (an optional part of the curriculum and ONLY available to those enrolled in the BACP), the program will also prepare you to pass the IIBA® Certification exam to obtain your CBAP credential.

Depending upon the courses that you choose, the BACP program earns you between 60 and 70 PDUs and can be completed within a time period of three to 12 months. BACP courses may be taken in either our Virtual Classroom or a traditional classroom setting. While we recommend that you take the courses in the order shown to the right, you may take them in an order that best fits your needs, interests and schedule.

Who Should AttendYou should enroll in the BACP if you work as a Business Analyst, define and manage requirements through the development cycle, elicit information from stakeholders to define requirements, or if your job involves solving, defining or analyzing business problems.

What You Will Learn in the BACP ProgramYou will learn how to:• Define the product scope• Work with the development team in the

systems testing stage• Ensure the solution is usable in the business

environment• Acquire information necessary to the

definition of requirements• Conduct a requirements information-

gathering session• Write and validate a requirements document• Manage the changes to requirements• Document through the Systems Development

Life Cycle (SDLC)• Work with Unified Modeling Language (UML)

diagrams• Use process modeling in business

diagramming• Diagram and model business processes• And much more!

Criteria for Receiving the BACP CertificateIn order to be awarded the BACP Certificate, participants must:

Complete the four required courses (top four courses in the box to the left)Achieve at least a 70% score on each of the post-course multiple-choice online exams (a 30-question exam for our two-day courses; a 45-question exam for our three-day courses)

Performance FocusWith IIL, you learn from experts who are also practitioners. The BACP program focuses on analyzing current best practices from some of the most successful companies utilizing Business Analysis today. You will learn to better define and manage requirements, elicit information from stakeholders, analyze business processes and find innovative and efficient solutions to even the most challenging business problems.

Course Delivery MethodsAs a participant in the BACP program, you can choose whether you attend courses in our Virtual Classroom or in a traditional classroom setting.

IIL Virtual Classroom EnvironmentThousands of companies have chosen IIL’s Virtual Classroom as a preferred learning method to meet the increased global training needs of their organizations.

Benefit from our experience in the Virtual Classroom space, where we have been active for the past ten years. Our Virtual Classroom provides companies and individuals with interactive, efficient, quality training that is also cost-effective.

Online classes are led by our trainers in real-time, so you get the benefits of a live classroom situation in your office. For an optimum learning experience, the courses have a good balance of instructor-led learning, multimedia events, discussion and a wide range of interactive exercises from self-reflection to team-based activities.

Interested in Obtaining Your CBAP Credential?For participants who would like to obtain their CBAP credential, we recommend that you take the optional BACP course - Certified Business Analysis Professional (CBAP) Prep Course - in order to be fully prepared for the examination.

•

•

Business Analysis Certificate ProgramBe the Architect of Strategic GoalsbacpTM

BACPTM Curriculum

Business Analysis Fundamentals (p. 87)2-day Classroom or 12-hour Virtual Classroom course

Facilitation Skills for Business Analysts (p. 88)3-day Classroom or 18-hour Virtual Classroom course

Writing and Managing Requirements Documents (p. 89)2-day Classroom or 12-hour Virtual Classroom course

Business Process Modeling (p. 90)3-day Classroom or 18-hour Virtual Classroom course

Optional CourseCertified Business Analysis Professional (CBAP®) Prep Course12-hour Virtual Classroom course (the 12-hour CBAP Prep Course is only available to participants in the BACP program)

bacpTM

#3000 / 10 Days 7.0 CEUs / 70 PDUs / 70 PD Hours / 70 CDUs

#8900 / 60 hours6.0 CEUs / 60 PDUs / 60 PD Hours / 60 CDUs

#PA8900 / 60 hours6.0 CEUs / 60 PDUs / 60 PD Hours / 60 CDUs

CBAP® and IIBA® are registered trademarks owned by International Institute of Business Analysis. BACP™ is a trademark of International Institute for Learning, Inc.

Bring the BACP to Your Company!If your organization has a group of 12 or more employees to train, any of our BACP courses can be delivered in a private IIL Virtual Classroom or in a traditional classroom setting at the location of your choice.

Let us customize a BACP program to meet your specific business needs. Our educational advisors will work with you to design a program aligned with your training and development goals.

Business Analysis






87

This course teaches participants the overall process of Business Analysis and where it fits in the bigger picture of the project life cycle and the business context. The course is interactive and combines discussion, active workshops and demonstrations of techniques.

One goal of this course is to teach participants how to achieve bottom-line results that cut through real-world problems. Other goals include improving operations to develop new systems and products and maximizing results through project performance.

PrerequisitesThere are no prerequisites for this course - it is suitable for both novices and experienced people who need a clear Business Analysis model.


Who Should AttendIt is important for you to attend if you:

Work as a Business AnalystDefine and manage requirements through the development life cycle

Performance FocusBusiness AnalysisDefining solutions to business problemsStakeholder analysisDefining the solution scope


Define the solution scopeWork with the development team in the systems testing stageEnsure the solution is usable in the business environment

••

••••

••

•

Course Overview

Foundation ConceptsDefining the Business Analyst functionRole of the Business Analyst as change agentKnowledge areas in the IIBA®’s A Guide to the Business Analysis Body of Knowledge (BABOK® Guide)Business Analyst roles and responsibilities through the knowledge areasBusiness Analyst roles and relationships through the project life cycle

Business Analysis Planning and Monitoring: Defining the Process

OverviewBusiness Analysis planning – roles and responsibilitiesBusiness Analysis planning – processes and toolsBusiness Analysis monitoring

Elicitation: Gathering InformationOverview of elicitationRequirements elicitation techniques (targeted, group and physical)

Requirements Management and Communication: Ensuring Stakeholder Involvement

OverviewRequirements managementRequirements relationshipsRequirements communication

Enterprise Analysis: Defining the ProblemOverview of enterprise analysisDefine the business need (feasibility study)Business benefit analysis (value versus costs)Initial phase gate preparation (business case)

Requirements Analysis: Defining the Solution Model

Overview of requirementsThe anatomy of a requirementRequirements analysis task descriptionRequirements analysis techniques

•••

•

•

••

•

•

••

••••

••••

••••

Solution Assessment and Validation: Supporting the Balance of the Product Life Cycle

OverviewDesign tasksTesting tasksImplementation and production tasks

Underlying CompetenciesOverviewAnalytical thinking and problem solvingKey communication and business skillsSoftware applications


••••

••••

•

Business Analysis FundamentalsSolving the Business Problem

#3021 / 2 Days 1.4 CEUs / 14 PDUs / 14 PD Hours / 14 CDUs

#8921 / Four 3-hour sessions1.2 CEUs / 12 PDUs / 12 PD Hours / 12 CDUs

This course is part of IIL’s Business Analysis Certificate Program (BACPTM), a comprehensive program designed to provide the core skills, knowledge and hands-on experience needed to succeed as a Business Analyst in today’s global marketplace. For more information, see page 86.bacpTM

#PA8921 / Four 3-hour sessions1.2 CEUs / 12 PDUs / 12 PD Hours / 12 CDUs

A Guide to the Business Analysis Body of Knowledge® and BABOK® are registered trademarks owned by International Institute of Business Analysis. BACP™ is a trademark of International Institute for Learning, Inc.

Also available in a 10-hour self-paced format.

#PS302 CEU Credits: 1.0/ PDU Credits: 10

Busi

ness

Ana

lysi

s

88






This course teaches the methods needed to organize and run information-gathering events. It combines the basics of graphic decision making and modeling with facilitation, communication and meeting management skills.

PrerequisitesThere are no prerequisites for this course - it is suitable for both novices and experienced people who need to elicit business requirements or solve business problems.



Work as a Business AnalystDefine and manage requirements through the development life cycleElicit information from stakeholders to define requirementsSolve business problems

Performance FocusBusiness AnalysisDefining solutions to business problemsRequirements elicitationFacilitation of meetingsNegotiation skills and techniquesDecision analysis


Acquire information necessary for the definition of requirementsConduct a requirements information-gathering sessionIdentify alternate solutions to business problemsObtain agreement that the solution is usable in the business environment

••

•

•

••

••••

•

•

•

•

Course Overview


Foundation ConceptsThe role of the Business AnalystKnowledge areas in the IIBA®’s A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide)The Business Analyst and the product/project life cycleFacilitation skills for the Business Analyst

Requirements Communication Through Business Analysis Planning, Monitoring and Enterprise Analysis

Overview of requirements communication through Business Analysis planning and monitoring as well as enterprise analysisMeeting basic communication challengesRequirements communication planning (including stakeholder assessment)Managing requirements conflicts

Targeted Elicitation Techniques for Requirements Communication

Synergy between requirements communication and requirements elicitationThe information-gathering planCornerstone targeted technique, interviewsOther targeted elicitation techniquesRelated general communication skills (listening and empathy)

Group Elicitation Techniques for Requirements Communication

Synergy between requirements communication and group elicitation techniquesCornerstone group elicitation technique – requirements workshopsOther group elicitation techniquesRelated general communication skills – meeting management best practicesRelated general communication skills – facilitating best practices

•••

••

•

•

•

••

•

•

••••

•

•

••

•

Physical Elicitation Techniques for Requirements Communication

Synergy between requirements communication and physical elicitation techniquesCornerstone physical elicitation technique – document analysisOther physical elicitation techniquesSummary of elicitation techniques by usage in the requirements processRelated interpersonal skills – problem solving

Requirements Communication Through Solution Assessment and Validation

Synergy between requirements communication and solution assessment and validationCornerstone technique – requirements reviewsRelated general communication skill – presentingRelated interpersonal skill – influencing

Special Facilitation Skills – Negotiating and Mediating

Synergy between requirements communication, negotiating and mediatingNegotiatingMediating


•

•

••

•

•

•

•

•

•

••

•

Facilitation Skills for Business AnalystsCommunication and Problem Solving

#8922 / Six 3-hour sessions1.8 CEUs / 18 PDUs / 18 PD Hours / 18 CDUs




A Guide to the Business Analysis Body of Knowledge®, BABOK® and IIBA® are registered trademarks owned by International Institute of Business Analysis. BACP™ is a trademark of International Institute for Learning, Inc.

Business Analysis






89

Once a Business Analyst has completed the information gathering and analysis to produce the solution to a business problem, the results must be documented for all stakeholders to see and understand. This course will enhance the skill set needed for writing documents and managing the complex readership with whom Business Analysts interact on a day-to-day basis.

PrerequisitesThere are no prerequisites for this course - it is suitable for both novices and experienced people who need to produce requirements documents for development.



Work as a Business AnalystDefine and manage requirements through the development life cyclePrepare requirements documents for development

Performance FocusBusiness AnalysisDefining solutions to business problemsSelecting an audience for written communicationRequirements writing guidelinesWriting clear, precise, unambiguous requirementsManaging the requirements document through the Systems Development Life Cycle (SDLC)


Write a requirements document that is approvable and acceptableValidate a requirements documentManage the changes to requirements documents through the SDLC

••

•

•••

••

•

•

••

Course Overview


Foundation ConceptsThe role of the Business AnalystThe IIBA®’s A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide)

Knowledge AreasThe Business Analyst and the product/project life cycleThe requirements documentation process

Planning for Eff ective Requirements Documentation

Overview of requirements documentation planningEstablishing a common languageDetermining best practices for producing well-formed requirementsProducing good and valid requirements

Writing Eff ective Requirements DocumentsOverview of writing requirements documentsUsing a standard structure/templateApplying formatting techniquesMeeting the challenge of writing non-functional requirements

Baselining Requirements DocumentsOverview of the requirements baseline processVerifying requirementsValidating requirementsApproving requirements

•••

••

•

•

•

••

•

•

•••

•

•••

Managing Requirements Change Through the Product Life Cycle

Overview of requirements change managementEstablishing a formal change management processTracing requirements through design and development (build, test and implement)Following through to post-implementation (transition and early production)


•

•

•

•

•

Writing and Managing Requirements DocumentsCreating the Acceptable, Approvable Requirements Document




A Guide to the Business Analysis Body of Knowledge®, BABOK® and IIBA® are registered trademarks owned by International Institute of Business Analysis. APMC® is a registered trademark and BACP™ is a trademark of International Institute for Learning, Inc.



Busi

ness

Ana

lysi

s

90






A process model is a description of a process in terms of its steps or actions, the data flowing between them and the participants in the process. A critical Business Analysis skill, buisness process modeling applies graphical and text communication techniques to describe the actions, objects and relationships acted upon in the process, as well as the steps that act upon them.

This course teaches the technique of process modeling and ties together the core methods of process, behavior and data modeling to enable Business Analysts to fully describe business processes in levels of detail from multiple perspectives.

PrerequisitesThis course is aimed at people who are practicing Business Analysts or who have had previous Business Analysis training.



Work as a Business AnalystDefine business problemsAnalyze business processes

Performance FocusBusiness AnalysisDefining solutions to business problemsWorkflow modelingData modeling and entity relationship analysisUse CasesUnified Modeling Language (UML) diagrams


Identify business processes and their componentsWork with UML diagramsUse process modeling in business diagrammingDiagram and model business processes

•••

••••

••

•

••

•

Course Overview



Knowledge AreasBusiness Process Modeling (BPM) and the Business AnalystA practical approach to BPM

The Context for Modeling Business ProcessesOverview of context for BPMAnalyzing stakeholder informationModeling best practicesCritical inputs for BPM: business rulesCritical inputs for BPM: context diagrams

Data ModelsOverview of data modelingEntity relationship diagramsObject-oriented approachClass diagramsOther data models

Process Models – Part I (Non-UML)Overview of process modelingData flow diagramsWorkflow diagramsFlowcharts

Process Models – Part II (UML)Overview of UML Process ModelsUML Activity DiagramsUML Sequence Diagrams

Usage Models – Part I (Non-UML)Overview of usage modelingPrototyping optionsStatic prototyping and storyboardsDynamic prototypingUser Interface Design and user stories

•••

••

•

•

•••••

•••••

••••

•••

•••••

Usage Models – Part II (UML Use Cases)Overview of Use CasesUse Case diagramsUse Case descriptionsUse Cases and the product life cycle

Integrating the ModelsOverview of integrating the modelsGeneral analysis best practicesSpecific analysis techniques summaryBest practices for transition to design


••••

••••

•

Business Process ModelingDiagramming the Business Problem and Solution



#PA8924 / Six 3-hour sessions1.8 CEUs / 18 PDUs / 18 PD Hours / 18 CDUs

A Guide to the Business Analysis Body of Knowledge®, BABOK® and IIBA® are registered trademarks owned by International Institute of Business Analysis. BACP™ is a trademark of International Institute for Learning, Inc.


Business Analysis






91

Business Analysts facilitate the solution of business problems. The solutions are put into practice as changes to the way people perform in their organizations and the tools they use.

The Business Analyst is a change agent who must understand the basic principles of quality management. This course covers the key role that Business Analysts play in organizational change management.

PrerequisitesThis course is aimed at people who are practicing Business Analysts or who have had previous Business Analysis training.



Work as a Business AnalystAnalyze the results of technical solutions to business problemsParticipate in the initiation and/or management of change in the organization

Performance FocusBusiness AnalysisDefining solutions to business problemsManaging organizational changeEnterprise analysisAnalytical methodsWork-flow modeling and analysisProcess and data modelingBusiness process reengineering


Define and document a business processWork with various business modeling techniquesPerform an enterprise analysis in preparation for determining requirementsAnalyze business processes to discern problems

••

•

••••••••

••

•

•

Course Overview


Foundation ConceptsOverview of Business Analysis and process improvement Defining the business processIntroducing the proactive Business AnalystFocusing on business process improvement

Launching a Successful Business Process Improvement Project

Overview of the launch phaseUnderstanding and creating organizational strategySelecting the target processAligning the business process improvement project’s goals and objectives with organizational strategy

Defining the Current ProcessOverview of current process phaseDocumenting the business processBusiness modeling options: work-flow models Business modeling options: Unified Modeling Language (UML) model adaptations for business processes

Analyzing the Current ProcessProcess analysis overviewEvaluation: establishing the control groupOpportunity techniques: multi-disciplinary problem-solvingOpportunity techniques: matrices

Building and Sustaining a Recommended Process

Overview of the recommended process and beyondImpact analysisRecommended processTransition to the business caseReturn to proactive state

•••

•

•••

••

••

•••

•

•••

•

•

••••


•

Effecting Business Process ImprovementThe Proactive Business Analyst




Busi

ness

Ana

lysi

s

92






Business Analysts must be able to create business case documents that highlight project benefi ts, costs and risks. The business case is based on the real business problem to be solved, and the business case documents become parts of proposals, feasibility studies and other decision support documents.

This course teaches the purpose, structure and content of a business case. It presents the basic techniques for determining fi nancial return on investment, non-tangible benefi ts and the probability of meeting expectations.

PrerequisitesThere are no prerequisites for this course - it is suitable for both novices and experienced people who need to develop and justify the business case.



Work as a Business AnalystEstablish the business case for the solution of a business problemNeed to provide business justification for a solution

Performance FocusBusiness AnalysisProblem definitionDefining solutions to business problemsFeasibility studyBusiness case developmentReturn on investment (ROI)


Prepare a business caseJustify the business investment to solve the business problemPerform feasibility studies and ROI analyses

••

•

••••••

••

•

Course Overview


Foundation ConceptsThe role of the Business AnalystA Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) knowledge areas The Business Analyst and the product/project life cycleThe business case deliverable

Introducing the Business Case ProcessOverview of the Business Analyst’s role in the business case processThe Business Analyst before the business case processThe Business Analyst during the business case processThe Business Analyst after the business case process

Defi ning the Business Case ProblemOverview of defining the business case problemProblem statementProduct visionObjectives and constraints

Exploring Business Case SolutionsOverview of exploring optionsSolution identification for feasibilitySolution definition for analysisAssessing project risks

Justifying the Business CaseOverview of justifying the business caseQualitative justificationQuantitative justification

Approving the Business CaseOverview of business case approvalDeveloping recommendationsPreparing the decision package – documentsPreparing the decision package – presentations

•••

••

•

•

•

•

•

•

•

•••

••••

•••

•••

•


•

Developing the Business CaseDefining the Business Problem and Solution Scope

#8926 / Four 3-hour sessions1.2 CEUs /12 PDUs /12 PD Hours /12 CDUs

#3026/ 2 Days1.4 CEUs /14 PDUs /14 PD Hours /14 CDUs

#PA8926 / Four 3-hour sessions1.2 CEUs /12 PDUs /12 PD Hours /12 CDUs

A Guide to the Business Analysis Body of Knowledge®, BABOK® and IIBA® are registered trademarks owned by International Institute of Business Analysis. APMC® and The Kerzner Approach® are registered trademarks of International Institute for Learning, Inc.


Business Analysis






93

It is the Business Analyst’s job to define the business problem to be solved by information technology (IT) professionals. It is also the Business Analyst’s responsibility to confirm that the resulting solution developed by IT does, in fact, solve the defined problem. This is done first through testing - especially acceptance testing - and then through monitoring of the installed solution in the user community.

The Business Analyst is not only concerned with the testing itself, but also with the management and monitoring of the users doing the acceptance testing and recording, analysis and evaluation of results.

PrerequisitesA solid understanding of Business Analysis and software development, as well as some experience in both



Work as a Business AnalystPerform acceptance testing on behalf of the usersManage or monitor users performing acceptance testingPrepare test cases for system or acceptance testingEvaluate, analyze or record the results of acceptance testingEnsure that the product is accepted and used in the business community and solves the initial business problem it was intended to solve

Performance FocusAcceptance testingSystem testingCreation of test cases and test scenariosPlanning an acceptance testConfirmation of the business solution in the business environment

••

•

•

•

•

•••••


Create a set of acceptance test casesManage and monitor an acceptance test stage where users perform the testingWork with the development team in the systems testing stageAssess the solution once it is in the business environment

Course Overview



Knowledge AreasThe Business Analyst and the product and project life cycleIntroduction to assuring software quality through acceptance testing

The Scope of IT TestingOverview of testing stagesThe testing processTesting documentation

Pre-Acceptance TestingThe various roles in software testingEarly development testing stages (unit and integration)Late development testing stage (system)

The Acceptance Test Stage – Part I (Planning, Design and Development)

Overview of user acceptance testingAcceptance test planningDesigning user acceptance testsDeveloping individual user acceptance test casesBuilding effective user acceptance test scenarios

••

•

•

•••

••

•

•

•••

••

•

••••

•

The User Acceptance Test Stage – Part II (Execution and Reporting)

Operating guidelinesExecutionReporting

Post-Acceptance TestingOverviewProject implementationProject transition (project closure)Production through retirement

Testing Commercial Off-the-Shelf SoftwareOverviewSelecting the softwareImplementing the software


•••

••••

•••

•

Assuring Quality Through Acceptance TestingMaking Sure that the Business Problem is Solved




A Guide to the Business Analysis Body of Knowledge®, BABOK® and IIBA® are registered trademarks owned by International Institute of Business Analysis.

Busi

ness

Ana

lysi

s

94






Certified Business Analysis Professional (CBAP®) Boot CampTargeted Exam Preparation for IIBA® CBAP® Exam Candidates

This course provides targeted exam preparation support for the IIBA’s Certified Business Analysis Professional (CBAP) exam candidates, including both A Guide to the Business Analysis Body of Knowledge (BABOK® Guide) content review and an exam preparation tutorial. You will be given a Knowledge Gap Assessment prior to starting the course, and your score on this will be compared to your modular practice exam (by knowledge area).

PrerequisitesThis course is suitable for experienced people who wish to prepare for the CBAP exam. In order to attain CBAP certification, you must meet the standard IIBA certification qualifications listed at the end of this page.

It is suggested that all participants complete the Knowledge Gap Assessment prior to attending the course.

Course LevelIntermediate /Advanced

Who Should AttendIndividuals who are planning to sit for the CBAP exam

Performance FocusKnowledge Gap Assessment – pre-workTargeted exam preparation supportBABOK Guide knowledge area overviewContent review (tasks and techniques)Exam preparation tutorialPractice exams after each Knowledge Area

You’ll learn how to:Demonstrate familiarity with the structure and content of the BABOK GuideImprove your probability of passing the CBAP examIdentify your knowledge gaps through the use of module practice examsGauge your readiness for taking the exam by BABOK Guide knowledge area


••••••

•

•

•

•

•••

Foundation Concepts for IIBA CBAP PrepIIBA – the organizationBusiness Analysis – the professionIIBA’s BABOK – the standardIIBA’s CBAP exam – the challenge

Business Analysis Planning and MonitoringOverviewApproach activitiesAnalysis activitiesCommunication activitiesProcess activitiesPerformance activitiesPractice exam

ElicitationOverviewProcessActivitiesResultsWhat would you do? – a game of knowledgePractice exam

Requirements Management and Communication

OverviewRequirements managementRequirements communicationPractice examPlay the response game to check your knowledge

Enterprise AnalysisOverviewDefining the business needsPossible solutionsThe business casePractice exam

Requirements AnalysisOverviewPrioritize requirementsOrganize requirementsSpecify and model requirementsValidate and verify requirementsA picture is worth one thousand wordsPractice exam

Solution Assessment and ValidationOverviewProposed solutionAllocation requirementsGetting ready

••••

•••••••

••••••

•••••

•••••

•••••••

••••

The beginning or the end?Which way do you go? A game that tests your solution assessment and validation knowledge Practice exam

Exam Application/Preparation Process Tutorial

Applying for the examStudying for the examSitting for the examReviewing your Knowledge GapPracticing for the exam


A two-day Virtual Classroom version of thiscourse is available ONLY to participants in IIL’s Business Analysis Certificate Program (BACPTM). For more information on the BACP, see page 86.

CBAP Certification QualificationsCandidates for IIBA’s CBAP certification must have at least 7,500 hours of Business Analysis work experience in the last ten years engaged in tasks specifically related to the knowledge areas as defined within the BABOK Guide. They must have 900 hours of Business Analysis work experi-ence engaged in tasks specifically related to at least four of the six BABOK Guide knowledge areas. In addition, they must have at least a high school diploma or the global equivalent; 21 hours of professional development over the last four years; and two references from a career man-ager, client or CBAP.

For more information, go to www.theiiba.org.

••

•

•••••

A Guide to the Business Analysis Body of Knowledge (BABOK Guide) is a useful accompaniment to this course. Prior to taking the course we recommend that you obtain a free copy of the BABOK Guide from www.theiiba.org.International Institute of Business Analysis

Business AnalysisBody of Knowledge

AGuide to the

Version 1.6

#8929 /Eight 3-hour sessions2.4 CEUs / 24 PDUs / 24 PD Hours / 24 CDUs

#3017/ 4 Days2.8 CEUs / 28 PDUs / 28 PD Hours / 28 CDUs

#PA8929 / Eight 3-hour sessions2.4 CEUs / 24 PDUs / 24 PD Hours / 24 CDUs

A Guide to the Business Analysis Body of Knowledge®, BABOK®, CBAP® and IIBA® are registered trademarks owned by International Institute of Business Analysis. BACP™ is a trademark of International Institute for Learning, Inc.


About Lean Six SigmaWorld-class companies from around the globe are touting the culture-changing benefi ts they have experienced through a Lean Six Sigma approach. Bottom-line savings are grabbing the attention of executives and shareholders. Improved process delivery allows employees to remove frustration from their work eff orts, which creates immediate buy-in to change. When employees discover that changes are only made when the data validates improved results, the resistance to change is minimized. And last but certainly not least, customer satisfaction percentages are going up!

How? Cross-functional teams are utilizing the tools and techniques of project management and process improvement to fi x broken processes and eliminate waste and non-value add costs. DMAIC (Defi ne, Measure, Analyze, Improve, Control) is the recipe or methodology for process improvement, the backbone of Lean Six Sigma and the starting point for most companies beginning the Lean Six Sigma journey. Why Do It?Bottom-line Results + People Development = Competitive AdvantageIn today’s competitive business environment, even the best companies are searching for ways to gain and maintain an advantage. Lean Six Sigma allows companies to fully engage those who deliver the products and services to customers: their employees. Armed with the proven tools and techniques of Lean Six Sigma, cross-functional teams will determine the critical-to-customer factors from a process and measure the capability of a process to deliver those factors on a right-fi rst-time basis. This all adds up to customer satisfaction at the lowest possible cost – a necessary combination for world-class status. Leaders engaged in Lean Six Sigma also value the growth and development of their people. Lean Six Sigma practitioners learn how to ask better questions, get better data, make better decisions and lead higher performing teams.

IIL CurriculumIIL integrates Lean tools into the DMAIC methodology to create the Lean Six Sigma courseware. In addition to an introductory course, Experiencing Lean Six Sigma, we also off er a three-level Belt Certifi cate program, consisting of Yellow Belt, Green Belt and Black Belt. If you are a Six Sigma professional interested in learning more about the aspects of project and change management that are critical to project completion, take at look at Project Management for Six Sigma Professionals.

Lean Six Sigma combines the power of Six Sigma – strategic alignment, customer focus and rigorous analytical tools – with Lean’s focus on speed, delivering breakthrough results. Six Sigma encompasses the Design, Measure, Analyze, Improve, Control (DMAIC) methodology for process improvement.

Poor process trumps good people, so process excellence enables all employees to consistently deliver superior results. Lean adds powerful tools for identifying and eliminating waste in processes and drastically reducing cycle times. Putting the two together makes a winning combination.

Lean Six Sigma and Process Excellencewww.iil.com

Lea

n Si

x Si

gma

and

Proc

ess E

xcel

lenc

e

96






This one-day, highly interactive learning experience will demonstrate the power behind the most potent quality improvement methodology in decades. Lean Six Sigma is not only about process improvement - it changes the way you think about the business problems that challenge leaders, workers and customers. You will walk away from this session with a new vision and mindset that will translate into innovative ways of improving and managing processes, projects, products and services. Taking this course is a fantastic way to give Lean Six Sigma a “test drive.”

Prerequisites A basic understanding of Quality

Course LevelBasic

Who Should AttendAnyone interested in experiencing the fundamental principles, concepts and terminology of Lean Six Sigma will benefit from this event.

Executives, managers, support employees, account managers, sales representatives and operational managers who want to know more about Lean Six Sigma or who support Lean Six Sigma (either internally or externally through customers engaged in this initiative) should not miss this opportunity.

Performance Focus The most widely recognized benefit of Lean Six Sigma is process management. Learn the value of transforming varied and “hidden” processes into ones that are uniform and visible.

Discover how different types of companies in banking, retail, service, manufacturing, insurance and healthcare have utilized this methodology to deliver substantial bottom-line results to shareholders, while simultaneously improving customer satisfaction and retention. Experiencing the power of Lean Six Sigma through interactive exercises will lead you to “aha” moments of lasting change.

What You Will Learn• Why companies are selecting Lean Six Sigma

to improve and manage quality• How to tie “activity” to improved results• How to utilize the proven recipe for

substantial quality improvement: Define, Measure, Analyze, Improve, Control (DMAIC)

• The importance of hearing the Voice of the Customer

• The critical factors driving successful Lean Six Sigma implementation and projects

• That the roadmap to bottom-line improvement involves reduction in process variation

Benefits of Lean Six Sigma• Gives leadership a standard, data-driven

approach to improving results• Gives project managers a set of

understandable steps and tools to improve project effectiveness

• Generates higher net income by lowering operating costs

• Improves product and service quality through defect prevention and reduction

• Improves customer satisfaction and retention by identifying and meeting customer requirements

• Improves employee satisfaction by reducing rework

Course Overview

Getting Started• Introductions• Course structure• Course goals and objectives

Foundational Concepts of Lean Six Sigma • Businesses need a proven approach to

improving results• Costs of poor quality• A quick primer on Lean Six Sigma• Business Process Management• DMAIC and Define, Measure, Analyze,

Design, Verify (DMADV) improvement methodologies

• Return on investment (ROI) of Lean Six Sigma - financial and cultural benefits

Experiencing Lean Six Sigma - DMAIC Overview (the Improvement Recipe) • Identification of the problem that needs to

be fixed• Ensure the Lean Six Sigma project is set up

for success• Voice of the Customer (VOC): Are you

listening?• Metrics: linking strategic and customer

measures to the project• The importance of clear operational

definitions: Can you measure it?• Verify the accuracy of the measurement

system• Process mapping (value stream mapping)• Effectively communicating with data• Reduce knee-jerk reactions by

understanding variation• Finding the real root causes of problems• Designing breakthrough solutions• Successful implementation results • Develop an effective transition and control

plan

Summary • What did we learn, and how can we

implement this in our work environments?

Experiencing Lean Six SigmaLearn the Value of Lean Six Sigma Process Improvement




Lean Six Sigma and Process Excellence






97

This course is designed to instill an in-depthunderstanding of Lean Six Sigma and give you a clear sense of what is required to define high impact improvement projects. It will help you establish Lean Six Sigma measurements and complete Lean Six Sigma projects using the systematic and proven Define, Measure, Analyze, Improve and Control (DMAIC) methodology.

This course offers you the perfect opportunity to demonstrate your foundational understanding of process management and improvement through the IIL Lean Six Sigma Yellow Belt Certification.

Prerequisites A basic understanding of Quality

Course LevelBasic

Who Should AttendAnyone interested in learning the fundamental principles, concepts and terminology of Lean Six Sigma will benefit from this course. Executives, managers, support employees, account managers, sales representatives and operational managers who support Lean Six Sigma (either internally or externally through customers engaged in this initiative) should not miss this opportunity. This class is also perfect for employees about to participate on a Lean Six Sigma team.

Performance Focus There are three main facets of Lean Six Sigma:

It is a Business Management Strategy that aligns your organization through clearly defined roles and responsibilities; it also provides a comprehensive set of measurements to help align projects with strategic objectives. Secondly, it measures the capability of any process to determine the ability to deliver products and/or services without defects. Finally, it is a rigorous methodology to improve or redesign critical processes.

This comprehensive course will teach you thefundamental aspects of each facet. You willlearn, practice and apply the basic concepts,

•

•

•

tools and techniques necessary for processimprovement. Improved processes will resultin higher quality, lower costs and improved customer satisfaction.

What You Will LearnYou will learn how to: • Establish the structure that supports and

sustains Lean Six Sigma Quality • Identify and calculate key Lean Six Sigma

Measurements (Sigma, DPMO and Yield)• Select successful, high-impact projects that

match to strategic objectives• Document, measure and improve key

processes using the DMAIC methodology• Utilize data-based thinking to make key

business decisions

Course Overview


Introduction to the Fundamentals and Vision of Lean Six Sigma • Lean Six Sigma’s focus on the customer, on

quality and on results• The costs of poor quality• Critical factors to consider when deploying

Lean Six Sigma• Lean Six Sigma as a process improvement

methodology• Lean Six Sigma metrics• Why do it – return on investment (ROI) and

payback for Lean Six Sigma• Business Process Management• Critical Lean Six Sigma roles and

responsibilities• Main aspects of managing the organizational

change• Project selection

Metrics of Lean Six Sigma and the DMAIC Model• How to strategically align business metrics

and projects within an organization• How to identify and measure quality

characteristics which are critical to customers• What does the customer (internal or external)

really want from our products and services?

• Establishing appropriate teams and setting those teams up to be successful

• What defines a good measurement system?• How are we doing? (the secret to measuring

the right things correctly)• How to improve output measures by

understanding and measuring the process• Where are there defects? (how to properly

select and scope high-impact projects)• Where is the process broken? (the Lean Six

Sigma version of root cause analysis)• How to determine the process efficiency, or

value add, of a process• The appropriate use of quality tools• Understanding the concept of variation and

how to reduce knee-jerk reactions• How to achieve breakthrough results for any

key measure• How can we ensure the identified

improvements will be sustainable? (the basics of process control)


Yellow Belt Certification QualificationsCandidates for IIL’s Lean Six Sigma Yellow Belt Certification must attend the Yellow Belt Certification program and achieve a passing score (70% or higher) on a 30-question multiple-choice exam.

Lean Six Sigma Yellow Belt Certification ProgramBuild a Knowledge Base of the Facets of Lean Six Sigma




IIL measures our success by the number of participants who apply the tools, techniques and concepts taught in our Lean Six Sigma courses to realize bottom-line savings through better quality. To demonstrate our commitment to application, IIL includes project coaching and mentoring in our certification courses at no additional charge.

When you succeed, we succeed.

Full-Service Coaching and Mentoring


Lea

n Si

x Si

gma

and

Proc

ess E

xcel

lenc

e

98






Green Belt is not just a role, it is also acompetency required for leadershippositions at many top companies. Thislearning series is designed to enableparticipants to fulfill the important roleof a Lean Six Sigma Green Belt and toincorporate the Lean Six Sigma mindsetinto their leadership skills.

Participants will learn how to collect data and turn it into useful information using SigmaXL® statistical software – provided at no additional cost. Using a real world project focus, the series will teach the fundamental methodology, tools and techniques of the Define, Measure, Analyze, Improve and Control (DMAIC) Process Improvement Methodology.

PrerequisitesA basic understanding of Quality


Who Should AttendProcess experts, team members, project leaders who will lead smaller projects, individuals who will support Black Belts with data collection and future leaders who want to learn this valuable skill set will all benefit from this series.

Performance FocusThis course will focus on how to select high- impact projects that align to organizational objectives and strategy. Using hands-on, interactive exercises and simulations, instructors will demonstrate when, why and how Six Sigma tools and techniques are used to identify and eliminate defect drivers and Lean tools and techniques are used to improve speed in critical business processes. IIL instructors will provide free project coaching throughout the course.


Select high-impact projectsIdentify and measure critical customer requirementsIdentify and collect non-biased dataIdentify current process capabilityAnalyze data Using SigmaXL statistical software Determine high-impact root causesDesign and test solutionsMake improvements sustainable Determine the difference between Common and Special Cause Variation

Course Overview


Introduction to Lean Six SigmaProject Selection

Define• Introduction to Define• Project planning• Process management• The Voice of the Customer• Define summary

Measure• Introduction to Measure• Data collection• Graphical statistics for continuous data • Graphical statistics for discrete data• Variation concepts• Process capability• The cost of poor quality• Measure summary

Analyze• Introduction to Analyze• Process analysis• Cause and effect• Advanced analysis• Analyze summary

••

•••

••••

Improve• Introduction to Improve• Generating and selecting solutions• Design of experiment• Error-proofing• Project management fundamentals• Standardization• Piloting and verifying results• Improve summary

Control• Introduction to Control• Statistical process control• Transition planning


Green Belt Certification QualificationsCandidates for IIL’s Lean Six Sigma Green Belt Certification must attend the Green Belt Certification program and achieve a passing score (70% or higher) on each of the two 50-question online exams. In addition, candidates must lead and complete one project within one year of completing the Green Belt program.

Lean Six Sigma Green Belt Certification ProgramBecome Green Belt Certified

#8914 / Sixteen 3-hour sessionsCEU Credits: 4.8 / PDU Credits: 48

#PA8914 / Sixteen 3-hour sessionsCEU Credits: 4.8 / PDU Credits: 48

#6148 / 8 DaysCEU Credits 5.6 / PDU Credits 56




SigmaXL® is a registered trademark in Canada.

Lean Six Sigma and Process Excellence






99

This course is for Green Belts who wantto advance their knowledge and becomeIIL Certified Lean Six Sigma Black Belts.Many participants have gone on to make Process Improvement their full-time role, and this class prepares them to lead cross-functional teams through challenges that traditionally need more data analysis.

In this class, you will learn how to utilize a more advanced statistical software program called Minitab® (provided at no additional cost) to perform advanced statistical analysis. You will also learn best practices within organizational change management.

PrerequisitesIIL’s Lean Six Sigma Green Belt Certification Program or the equivalent


Who Should AttendPreviously trained Green Belts who want to become certified Black Belts

Performance Focus If advanced statistical analysis is needed to identify root causes and optimal process improvements, (Lean) Six Sigma Green Belts typically ask Black Belts or Master Black Belts to conduct these analyses.

Green Belts wanting to advance their statistical abilities will have a considerable amount of hands-on practice in techniques such as Statistical Process Control, Hypothesis Testing, Correlation and Regression, Design of Experiments and many others.

Participants will also work throughout the course on a real-world improvement project from their own business environment. This provides participants with hands-on learning and provides the organization with an immediate return on investment (ROI) once the project is completed. IIL instructors will provide free project coaching throughout the course.

What You Will LearnYou’ll learn how to:• Use Minitab statistical software• Decide on sampling strategies, sample size

and confidence intervals• Describe the difference between long-term

and short-term process capability• Measure rework, waste or scrap by

computing yield metrics• Develop and analyze control charts for both

continuous and discrete data• Perform a measurement system analysis• Apply hypothesis tests to compare variance,

means and proportions• Conduct regression and residual analyses• Design and analyze experiments

Course Overview


Review Lean Six Sigma Green Belt

Minitab Introduction

Measurement System Analysis (MSA)• MSA for discrete data • MSA for continuous data

Advanced Process Capability• Sigma value, defect metrics and yield metrics • Long- and short-term capabilities • Capability indices

Advanced Statistical Process Control• Control charts for continuous data• Control charts for discrete data• Batching

Handling Non-normal Data

Data Sampling• Sampling strategies • Central Limit Theorem• Confidence interval and sample size

calculations for the Mean and Proportions • Confidence interval for standard deviation

and median

Hypothesis Testing• Introduction to hypothesis tests• Tests for means

- t-Test, Analysis of Variance (ANOVA), Tukey’s Test

- Paired data and blocking• Tests for variance (Bartlett’s, Levene’s and F-

Tests)

• Tests for proportions (Chi Square test)• Non-parametric tests

Correlation and Regression• Simple correlation and regression

Residual analysis• Multiple correlation and regression• Logistical regression

Design of Experiments• 2k full factorial designs• Fractional designs• Blocking• Robustness concepts

Organizational Change Management

Managing Successful Project Teams• Decision-making approaches• Conflict management• Effective project negotiation


Black Belt Certification QualificationsCandidates for IIL’s Lean Six Sigma Black Belt Certification must attend the Black Belt Certification program and achieve a passing score (70% or higher) on each of the four 30-question online exams given over the course of this program. In addition, candidates must lead and complete two projects within one year of completing the Black Belt program.

•

Lean Six Sigma Black Belt Certification ProgramBecome Black Belt Certified

#8917 / Sixteen 3-hour sessionsCEU Credits: 4.8 / PDU Credits: 48

#PA8917 / Sixteen 3-hour sessions#6147 / 8 Days CEU Credits 5.6 / PDU Credits 56




Minitab® is a registered trademark in Minitab, Inc.

Lea

n Si

x Si

gma

and

Proc

ess E

xcel

lenc

e

100






This valuable learning series is designed to help Lean Six Sigma project managers (Black Belts and Green Belts) with the aspects of change management and project management that are critically important to successful project completion. Participants will utilize successful tools, techniques and concepts to help ensure that their Lean Six Sigma projects are successfully completed with buy-in from those who will maintain the improvements.

PrerequisitesA basic understanding of Lean Six Sigma


Who Should AttendIndividuals responsible for managing, leading, coordinating and supporting Lean Six Sigma projects. Additionally, Champions, team members and sponsors will benefit from learning these basic concepts, tools and techniques, while practicing through real-world project simulations.

Performance Focus One of the core principles of a Lean Six Sigma organization is to choose the best and brightest process or subject matter experts to become Lean Six Sigma project managers (Black Belts and Green Belts) for high-impact, strategically selected projects. Selected projects are carefully aligned to the annual goals of the organization and must be successfully completed on time.

While Black Belts and Green Belts are very effective individuals, they usually have had little or no training in the principles of project management or change management. Learning these important aspects of successful project completion through trial and error not only increases project cycle time but also adds an unnecessary burden to an already challenging Lean Six Sigma position.

In this course, you will practice using the tools and techniques necessary to ensure that a cross-functional team effectively completes a project on time. These practical skills, concepts and principles can be taken back to the job and successfully applied to any Lean Six Sigma or Design for Six Sigma project.

What You Will Learn• How to develop project charters and

project plans • How to work in cross-functional teams

without direct authority • How to identify and manage threats and

opportunities • How to identify and influence stakeholders

to assure change• How to effectively communicate in and

around a project • How to identify project tasks, task durations

and a project schedule• How to manage project decisions and

project meetings

Course Overview


Foundation Concepts• Introduction to project management • Project management for Lean Six Sigma• The five process groups of projects• The Project Management Institute (PMI®)

nine Knowledge Areas

Project Initiation• Project generation• Project charter• Organizational change management• Assuring project support• Emphasizing shared need for change

Project Planning• Developing the project plan• Communication management • Work Breakdown Structure (WBS)• Responsibility Assignment Matrix (RAM)• Estimating schedules and budgets• The network logic diagram• Schedule development and critical path

method• Project risk management

Project Execution• Choosing the right decision-making

approaches• Planning effective project meetings• Conflict resolution• Effective negotiation for the project• Mobilizing stakeholder commitment

(stakeholder analysis and stakeholder influencing strategies)

Project Monitoring and Controlling• Project control• Project reporting• Taking corrective action

Project Closure• Learning from experience

Summary • What did we learn, and how can we

implement this in our work environments?

Project Management for Six Sigma ProfessionalsGet Buy-in for Six Sigma Projects




PMI® is a registered mark of the Project Management Institute, Inc.

Want this course delivered onsite to your company or team? Enhance the class experi-ence by adding real-world simulation into the mix. Highly interactive and experiential, IIL’s simulation integrates proven learning theory with leading-edge computer technol-ogy and game-based simulation techniques to deliver lasting benefits.




www.iil.com

Where is your company in its journey toward project management (PM) excellence? Are your business needs fully aligned with high-impact, results-oriented training and development?

Whether you are a relatively “mature” organization in your PM capa-bilities or whether you are considering implementation of a more structured PM approach, the online tools and assessments in this section can help you improve your project outcomes, increase your profi ts and advance the professional development of your project managers.

Online Tools and Assessments

360° Project Management Competency Assessment (360° PMCA™)Is the training that your project managers are getting aligned with the business needs of your organization? What are their skill gaps, and how are you measuring their growth and development?

Our 360° PMCA incorporates elements from both the Project Management Institute (PMI®) and the International Project Management Association (IPMA®) and measures knowledge and expertise based on fi ve domains and 27 competencies. This convenient assessment is easy to use and will help you create development plans, benchmark performance against well-defi ned metrics and measure the eff ectiveness of improvement eff orts.

Kerzner Project Management Maturity Model (KPM3)How is your company performing in the project management arena? How does this performance compare to that of your competitors? Developed by Dr. Harold Kerzner, one of the world’s foremost project management experts, the KPM3 can help your organization achieve superior levels of project management maturity.

This time- and cost-effi cient tool gives you an in-depth analysis of the state of your company’s PM process at fi ve diff er-ent levels, factoring in variables such as visibility, consistency and control. Derived from real-life best practices of top global companies across industries, the KPM3 will generate an actionable plan to guide your organization to a new level of project management success.

Unifi ed Project Management® Methodology (UPMM™)IIL’s revolutionary UPMM is a comprehensive online project management solution for your entire organization. The UPMM enables you to leverage our global expertise through a holistic suite of knowledge management tools, and it is available in three diff erent versions: Standard, Professional and Enterprise.

Containing A Guide to the Project Management Body of Knowledge (the PMBOK® Guide) in its entirety, as well as hundreds of templates, process models, real-world examples, best practice guidelines, policies and procedures, the UPMM is customizable, fl exible and dynamic. Save time and eff ort developing and deploying your own PM methodology. Take advantage of this hosted solution that requires no installation or server space and transform the way your company does business.


Unified Project Management® is a registered trademark and UPMM™ and 360° PMCA™ are trademarks of International Institute for Learning, Inc. PMI® and PMBOK® are registered marks of the Project Management Institute, Inc. IPMA® is a registered trademark of International Project Management Association.

Onl

ine

Tool

s an

d A

sses

smen

ts


360º Project Management Competency Assessment (360º PMCA™)Online Tool for Identifying and Assessing Training Needs

SecureOur data is housed in a SQL Server 2005 cluster, hosted by RackSpace, a world-class hosting partner. Our hosting agreement includes 24/7/365 monitoring, intrusion detection and managed updates to ensure the latest security updates are applied rigorously.

Introducing the 360° Project Management Competency Assessment (360° PMCA)

Easy to DeployIIL’s 360° PMCA is designed for easy use and maximum accessibility by the widest number of users. The application does not require users to download additional software or plug-ins beyond those normally used by an internet browser.

Actionable ResultsAssessment results and analysis provide the foundation for individual and organizational action. You will gain insight into how to improve the eff ectiveness of PM training and development, develop individual career guidance plans, match the right people to the right projects and more. The result: increased organizational project management profi ciency and maturity.

How can I learn more?

For more information or to set up an assessment, go to: www.iil.com/360pmca

Contact:Global Products & Services:[email protected] Tel: +1-212-515-5163 or1-800-325-1533, ext. 5163

Client PC Requirements• Internet connection of at least 56.6 kbs or DSL• 256 MB of RAM• 1024 x 786 Screen setting and “True Color” (32 Bit)• Windows XP or later, and Internet Explorer 6.0+ or Firefox 5.0+ with JavaScript enabled• The user must have Microsoft® Excel installed to view their end-user report.

When it comes to project management training and development, are the real needsof your company being met?

What are the skill gaps that most need to be addressed? Have you allocated your development spending to achieve maximum return on investment (ROI)? Are you matching the right people to the right projects?

Our 360° Project Management Competency Assessment can help you measure proficiency levels, identify skill gaps and highlight areas of strength and opportunity. It will then map those needs into a strategic and customized training plan.

As the global demand for project management excellence increases, more and more companies are utilizing competency models to align their needs with high-impact, results-oriented training and development.

How can my company benefit from the 360° PMCA?Incorporating elements from both the Project Management Institute (PMI®) and the International Project Management Association (IPMA®), the 360° PMCA measures knowledge and expertise based on five domains and 27 competencies. It will help you create development plans, benchmark performance against well-defined metrics and measure the effectiveness of improvement efforts. Management can use the assessment as a strategic planning tool for learning about individuals and how they can improve their skills and enhance their contributions to the organization.

The 360° PMCA can also be customized for your company.

360° PMCA™ is a trademark of International Institute for Learning, Inc. PMI® is a registered mark of the Project Management Institute, Inc. IPMA® is a registered trademark of International Project Management Association. Microsoft® is a registered trademark of the Microsoft Coporation in the United States and other countries.

Online Tools and A

ssessments


Kerzner Project Management Maturity Model (KPM3)Assess Your Organization’s PM Maturity

At each of the staged levels in the KPM3, our tool will calculate your results and display how you performed. You will have access to a breakdown of your organization’s and individual project managers’ scores, how you stack up against others in the industry, and how you compare to all others who have taken our assessment.

Armed with this information, you will then be provided with actionable high-level recommendations to improve project management excellence to give you an edge in the marketplace and advance the professional development of your project managers.

Within each of the five levels are a series of multiple-choice questions (totaling 183) that span common language, common processes, singular methodology, benchmarking and continuous improvement.

The questions have been carefully designed to provide meaningful assessment results to a broad range of industries and project management experience. At the end of each level, your scores are instantly scored, tabulated and analyzed.

Where is your company in its journey toward project management (PM) excellence?

How do you rank against your competitors? Where are the gaps in your PM capabilities? What steps can you take to increase profi ts and improve project outcomes while maintaining consistent top quality?

Whether you are a veteran or a relative newcomer to the project management arena, the Kerzner Project Management Maturity Model (KPM3) can help your organization reach a new level of PM excellence.

What does the KPM3 do?First, it assesses the way your company is performing and the state of its process at fi ve diff erent levels, factoring in variables such as visibility, consistency and control. The KPM3 will then give you a detailed breakdown of your organizational score, as well as the scores of your individual project managers. It also benchmarks your performance against that of other companies in your industry and in the wider marketplace.

Next, it will give you through a list of actionable, high-level recommendations designed to increase your competitive position and advance the professional development of your project managers.

What makes the KPM3 unique?The KPM3 is named after Dr. Harold Kerzner, one of the world’s foremost experts in project management strategies and best practices. Dr. Kerzner developed the KPM3 over a period of several years, drawing from his extensive work with top companies all over the globe. Closely aligned with the PMBOK® Guide, the KPM3 consists of a series of carefully designed questions on subject areas including common language, common processes, singular methodology, benchmarking and continuous improvement.

Can this help me “sell” project management in my company?Yes! If you are having diffi culty in this area, let the objective results of the KPM3 assessment do the talking for you. Management will see how your organization’s PM eff orts compare to those of other companies within and outside of your industry. Put an end to debates and speculation regarding your strengths and weaknesses. Instead, spend time and resources on agreeing how you can achieve superior levels of project management maturity.

How can I learn more?For more information or to schedule an assessment, email us at [email protected] or go to: www.iil.com/pm/kpmmm.

The Kerzner Approach® is a registered trademark of International Institute for Learning, Inc. PMBOK® is a registered mark of the Project Management Institute, Inc.

Onl

ine

Tool

s an

d A

sses

smen

ts


A Roadmap To Project Success Do you have the right solutions to consistently deliver projects on time and within budget? Whether you need to continually improve project performance or maximize the effectiveness of a project management initiative, we understand the challenges project managers face in today’s competitive business environment. That’s why companies around the world leverage our expertise to transform the way they do business.

IIL’s Unified Project Management® Methodology (UPMM™) is a suite of knowledge management tools that incorporates a complete project management methodology. This intelligent approach helps drive project management excellence and improves the success of projects.

The UPMM suite of tools includes:

(available as a host-based solution) UPMM Standard Edition is a complete, mature and effective project management knowledge resource for project managers to advance the success of their projects. This hosted, web-based tool is accessible anytime, anywhere and offers hundreds of templates, examples and guidelines to foster just-in-time learning.

(available as a host-based solution) UPMM Professional Edition allows project managers, project teams and Project Management Offices (PMOs) to completely customize the methodology, templates and best practices. This hosted, web-based tool enables you to capture, catalogue and distribute lessons learned, best practices, common processes and procedures to improve performance.

(available as a server installation) UPMM Enterprise Edition is a robust and scalable solution that addresses the full range of project management knowledge, including portfolio management, program management and performance methodology. By accessing UPMM capabilities as a managed service you will receive continuous updated best practices and gain exposure to every aspect of project management knowledge. This tool may be used as a central repository for a company’s project management knowledge to archive and learn from its experiences and issue updates on company best practices, policies and procedures.

Access Knowledge Anytime, AnywhereFlexible and dynamic, the UPMM solutions include proven project management expertise delivered right to your desktop. The PMBOK® Guide-aligned knowledge base guides you through your projects from start to finish and offers the ability to review lessons learned.

Each of these comprehensive tools provides templates, examples, guidelines, procedures, policies, best practices, process models and other valuable knowledge required to support consistent and effective performance.

The benefits and business value of the UPMM suite:• Practical guide to project management that

enables project management professionals to follow a standard and effective approach with minimal effort, achieving consistency and completeness

• Minimized time by providing all the knowledge required to manage projects

Unified Project Management® Methodology Software SuiteAn Adaptable Tool for Consistent, Repeatable Processes

Obtain hundreds of document templates, checklists and guidelines

Link to detailed process step screens

Use your company-specifi c Project Type Selection Wizard

Follow the exact PMBOK® Guide Interactive Process

TM

Standard Edition

Professional Edition

Enterprise Edition

Unified Project Management® is a registered trademark and UPMM™ is a trademark of International Institute for Learning, Inc. PMBOK® is a registered mark of the Project Management Institute, Inc.

Online Tools and A

ssessments


Unified Project Management® Methodology (continued)An Adaptable Tool for Consistent, Repeatable Processes

Unified Project Management Methodology (UPMM)

Pricing*

UPMM Standard Edition USD 595 (Yearly Renewal Fee USD 95)

UPMM Professional and Enterprise EditionsPlease contact us for more information and pricing.

*Contact your local IIL company for international pricing

Contact Us

• For more information about the UPMM suite of tools and to learn how you can immediately leverage these solutions, please email us at [email protected] or visit www.iil.com/pm/upmm.

• Visit www.iil.com/pm/upmm for an automated demo or for technical details about UPMM.

Visit www.iil.com/pm/upmm to learn more

• ROI realized through improved rate of project success

• Hosted solution that does not require server, disk space, installation IT staff

• Qualified subject matter expert available to answer project management related questions

• Complete and scaled project management methodology that saves time and effort in methodology development and deployment.

UPMM Suite core features for driving better performance and efficiency include:

• Step-by-step guide to project management, navigable by process or knowledge area

• Interactive, visual and complete process diagrams and steps scalable for three levels

of project complexity

• Excellent training resource – contains entire PMBOK® Guide and access to guidelines and tutorials for every step in the process

• Hundreds of templates tied to each step of the process – each with instructions and multiple examples for use in transferring and reusing best practices

• Glossary – includes the entire PMBOK Guide and IIL terminology – fully customizable for Professional License

• An open system that integrates with other project management systems and applications (e.g., Microsoft® Office Suite)

• Online coaching and project management consulting through PM Mentor and FAQ management

• Full project management knowledge base complete with IIL content and PMBOK Guide in Professional and Enterprise editions

Delivering ValueIIL is committed to keeping your business requirements at the forefront of everything that we do. We deliver value through our products, educational services and consulting solutions.

The IIL Team is always available to support all of your IIL investments. By teaming with IIL, you can leverage our expertise to help advance your projects.

Features Standard Professional Enterprise

Customizable? No – Read and Down-load Access only

Yes – with tools to customize all content

and diagrams

Yes – with tools to customize all content

and diagrams

Scaled Methodology Types

PMBOK® Guide Methodology Yes Yes Yes

Small PM Methodology Yes Yes Yes

Medium PM Methodology Yes Yes Yes

Large PM Methodology Yes Yes Yes

Methodology Components

Interactive Process Diagrams Yes Yes Yes

Step Detail Screens Yes Yes Yes

Templates Yes Yes Yes

Template Instructions and Examples Yes Yes Yes

PM Knowledge Library Yes Yes Yes

PM Glossary Yes Yes Yes

Administrator Portal

Create and Edit PM Process No Yes Yes

Create and Edit PLC Processes No Yes Yes

User Administration No Yes Yes

Diagram Editor

Edit/Create PM/PLC process diagrams No Yes Yes

Additional Tools

My Projects – a project status tracker Yes Yes Yes

PM Mentor – online coaching and Q&A Yes Yes Yes

My Profi le – Personal preferences Yes Yes Yes

Integration with MS Project Yes Yes Yes

Resides on Client’s Server No – Hosted by IIL No – Hosted by IIL Yes

UPMM Suite of Knowledge Management Tools - Features and Functions

TM

Unified Project Management® is a registered trademark and UPMM™ is a trademark of International Institute for Learning, Inc. PMBOK® is a registered mark of the Project Management Institute, Inc. Microsoft® is a registered trademark of Microsoft Corporation in the United States and/or other countries.

www.iil.com106 International Institute for Learning, Inc.

Our mission is to deliver quality publications that enable individuals to achieve outstanding performance in their professional lives. These books can be used on a daily basis and are published in “take anywhere” size formats. Written by authors who are experts in their fi eld, these books are clear, concise and handy reference tools that can be used to discover and explore a wide variety of business topics.

They are conveniently sold through the IIL Bookstore and well-known venues such as Amazon.com, Barnes & Noble and Borders.

Additional Titles Available from IIL Bookstore

Using the Project Management Maturity Model: Strategic Planning for Project Management (Second Edition)Harold Kerzner, Ph.D.USD 65.00

Project Management: A Systems Approach to Planning, Scheduling and Controlling (Tenth Edition)Harold Kerzner, Ph.D.USD 75.00

IIL Publishing and IIL BookstoreHelping Professionals Reach New Heights

IIL/Wiley Publishing TitlesIIL has formed a strategic partnership with John Wiley & Sons, Inc. to co-publish books to keep professionals up to speed on project management methods, best practices and technologies. IIL/Wiley is expected to generate four to six books a year on topics such as Project, Program and Portfolio Management, Lean Six Sigma, Business Analysis and Business Strategy.

Prices below are listed in USD. Please contact your local IIL company for international pricing.

Visit www.iil.com/bookstore for more information about these books and for a complete list of titles.

Dynamic Scheduling® with Microsoft® Offi ce Project 2007Rodolfo Ambriz, PMPUSD 64.95

www.iil.com/publishingwww.iil.com/publishing

The Power of Acknowledgment®Judith W. UmlasUSD 14.95

Project Portfolio Management Tools and TechniquesParviz Rad, Ph.D., PMP and Ginger Levin, D.P.A., PMP USD 19.95

The Zen Approach™ to Project Management: Working from Your Center to Balance Expectations and PerformanceGeorge Pitagorsky, PMP USD 19.95

This isn’t Excel, it’s Magic! (Second Edition)Bob Umlas, Microsoft® Excel MVPUSD 14.95

Dynamic Scheduling® and The Power of Acknowledgment® are registered trademarks and The Zen Approach™ is a trademark of International Institute for Learning, Inc. Microsoft® is a registered trademark of Microsoft Corporation in the United States and/or other countries.

What Executives Needto Know About Project ManagementHarold Kerzner, Ph.D. and Frank Saladis, PMPUSD 24.95

What Functional Managers Need to Know About Project ManagementHarold Kerzner, Ph.D. and Frank Saladis, PMPUSD 24.95

Value-Driven Project Management Harold Kerzner, Ph.D. and Frank Saladis, PMPUSD 24.95

Coming Soon!

Project Management Best Practices: Achieving Global Excellence (Second Edition)Harold Kerzner, Ph.D.USD 75.00

Keeping Score: Project Management for the ProsFrank Ryle, PMP

Business Analysis: A Systems Approach to Successful Business Problem Solving Steve Blais, PMP

Positive Leadership in Project Management Frank Saladis, PMP

IIL P

ublis

hing

107www.iil.com

107International Institute for Learning, Inc.

Carl Belack (PMP, BS, MA, MPh) is Director of Project, Program and Portfolio Management at IIL and has over 30 years of experience as project manager and consultant. Recently, his focus has been directed at Enterprise PM - helping organizations to control project costs, identify and prioritize project portfolios, ensure cross-functional activity integration throughout the

project cycle, maximize resource utilization, manage project change and seamlessly transition project results to steady-state operation. He also co-authored a book with Dr. Harold Kerzner, Managing Complex Projects.

Harold Kerzner (Ph.D., MS, Engineering and MBA) is Senior Executive Director with IIL. Dr. Kerzner is a globally recognized expert on project, program and portfolio management. A prolific speaker, he is also the author of many best-selling textbooks, including: Project Management: a Systems Approach to Planning, Scheduling and Controlling (now in its tenth edition); Strategic

Planning for Project Management Using a Project Management Maturity Model; and most recently, Project Management Best Practices: Achieving Global Excellence and Managing Complex Projects.

Anne Foley (Master Black Belt and PMP) is a Director of Lean Six Sigma with IIL and has been active in the fields of quality and project management for more than 15 years. Working with General Electric, Anne led 16 DMAIC projects and helped establish the plan for full-scale deployment of Six Sigma within the organization. She has also worked with Motorola, American Express, Carlson Wagonlit Travel and

many other companies to successfully implement and sustain the management by fact mindset resulting from Lean Six Sigma. A frequent speaker at conferences on quality and project management, Anne is also the author of the book The Passages to Peace.

John White (MA, PMP, MCT, MCP, MCTS, MCITP) is Director of Microsoft® EPM Curriculum and Course Development at IIL. He has over 20 years of EPM and IT systems experience in the insurance, airline, pharmaceutical and military industries, including successful implementations of enterprise-wide configuration and deployment efforts on Microsoft

Project and Project Server. He is an active member of the Phoenix, Minnesota, Chicago and New York PMI® chapters, as well as a former VP of PMI’s Chicagoland Chapter. An accomplished writer, John is co-author of Dynamic Scheduling® with Microsoft® Office Project 2010.

The outstanding quality of our faculty serves as a hallmark of IIL, distinguishing us in our profession. Our cadreof international trainers is located all over the world. Expert facilitation skills complement their extensive industrybackground and practical classroom experience, distinguishing them as extraordinary leaders in their fields. Inaddition to being trainers, they are also mentors, coaches, key influencers, authors, speakers and thought leaders.

Clients can count on IIL for trainers who consistently deliver measurable value. Our program evaluations pointoverwhelmingly to the excellence with which our training staff communicates real-world knowledge based onmulti-industry work experience. The sense of fun and discovery they impart to our classes is also evident. Werecognize − and deliver on − the need for training to have an impact on participants so they are prepared andmotivated to apply what they have learned into the workplace. Beginning with Dr. Harold Kerzner, SeniorExecutive Director who joined IIL at its inception, our commitment to trainer excellence extends to each of ourmore than 300 educators worldwide.

IIL’s Knowledge Leaders

IIL Global Trainers and Thought Leaders

George Bridges (PMP) is a Director of Business Analysis for IIL. He has over 15 years of experience in business systems analysis, business process modeling, operations research and information technology. George teaches Business Analysis and skills to hundreds of seminar and class participants every year. He has engaged in analysis, requirements management and the development of

business systems for many major organizations.

Rodolfo Ambriz (Civil Engineer, PMP, PMI-RMP, PMI-SP, MCTS, MCITP) is Managing Director of IIL Mexico, S.A. de C.V., and he is responsible for corporate business in Latin America. With extensive experience in project management consulting and training, he is also currently a professor at La Salle University in Mexico City. Rodolfo was President of the PMI Mexico Chapter (1998-90), PMI Latin America Director of Regional Advocacy

(2002), PMBOK® Guide (3rd Ed.) Spanish translation committee member and REP Advisory Group Member (2005). Rodolfo is co-author of Dynamic Scheduling® with Microsoft® Office Project 2010.

Maureen McVey (CBAP) is a Director of Business Analysis with IIL. She has been a Business Analyst for ten years and has worked in the IT industry since 1984. Working with Fortune 1000 companies, McVey has consulted in many industries including insurance, finance, government and telecommunications. She has extensive experience in the field of organizational training in Systems, Applications and

Products (SAP) as well as in the Capability Maturity Model.

John Winter (B.Ed., Dip.Ed., R.S.A.) is the Vice President responsible for Global Learning Solutions at IIL. Since 1987, he has worked in the learning and development functions of financial, multinational organizations, both in the US and the UK. John’s work has ranged across diverse topics, from developing and coaching interpersonal and leadership skills to implementing enterprise-wide change initiatives. He has

also led and successfully grown a corporate university for a major Fortune 100 company. John received his Bachelor’s degree in Educational Theory and Practice from the University of London.

Judith W. Umlas is Senior Vice President of Learning Innovations at IIL. She heads up IIL Publishing, New York and is the author of The Power of Acknowledgment. Judith has delivered keynote addresses at many Project Management Institute (PMI) chapter meetings and Professional Development Days and has led virtual and traditional classroom training sessions for numerous

corporations, associations and interest groups. Judith has worked in television production, marketing and corporate business development for over 30 years -- at CBS, PBS, cable television and IIL.

Harry Rever (MBA, CSSBB, CQM, CQC, PMP) is a Director of Six Sigma for IIL. He has over twenty years of experience in the field of process improvement, Six Sigma, Project Management and training. A dynamic presenter and practitioner of Six Sigma and project management, Harry has an innate ability to teach the concepts of quality improvement in an understandable, fun and

- more importantly - applicable manner. People love attending his training and presentations because he shoots straight and gives practical advice. He currently authors a monthly column, “Ask Harry” on allPM.com.

IIL Worldwide

Scan the QR code with yoursmartphone to go to iil.com!

IIL World Headquarters

www.iil.com

E. LaVerne Johnson, President and CEOLori Milhaven, Executive Vice PresidentBarry Schnell, Executive Vice President110 East 59th StreetNew York, NY 10022, USATel: +1-800-325-1533 or +1-212-758-0177Fax: [email protected]

IIL Asia (Singapore)

www.iil.com/asia

Cathryn Chee, PMP, Managing Director 9 Raffles PlaceLevel 18 Republic Plaza 2Singapore 048619Tel: +65-6823-6800Fax: [email protected]

IIL Australia

www.iil.com/australia

Cathryn Chee, PMP, Managing Director Level 39, 2 Park StreetSydney NSW 2000, AustraliaTel: +61 2 9004 7333Fax: +61 2 9004 [email protected]

IIL Brasil

www.iil.com/brasil

Ian Walcott, Business Development Director R. Funchal, 418, 35° andarV. Olímpia São Paulo, SP – CEP 04551-060, BrasilTel: +55 11 3521 7077Fax: +55 11 3521 [email protected]

IIL Canada

www.iil.com/canada

Nicol Lorantffy, General ManagerRoyal Bank Plaza, South Tower200 Bay Street, Suite No.3240Toronto, Ontario M5J 2J1, CanadaTel: +1-416-840-5960Fax: [email protected]

IIL China

www.iil.com/china

Sophie Ma, Managing Director NCI Tower, Suite 1518, 15th Floor12A Jianguomanwai Ave.Chao Yang DistrictBeijing 100022, P.R. ChinaTel: +86-10-8523-3105Fax: [email protected]

IIL Europe (United Kingdom)

www.iil.com/europe

Alex Marson,Business Development DirectorRyder Court, 14 Ryder StreetLondon SW1Y 6QB, United KingdomTel: +44-(0)-20-7484-8890Fax: +44-(0)[email protected]

IIL Finland

www.iil.com/finland

Inna Halminen, Managing Director World Trade Center HelsinkiAleksanterinkatu 1700100 Helsinki, FinlandTel: +358 9 278 3210Fax: + 358 9 278 [email protected]

IIL France

www.iil.com/france

Jennifer Sabine, PMP, Managing Director54/56, Avenue HocheParis 75008, FranceTel: +33 (0) 1 56 60 50 46Fax: +33 (0) 1 56 60 56 [email protected]

IIL Germany

www.iil.com/germany

Margot Wensky, PMP, General ManagerFrankfurter Welle, An der Welle 4D-60322 Frankfurt am Main, GermanyTel: +49 (0)69 7593 7778Fax: +49 (69) 75 93 74 [email protected]

IIL Hong Kong

www.iil.com/hongkong

Jenny Ku, General ManagerCentral Plaza, 35 FL - Suite 1218 Harbor Road, WanchaiHong Kong, ChinaTel: +852-2593-1128Fax: +852 [email protected]

IIL Hungary

www.iil.com/hungary

Martina Matas, General ManagerNemzetközi Oktatási Intézet Kft.1054 BudapestKálmán Imre utca 1.HungaryTel: +49 (69) 75 93 71 40Fax: +49 (69) 75 93 74 [email protected]

IIL India

www.iil.com/india

Apoorva Segu, General ManagerReheja Towers - Level 9MG Road, Bangalore 560001Karnataka, IndiaTel: +91 120 479 7212Fax: +91 120 479 [email protected]

IIL Japan

www.iil.com/japan

Toshi Hirano, General Manager15 F Tokyo Banker’s Club Bldg. 1-3-1 Marunouchi, Chiyoda-kuTokyo, 100-0005, JapanTel: +81 3 3216 7300Fax: +81 3 3216 7210 [email protected]

IIL Korea (Seoul)

www.iil.com/korea

Kwang Ho Choi, PMP, General ManagerIIL Korea, Inc. 41F Gangnam Finance Center737 Yeoksam-dong, Gangnam-guSeoul, 135-984 KoreaTel: +82 2 2008 4686Fax: +82 2 2008 [email protected]

IIL México

www.iil.com.mx

Rodolfo Ambriz, PMP, Managing DirectorPrado Sur 240-303, Lomas de ChapultepecCiudad de Mexico, C.P. 11000, MéxicoTel: +52 55 55 40 05 45Fax: +52 55 55 40 05 [email protected]

IIL Middle East (Dubai)

www.iil.com/middleeast

Daniel Marsden, Managing Director FZ-LLC Office G14, Block 3Dubai Knowledge VillagePO Box 500704DubaiUnited Arab EmiratesTel: +971 4434 [email protected]

IIL Spain

www.iil.com/spain

Cristina García de la Santa, Managing DirectorPuerta de las NacionesRibera del Loira 46, Oficina 51128042 Madrid, SpainTel: +34-(0)-91-503-0210Fax: +34-(0)[email protected]

IIL Global Distribution Center

www.iil.com

Steve Osborn, Executive Vice President611 13th StreetMonett, MO 65708, USATel: +1-417-236-0992Fax: [email protected]

2012 catalog-no-pricing

Education

Transcript of 2012 catalog-no-pricing