ESI Project Management Catalog

www.esi.intl.com/Asia

PROJECT MANAGEMENTESI INTERNATIONAL

ESI InternationalCommitted to Your Success

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In today’s complex business environment, change reigns supreme as it continues to reshape economies around the world. Now, more than ever, it is the agile professional — the professional with cross-functional skills and sensibilities — who will have the flexibility to weather these storms of change and succeed.

This continues to be ESI’s motivation and the reason we work so hard to provide our clients around the world with the most effective, robust professional development programs available.

Project Success with ESI

From improved morale to a more efficient work environment, no investment pays higher returns than professional development. With more than 30 flexible courses, ESI’s project management curriculum gives your employees the opportunity to build their professional knowledge, earn certificates and prepare for the PMP® certification exam.

Specifically, project management courses from ESI teach your employees proven approaches to improve on-the-job performance and save your organisation time and money. When they complete these courses, your employees and managers will have learned to:

• Estimate project costs and schedules using simple techniques

• Assemble a project team and gain commitment on project objectives

• Plan, estimate and organise project efforts

• Avoid costly project delays

• Identify customer requirements using proven techniques

• Apply simple but effective tools to identify, manage and respond to risks

• Create an environment where quality is part of the project

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3www.esi.intl.com/Asia

CONTENTS

IIBA®, the IIBA® logo, Business Analysis Body of Knowledge® and BABOK® are registered trademarks owned by International Institute of Business Analysis. These trademarks are used with the express permission of International Institute of Business Analysis.

CAPM is a certification mark of the Project Management Institute, Inc., and is registered in the United States and other nations.

CBAP® is a registered certification mark owned by International Institute of Business Analysis. This certification mark is used with the express permission of International Institute of Business Analysis.

Certified Business Analysis Professional™, EEP™ and the EEP™ logo are trademarks owned by International Institute of Business Analysis. These trademarks are used with the express permission of International Institute of Business Analysis.

Microsoft® is a trademark of the Microsoft Corporation.

MyESI® is a registered trademark owned by ESI International.

PMI®, PMP®, CAPM®, PgMP®, PMBOK® and the PMI® Registered Education Provider logo are registered marks of the Project Management Institute, Inc.

BAAppraise® and PMAppraise® are registered trademarks owned by ESI International, Inc.

Committed to Your Success ..................... 2

The ESI Difference .................................... 4

Core Project Management CoursesManaging Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Planning and Managing Projects . . . . . . . . . . . . . . . . . . . . . . 6

Project Leadership, Management and Communications . . . .7

Scheduling and Cost Control . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Contract Management Principles and Practices . . . . . . . . . 9

Quality for Project Managers . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Project Management Applications . . . . . . . . . . . . . . . . . . . . 12

IT Project Management CoursesManaging IT Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

IT Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Software Testing for Better Project Management . . . . . . 15

Systems Integration Project Management . . . . . . . . . . . . . 16

Project Management ElectiveAgile Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Business Process Analysis, Innovation and Design . . . . . 18

Budget and Financial Management . . . . . . . . . . . . . . . . . . . 19

Making Effective Presentations: Fundamentals . . . . . . . . 20

Negotiation Skills for Project Managers . . . . . . . . . . . . . . . 21

Writing Statements of Work: The Heart of Any Contract . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Vendor Selection: A Collaborative Approach . . . . . . . . . . 23

Microsoft® Project Essentials . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Microsoft® Project Enterprise . . . . . . . . . . . . . . . . . . . . . . . . . 24

Project Planning Workshop . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Courses for Experienced Project ManagersUnlocking the Power of Earned Value Management . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Requirements Management: A Key to Project Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Rapid Assessment and Recovery of Troubled Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

Managing Global Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Leading Complex Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Leading Project Managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Leading High-Performing Project Teams . . . . . . . . . . . . . . 32

Aligning Project Management with Organisational Strategy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Taking Charge of Organisational Change . . . . . . . . . . . . . . 34

Project Planning, Analysis and Control . . . . . . . . . . . . . . . . 35

Prepare for Your PMP® CertificationPMP® Exam Power Prep . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

PMP® Exam Preparation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

The Associate’s Certificates in Project Management and IT Project Management ........................... 37

The Master’s Certificates in Project Management ........................... 38

Advanced Master’s Certificate in Project Management ........................... 40

On-site Training ........................................ 41

Online Training ......................................... 42

= available online via ESI’s Virtual Classroom

= available online via ESI’s e-training

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Results-Oriented CoursesWhether introductory or advanced, each of ESI’s many courses is designed to meet your daily needs. The subject matter is presented not as a collection of isolated activities, but as a pro-gressive, interconnected set of processes. Our courses provide not only knowledge, but the ability to put that knowledge to immediate use to analyse situations and solve your toughest problems. You will learn the language of business and gain a clear understanding of the environment in which you work. And, you will take away the practical tips and techniques needed to avoid costly, time-consuming mistakes.

Each ESI course brings together a cross-section of professionals from the public and private sectors and managers from count-less disciplines and industries. This provides you the unique opportunity to create a personal network of professionals as you share experiences, ideas, innovations, successes, best practices and questions.

Unparalleled Instructor and Course Quality At the helm of each course is a dedicated ESI Asia instructor who has undergone one of the most rigorous selection processes in the industry that ensures cultural, communication and content knowledge suitability for your programmes. You can be sure you are getting the most up-to-date information available, thanks to our instructors’ vast experience and the work of our dedicated team of curriculum experts, who analyse every aspect of our courses for accuracy and relevance. Depending on the course, you will receive theory and practical application through a mix of case studies, team projects, simulations and other interactive learning techniques designed to improve your job performance immediately. And, when you complete your course, you will re-ceive a course completion certificate to mark your achievement.

The ESI DifferenceImproving Performance for Maximum Results

Flexible Training Options to Meet Your Needs

Open Enrolment

We offer more than 30 open enrolment courses in many Asian cities.

On-Site Training

If you have a group of people to train, we can tailor our courses to your specific needs and deliver them on-site at your organisation.

Self-Paced e-Training

If you are too busy for the classroom—or too far away— you can learn online, at your own pace, through our world-class instructor-facili-tated e-Training program.

The Virtual Classroom

Using microphones, text chat and the latest technology, our new Virtual Classroom allows you to learn in an online group, live—in real time. It blends the convenience of online learning and the camaraderie of the classroom to create a truly unique learning experience.

Impressive Internationally Recognised Certificates

Partner with ESI and you will have the opportunity to add impressive certificates to your resume and set yourself apart as a leader in your field. Each of our programmes culminates in a certificate from ESI and our academic partner, The George Washington University (GW)— • Associate’s Certificate in Project Management• Associate’s Certificate in IT Project Management• Master’s Certificate in Project Management• Master’s Certificate in Project Management with a Concentration

in IT Project Management• Master’s Certificate in Programme Management• Advanced Master’s Certificate in Project Management• Professional Certificate in Business Analysis• Professional Certificate in Business Skills


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Managing Projects

Get a solid understanding of project management methods with this comprehensive introductory course. Managing Projects gives you the foundation, techniques and tools to manage each stage of the project life cycle, work within organisational and cost con-straints, set goals tied directly to stakeholder needs, get the most from your project management team, and utilise state-of-the-art project management tools to get the work done on time and within budget.

Covering the entire project life cycle, this course is built around best practices currently used in today’s fast-paced business environment. The latest insights from the Project Management Institute’s A Guide to the Project Management Body of Knowledge ( PMBOK® Guide), which incorporates information critical to project success, are also highlighted.

As part of your course materials, you will receive a copy of Dictionary of Project Management Terms, Third Edition, by J. LeRoy Ward, PMP, PgMP.

You will learn how to:• Master fundamental project management skills, concepts and

techniques

• Link project goals and objectives to clear, compelling stakeholder needs

• Develop work breakdown structures

• Set realistic, measurable objectives and ensure positive results

• Estimate project costs and schedules using simple, proven techniques

• Establish a dependable project control and monitoring system

Test your knowledge before class and access targeted course content after class. Create a FREE MyESI® account when you register.

Introduction to Project Management• What are “projects”?• Why project management?• The project life cycle• Influences on a project• Key stakeholders• Project management process groups• Project manager responsibilities

Project Initiation• Understanding the role of senior management• Needs assessment• Project selection• Benefit/cost ratio• Present value and net present value• Building SMART objectives• Specific• Measurable• Agreed to• Realistic

• Time-constrained• Developing requirements• Project charters• Project requirements document

Project Planning• Scope planning• The work breakdown structure• Estimating• Schedule planning• Network diagrams—CPM• Speeding up the schedule• Project management planning software• Cost planning• Responsibility matrix• Resource loading and levelling• Risk planning• Procurement planning• Communication and quality planning

Project Implementation• Baselines• Developing the project team• Organisations and team structures• Managing change• Managing risk• Performance reporting• Reserves• Assessing and monitoring project

performance• Earned value• Sunk costs

Project Closeout• Scope verification and customer acceptance• Administrative and contractual closure• Transferring lessons learned to future projects

Course Topics

Reminder: Participants taking this course should not take Managing IT Projects.

Project Integration ManagementProject Scope ManagementProject Quality ManagementProject Time ManagementProject Cost Management

Project Risk ManagementProject Human Resource ManagementProject Procurement ManagementProject Communications Management

PMBOK® Guide Knowledge Areas:

Course InformationClassroom: 3 days PDUs: 22.5* CEUs: 2.2* Course code: CPM *Credits may vary by delivery method

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Knowledge of project management methodology is essential to a project manager’s ability to define, plan and manage projects pre-dictably and efficiently. Planning and Managing Projects is designed to give you practical project management skills—the skills neces-sary in today’s dynamic environment for bringing products to market on time and with features that meet business objectives.

In this fundamental three-day course, you will learn a step-by-step process for planning and managing projects of any size. You will focus on defining, organising, planning, tracking and managing a project. Through dynamic presentations, exercises and exten-sive laboratory work using actual projects, project managers will develop effective project management skills while generating immediately useful project information.

By the end of the third day, you will have acquired hands-on experi-ence in applying the new concepts and techniques to the planning and managing of projects. Solid methodology, powerful instruc-tional design, customised solutions, flexible presentation, and highly knowledgeable project management experts with practical, relevant experience all combine to ensure the effectiveness and strong impact of Planning and Managing Projects.

You will learn how to:• Use a systematic approach to defining projects

• Develop reliable plans to achieve the desired outcome

• Track, assess and communicate project status

• Apply project management techniques to your next project

Introduction to Project Management• Definition of a project• Project management methodology• Project management and life cycles

Defining and Organising the Project• Establish the project organisation• Set project parameters• Define roles and responsibilities• Outline modes of communication• Select common practices to follow

Planning the Project• Divide the project into manageable

components• Identify and analyse dependencies• Estimate the project time line• Assess resource requirements• Identify and analyse risk• Develop preventive and reactive

contingency plans• Transition to project tracking

Tracking and Managing the Project• Collect task status information• Analyse variances• Assess and implement adaptive actions• Report project progress• Close out the project

Course Topics

Course InformationClassroom: 3 days PDUs: 24.0 CEUs: 2.4 Course code: DBB

Project Time Management Project Cost ManagementProject Risk Management Project Scope Management



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Project Leadership, Management and Communications

This interactive course provides a solid foundation in key leader-ship competencies and gives you the opportunity to transform your skills as a leader. As a participant, you will complete a self-assessment of your skills and master the basics of leadership competencies, such as: setting direction, aligning people, motivating and inspiring, leading teams, communicating, building relationships, facilitating ethical conduct, negotiating and leading change.

You will create and refine a personal leadership vision and work on strengthening your leadership competencies as you develop your personal Leadership Development Plan. You will learn how to empower yourself and other team members through more effec-tive negotiation based on an understanding of the differences between competitive and collaborative negotiation approaches such as win/win negotiation processes.

Project managers and business professionals who need to increase their leadership skills will find Project Leadership, Management and Communications extremely valuable as they master important skills to get the most from their most valuable project management resource—their people!

You will learn how to:• Better lead project teams through more effective

communication

• Identify motivational value systems to improve productivity and cooperation

• Recognise the role of business and personal ethics in leadership

• Describe predictable change stages and identify appropriate leadership strategies for each stage

• Utilise a powerful four-stage collaborative negotiation process

• Create a leadership development plan to implement when you return to work


Project Cost ManagementProject Time ManagementProject Risk ManagementProject Human Resource ManagementProject Communications Management

Leadership and Management• What is leadership?• The difference between leadership and

management• Assess your leadership competencies and

development needs• In light of the assessment, articulate your

leadership vision and consider the best ways to realise it

• Processes for establishing direction, aligning people and motivating people to follow your vision

• Identify different leadership styles: tasking, encouraging, steering and entrusting

Leading Effective Teams• What is a team?• The stages of team development: forming,

storming, norming, performing and adjourning

• Leading and maintaining effective and productive teams

• Evaluate team progress and coach team members as necessary

Building Relationships• How individual differences affect your ability

to lead• Identify your motivational patterns using the

‘Strength Deployment Inventory’ (SDI)• How to be more influential by understanding

motivational patterns • Using an understanding of individual

differences to help you manage conflict more effectively

Ethics and Leadership• Define ethics and the link between ethics

and trust• The role of ethical behaviour and leadership• The difference between personal and

organisational ethics• The effect of the triple constraint on ethics

Negotiating Conflict• Major sources of conflict in project teams• The five modes of handling conflict: forcing,

smoothing, withdrawing, compromising and problem solving

• The difference between ‘competitive’ negotiation and ‘collaborative’ negotiation

• Conflict scenarios and strategies for initiating conflict resolution

• Power bases used in typical organisations• How to plan and conduct collaborative

negotiation

Leading Change• Your role in a changing organisation• Predictable stages of adjusting to change• Appropriate leadership strategies for

each stage• Developing a change management plan

Course Topics


Course InformationClassroom: 3 days PDUs: 22.5* CEUs: 2.2* Course code: DBQ *Credits may vary by delivery method

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Develop effective measures for scheduling and controlling projects as you put the tools of project management to work. In this course you will focus on managing the constraints typical of many a project, such as: limits on time, human resources, materials, budget, and specifications. Discover proven ways to work within the identi-fied constraints, without letting predefined limits curtail creativity or innovation.

From the outset, you will get hands-on experience practising your skills in building project requirements and the work breakdown structure. You will learn a sound, logical framework for scheduling and controlling project activities. Master techniques for estimat-ing, forecasting, budgeting, monitoring, controlling, analysing, and reporting costs and interpreting the meaning of earned-value data.

Participants in this course will receive ESI’s ‘Earned Valued Formula Finder’*, which gives you all the information you need to determine cost, schedule, estimate at completion and estimate to complete values for your projects.

You will learn how to:• Use the work breakdown structure to develop a network diagram

• Calculate schedules using PERT/CPM

• Identify, assign and tabulate resource requirements

• Predict costs and work time using specific levels and estimate types

• Plan for contingencies and anticipate variations

• Predict future project performance based on historical data

• Monitor changes and close out projects on time* free resource


Project Scope ManagementProject Time ManagementProject Cost ManagementProject Risk ManagementProject Procurement Management

Essential Background• Overview of the project management

life cycle• The triple constraints• Planning tools• Project requirements: a review• The work breakdown structure: a review• Challenges in scheduling and cost control

Resource Allocation and Estimating• Using estimates for scheduling and cost

control• The basic rules of estimating• Levels of estimating and estimate types

• Top-down vs. bottom-up • Order of magnitude• Budget• Definitive

• Four estimating methodologies• Identifying controllable costs

• Resource• Material• Direct• Indirect

• Planning for risk with contingency• Building the project resource pool

• Using resources to build estimates• The responsibility matrix

• Time-controlled estimates• Resource-limited estimates• Scheduling• Network scheduling• Validating schedules• Arrow diagrams and precedence diagrams• Basic scheduling and network calculations• Advanced precedence relationships and the

critical path• Alternative constraints• Gantt and milestone charts

The Baseline• Establishing baselines• Understanding types of baselines• Time-phased distribution of costs• Cumulative cost curves

Managing Change within the Project• The process of control• Identifying sources of change• Screening change• Updating the project plan• Communicating change

Evaluation and Forecasting• Causes of variances• Establishing the “data date” for evaluation• Controlling costs and schedule late in the

project• Components of the project audit• Considerations in establishing a monitoring

system• Earned value• Advanced earned-value forecasting tools

The Exit Strategy• Steps in completing the project• Scope verification• Contract closeout• Administrative closure

Course Topics

Course InformationClassroom: 4 days PDUs: 28.0* CEUs: 2.8* Course code: BVZ *Credits may vary by delivery method



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Contract Management Principles and Practices

Project managers, contract managers and other professionals involved in the world of contracts must be able to work effectively together and with customers, contractors and subcontractors— to accomplish key organisational objectives. The environment in which contracts are being developed is becoming increasingly complex and the use of contracted supplies and services through-out government and industry is rising. Get a solid understanding of the contracting process and create an advantage whether you are on the buyer’s or the seller’s side.

This course explores issues vital from the project manager’s per-spective, highlighting key roles and responsibilities to give you greater influence over how work is performed. You will also discuss actions that can be taken to help ensure that contractors or sub-contractors perform as required under the contract.

Case studies, exercises and negotiation role-play maximise the learning experience. You will also receive a comprehensive course materials package, including unit-specific course materials.

Effective contract negotiation and administration can ensure project success and can reduce risks and costs along the way. Discover the key to contracting in this practical course.

You will learn how to:• Identify contract components and understand the process from

start to finish

• Select the right contract type for your project

• Decipher contract legalise

• Choose the offer that will result in the best value for the buyer

• Agree on objectives, requirements, plans, and specifications

• Negotiate favourable terms and make revisions to the contract

• Apply the rules of contract interpretation in project disputes

• Administer contracts appropriately and know when and how to terminate before or upon completion


Project Quality ManagementProject Risk ManagementProject Procurement Management

Understanding the Contract Management Process• Contract management definition• Description and uses of contracts• Buyer and seller perspectives• Contract management and the PMBOK® Guide

Teamwork: Roles and Responsibilities• Concept of agency• Types of authority• Privity of contract• Contractor personnel

Concepts and Principles of Contract Law• Mandatory elements of a legally enforceable

contract• Terms and conditions• Remedies• Interpreting contract provisions

Contracting Methods• Contracting methods: competitive and

non-competitive• Purchase cards, imprest funds or petty cash

• Sealed bidding, two-step sealed bidding, competitive negotiation and competitive proposals

• Reverse auctions• Purchase agreements vs. contracts• Single-source negotiation vs. sole-source

negotiation

Developing Contract Pricing Agreements• Uncertainty and risk in contract pricing• Categories and types of contracts• Incentive• Fixed-price• Time and materials• Cost-reimbursement• Selecting contract types

Pre-award Phase• Buyer Activities: plan purchases and

acquisitions, plan contracting, request seller response

• Seller activities: presales, bid/no-bid decision, bid proposal preparation

• Understanding the PMBOK® Guide

Award Phase• Source selection process• Selection criteria: management, technical, and

price criteria• Evaluation standards• Evaluation procedures• Negotiation objectives• Negotiating a contract• Tactics and counter tactics (buyers vs. sellers)• Document agreement or walk away

Contract Administration• Key contract administration policies• Continued communication• Tasks for buyers and sellers• Contract analysis• Performance and progress• Records, files and documentation• Managing change• Resolving claims and disputes• Termination

Course Topics


Course InformationClassroom: 3 days PDUs: 22.5* CEUs: 2.2* Course code: DF3 *Credits may vary by delivery method

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Quality for Project Managers applies quality principles to project management itself, as well as to the products and services result-ing from projects. It brings to the forefront the essentials of project quality management and its vital link to business success, with a focus on the tools and essentials of effective quality management that work for your organisation, regardless of your industry. This course shows you how to integrate quality management concepts with project management practices to create a successful quality management programme to support your business success.

You will learn about the philosophy and principles of quality man-agement and learn how to translate these concepts into specific actions that are key to successful project quality efforts. The course presents a five-step model for successfully planning project qual-ity, a five-step model for effectively assuring project quality and a quality-control toolkit, all of which you can immediately apply to your work environment. With a strong emphasis on exercises, this course gives you the opportunity to apply quality strategies and skills to real-world scenarios. You will practice concepts, tools and techniques using modularised case studies that require immediate and direct application of skills learned.

The strategies of quality management and continuous improve-ment dovetail with project management concepts to increase your control over objectives, work and performance. Master these proven methods and discover how quality greatly contributes to and enhances project success.

You will learn how to:• Integrate project quality management into the entire project

life cycle

• Use five steps to plan effectively for project quality management

• Use five steps to assess and improve your organisation’s current quality capabilities to ensure that projects will meet specified quality standards

• Ensure customer satisfaction by monitoring results using project quality control tools

• Apply project quality management tools and techniques to “real world” project management situations


Project Integration ManagementProject Quality ManagementProject Communications Management

Managing Project Quality• What is quality?• Quality and the triple constraint• What is project quality management?• The evolution of quality• Systems thinking• The cost of quality• Formal quality systems

Planning Project Quality• What is quality planning (QP)?• QP inputs and tools and techniques• Stakeholders and customers• Project quality requirements• Project quality standards• Quality function deployment (QFD)• QP outputs

Assuring Project Quality• What is quality assurance (QA)?• QA inputs and tools and techniques• Developing QA activities• Investigating QA capabilities• Process improvement• QA activities and the project quality

management plan• Quality audits• Quality path vs. critical path• QA and change control• QA outputs

Controlling Project Quality• What is quality control (QC)?• Major questions of QP, QA and QC• QC inputs and tools and techniques• The voice of the customer and the voice of the

process• “Good enough” approach• Taguchi’s loss function• Quantum innovation vs. continuous

improvement• Plan-do-check-act (PDCA) cycle• Basic quality control toolkit• QC activities and the project quality

management plan• QC outputs

Putting Project Quality to Work

Course Topics


Course InformationClassroom: 3 days PDUs: 22.5* CEUs: 2.2* Course code: CTM *Credits may vary by delivery method


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Risk Management

Project management is opportunity management. It is the abil-ity to seise opportunities, minimise threats and achieve optimum results. Too often risk management is seen as reactive, or worse, unresponsive. Nothing could be further from the truth. During Risk Management, you will work through the proactive approach to threat and opportunity. This will be shaped by a clear understand-ing of the powerful nature of both qualitative and quantitative approaches to risk management.

This course examines threat and opportunity from both a top-down and bottom-up perspective using ESI’s proven eight-step risk management process which includes the PMI® seven-step process. Using effective tools, including ESI’s highly regarded risk assess-ment model, you will learn how to evaluate and respond to risk at the project and task levels.

Included in the course is a multi-part case study. This takes you from a risk overview at the beginning of a project, through to the challenges of ongoing assessment, with a constant reassessment of the threats and opportunities throughout the duration of the project. Finish the course with new practices and insights to apply to your environment.

You will learn how to:• Use a practical, eight-step process to manage project risk

• Identify threats and opportunities and weigh their relative value in your project

• Control multiple risks using limited strategies

• Overcome psychological barriers to risk in stakeholders and team members

• Make risk and opportunity integral components of your next project plan


Project Time ManagementProject Cost ManagementProject Risk ManagementProject Procurement ManagementProject Communications Management

Introduction to Risk• Definition and characteristics of “risk”• Elements and factors of risk

• Event (future occurrence)• Probability (uncertainty)• Impact (amount at stake)

Types of risk• Components of risk management

• Identification• Quantification• Response development• Response control

Risk Management Planning and Identifying Risk• Risk management planning• Risk identification• Idea generation tools and techniques

Analysis Fundamentals• Probability and impact• Presenting risk

• Narrative• Qualitative• Quantitative• Probability analysis

Analysing and Prioritising Risk• Determining risk tolerances• Analysing risks• Establishing and evaluating profitability• Risk-based financial tools and techniques• Expected-value analysis• Decision trees• Prioritising risks

Risk Response Planning• Risk response strategies for opportunities and

threats• Risk acceptance• Risk avoidance• Risk mitigation

• Probability minimisation• Impact minimisation

• Transference• Establishing reserves

Execution, Evaluation and Update• Risk response monitoring and control• •Execute risk strategies• Contingency plans and workarounds• Risk evaluation• Reassessing risk• Risk documentation

Course Topics


Course InformationClassroom: 3 days PDUs: 22.5* CEUs: 2.2* Course code: CTL *Credits may vary by delivery method

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Watch basic concepts come to life in this course, a comprehensive synthesis of core project management principles designed to rein-force skills learned throughout the core curriculum. Build on your new competencies and test your skills as you work in teams to com-plete an extensive, realistic, project case study.

You will propose, plan and execute a full-scale project under typi-cal organisational constraints. Follow your project through the life cycle, resolving issues of performance, scheduling and control as you address questions of leadership and management. Each team member will take a turn as project manager, defining objectives and performing tasks and producing deliverables critical to the project’s success.

As a course participant, you will receive a complimentary copy of ESI’s Project Management Tools CD for your use following class.

Confirm your mastery of the core principles of project manage-ment in this experiential course and gain the hands-on confidence to practice new skills in your organisation.

You will learn how to:• Select the level of staffing, resources and management support

required for a project

• Assemble a project team and gain commitment on project objectives

• Assign tasks based on work breakdown structure

• Estimate time and costs and present a project plan to team mem-bers and stakeholders

• Create a project binder documenting each stage of the project and lessons learned

Team Building• Project assignment• Organisational assessment: working with what

you have• Options assessment

Preproposal Analysis and Planning• Analysing the market• Assessing risk• Building the team and reviewing roles• Developing a plan to complete the proposal

Proposal Kickoff and Preparation• Evaluating the requirement• Evaluating bid contracts• Obtaining the team’s commitment• Writing the winning proposal• Delegating to team members• Managing time constraints

Postaward Planning• Project kickoff meeting• Detailed project planning

Negotiation/Agreement• Four steps of prenegotiation preparation• Negotiation performance

• Exploratory sessions• Joint-gain resolution

• Postnegotiation activity• Memoranda and documentation• Communication

Implementation• Measuring performance• Managing risk and uncertainty• Reporting progress and following up• Managing change and achieving project

control• Levelling resources

Closeout• Team: review, closeout and reassignment• Project documentation and lessons learned• Organisation• Client sign-off, “ownership” and revenue

enhancement

Course Topics

Reminder: This practice-based course integrates the knowledge, skills and competencies that are gained in the other ESI core project management courses. Having a foundation in industry standard project management practices is a vital component to your success in this course. Typically, this can be achieved by completing at least four ESI project management courses.

Recommendation: Please bring a calculator to class. You may also find a laptop computer useful during this class.

Participants in this course will receive ESI’s Earned Value Formula Finder.




Course InformationClassroom: 4 days PDUs: 28.0* CEUs: 2.8* Course code: BTP *Credits may vary by delivery method

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Managing IT Projects

Today’s IT projects present unique challenges to the project manager requiring coordination with many stakeholders and inte-gration of multiple technological capabilities. Through Managing IT Projects, you will discover critical success factors and hidden risks inherent in IT projects, and will leave with an understanding of strategies and techniques developed in the field by experienced IT project managers.

IT means different things to different people. This course addresses all areas of IT project management, such as: hardware, software, systems integration, communications and human resources. It addresses the role of the project manager and the project team at each phase of the project life cycle, helping you gain the founda-tion, basic experience, techniques and tools to manage each stage of your project. You will learn techniques to determine customer requirements, set goals tied directly to stakeholder needs, get the

most from your project management team, and utilise project management tools to get work done on time and within budget.

By extending traditional project management concepts into the IT arena, this course will help you gain an understanding of the strate-gies and skills necessary to manage IT projects of any size.

You will learn how to:• Define the role of the IT project manager

• Develop a results-driven project management team

• Identify, interpret and manage the real project requirements

• Develop a focused project plan to manage IT projects

• Estimate IT project costs and schedules using proven techniques

• Find solutions to problems specifically related to IT projects

Overview of IT Project Management• Definition and characteristics of IT project

management• Common reasons why IT projects fail• Critical factors for IT project success• The IT project life cycle and the activities of

each life-cycle phase• Project processes common to all projects

Concept Phase• Selecting and funding IT projects• Identify key project stakeholders• Describe the purpose and content of an IT

business case• Prepare a project charter

Requirements Phase• Identify and articulate customer requirements• Distinguish between functional and technical

requirements• Use different methods for gathering

requirements• Develop a requirements traceability

methodology

Planning Phase• Identify the key components of the project

plan and the planning process• Construct a work breakdown structure

showing all work components• Build a project schedule• Estimate duration, resources and costs• Describe risk management planning and risk

response planning• Describe subsidiary management plans

including communications, procurement, and quality

Design Phase• Describe the major activities of the preliminary

and detailed design activities• Identify typical content of the technical

specification document• Identify some design techniques use in

developing the technical solution• Describe make or buy decision methodology

Construction Phase• Develop a project team to build and deliver

the product• Describe quality assurance activities, testing

and audits• Assess project performance• Develop and use a change request

methodology• Develop risk response strategies

Delivery Phase• Describe the key activities of the delivery

phase• Describe four major product/system

conversion strategies• Understand the “go-live” transition

responsibilities of the project manager• Develop scope verification and customer

acceptance strategies

Course Topics


Project Human Resources ManagementProject Communications ManagementProject Procurement Management Project Risk Management


Reminder: Participants taking this course should not take Managing Projects.


Course InformationClassroom: 3 days PDUs: 22.5* CEUs: 2.2* Course code: DBR *Credits may vary by delivery method

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Reminder: Participants taking this course should not take Risk Management.

IT Risk Management

The unique challenges of IT projects make it mandatory that an IT project manager be a skilled risk manager. Risk will always exist in IT projects given the need to deal with challenging requirements and expectations, complex and ever-changing technologies and business needs, and aggressive schedules and budgets to support business success. However, it is not inevitable that risk manage-ment will be an impossible task that will result in your being viewed as reactive, or worse, unresponsive.

In IT Risk Management, you will learn to look at risk management as a way to seise opportunities, minimise threats and achieve optimum results. You will work through the proactive approach to threat and opportunity—based on a clear understand-ing of the powerful nature of both qualitative and quantitative approaches to risk management.

Using effective tools, including ESI’s highly regarded risk assess-ment model, you will learn how to evaluate and respond to risk at the project and task levels. You will apply these tools from the course material to analyse and classify risks, determine how to establish an acceptable level of risk and develop a practical risk response plan.

A multi-part case study takes you from a risk overview at the begin-ning of an IT project through the challenges of ongoing assessment and reassessment of threats and opportunities throughout the project.

You will leave this course prepared to face the challenges and opportunities of risk management with new practices to apply in your environment and new insights on the implications and advan-tages of applying risk management well.

You will learn how to:• Use a practical, eight-step process to manage IT project risk

• Identify threats and opportunities and weigh their relative value to your project

• Develop practical response strategies for common IT project risks

• Overcome stakeholder and team member roadblocks to risk strategy implementation

• Make risk and opportunity integral components of your next IT project plan

Introduction to Risk• Definition and characteristics of “risk”• Elements and factors of risk• Types of risk• Components of risk management

Risk Management Planning and Identifying Risk• Risk management planning• Risk identification• Idea generation tools and techniques

Analysis Fundamentals• Probability and impact• Presenting risk—• Descriptive• Qualitative• Quantitative• Probability

Analysing and Prioritising Risk• Determining risk tolerances• Analysing risks• Establishing and evaluating profitability• Risk-based financial tools and techniques• Expected-value analysis• Decision trees• Probability analysis• Risks vs. opportunities• Prioritising risks

Developing Risk Responses• Risk response strategies for opportunities and

threats• Risk acceptance, avoidance, transference and

mitigation• Establishing reserves

Risk Execution, Evaluation and Update• Risk response monitoring and control• Execute risk strategies• Contingency plans and workarounds• Risk evaluation• Reassessing risk• Risk documentation

Course Topics

Project Time ManagementProject Cost ManagementProject Risk Management

Project Communications ManagementProject Procurement Management

PMBOK® Guide Knowledge Areas: Test your knowledge before class and access targeted course content after class. Create a FREE MyESI® account when you register.

Course InformationClassroom: 3 days PDUs: 22.5* CEUs: 2.2* Course code: DBP *Credits may vary by delivery method


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Software Testing for Better Project Management

Many organisations wait until late in the development cycle to test new software and often limit testing due to time constraints. This approach can create pain for the project manager in the form of cost overruns, missed completion dates, overlooked requirements, undetected errors and dissatisfaction among customers and users.

In this course, you will discover why and how to integrate test-ing throughout the software development process in order to uncover defects, ensure performance, enhance quality and lower costs. Using a set of integrated classroom exercises beginning with requirements validation and ending with implementation, this course demonstrates how management of testing activities relates to the life cycle of projects involving software development.

Gain the necessary insight and training to develop, document and execute a project plan that incorporates an ongoing software test-ing programme. Get specific tools to enable you to plan for and assess test results. This course is designed for project managers, test managers and anyone who must ensure the production of high-quality software delivered on schedule and within budget.

You will learn how to:• Establish software testing as a critical component of the project

plan throughout the development cycle

• Identify the project management considerations related to soft-ware testing activities

• Assess unit, integration, system, usability, beta, acceptance and automated testing

• Determine effective test cases and incorporate sound test management practices

• Involve users to increase validity of test results and know when to stop testing

• Counter pressures to shortchange the testing process


Project Scope ManagementProject Quality ManagementProject Time Management

Software Testing • What is testing?• Testing goals• Why are there defects?• Relation to software quality assurance• Black-box vs. white-box techniques• Test management• The role of software testing metrics• Value of reviews and inspections• Personnel issues

Software Testing Across the Software Development Life Cycle• Preparing to test• Testing activities for every phase of the life

cycle• Ensuring testing is scheduled• Requirements validation and change

Unit Testing• Unit test planning• Methods• Practical techniques• Conducting the test• Analysing results

Integration and System Testing• Integration test planning• Methods: top-down vs. bottom-up• Practical techniques• Conducting the test• Analysing results• Applying regression testing• System test planning and methods• Conducting the test and analysing results• Regression testing

Acceptance Testing• Acceptance test planning• Methods• Practical techniques• Conducting the test• Analysing the results• Testing object-oriented systems

Additional Testing Topics• Commercial off-the-shelf (COTS) systems• Web-based systems• Testing in a client server environment

Course Topics

Course InformationClassroom: 3 days PDUs: 18.0 CEUs: 1.8 Course code: CRZ

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Today’s information technology project manager faces projects of increasing size, complexity and risk. Your job as project manager is to make sure that all of the components come together and to see that the project is completed on time and within budget.

Yet the definition of “all the components” keeps getting broader and more complex. More and more IT projects depend on critical systems integration (SI) issues, including client/server develop-ment, open systems design, enterprise solution implementation, legacy systems maintenance and multi-site deployment.

Now you can identify and explore the complex technical and business issues involved in integrating custom software, hardware solutions, telecommunications networks, commercial off-the- shelf (COTS) software, business procedures and services, and support facilities.

Through an interactive case study and classroom discussions, you will experience what it takes to be the project manager on a typical SI project. You will develop an understanding and appreciation of

the problems that can occur and explore ways to solve them. And you will gain an understanding of the critical need for a systems integration project manager on large IT projects in the real world.

If you face a future assignment as a systems integration project manager, this course will give you tools and techniques needed for survival.

You will learn how to:• Plan, estimate and organise system integration efforts

• Manage the implementation of complex system interfaces

• Assess and respond to the risks inherent in integration projects

• Apply the decomposition- integration paradigm to manage complexity

• Focus on the business emphasis of system integration

What is Systems Integration (SI)?• Systems Integration and SI projects• Typical SI projects • Importance of SI project management

Process Evaluation• Managing the complexity of SI projects• Decomposition and delegation as key

paradigms in SI• Value of formal methods, processes and skills

for managing SI projects

SI Project Organisation• Creating effective SI work breakdown structure• Developing effective SI project teams• Organising for SI projects

Controlling SI Projects

• Estimating for SI projects• Define SI metrics for project performance

measurement• Process mapping• Interaction complexity in SI projects

Integration Risk Management• SI risk management• Tools for recognising SI complexity • Configuration and integration management

SI Execution Management• SI project execution• Requirements analysis• Procurement considerations• Execution change analysis

Integration and Testing Management• Testing concerns for SI• Managing testing issues• Tools to facilitate test planning

SI Deployment Management• Key system deployment issues in SI projects• Single and multi-site deployment• Options for predictable crises

SI Project Closeout• SI closeout issues • The SI project closeout plan

Course Topics

Project Integration ManagementProject Scope ManagementProject Quality ManagementProject Time Management

Project Cost ManagementProject Risk ManagementProject Procurement ManagementProject Communications Management


Reminder: Participants should have completed at a minimum an introductory course in project management, such as Managing IT Projects or Managing Projects.

Course InformationClassroom: 3 days PDUs: 22.5 CEUs: 2.2 Course code: BXC


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Agile Project Management

Today, global businesses want and need to be able to deliver products to the market faster. As new projects are selected by the organisation or management, it is important to determine whether a traditional or agile project management approach is appropriate. For a project to succeed, the organisation needs to support the process, customers need to be involved daily, teams need to be creative and self-disciplined, and project managers need to be able to facilitate and lead the team. Working in an agile environment means being able to quickly deliver the customers’ features on time and be able to respond to their needs by balancing flexibility and stability in this ever-changing world.

Agile Project Management will help you:

• Decide if your organisation is ready to accept estimates and sta-tus reports that are different from previous projects

• Determine whether your customer will be an active participant on a daily basis

• Identify any shortcomings your global team may have

• Determine if your project managers have the skills and charac-teristics needed to lead an agile project

Through an integrated case-study, participants will have the oppor-tunity to select a project for agile development and work through the life cycle of an agile project.

You will learn how to:• Select which projects are suitable for an agile environment

• Determine the readiness of an organisation, team, customer and project manager

• Plan for risks

• Define user stories and how to elaborate and define test cases to assure the customer’s requirement

• Plan releases, estimate iterations by providing story point esti-mates for each feature and determine the team’s velocity

• Provide status reports to management through burndown charts, iteration tables, agile earned value management and so on

• Adapt changes based on the customer’s request and effectively enhance the process to manage those changes

• Determine when a project should be terminated

Introduction to Agile Project Management • History of agile movement • Agile manifesto • Common myths about agile project

management• Characteristics of an agile project• When not to use agile development• Strengths and challenges of agile

development• Variants of agile methods

Traditional Approach vs. Agile Approach

Developing the Agile Environment• Agile culture• Management challenges to agile adoption• Team challenges to agile adoption

• Stakeholder/customer challenges to agile adoption

• Agile approach to hybrid environments• The agile project manager

Envisioning the Agile Project• Agile approach to the requirement process• User story development • Release planning• Prioritising feature for a release• Iterations in releases

Building an Iteration• Iteration planning • Estimating for an iteration

• Rough order of magnitude• Velocity• Story points• Time box

• Delivery schedule• Planning poker

• Managing risks• Tracking iteration progress

• Daily standup meeting• Iteration delta tables• Burndown charts• Progress reports• Running test procedures• Agile EVM

Managing Iteration Changes• Introducing change to an iterative process• Integrating change into the product• Balancing change• Closing out an agile project• Early termination of an agile project• Project closeout retrospective

Course Topics

Project Scope ManagementProject Quality ManagementProject Time ManagementProject Cost Management



Reminder: Prior to taking this course, you should have acquired the background as taught in Managing Projects or Managing IT Projects.

Course InformationClassroom: 2 days PDUs: 15.0 CEUs: 1.5 Course code: DML *Credits may vary by delivery method

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S Business Process Analysis, Innovation and Design

To survive in the twenty-first century, organisations must become lean, flexible, innovative and customer-driven. To do this, most companies need to analyse and redesign core business processes. They must abandon old ideas about how organisations should be managed and rethink how to do things faster, better, cheaper—or whether to do them at all.

Business process analysis and design, can tremendously improve an organisation’s productivity, profitability, responsiveness and cus-tomer satisfaction.

Learn practical techniques for designing critical processes in cor-porations, government agencies and nonprofit organisations at this valuable course. Get answers to fundamental questions about process innovation: what it is, what benefits it affords, and why it necessitates rethinking an organisation’s use of information tech-nology and management control mechanisms.

You will leave the course prepared to begin business process analy-sis and redesign with realistic expectations and sound strategies that provide a foundation for success.

You will learn how to:• Avoid the management “dead zone” lurking in every process

redesign project

• Facilitate a paradigm shift within your organisation

• Set realistic “stretch targets” for the transition

• Evaluate the organisation culture’s readiness for change

• Maintain a constancy of purpose despite declining morale and hostile attitudes in some stakeholders

• Assess the effectiveness of current processes

• Reinvent effective processes for the future

Defining Business Process Innovation• A working definition• A model for process invention• A business process innovation road map• Why organisations are stuck with worn and

broken processes• Six guidelines for success

Learning by Looking Backward: A Historical View• The evolution of organisations, the revolution

of productivity• Deciding when to redesign a process• Leaping the curve of process change• Making the case for process innovation

Process Analysis and Redesign as a Business Strategy• An enterprise model for change• Analysing current change strategy• Process measurements• Process innovation value-added• Establishing and prioritising customer

requirements• Strategic process capability

The Process-Centred Organisation: Leadership and Change Acceleration• The management “dead zone”• The change acceleration model• Process innovation and leadership styles• Recruiting the process design team

Analysis and Evaluation of Current Systems and Processes• Assessing organisational readiness• Mapping the existing processes• Measuring hidden and visible process costs• Process analysis tools• Assumption busting

Functional Process Diagnosis• Symptoms of process disease• Cause-and-effect analysis• Improve it, fix it or obliterate it?• Picking “low-hanging fruit”

Designing the Optimal Process• The return on investment (ROI) of process

redesign• Breaking away from the old process• Templates for process reinvention• Process design tools• Developing the desired process• Linking the new process to the customer• Analysing the risk of change and the

consequences of doing nothing• Anticipating barriers and identifying

accelerators• Highlighting communication tactics and the

“rule of 50s”

Overcoming Resistance to Change• Making the benefits real• Dealing with fear and anxiety• Do not wrestle the crocodiles, drain the

swamp• Avoid common costly mistakes• Celebrate success

Course Topics


Project Communications ManagementProject Procurement Management


Course InformationClassroom: 3 days PDUs: 22.5 CEUs: 2.2 Course code: DNG


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Recommendation: Please bring a calculator to class.

Budget and Financial Management

In a global business environment, employees are increasingly tasked with responsibilities outside of their traditional job roles. Finance is the fastest growing area where senior managers are looking to department staff and leaders for insight, understanding and recommendations. Without understanding the fundamental links between budgets and finance, many struggle to show senior managers how their projects or departments contribute to the organisation’s bottom line.

This course will help you understand the “macro” big picture and “micro” line item context and trends of finance—as well as the mechanics of developing budgets. It will give you the necessary tools to make sound financial decisions for your business unit. Whether your goal is to stay on budget, increase overall cost-sav-ings or meet specific profitability targets, real-world exercises will help you become familiar with standard financial documents, and use budget and estimating methods and tools more effectively. Specifically, you will review and discuss commonly used financial metrics to not only understand the numbers, but also to explore the not-so-obvious financial impacts of typical operating decisions and actions—from a project to organisational level.

After completing this course, you will know how to gather, com-pile and prioritise financial data to develop, execute and manage a budget. You will also be better able to communicate financial and budgetary information, have greater confidence in assessing finances, and participate more effectively in the business decision-making process.

You will learn how to:• Utilise ESI’s Mindset Model to understand how finance and ac-

counting influence management decisions

• Ask the right questions to successfully create, present, monitor and manage a budget

• Persuasively negotiate for financial resources

• Communicate financial information and results to stakeholders, executives, colleagues and project teams

• Correlate budget success with its presentation in financial reports

• Recognise the relationships between primary financial state-ment line items by calculating and examining relevant financial ratios

Strategic Focus and Drivers• Identifying and examining strategy• Business trends

• Mergers and acquisitions• Aggressive asset management• Outsourcing• Legislative and regulatory scrutiny• Balanced scorecard

Managing Stakeholder Expectations• Identify and analyse stakeholders• Getting buy-in

The Basics of Finance• Financial basics• Accounting• Costs, profits and profitability• Financial statements

• Balance sheets• Income statements• Cash flow statements

Budgeting Skills• Budgeting basics• Budget cycles• Budgeting processes: planning, approving,

managing and reporting• Budget elements• Gather and categorise• Prioritise• Develop initial estimates• Compile and total estimates• Perform tradeoffs• Finalise initial budget for approval

Presenting a Budget for Approval• Communicating budgets to decision makers• Negotiating for resources

Managing and Reporting Budget and Financial Results• Monitoring performance

• Variances• Earned value technique

• Taking corrective action• Budget reporting• Closing out budgets• Revenue recognition

Course Topics

Course InformationClassroom: 3 days PDUs: 22.5 CEUs: 2.2 Course code: DMY

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S Making Effective Presentations: Fundamentals

Do you have to make presentations at pre-proposal conferences, industry days, in front of source selection advisory boards, to internal pre-negotiation review boards or at other gatherings? Are you responsible for the oral presentation of your firm’s proposal in negotiations with the government or other gatherings in the course of your duties? If so, this course is for you! If you do not have these responsibilities yet, this course will help you move along your career path. Programme and technical personnel will benefit from this course as well.

How do you prepare yourself to deliver the most effective pres-entation possible? We will take you through each of the steps necessary to make your most effective presentation. You will learn how to plan your presentation by determining the basics, introduc-ing group exercises, developing a theme for your presentation and determining the flow from beginning to end. You will learn essentials for delivering an effective presentation, including tips for dealing with presentation anxiety, choosing a style most appropri-ate for your presentation and dealing with the difficulties you may encounter during your presentation. You will also learn some tech-niques for handling the question-and- answer period in the best possible way.

This course is designed to provide you with the fundamentals necessary to deliver an effective presentation and have the most optimum outcome. Whether you are new to delivering presenta-tions or have some basic experience but feel you need to improve your abilities, you will gain invaluable presentation skills.

You will learn how to:• Properly prepare yourself to deliver a dynamic presentation

• Develop a theme and map out the flow of your presentation

• Use group exercises in the most effective way possible

• Effectively use PowerPoint® or other presentation software

• Deal with presentation anxiety in the best way possible

• Use the presentation style best suited for the situation

• Deal with any obstacle that may arise

• Properly handle the question-and- answer session

Planning the Presentation• The basics• Introduction of the group exercise• Theme development• The opening• The body of the presentation

• Topical approach• Proper sequence• Basic theme• Smooth transitions

• The closing

Delivering the Presentation• Effective use of PowerPoint®/presentation

software• Delivering your message• Selling your presentation

• The importance of practice• Tips for dealing with presentation anxiety

• Common ailment• Manifestations• Ways to manage/reduce anxiety

• What’s hot and what’s not in presentations• Presentation styles

• Methods used to identify key points and decisions

• Top gripes of evaluators• Top likes of evaluators

• Four presentation styles• Reading• Memorising• Impromptu• Extemporaneous

• Three Vs in your presentation• Verbal• Vocal• Visual• Watch the nonverbals

• Dealing with difficulties• Common difficulties• Logistical support problems• Environmental distractions• Argumentative audience members• Having a plan of action• Points for “grace under pressure”

• Handling the question-and-answer session• Preparing for questions• Taking questions• Answering questions

Course Topics

Course InformationClassroom: 2 days PDUs: 12.0 CEUs: 1.2 Course code: CY7


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Negotiation Skills for Project Managers

Negotiation is an invaluable skill for any project manager. Not only do you negotiate agreements with vendors and contractors, but also you must effectively negotiate with stakeholders, customers, and team members throughout the life of a project. This highly interactive three-day experience covers the dynamics, processes and techniques of internal and external negotiation situations faced by project managers.

Big on practice, this course provides participants with the oppor-tunity to experience one-on-one negotiation. You will learn how to analyse your own and the other party’s negotiation style, dif-fuse conflict and turn it into an advantage and negotiate more effectively. Learn how to negotiate for efficient cost and schedule performance and achieve successful results on time. You will receive coaching and feedback from the instructor and the other participants.

You will learn how to:• Master fundamental project management skills, concepts and

techniques

• Link project goals and objectives to clear, compelling stakeholder needs

• Develop work breakdown structures

• Set realistic, measurable objectives and ensure positive results

• Estimate project costs and schedules using simple, proven techniques

• Establish a dependable project control and monitoring system


Project Scope ManagementProject Human Resource ManagementProject Procurement ManagementProject Communications Management

Negotiation in the Project Environment• Stakeholder analysis• Negotiating with key stakeholders• Negotiation and the triple constraint• Issues throughout the project life cycle

Natural Tendencies in Negotiation• Negotiating from positions• Transformation of goals• Destroying trust• Need to win• Emotional reaction

Developing the Best Alternative to Negotiated Agreement (BATNA)• Defining BATNA• Determining the need to negotiate• Strengthening the BATNA• Using BATNA• The other party’s BATNA

The Two Major Schools of Negotiation: Competitive and Collaborative

Competitive Negotiation• Determining primary and secondary issues• Establishing the maximum and minimum

positions• Defining the conflict range• Assessing the negotiation range

Understanding and Developing Your Negotiation Style• Myers-Briggs Type Indicator® (MBTI®) and

communication style • Personality preferences and style• Temperament Theory and collaboration

Collaborative Negotiation: Creating Win-Win by Exploring Differences• Clarifying interests• Developing options• Establishing criteria

Negotiating Within the Team• Identifying interests• Defining the process• Determining roles

Negotiating Between Teams• Establishing an approach• Monitoring the dialogue• Clarifying all interests

Preparing to Negotiate Your Project• Analysing your situation• Predicting the other party’s situation

Dealing with Conflict in Negotiation• Insight from MBTI®• Sequence of strengths as conflict escalates

Breakthrough Strategies to Get Past “No”• Managing emotional content• Reframing vs. reacting• Building a golden bridge• Educating vs. escalating

Maintaining and Building Your New Skills• Personal Action Plan• Other useful strategies for long-term gains

Course Topics


Course InformationClassroom: 3 days PDUs: 22.5 CEUs: 2.2 Course code: CW3

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S Writing Statements of Work: The Heart of Any Contract

Widely considered the “heart of the contract,” the Statement of Work (SOW) is the foundation of the relationship between buyers and sellers. The purchase or sale of products and services can only be executed by skilfully creating the SOW document. This course is designed for practical use by requirements developers, in-house SOW team members and other project managers and contract managers whose responsibilities include properly identifying needs and turning them into quality contracts. It provides the infor-mation you need, including basic contract management concepts, to consistently develop and administer effective SOWs.

This course employs challenging team exercises and case studies that will take you through the process of building a solid state-ment of work. You will learn how outsourcing needs emerge within companies and how these needs are eventually recognised and articulated. You will identify methods by which needs are analysed using proven tools to yield contract objectives that generate logic, flow and consistency in the resulting SOW.

The skills learned in this practical course can be immediately applied by anyone involved in writing, negotiating, awarding or administering SOWs.

You will learn how to:• Identify the most common errors found in inappropriate, confus-

ing or misconstrued narratives

• Employ easy techniques and “best practice” methods that will help you maintain consistently high quality in your SOW documents

• Identify what a “breach of contract” entails

• Assist others more effectively in critiquing SOWs for quality, clar-ity and completeness

• Utilise information on how the courts historically interpret dis-putes in contract language according to long-standing principles

The Basics of SOWs in Business• The role and importance of the SOW• A well-written SOW• The essential elements of a contract• Addressing risk management in SOWs• Basic concepts of agency—agent law• Types of authority at your company or

organisation• Basic concepts in contract law

The Purpose of the SOW• Relationship between master contract

and SOW• Conflicts in contracts• Contract interpretation guidelines• Different approaches to SOWs• Uncertainty and risk in contracting• Categories and types of contracts

A SOW’s Concept Development• Needs and requirements evolution in SOW

development• Sources of requirements• Initiating requirements identification• Ensuring clarity of requirements• Use of a requirements analysis checklist

The Use of a Requirements Definition• The work breakdown structure’s (WBS)

relationship to requirements and the SOW• Integral parts of the SOW format• Outline for typical SOW• Preparing an actual WBS

Creating the Narrative• Problems associated with poor writing and

poor construction• Guidelines for writing SOWs• Locating errors in a draft SOW• Drafting an actual SOW

Quality Assurance Through the Use of a SOW Master Checklist• The purpose/rationale of a SOW master

checklist• The use of the master checklist by the

SOW writer

Standard Tools Used for Preparing Quality SOWs• Standard outline for a typical SOW• Checklists for identifying typical problems of

poor or complicated narratives• Master checklist for the SOW writer• Basic project management glossary• Basic contract management glossary

Long-Term Issues for Quality SOWs• Ways to monitor SOWs and performance

issues• Responsibilities of team members• Having a sound contract administration plan• Post-award orientation• Proactive problem resolution

Course Topics

Course InformationClassroom: 3 days PDUs: 18.0 CEUs: 1.8 Course code: CWN


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Vendor Selection: A Collaborative Approach

Determining when to use and how to select a vendor effectively can make or break even the most carefully planned project. Understanding the factors that determine the most appropriate vendor relationship is crucial to success.

In this course, participants will be introduced to a unique model to help determine the most appropriate vendor relationship to address your various project needs. The course covers what project managers need to know to influence the contracting process to establish more effective, long-term, win-win relationships with capable, compatible “partners.” It explores activities that are essen-tial to effective vendor selection: articulating the right requirement, building the right relationship, finding the right partner, structur-ing the right contract and maintaining the right attitude between the parties.

You will learn how to:• Identify and quantify the factors that help define the most ap-

propriate vendor relationship

• Conduct a make-buy analysis

• Perform market research to identify an appropriate vendor

• Determine the appropriate contract type to facilitate success

• Negotiate and structure a contract to create a win-win relationship

The Right Requirements: Business Imperatives• Developing, analysing and communicating

requirements• Make-or-buy decisions• Sourcing strategy

The Right Relationship: Types of Relationships• Risk consideration• Arm’s-length sourcing relationships• Collaborative contractual relationships• Formal business alliances

The Right Partner: Best-Value Source Selection• Presolicitation process• Solicitation process• Award process

The Right Partner: Finding Qualified Sources and Vendors• Prerequisites for finding the right source and

successful partnership• Where to look for potential collaborative

sources and partners• Characteristics of effective relationships

The Right Contract: Types of Contracts• Risk consideration• Fixed price, cost-plus-fixed fee, time and

materials

The Right Contract: Master Agreements• Terms and conditions• Types of master agreements• Common elements and specific requirements

of master agreements

The Right Relationship: Negotiation and Closing the Deal• Relationship between negotiations and

business need• Phases of the negotiation process• Terms and conditions to facilitate long term

win-win outcomes

Course Topics

Reminder: This is not a course in the basics of contract management. It assumes that the participant has already taken Contract Management Principles and Practices, Federal

Contracting Basics, or has equivalent experience involving contract management.

Course InformationClassroom: 3 days PDUs: 22.5 CEUs: 2.2 Course code: CX3

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S Microsoft® Project Essentials

Microsoft® Project Essentials offers fast-track familiarisation with the world’s most popular project management software tool. ESI’s step-by-step approach will provide you with comprehensive and hands-on experience in all the vital features you will need to know for effective project scheduling, detailed resource management, plan optimisation and progress tracking and reporting.

The course teaches the use of Microsoft® Project in support of a systematic and integrated project management process. Through dynamic presentations, interactive exercises, and case-study labo-ratory work that simulate real life project planning problems and dilemmas, you will quickly acquire the core skills and knowledge required for successful development and control of your project plans.

ESI offers a wealth of expertise in this industry-leading toolset, with extensive experience in its application, both in small-scale projects and the most challenging and demanding complex programmes.

You will learn how to:• Organise project information into easily managed plans

• Ensure consistent and accurate schedule, cost and resource forecasting

• Perform quality checks to test the reliability of any plan

• Update and modify plans to accommodate changes in scope, budget, personnel and deadlines

• Report timely and dependable progress information

• Use Microsoft® Project as a complement to concepts introduced in ESI’s core project management courses

Develop the Work Breakdown Structure

Create Schedules and Perform Critical Path Analysis

Allocate Resources and Analyse Workload

Adjust Plans to Meet Schedule and Resource Constraints

Set Baselines and Update Progress

Conduct Variance Analysis

Report Status

Course Topics

Note: This course cannot be applied toward an Associate’s, Master’s or Professional certificate.

Recommendation: Combine this course with fundamental project management process training—experience the power of our integrated process and tools course, Planning and Managing Projects Plus.

Microsoft® Project Enterprise

Enterprise Project Management Training is a practical, how-to course designed to teach the functionality of Microsoft® Project Professional and its corresponding Project Web Access interface. Using an on-site, hands-on approach that covers collaborative project management in a Web environment, you will learn how to develop, track and manage effective project plans that draw on a pool of resources across the enterprise.

Through carefully structured exercises, participants apply the con-cepts taught in class to a case study reflecting real-world project challenges, while simultaneously leveraging ESI’s industry proven methodologies for project and project portfolio management.

You will learn how to:• Create high quality schedules

• Use enterprise planning templates

• Assign, analyse and manage enterprise resources

• Track multiple projects and assess variances

• Collaborate using Web-based status reporting

• View project and portfolio performance

• Conduct portfolio analysis and modelling

Introduction to Microsoft® Project Enterprise

Project Planning—Develop Schedules Using an Enterprise Resource Pool

Project Tracking—Capture Progress Using Timesheets

Project Analysis—Assess Workloads and Multi-project Performance Across the Organisation

Project Reporting—Use Web-Based Report Workflows and Drilldown Dashboards

Course Topics

Course InformationClassroom: 2 days PDUs: 14 CEUs: 2.2 Course code: DNG

Course InformationClassroom: 1 day PDUs: 7 CEUs: 0.7 Course code: DHG


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Project Planning Workshop

In today’s business culture, project teams are expected to deliver creditable project plans early in the development cycle. ESI has structured the Project Planning Workshop (PPW) to quickly develop or validate a project plan while fostering excellent team dynamics.

This results-oriented workshop involves all participants in an inter-active experience which demonstrates the power of a workshop and Microsoft® Project to build a high-performance project team while engaging them in the development of a detailed project plan. When you need to put strategy into motion in the most effec-tive manner, PPW gives your project teams the blueprint to success.

For over ten years, the workshop approach has successfully pro-vided project teams the clarity and single mindedness necessary to quickly and effectively launch projects. When the time comes to launch a project, can you afford to begin the race without anything but the finest in team preparation?

You will learn how to:• Emphasise the importance of initiating projects with a structured

approach

• Understand how to create an effective project definition document

• Systematically identify the work required to achieve project goals

• Learn how Microsoft® Project and complementary templates support effective project planning and tracking processes

• Develop and optimise a fully resourced project schedule in Microsoft® Project

• Establish a risk management plan

Project Work Specification • Identify project objectives• Scope out work• Define deliverables• Agree upon roles and responsibilities

Project Schedule • Establish tasks and dependencies using

Microsoft® Project• Estimate durations and create project

schedules• Critical path analysis techniques• Quality review techniques• Optimise plan in readiness for tracking

Risk Management Plans • Identifying key project risks• Develop risk monitoring and controlling plan• Risks associated with cross-functional hand-

offs and dependencies on other organisations

Course Topics

Course InformationClassroom: 2 days PDUs: 16 CEUs: 1.6 Course code: DHJ

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You have been hearing the term Earned Value Management (EVM) for some time, and you have been introduced to the plethora of cal-culations involved. Management has been pushing you to explain what is really going on in your projects, and to tell them how you know that what you are telling them is true. What you really need is a more objective way to evaluate and control your project and to provide management accurate summary information. In short, you need Unlocking the Power of Earned Value Management.

This course will take you beyond the calculations you have already learned. You will review key project documents to gain an under-standing of their relationship to effective project evaluation and control using EVM. You will explore the challenges and approaches involved in establishing a baseline and obtaining accurate, timely and useful information to measure project performance with EVM. You will benefit from relevant discussions with your peers and an experienced instructor.

Working through an integrated case study designed to simulate real-world issues, problems and decisions, you will gain insight and

experience in determining a realistic assessment of where your project actually stands. This approach allows you to practice new skills and ask questions as you assimilate a broad array of practical experience that can be immediately applied upon your return to the workplace.

You will learn how to:• Harness the power of EVM to control your project

• Indicate work progress in a more objective way within and across projects

• Properly relate cost, schedule and technical accomplishment

• Relate time-phased budgets to specific tasks and/or statements of work to create a useful and realistic baseline

• Supply managers with information at a practical level of summarisation

• Prepare an action plan and create an immediate impact to your organisation’s ability to effectively control projects

Evaluation and Control in a Project Environment• What is the difference between evaluation and

control?• The challenges to evaluation and control• How do you accomplish effective evaluation

and control?

Effective Earned Value Management• EVM speak—know the language• How to get “the numbers”• OBS and WBS: What are they and why are they

important?

• Estimating cost and schedule honestly and accurately

• Setting the Performance Measurement Baseline (PMB)

Data Collection, Change Management and Baseline Maintenance

Earned Value in Action• Formulas for control• Variance tolerances and thresholds• Are you in control?• EVM rules

EVM Reporting• EVM reports• Tracking• Project reviews

Implementation of EVM• Requirements of the organisation• Challenges to implementation• Developing your plan for implementation

Course Topics

Reminder: Prior to taking this course, you should have a good understanding of standard project management control tools such as network diagrams and responsibility matrices. In addition, a

basic background in applying and managing cost and schedule metrics is desirable.

Participants in this course will receive ESI’s Earned Value Formula Finder.

Recommendation: Please bring a calculator to class.

Project Integration ManagementProject Scope ManagementProject Time ManagementProject Cost Management



Course InformationClassroom: 2 days PDUs: 15.0 CEUs: 1.5 Course code: DGX


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Requirements Management: A Key to Project Success

Requirements are the foundation of any project, yet the number of project failures attributed to inadequate requirements devel-opment and management is staggering. As projects progress, “scope creep” often occurs due to the inability to manage constant change. Customers’ needs and the project sponsor’s needs fre-quently seem to be at odds. How does the project manager cope with all the turmoil?

Requirements Management takes the project manager beyond the basics of all aspects of the requirements management process, from concept through closeout. Participants will learn up-to-date practices for requirements management and a recommended requirements management process, including proper selec-tion of tools and techniques for specific types of projects. You’ll explore evaluation techniques to verify requirements early in the project life cycle so as to prevent costly rework downstream. Even with a solid process for managing requirements, fallout may still result from the battle between important project stakeholders. Participants will practice methods of effective relationship man-agement and negotiation to ensure agreement on functional requirements.

An action-packed, integrated case study will provide experienced project managers, who already have experience with the basics of requirements management, the opportunity to practice new skills in a supportive learning environment. Participants respon-sible for all types of projects, from construction to new product development to information technology, will take home tools and techniques to put to immediate use.

You will learn how to:• Apply a requirements management process to a project life cycle

• Use proper evaluation techniques to verify and gain agreement upon requirements that meet specific business and technical objectives

• Identify formal and informal techniques to manage stakeholder relationships within the requirements management process

• Implement a change management process to control scope creep

Requirements Factors Influencing Project Problems

The Project Requirements Process• The project management and requirements

management life cycles• Steps in the requirements management

process• Fixed and evolving requirements• Organisational standards

Stakeholder Assessment• Identification and categorisation• Relationship management• Communication plan• Risk factors

Requirements Identification• Conducting a stakeholder analysis• Identifying risks and mitigation strategies

Critical Success Factors• Traceability matrix• Global requirements analysis• Test plan• Requirements management standards

Requirements Derivation• Functional and non-functional

requirements• Global requirements• Identifying multiple views• Tools and techniques• Documentation standards

Evaluation and Approval• Selection of tools and techniques• Requirement/prototype review• Risk assessment• Baseline documentation• Internal and external reviews

Change Management• Evaluating policy for project needs• Establishing business criteria for change

control• Selecting tools and techniques• Success criteria

Validation of Project Outcomes• Acceptance criteria• Project test results

Closeout Procedures

Course Topics

Project Scope ManagementProject Quality ManagementProject Risk ManagementProject Communications Management


Reminder: Participants should have a basic understanding of project management processes and how to identify, analyse and write requirements prior to taking this course.


Course InformationClassroom: 3 days PDUs: 22.5 CEUs: 2.2 Course code: CVG

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If you are a project manager who is in the trenches every day, sooner or later you will be staring into the face of a troubled project. The project may be your own or may be one you have inherited. Knowing what to do when the time comes will be critical to your success. You will need to take action immediately—with speed, accuracy, power, balance and focus. You will have little time to think about an approach or polish your skills.

Rapid Assessment and Recovery of Troubled Projects demonstrates a proven process to project recovery. You will get everything you need (process, tools, techniques) to perform a rapid assessment of a project in trouble, develop a recovery plan and manage the transi-tion to stabilisation.

Active participation in the case study, designed to simulate the environment and feel of an actual troubled project, will enable you to build your skills in a meaningful way. This course is a must for experienced project managers who need to know what to do when the chips are down.

You will learn how to:• Structure and lead the effort to assess project problems rapidly

• Determine the root causes of identified problems

• Develop a recovery plan for any troubled project

• Provide leadership to turn the project around

• Identify and manage signs of trouble early in a project

Introduction to Assessment Methodology• Identifying the early warning signs of troubled

projects• The role of the assessment sponsor• Overview of the Rapid Assessment Model

Planning the Assessment• The role of the charter in developing an

assessment plan• Bridging the gap between the project team

and the assessment team• Evaluating project history through critical

documentation

Conducting the Assessment• Developing the interview strategy• Using interviews to determine project reality• Analysing and validating project data

Developing the Stabilisation Plan• Stabilisation conceptual overview• Recovery strategy options• Developing a plan for stabilisation• Addressing people, processes, products and

timing

Stabilising the Project• Steps to conduct stabilisation plan• Techniques for prioritising threats,

opportunities and problems• Rebaselining the project plan• Implementing project control metrics

Preventive Measures• Avoiding classic mistakes• Establishing a plan for continuous

improvement

Course Topics

Reminder: Participants should have a thorough understanding of scheduling and cost control and

risk management before taking this course.

Project Integration ManagementProject Scope ManagementProject Quality ManagementProject Time Management

Project Cost ManagementProject Risk ManagementProject Procurement ManagementProject Communications Management


Course InformationClassroom: 3 days PDUs: 22.5 CEUs: 2.2 Course code: CVR


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Managing Global Projects

Global trends are reshaping the competitive dimensions in the world and are driving the need for increased use of “borderless,” or global, project management. The management of the global projects cuts across organisational and national borders. To be suc-cessful, project managers must be prepared to overcome a unique set of obstacles. Special challenges arise from differences in cul-tures, mores, tradition, values, philosophies and languages of the project partners. The financial risks and implications of the project can be immense, extending far beyond the financial capabilities of any one partner operating independently.

In Managing Global Projects, you will learn how to approach these complex global management issues as well as how to minimise the risks inherent in doing business in the worldwide marketplace. You will develop an understanding of the many unique problems inher-ent in managing a global project and explore ways to solve them.

You will also get numerous tips, templates and tools that you can apply to any of your global efforts. And, you will leave with an Action Log to focus application of your course experience in the workplace.

You will learn how to:• Distinguish the unique characteristics of a “borderless,” or global,

project effort

• Identify the elements of a global project plan needed to lay the foundation for success in dealing with the challenges inherent in global projects

• Incorporate global project environmental factors into your risk management plan

• Systematically approach and address the unique issues surrounding the management of global projects

Overview of Global Project Management• Characteristics of global projects• Global project management challenges• Global project manager skills

Preparing for a Global Project• Identifying global business opportunities• Criteria for selecting a global project• Global risks and threats• Conducting a pre-project country study

Planning Challenges in Global Projects• Defining global project requirements

and scope• The Global Scope Management Plan• The Staffing Management Plan and the

project team• Risk management planning for globally

dispersed projects

Politics, Culture and Law• Political, social, economic, infrastructure, legal

and industry-specific considerations• Boycotts and business ethics• Negotiation norms and styles• Business and cultural etiquette

Avoiding Pitfalls in Global Projects• Joint ventures and strategic alliances• Procurement challenges• Quality assurance• Industry specific challenges

Keeping Global Projects Under Control• Scope verification• Change control• Quality control• Procurement control

Closing a Global Project• Closing out a global project• Challenges of financial and administrative

closeout of a global project• Repatriation challenges• Documenting lessons learned

Course Topics

Reminder: Participants should have a thorough understanding of project management before taking this course.




Course InformationClassroom: 3 days PDUs: 22.5 CEUs: 2.2 Course code: CY4

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Have you ever taken on a project that appeared just too complex to handle? Just trying to identify the multitude of variables to be managed, let alone to anticipate how they might interact to cre-ate unexpected challenges, can be overwhelming. So how do you determine the true complexity, with a clear understanding of the variables involved and move forward to develop a plan that pro-vides the right level of control and flexibility for success?

Leading a complex project requires a new way of thinking—a new approach to applying known project management techniques and tools. Leading Complex Projects provides an innovative approach to assess project complexity and to deploy the best techniques to achieve success.

You will learn to use ESI’s unique Complexity Indicator and Complex Project Model to increase your effectiveness in controlling the complexity in your project. The Complex Project Model provides valuable insight into the variables that create the complexity of your particular project. It enables you to select existing tools from a new point of view that both limits the level of complexity and lever-ages use of the remaining complexity for positive results—in short, to stack the odds of success in your favour!

The exercises and readings are designed to give you hands-on experience from a new perspective while determining the true level of project complexity and using complexity to assist rather than hinder progress. Among the tools provided is an automated template of ESI’s Complexity Indicator. Using your answers to the questions in the Complexity Indicator, this tool automatically cal-culates your project’s complexity level, and plots the strengths and weaknesses of your project against the nine areas of PMBOK® Guide. This course is a must for the experienced project manager who needs a leg up in managing the seemingly unmanageable!

You will learn how to:• Select leadership techniques to increase your odds of success

• Apply the concepts of complexity science to project management

• Use ESI’s Complexity Indicator to assess your project’s complexity level

• Create an innovative framework for managing project complex-ity using ESI’s Complex Project Model and Process

Understanding Complexity in Projects• Elements of complexity theory

• Complexity• Self-organisation• Emergence• Nonlinear dynamics• Open/closed systems

• Leadership approaches and techniques• Competencies• Behaviours• Leaders in complexity

The Complex Project Model and Process• ESI’s Complex Project Model• ESI’s Complex Project Process• Knowledge of complexity• Communication• Leadership• Project management

Determining Project Complexity• ESI’s Complexity Indicator• Assessing complexity levels• Applying the indicator

Communicating Project Complexity• Communication platforms• Risk and risk response• Change management• Problem solving

Designing for Complex Projects• OBS, PBS, WBS• Design tasks• Planning for project execution

Leading Complex Projects• Leadership levels• Clear vision• Principles and disciplines for leading

complex projects

Course Topics

Reminder: It is highly recommended that participants already have practical project management experience and a thorough

understanding of project management tools and techniques.




Course InformationClassroom: 3 days PDUs: 22.5 CEUs: 2.2 Course code: DFZ


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Leading Project Managers

The leader of project managers must bring order and rationality to a chaotic environment, identify opportunities to influence the direction of projects and lay the foundation for project managers to succeed. In addition, the leader of project managers must be skilled at managing project portfolios, allocating resources, review-ing projects and communicating appropriately. Above all, the leader of project managers must know the right questions to ask!

In this highly facilitated course, you will learn soft and hard skills and approaches that lead to organisational success in the “man-agement by projects” environment. You also will get expert perspectives and review best practices on issues critical to those who lead project managers. You will enjoy lively debate and stimu-lating conversation that reinforces what you know and what you have learned.

This course provides you with a new way of thinking about the best way to lead people in an organisation that uses a project management approach. It is a “must-have” for anyone responsible for leading and managing project managers.

You will learn how to:• Define the leader’s role in each phase of the project life cycle

• Outline reasons for project successes

• Use key performance indicators to monitor ongoing project progress

• Support project managers and project teams through coaching, mentoring and rewarding success

• Select the tools and techniques of project management that will help your teams be successful

The Leader of Project Managers (LPM) Role in the Project Life Cycle• Managing the Stage Gate process• The project environment• The role of management in each phase of the

life cycle• Defining project success within the

organisation

Managing in a Multi-Project Environment• The importance of rank ordering projects

across the organisation• Managing multiple project issues• Resource allocation• Issue resolution

Project Initiation• Project selection• Project charter• Project funding• Stakeholder considerations

Leading and Managing Project Managers• Challenges of leading and managing project

managers• Identifying, developing, evaluating and

retaining project managers• Rewarding success

The LPM’s Role in Project Planning• Risk management• Cost estimates• Schedule development• Resource allocation

Managing Relationships• Communicating across the organisation• Managing expectations• Management styles• Mentoring/coaching

The LPM’s Role in Project Implementation• Project manager and team performance• Asking the right questions• Management oversight• Determining if earned value is the project

Project Close• Early termination• Project end evaluation• Lessons learned

Course Topics

Reminder: Participants should have a basic understanding of project management before taking this course. It is assumed that attendees currently or will soon lead

project managers, with or without a direct reporting relationship.




Course InformationClassroom: 2 days PDUs: 15.0 CEUs: 1.5 Course code: CWD

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Teams make decisions every day, and they deal with dilemmas and unplanned events that must be resolved within specified times, budgets and other parameters. That fact forms the basis of this fast-paced, highly engaging workplace simulation. Project man-agers who have completed this simulation tell us they have two breakthrough insights that shatter myths and result in significant benefits to themselves and their organisations.

Myth #1. Leaders are born, not made. Participants formally compare what they do at work with the five practices of exemplary leaders. These practices have been researched with more than 30,000 lead-ers around the world by James Kouzes and Barry Posner and are reported in their book, The Leadership Challenge. Inevitably, you will have a great “Aha!”—you will find you possess, and express to some degree, every one of the five practices. You will be convinced you can be a leader!

Myth #2. A team is composed of a leader and followers. Research has found that strong teams are not made up of one leader and some number of followers. Superior teams are composed entirely of leaders! This second “Aha!” hits you as you discover the eight dimensions of high-performance teams, researched worldwide by Carl Larson and Frank LaFasto and reported in their book, Teamwork: What Must Go Right/What Can Go Wrong.

With these two myths deflated, the way is cleared for you to prac-tice leading and working in teams, two essential skills for success in managing projects. This simulation enables you to integrate and apply the five practices of exemplary leaders and eight dimensions of high-performing teams, becoming a confident and competent leader!

You will learn how to:• See yourself as a leader (and more than just a manager)

• Apply the five practices of exemplary leaders

• Employ the eight dimensions of high-performing teams

• Explain how these skills are inter woven and interdependent

• Integrate leadership and teamwork skills into managing projects

• Become a high-performing team member

World of Work• Traditional learning vs. stages of skill learning• Difference between a manager and leader• Role of relationship skills

Teamwork Skills• What makes a team “high performing”?• Eight dimensions of high-performing teams• How to get team commitment

Leadership Skills• What makes leaders effective?• Five practices of exemplary leaders• Leadership skill self-assessment• Relationship between leadership and

teamwork skills

Skill Practice and Application• Using a control panel to track progress• Practising application of the eight dimensions

of high-performing teams• Practising application of the five practices of

exemplary leaders• Contingency planning• Identifying and using key performance

indicators

Course Topics

Reminder: Participants should have a thorough understanding of basic project management, including knowledge of Gantt charts, resource levelling and general leadership practices, before taking this course.

Project Integration ManagementProject Quality ManagementProject Time ManagementProject Cost Management

Project Risk ManagementProject Human Resource ManagementProject Communications Management


This course combines classroom training with a computer-based simulation that challenges you to implement your new knowledge in real-life project situations!

Simulation

Course InformationClassroom: 2 days PDUs: 16.0 CEUs: 1.6 Course code: CXS


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Aligning Project Management with Organisational Strategy

Today’s business climate is characterised by unprecedented changes in technology and globalisation, as well as by complex business relationships and the unrelenting drive for competi-tive success. In this highly stressful environment, it is essential for project managers to think and act strategically. How does an organisation formulate a strategy to achieve competitive success? How do projects contribute to the implementation of the organisa-tion’s strategy? How should a project manager develop a project strategy that supports organisational strategic and business goals?

Aligning Project Management with Organisational Strategy gives you an in-depth analysis of the process leading from business strategy formation to portfolio development to the project and project manager’s role. Learn how to link your project to the business strategy, apply and maintain alignment of the project strategy, and manage the expectations and interests of those who have a stake in the project outcome.

Thought-provoking discussions and stimulating exercises highlight this dynamic, timely course.

You will receive the book The Project Manager’s MBA—How to Translate Project Decisions into Business Success by Dennis J. Cohen and Robert J. Graham. In addition, you will learn how to use a project ranking tool that can be used within your organisation to prioritise strategic projects. This tool can help you, the project manager, ask the questions to understand how your project fits into your organisation’s strategic initiatives.

You will learn how to:• Support top-level strategy formulation

• Link organisational strategy from business strategy to portfolio development to project implementation

• Ensure project credibility by aligning your project with your organisation’s goals, objectives and strategies

• Create and implement an appropriate strategy for your project

• Communicate your strategy to the project team, the customer and other project stakeholders

• Manage stakeholder expectations to maintain portfolio/project alignment

Organisational Strategy in Context• Strategy defined• Strategy as a way to achieve organisational

success• Paradigm shifts and their impact—

how change influences strategy• Forces for business change• The impact of organisational constraints

on strategy

Organisational Strategy: Approaches and Techniques• Strategy as a key to organisational success• Elements of a successful strategy• The relationship between strategy and

achievability• Strategy assessments

• Classic approaches and techniques for level-setting strategic thinking

• Towards setting up a culture of strategic thinking

Portfolio Management: Strategic Context• Defining a portfolio• Identifying projects included in a portfolio• The impact of portfolio management on

strategy• Challenges and benefits of portfolio

management• Influential roles in portfolio management

Portfolio Set-up and Maintenance• Setting up a successful project portfolio• Organisational influences of portfolios• Generating potential portfolio projects

• Steps in selecting portfolio projects• Integrating new projects into an existing

portfolio• Project performance and project gateway

reviews• The project filtering process

Strategic Project Management• Strategic vs. classic project management• Aligning projects with strategy• The role of the project team• The importance of managing change that

affects strategic projects• Anticipating and managing stakeholder

expectations and resistance

Course Topics

Reminder: Participants should have a basic understanding of project management before taking this course. It is assumed that attendees currently or will soon lead project managers, with or without a direct reporting relationship.

Project Integration ManagementProject Scope ManagementProject Risk ManagementProject Communications Management


Course InformationClassroom: 3 days PDUs: 22.5 CEUs: 2.2 Course code: DDN

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Are you experiencing anxiety or uncertainty stemming from a merger, acquisition, outsourcing, plant or base closure, staffing change or some other organisation change? Too often, change ini-tiatives fail because of poor planning, resistance to change, and lack of vision and communication. With constant change occurring in most organisations, a better understanding of how organisational changes come about, how they are planned, and the challenges inherent in the change process will facilitate smoother transitions and organisational effectiveness.

This extremely interactive course provides an overarching approach for making change happen in organisations and helps participants embrace a mindset that welcomes organisational change. This course addresses how to assess whether change is necessary, as well as what needs to be changed and how to build a business case for a change. Based on that, you will explore how to develop and articulate a compelling vision and strategy for change.

The course will teach you how to engage support for change from stakeholders, as well as how to develop a successful communica-tion plan that is key to any successful change initiative. Particular emphasis is placed on the emotional reactions to change and how to help people support change.

During class, you will work through real-life change scenarios and have the opportunity to plan for change and understand the impact of change from multiple perspectives. You will gain a better understanding of how you personally handle change and use strat-egies and tips to help others cope with change. You will come away from the course able to apply the framework, tools and approaches for leveraging the inevitable change that occurs every day in today’s business environment.

You will learn how to:• Become a change agent

• Leverage organisational change for positive outcomes

• Help others deal with change

• Create a business case for an organisational change

• Consider other perspectives that impact change initiatives

• Apply a framework to plan and lead organisational change

Change Defined• ESI’s Mindset Model• Effects of change• Resistance to change• Core values inventory• Framework for change

Being a Change Agent• Assessing personal strengths• Identifying personal barriers• Being inspired by change

Need for Change• “As is” and “to be” gap analysis• Deciding what needs to change• Developing a business case for change• Prioritising changes

Organisational Readiness• Engaging support• Articulating a compelling vision• Gaining sponsorship• Assessing stakeholders• Identifying key roles and responsibilities• Process and plan a case for change

Planning for Change• Creating the change team• Communication plan• Strategy for change• Measures and milestones• Articulating the case for change

Implementing Change• Changing business process• Coaching and supporting the transition• Helping others transition• Preparing an implementation plan• Sustaining organisational change• Implementing the case for change

Course Topics

Course InformationClassroom: 3 days PDUs: 22.5 CEUs: 2.2 Course code: DFS


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Project Planning, Analysis and Control

This course gives intensive instruction in project management fundamentals across the entire project life cycle. It provides proven strategies and practical tools for planning, executing, and control-ling a variety of projects. It also offers detailed and sophisticated instruction in the critical areas of scheduling key events, control-ling costs, and managing risks. (Covers Managing Projects, Risk Management, and Scheduling and Cost Control.) Participants will improve their ability to define the scope of a product development project and manage within that definition.

They will learn how to identify and sequence tasks, estimate durations of tasks, schedule events and activities, plan for delays, control variances, manage costs, and utilize resources. Participants will also learn qualitative and quantitative techniques for iden-tifying, analysing, and mitigating risk, as well as the best ways and times to apply these techniques to the project environment.

Individual and small-group learning exercises will help develop these skills. Participants will be introduced to key theories, concepts, and practices, then put this knowledge to work in the classroom through a comprehensive case study and other practical learning activities.

You will learn how to:• Describe the roles and responsibilities of project managers

across the project life cycle

• Define and develop the foundations of a project plan, including the project requirements document, work breakdown structure, schedule, resources, and other cost estimates

• Describe project risk identification, risk assessment, and risk miti-gation strategies

• Control the project by managing against the baseline

• Close out a project effectively

Introduction to Project Management• Definition of a project• Definition of project management• Influences on a project• Stakeholders and customers• Organizational structures and their influence

on projects• Senior management’s role in project definition• Project manager roles and responsibilities• Project manager’s responsibility• Tools available to the pm• The PMBOK ® Guide• Project life cycle• Project management process groups• The triple constraint

Project Initiation• Initiating a project• Project selection and tools• Quantitative factors in project selection• Qualitative factors in project selection• Stakeholders• Inherent risk• The right start• Assessing needs• Goals, objectives, and outcomes• Requirements: functional and technical• Prototyping and progressive elaboration• Project charter• Project requirements document (PRD)

Project Planning• Scope and requirements• Work breakdown structure (WBS)

• Resource planning and tools• Estimating tools and practices• Program evaluation and review technique

(PERT)• Schedule planning common tools• Network diagramming• Critical path method (CPM)• Gantt charts• Cost planning• Baseline costs plus reserve• Resource planning and tools• Communication planning• Quality planning• Elements of a project plan• Project management planning software

Risk Management• Risk management: elements and

characteristics• Risk management — A full project life-cycle

responsibility• ESI’s risk management model• Step 1: risk management planning• Step 2: identify risks• Risk identification guidelines• Types of risks• Idea-generation techniques and tools• Step 3: analyse risks• Presenting probability and impact• Probability assessment: combining qualitative

and quantitative approaches• Comparison of approaches expected value• Decision tree• Step 4: prioritise risks

• Risk prioritisation tools and techniques• Expected value ranking• Filtering and comparative risk ranking• Step 5: risk response planning• Response strategies for threats and

opportunities• Risk response• Risk monitoring and control• Step 6: execute risk strategy• Step 7: evaluate results• Step 8: document risk management results

Project Control: Monitoring, Replanning and Reporting• Project control• Project monitoring processes• Managing the triple constraint• Change control• Configuration management• Earned value management (EVM)• Schedule and cost• Percent complete and percent spent• The 50-50 rule

Project Closeout• Typical closeout steps• Measure outcomes (success criteria)• Fulfil contract obligations• Administrative closeout• Assess lessons learned• Celebrate success• Assess management performance• Final project evaluation

Course Topic

Project Integration ManagementProject Scope ManagementProject Quality Management


Project Human Resource ManagementProject Procurement ManagementProject Communications Management


Course InformationClassroom: 4 days PDUs: 30.0 CEUs: 3.0 Course code: BTV

[email protected]

PREP

ARE

FO

R YO

UR

PMP®

CER

TIFI

CAT

ION

Course InformationClassroom: 5 days PDUs: 15.0* CEUs: 1.5* Course code: BSJ *Credits may vary by delivery method. See PMI® website for eligibility based on your PMP® status.

Take PMI’s PMI® certification exam within 60 days of the PMP® Exam Power Prep course completion and we will stand behind your success. Should you fail to pass the exam on your first try, we will give you free access to the online version of our popular and effective PMP® Exam Preparation course to support your additional focused preparation. (You must enrol within 30 days after having taken the PMP® certification exam; you will be given standard course access.)

PMP® Exam Power Prep

Immerse yourself in ESI’s PMP® Exam Power Prep and you will be well on your way to passing PMI’s PMP® certification exam. This course is for you if you have met PMI’s requirements put forth in the PMP® Credential Application. This intensive, five day course integrates in-depth topic reviews with morning instructor-led lecture and afternoon structured personal study time, including individual assistance from your PMP-certified instructor. You will thoroughly review exam “trouble spots,” use highly effective drills to acceler-ate your learning, receive invaluable test taking tips, and take and review practice exams.

You will receive a comprehensive workbook, including drills and practice exams, as well as PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide). And, for on-the-go reinforce-ment, you will be given The Portable PMP® Exam Prep: Conversations on Passing the PMP® Exam CD set.

You will learn how to:• You want an in-depth topic review and structured study

• You want to ensure exam success with five power-packed days of preparation

• You have met the requirements on PMI’s PMP® Credential Application

PMP® Exam Preparation

Improve your chances of passing the gruelling PMP® certification exam on the first try with this well-proven and successful course. You will find out exactly what components of your project manage-ment background will be tested so you know where to focus your attention during the vital weeks of preparation. You will become familiar with the makeup and format of the exam itself, thanks to ESI’s exclusive PMP® Exam: Practice Test and Study Guide, featuring hundreds of multiple-choice questions and fully referenced answers. Plus, you will get a chance to explore the rationale behind answers with your instructor, a certified PMP®.

You will also receive an extensive collection of exam-preparation study materials, including PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and ESI’s popular and unique PMP® Exam Challenge!—600 questions on spiral-bound, fully tabbed flashcards.

Learn from the project management experts at ESI how to make the most of your limited study time.

You will learn how to:• Reduce your study time by half by focusing only on relevant

exam topics

• Use test taking strategies to help answer any question correctly

• Turn double negatives into simple statements

Course InformationClassroom: 5 days PDUs: 36.0* CEUs: 3.6* Course code: DJ4 *See PMI® website for eligibility based on your PMP® status.

CERTIFICATES


The Associate’s Certificates in Project Management and IT Project Management

ESI’s Associate’s Certificates in

Project Management and IT Project

Management provide an introduc-

tion to project management and are

appropriate for anyone who needs

a basic working knowledge of the

subject. Backed by our academic

partner, The George Washington

University, associate’s

certificates are flexible

programmes that

can be customised to

your specific needs.

Earning Your CertificateThese certificates demonstrate that you’ have acquired a working knowledge of project management or IT project management.

The associate’s certificates complement the Project Management Institute’s (PMI®) Certified Associate in Project Management (CAPM®) credential and begin to lay the groundwork for anyone seeking PMI’s Project Management Professional (PMP®) certification.

Certificate RequirementsTo earn either of these associate’s certifi-cates, you must successfully complete three courses within two years. One (and only one) introductory course must be taken.

For Project Management:

• Managing Projects

• Planning and Managing Projects

For IT Project Management:

• Managing IT Projects

At least one course must be taken from the following curricula.

For Project Management:

• Core Project Management

For IT Project Management:

• IT Project Management

ASSOCIATE’S CERTIFICATE IN PROJECT MANAGEMENT

Managing Projects

You must take the following introductory course…

At least one course must be taken from the following…

➤➤

Upon successfully completing the required three courses, you will receive an Associate’s Certificate in Project Management awarded by ESI and The George Washington University.

ASSOCIATE’S CERTIFICATE IN IT PROJECT MANAGEMENT


Core and Elective Project Management courses

in this catalogue

IT Project Management, Business Skills and Business

Analysis courses

IT Project Management

Core and Elective Project Management, Business Skills

and Business Analysis courses

You must take the following introductory course…

At least one course must be taken from the following…

➤➤

Upon successfully completing the required three courses, you will receive an Associate’s Certificate in IT Project Management awarded by ESI and The George Washington University.

= available online via ESI’s Virtual Classroom = available online via ESI’s e-training

The remaining course may be taken from the following…

➤ The remaining course may be taken from the following…

➤

NEW!

The remaining course may be taken from the Business Skills or Business Analysis curricula. Although there is no order in which you must take the courses leading to an associate’s certificate, we recommend that you take the introduc-tory course first to become familiar with basic project management terminology and principles. You must adhere to the restrictions on the course pages.

Courses for Experienced Project Managers, workshops and the PMP® Exam Review courses may not be applied to either associate’s certificate.

NOTE: You may only apply each course to one associate’s certificate. However, all courses taken for the associate’s certificate may be applied toward a specific master’s certificate requirement.

Track your training history or create your training plan with MyESI®, ESI’s online training portal. Visit www.esi-intl.com/en/MyESI

for more information and to sign-up.

Planning and Managing Projects

Or…

38

CERT

IFIC

ATES

[email protected]

Earning a Master’s Certificate in

Project Management is the ideal

way to showcase your expertise and

demonstrate your commitment to

project excellence.

With ESI, you have the flexibility

to choose between two master’s

certificates, allowing you to focus on

the knowledge and skills specific to

your individual needs—

• Master’s Certificate in Project

Management

• Master’s Certificate in

Project Management with a

Concentration in IT Project

Management

Earning Your Master’s Certificate in Project ManagementThis master’s certificate programme offers the widest range of course choices in the training industry. The programme is designed for managers in all fields and professions and provides flexibility in building your skill set. You will gain a common base of knowledge and skills essential for today’s project manager. All project management processes and knowledge areas found in the PMBOK® Guide, which is considered the foundation of modern project management, are ad-dressed in the core project management courses.

Certificate Requirements

To earn a Master’s Certificate in Project Management, you must successfully complete seven courses within four years. At least three of these must be taken from the seven Core Project Management courses. Depending on your background, you can choose to begin with Managing Projects. Other courses may be selected to build upon your current knowledge base. The remaining courses may be selected from the following curricula to meet your specific needs: IT Project Management, Courses for Experienced Project Managers, Business Analysis, Contract Management, Project Management Electives or Business Skills (no more than two courses). You may also apply PMP® Exam Preparation or PMP® Exam Power Prep toward your Master’s Certificate in Project Management as one of your electives.

Courses may only be applied to one master’s or professional certificate. You must adhere to the restrictions on the course pages.

MASTER’S CERTIFICATE IN PROJECT MANAGEMENT

Upon successfully completing the required seven courses, you will receive a Master’s Certificate in Project Management awarded by ESI and The George Washington University.

You may choose to start by taking…

Then take at least two of the following courses…

You may also take…

➤➤

Managing Projects


Quality for Project Managers

Scheduling and Cost Control

Risk Management


Project Management Applications

Elective Course(s)You may apply up to four courses toward your master’s certificate from the following:• IT Project Management

courses• Project Management

Elective courses• Courses for Experienced

Project Managers• Business Analysis courses• Business Skills courses

(up to two)• Contract Management courses• PMP® Exam Review

courses (one)

➤

The Master’s Certificates in Project Management

Track your training history or create your training plan with MyESI®, ESI’s online training portal. Visit www.esi-intl.com/en/MyESI

for more information and to sign-up.

Planning and Managing Projects

Or…

CERTIFICATES


Earning Your Master’s Certificate in Project Management with a Concentration in IT Project ManagementESI recognises the importance of a solid foundation in project management skills within today’s IT industry. That is why we are pleased to offer the Master’s Certificate in Project Management with a Concentration in IT Project Management. This programme, which is an update of our Master’s Certificate in IT Project Management, combines essential project management skills with a distinctly IT focus.

Certificate Requirements

To earn a Master’s Certificate in Project Management with a Concentration in IT Project Management, you must successfully complete seven courses within four years. At least three of these must be taken from the IT-related courses and at least two courses must also be taken from the Project Management courses shown on the curriculum path to the right. Up to two courses may be selected from the following curricula to meet your specific needs: Courses for Experienced Project Managers, Business Analysis, Contract Management, Project Management Electives or Business Skills. You may also apply PMP® Exam Preparation or PMP® Exam Power Prep toward your master’s certificate as one of your electives.

Then, take at least two project management courses…

You may also take…


Quality for Project Managers

Scheduling and Cost Control


Elective Course(s)You may apply up to two courses toward your master’s certificate from the following:• Project Management

Elective courses• Courses for Experienced

Project Managers• Business Analysis courses• Business Skills courses

(up to two)• Contract Management courses• PMP® Exam Review

courses (one)

➤

Software Testing for Better Project Management

Systems Integration Project Management

Take at least three of the following IT-related courses…

How to Gather and Document User Requirements


IT Risk Management

➤➤

MASTER’S CERTIFICATE IN PROJECT MANAGEMENT WITH

A CONCENTRATION IN IT PROJECT MANAGEMENT

Agile Project Management

Upon successfully complet-ing the required seven courses, you will receive a Master’s Certificate in Project Management with a Concentration in IT Project Management awarded by ESI and The George Washington University.

= available online via ESI’s Virtual Classroom

= available online via ESI’s e-training

NEW!

40

CERT

IFIC

ATES

[email protected]

Advanced Master’s Certificate in Project Management

Unlocking the Power of Earned Value Management

Requirements Management: A Key to

Project Success

Rapid Assessment and Recovery of Troubled Projects

Managing Global Projects

Leading Complex Projects

Upon successfully completing the required five courses, you will receive an Advanced Master’s Certificate in Project Management awarded by ESI and The George Washington University.

Take five courses from any of the three knowledge and competency areas.

Leadership and Negotiations

Strategic Organizational Practices

Advanced Knowledge

Leading Project Managers

S I M U L A T I O N

Leading High-Performing Project Teams

Aligning Project Management with

Organisational Strategy

Programme Management

Taking Charge of Organisational Change

ADVANCED MASTER’S CERTIFICATE IN PROJECT MANAGEMENT

When you are ready to take your

project management expertise

to the next level, ESI can help you

move beyond the PMBOK® Guide.

By earning an Advanced Master’s

Certificate in Project Management,

you will develop the capabilities and

knowledge you need to be effective

in today’s competitive environment.

Earning Your CertificateESI’s Courses for Experienced Project Managers, which can lead to the Advanced Master’s Certificate in Project Management, are designed for profes-sionals who have a strong background in the field, yet want to expand their knowledge and skills by focusing on today’s higher-level, strategic project management issues.

The courses in the programme are divided into three knowledge and competency areas that professionals have identified as key skills to propel experienced project managers to the next level:

• Advanced Knowledge

• Leadership and Negotiations

• Strategic Organisational Practices

All Courses for Experienced Project Managers earn PDUs that you can apply toward maintaining your PMP® certification. In addition, Advanced Master’s Certificate holders may qualify for advanced standing status toward a Master of Science in Project Management from The George Washington University.

Certificate RequirementsTo obtain your Advanced Master’s Certificate in Project Management, you must successfully complete five courses in four years. You must adhere to any course restrictions noted on the course description pages.

Since the Advanced Master’s Certificate is designed for professionals with demon-strated commitment to the discipline of project management, you must supply ESI with evidence of one of the following before your certificate can be awarded:

• ESI/GW Master’s Certificate in Project Management or Project Management with a Concentration in IT Project Management

• Certificate in project management from an organisation that has been approved by ESI

• PMP® certification

• Project management certification from a formal, client- sponsored, internal certification programme that has been approved by ESI

You may take any course in the programme without applying to the certificate programme; however, your application must be approved before a certificate will be awarded. If you have already received a master’s certificate from ESI, you may not apply that course-work toward the Advanced Master’s Certificate in Project Management.

To apply to the Advanced Master’s Certification programme, please call our offices at:

Singapore (65) 6505 2040

Shanghai (8621) 2326 3630

Beijing (8610) 6562 5333


ON-SITE TRAINING

Helping Organisations Succeed WorldwideAs the economic recovery begins, the ability to keep projects on schedule, do more with reduced budgets, increase efficiencies through improved processes and mitigate risk becomes even more vital to an organisation’s potential for success.

For nearly 30 years, ESI has delivered continuous learning programmes that help the world’s leading corporations and government agencies improve the way they manage their projects, contracts, requirements and vendors.

Our on-site training programmes and professional services will allow you to—

• Build Talent: Develop the skills and talents of your technical and specialised employees

• Drive Results: Consistently implement strategic plans and increase the effectiveness of your internal systems and processes

Continuous LearningWith ESI, courses are just a piece of your overall solution designed to achieve maximum business impact. Our continuous learning approach delivers relevant, practical content before, during and after training. Your team members will benefit from valuable assessments, consult-ing and coaching services, and our more than 100 courses are updated continually to emphasize the latest trends and hands-on techniques in the marketplace. For select courses, MyESI® becomes your employees’ training portal, providing access to essential tools, templates and resources that help ensure they retain what they have learned and apply it to their jobs immediately.

Operational ExcellenceThrough continued investment in systems, people and infrastructure, we have perfected our processes, which allows us to execute our pro-grammes with virtually flawless precision. With more than 300 employ-ees, 25 offices and more than 600 expert instructors worldwide, you will have access to the people, processes and tools required to eliminate risk and ensure a successful, effective learning experience for your employees.

Quality AssuranceA programme must be relevant to deliver results for you and your team. We are constantly investing in our programmes and soliciting feedback from our students to ensure a quality experience that is second to none. Since 1997, we have collected and reviewed nearly 800,000 course evaluations. This ensures that we are teaching the tools your employees need to succeed. From planning through programme delivery and post-training support, you can be confident that your organisation’s engagement will meet or exceed your expectations and those of your internal stakeholders.

Flexibility and ConvenienceLike relevance, flexibility is also an essential element of a successful training programme. ESI’s courses can be tailored in nine specific areas, and we can develop customised course content. This, combined with our flexible delivery options, ensures a successful learning experience and consistent delivery anywhere you may need it. Your employees can train at your location, in one of ESI’s nearly 85 open enrolment training locations around the world or online through our e-Training Programme or Virtual Classroom.

Global InfrastructureWhen you partner with ESI, you are partnering with our entire global infrastructure, which includes personnel, offices, partners and course- delivery capabilities in every major region of the world. Plus, wherever your employees are, they will be able to learn from an expert instructor who speaks their language. Our training can be delivered globally in 22 major languages with content that reflects local and regional examples and sensitivities. Your employees will be able to engage and relate to ESI courses wherever they are.

Results-DrivenEverything ESI does — from our proven Impact Model, which lays the foundation for our relationship with you and your employees, to our Five Keys to Programme Success, which is the culmination of our nearly 30 years of experience and addresses the most common reasons that programmes fail to perform — is designed to help us develop and successfully implement the strategy that drives the results you want.

Put ESI’s global infrastructure, experienced instructors and tailored programmes to work for you and your organisation today — and give your team the skills they need to manage your organisation’s projects, contracts, requirements and vendors more effectively than ever.

To learn more about what ESI can do for your organisation, visit www.esi-intl.com/Asia or call +86 10 6562 5333 (Beijing), +852 3966 7080 (Hong Kong), +86 21 2326 3630 (Shanghai), +65 6505 2040 (Singapore), or +886 2 2578 6106 (Taipei).

42 [email protected]

ONLINE LEARNING

Now You Have Two Ways to Train OnlineESI is proud to now offer our students two unique online training platforms—

• e-Training: convenient, self-paced online learning

• The Virtual Classroom: live, interactive online classroom experience

Now, no matter how busy you are — and no matter how tight your travel budgets have become — you can gain the essential skills you need to succeed in today’s highly competitive business environment.

Backed by The George Washington UniversityAll of our e-Training and Virtual Classroom courses are backed by our academic partner, The George Washington University. And, both platforms can be integrated with our traditional classroom courses or taken exclusively as you work toward—

• Achieving your training goals

• Earning your Master’s Certificate in Project Management

• Preparing for your PMP® or CBAP® certification exam

• Earning valuable PDUs and CEUs

• Earning your Professional Certificate in Business Analysis

e-Training

Classroom-Quality Content in a Self-Paced Online FormatESI’s e-Training courses are designed to

offer you the flexibility to work at your

own pace as you navigate through each

learning unit. So, if you are self-moti-

vated and enjoy learning on your own

schedule, ESI’s e-Training Programme is

your ideal training option.

Your e-Training ExperienceEach ESI e-Training course revolves around a case study

that gives you a series of real-life problems to solve using a

resource-rich library, course tools, templates and forms. If you

need assistance, your expert instructor can be contacted via

e-mail at any time to answer questions and offer tips.

Throughout your course, you will turn in assignments and re-

ceive prompt instructor feedback, which will help you sharpen

your focus as you learn. Once you have successfully completed

your course, you will have access to post-course assessments

as well as tools and templates that you can apply to your job.

Choose an e-Training Course TodayWe are currently offering the following courses online:

• All Core Project Management Courses

• Managing IT Projects

• IT Risk Management

• Foundations of Business Analysis

• How to Gather and Document User Requirements

• Testing Techniques for Tracing and Validating Requirements New!• PMP® Exam Preparation

• CBAP® Exam Preparation New!

The Virtual Classroom

Live Collaborative Learning, VirtuallyWith real-time delivery in a live, online

format, ESI’s Virtual Classroom lets you

communicate with instructors and

collaborate with fellow students. This lively,

interactive format is unlike any course you

have ever taken.

Your Virtual Classroom ExperienceVirtual learning takes the trusted classroom content that

students have grown to rely on and adds a virtual twist. As

you move through each learning module, instructors will

use various techniques such as instant polling, multiple-

choice questions, text chat and live conversation to help you

further retain and apply new information. Upon completion,

you will have access to post-course assessments and other

tools and templates to help you apply what you have

learned to your job.

Choose a Virtual Classroom Course TodayWe are currently offering the following courses in the Virtual Classroom:

• Managing Projects

• Project Leadership, Management and Communications New!• Scheduling and Cost Control New!

NEW!

The impact of your organisation’s

professional development programmes

depends upon how well learned practises

and knowledge can be transferred

and applied to the job. ESI works side-

by-side with you using a strategic and

comprehensive consultative approach to

develop learning and support solutions

based on your specific needs and

challenges, and that meet your goals.

ESI’s Consulting Services Group (ECG) brings

you objective expertise and guidance that

accelerates your performance improvement

initiatives in the following areas:

• Project management

• IT project management

• Business analysis

• Commercial contract management

• Government contract management

• Business skills

PUTTING KNOWLEDGE INTO PRACTICE

ESI CONSULTING SERVICES

Our consulting services include:

• Individual and Organizational Assessments

• Coaching Services

• Executive Sessions

• Impact Workshops

• Troubled Project Recovery

• Project Portfolio Management

• Project/Programme Management Offices (PMO) Establishment

• Business Analysis Centres of Excellence (BACOE) Establishment

• Methodology Development and Implementation

43

ESI Clients

ESI International presents cus-

tomised training and professional

services for organisations world-

wide in information technology,

telecommunications, pharmaceu-

ticals, finance, insurance, energy,

government, defence and many

other industries. The following

organisations are representative

of the many clients with whom ESI

is working to provide customised

solutions to business challenges.

Visit www.esi-intl.com for a

complete list of ESI’s clients.

ABB

Agency for Science, Technology and Research (A*STAR)

Barclays Capital

British Petroleum

Chartis

Chevron

Ciba Vision

Cisco Systems

Convergys

CrimsonLogic

DBS Bank

ExxonMobil

Fairchild Semiconductor

Infocomm Development Authority of Singapore

National Computer Systems (NCS)

Shell

Singapore Telecommunications Limited (Singtel)

SMRT Corporation Ltd

Sony Electronics

Tetra Pak


SINGAPORE (ASIA HEADQUARTERS)111 SOMERSET ROAD

#10-06, SINGAPORE 238164TEL: (65) 6505 2040

BEIJINGUNIT 808-811, BUILDING B GEMDALE PLAZA

91, JIANGUO ROADBEIJING 100022

P.R. CHINATEL: (86) 10 6562 5333

HONG KONG23RD FLOOR, CHINA ONLINE CENTRE

333, LOCKHART ROADWANCHAI, HONG KONG

TEL: (852) 3966 7080

SHANGHAIUNIT 13A-B2, PHASE 2EAST OCEAN CENTRE

618, YAN AN ROAD EASTSHANGHAI 200001

P.R. CHINATEL: (86) 21 2326 3630

TAIWANA1-6F, NO. 16 SECTION 4

NAN-KING EAST ROADTAIPEI 105

TAIWANREPUBLIC OF CHINA

TEL: (886) 2 2578 6106

www.esi.intl.com/Asia • [email protected]

PROJECT MANAGEMENTESI INTERNATIONAL

ESI Project Management Catalog

Documents

Transcript of ESI Project Management Catalog