iil catalogue 2010

International Institute for Learning, Inc.

Project, Program And Portfolio Management

Microsoft® Office Project And Project Server

Lean Six Sigma

Business Analysis

Traditional Classroom

Virtual Classroom

On-Demand Learning Solutions

Onsite Training And Consulting

Assessments

INTELLIGENCE, INTEGRITY AND INNOVATION

2010 Learning Catalogue

IIL is a PMI ® Chartered Registered Educational Provider and a member of the PMI ® Corporate Council and Silver Alliance Circle

Welcome to IIL’s 2010 Learning Catalog!

dramatic. But in the midst of job cuts, bank bail-outs and debt crises, we

management excellence.

We know that now more than ever, you need a lot from your training provider – personalized attention, best-in-class instructors, a rich curriculum and an array of training methodologies.

Intelligence, Integrityand Innovation. We pride ourselves in creating customer loyalty and building relationships with individuals and organizations that last a lifetime.

You asked and we listened. In response to your needs during these challenging economic times, we have:

• Expanded our virtual classroom portfolio

• Added new courses, including Microsoft Project 2010, Scrum, Agile and ITIL

• Enhanced our interpersonal and leadership skills curriculum

IIL has 18 global operating companies in cities including New York, Toronto, London, Paris, Frankfurt, Singapore, Sydney, Beijing, Hong Kong, Madrid, Mexico City, Trinidad, Helsinki, Budapest, São Paulo, Bangalore, Dubai and Tokyo. Last year we partnered with clients in more than 200 countries to create learning experiences that were comprehensive, relevant and enduring.

Our people have a unique depth and breadth of expertise across industries and geographies. This allows us to tap into a wide knowledge base of best practices when developing our

-nities in the marketplace.

I invite you to read through our catalog and learn more about our courses, products and services. Discover for yourself what makes us a worldwide leader in Project, Program and Portfolio Management, PRINCE2®, Business Analysis, Microsoft® Project, Project Server and Six Sigma training and consulting. Then let us help you reach your full potential.

With kind regards,

E. LaVerne Johnson

International Institute for Learning

2

www.iil.com

International Institute for Learning, Inc.2

Welcome A Letter From the CEO

3

Course ConfirmationE-mailed upon receipt of registration.

Registration Fee IncludesTraining materials and refreshment breaks.

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

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

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

Tax Deductible ExpenseTreasury Regulation #1.162.5 permits deduction of all fees, travel, lodging, and 50% of all meal expenses, because an educational program is designed to improve one’s employment.

A Certificate of Completion will be awarded by a major university or by International Institute for Learning, Inc.

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

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

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

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

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

“IIBA™”, “BABOK™” and “CBAP™” are trademarks of the International Institute of Business Analysis.

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

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

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

©2009 International Institute for Learning, Inc.

All rights reserved. No part of this book may be reproduced in any way, in any form, without the prior written permission of International Institute for Learning, Inc.

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

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

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

IIL Certification Tracks . . . . . . . . . . . . . . . . . . . . . . . . 8-9

Project Management Core Courses and Certificate Programs

Project Management Fundamentals. . . . . . . . . . . . . . 10

PMP® Prep . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Agile Development and Project Management . . . . . 12

Project Estimating and Scheduling . . . . . . . . . . . . . . . 13

WBS – The Keystone of Project Management . . . . . . 14

Managing Project Scope. . . . . . . . . . . . . . . . . . . . . . . 15

Project JumpStart® . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Project Leadership Simulation Program . . . . . . . . . . . 17

Accounting and Finance Principles for ProjectManagement Practitioners . . . . . . . . . . . . . . . . . . . . . 18

Associate Certificate in Project Management (CAPM®) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

The Project Management Certificate Program: The Kerzner Approach® to PM Excellence . . . . . . 20-21

Advanced Project Management Certification (APMC®) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22-23

PRINCE2™ / MSP™ . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Project Management Advanced Courses

Advanced Project Quality Management. . . . . . . . . . . 25

Advanced Project Risk Management . . . . . . . . . . . . . 26

Advanced Project Procurement Management . . . . . . 27

Program Management: Successfully Managing a Group of Related Projects. . 28

Program Management: Preparing for the PgMPsm Certification. . . . . . . . . . . . 29

Vendor Relationship Management: Collaborating for Success . . . . . . . . . . . . . . . . . . . . . . 30

Critical Chain Project Management . . . . . . . . . . . . . . 31

Preventing, Recovering and Managing Troubled Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

Project Portfolio Management . . . . . . . . . . . . . . . . . . 33

Earned Value Management Systems (EVMS) . . . . . . . 34

Requirements Management. . . . . . . . . . . . . . . . . . . . 35

Achieving Project Management Excellence with Dr. Harold Kerzner . . . . . . . . . . . . . . . . . . . . . . . 36

Managing Multiple Projects . . . . . . . . . . . . . . . . . . . . 37

Organization and People Change Management . . . . 38

The Project Management Office (PMO) . . . . . . . . . . . 39

Mastering Microsoft® Excel. . . . . . . . . . . . . . . . . . . . . 40

Business Analysis

Business Analysis Fundamentals . . . . . . . . . . . . . . . . . 41

Facilitation Skills for Business Analysts . . . . . . . . . . . . 42

Writing and Managing Requirements Documents. . . 43

Business Process Modeling . . . . . . . . . . . . . . . . . . . . . 44

Effecting Business Process Improvement . . . . . . . . . . 45

Developing the Business Case . . . . . . . . . . . . . . . . . . 46

Assuring Quality Through Acceptance Testing . . . . . . 47

Business Analysis Certificate Program (BACP) . . . 48-49

Certified Business Analysis Professional (CBAP™) Prep Course . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

Microsoft® Office Project and Project Server

Microsoft® Office Project & Project Server 2007 Certifications. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

IIL’s Microsoft® Office Project & Project Server 2007 Courses. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

Project Orange Belt® 2007 . . . . . . . . . . . . . . . . . . . . . 53

Project Blue Belt® 2007. . . . . . . . . . . . . . . . . . . . . . . . 54

Project Black Belt® 2007 . . . . . . . . . . . . . . . . . . . . . . . 55

Microsoft® EPM Role-Based Courses . . . . . . . . . . 56-57

Project Management for IT Professionals

Project Management Fundamentals for IT Professionals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58

Requirements Management for IT Professionals . . . . 59

Risk Management for IT Professionals . . . . . . . . . . . . 60

Managing Multiple IT Projects . . . . . . . . . . . . . . . . . . 61

Lean Six Sigma and Process Excellence

Lean Six Sigma for Executives. . . . . . . . . . . . . . . . . . . 62

Building Lean Six Sigma Champions . . . . . . . . . . . . . 63

Lean Six Sigma Green Belt Certification Program. . . . 64

Lean Six Sigma Black Belt Certification Program . . . . 65

The Fundamentals of Lean Six Sigma. . . . . . . . . . . . . 66

Experiencing Lean Six Sigma . . . . . . . . . . . . . . . . . . . 67

Project Management for Six Sigma Professionals. . . . 68

Interpersonal and Leadership Skills for Project Managers

Effective Communication Skills for Project Managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69

Leading Cross-Cultural Virtual Teams. . . . . . . . . . . . . 70

Building High-Performance Project Teams . . . . . . . . . 71

Conflict Resolution for Project Managers . . . . . . . . . . 72

Effective Negotiating Skills for Project Managers . . . . 73

Effective Presentation Skills. . . . . . . . . . . . . . . . . . . . . 74

Stakeholder Relationship Skills for Project Managers 75

Web-Based and On-Demand Products, Programs and Services

Kerzner Project Management Maturity Model. . . . . . 76

PM BASICS™ / PMP® PrepPac . . . . . . . . . . . . . . . . . . . 77

The Project Management Certificate Program (On-Demand Version) . . . . . . . . . . . . . . . . . . . . . . 78-79

Unified Project Management® Methodology (UPMM™) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80-81

Project Management Competency Assessment(360° PMCA™) . . . . . . . . . . . . . . . . . . . . . . . . . . . 82-83

Faculty. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84

allPM.com. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85

IIL Publishing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86

Kerzner International Project Manager of the Year™ Award. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87

Table of Contents

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International Institute for Learning, Inc. (IIL) is a global leader in Project, Program and Portfolio Management; Microsoft® Offi ce Project and Project Server; Lean Six Sigma; and Business Analysis corporate training solutions, coaching and consulting services.

As your valued business partner, we provide learning solutions that support your business goals to help drive performance improvement through project management excellence. Our results-focused, customer care approach enables you to leverage IIL’s knowledge, skills, expertise and abilities and our fundamental building blocks of skills and services include:

• Unequalled trainers and consultants.

• Breadth of multi-level training courses, productivity tools, credentialing and formal certifi cation tracks and widely recognized university affi liations.

• Flexibility in both traditional and technologically advanced training delivery methodologies.

• Worldwide reach and localization through 18 wholly owned and fully networked global operating companies.

• Corporate solutions that synergize with clients’ operational productivity improvement goals when they need more than training alone.

We offer our clients all the training approaches they need to achieve excellence in the vital project processes at the core of their organizations. This ranges from acquiring hard skills and formal credentials, working effectively with other team members, increasing effi ciency with innovative software and knowledge management tools, and bringing everything together with an industry-leading suite of complementary services and solutions.

Many Methods of Learning™

Beginning with global satellite broadcasts in the mid-1990s, IIL has consistently been at the forefront of using technology to offer learning for the convenience of our clients.

Today we deliver proven and effective learning at a time of your choosing and in a format, or blend of formats, that is most convenient to you and your organization.

These include:

• Traditional Classroom TrainingIn addition to the public courses designed to meet the needs of individuals, IIL offers an instructional design team that is on standby to work with you to tailor or customize courses designed specifi cally for your organization.

• IIL Virtual ClassroomWe bring our trainers to you for convenience and cost-effectiveness, retaining live interactivity with the instructor and fellow students.

• On-demand Training Learning wherever and whenever you need it. Our self-paced virtual courses use animation, streaming video, computer-aided simulations and learning interactions that engage and involve users.

• A Blended Approach Allowing you to ‘mix and match’ the

optimum combination of learning styles to suit your needs and available training resources.

Visit our website www.iil.com to view our constantly expanding range of offerings and to ‘test drive’ our learning tools and our many free webinars.

We also invite you to visit www.allPM.com, our wholly owned and free web portal that is one of the largest and most widely viewed web portals dedicated to the needs of all involved in project and program management.

Corporate Solutions - It All Comes Together for our ClientsOrganizations will fi nd in IIL an unparalleled training and consulting partner. We pride ourselves on the ability to make a measurable difference for our clients, and our results speak for themselves – many of our clients are multiyear repeat customers. We have worked with many of the world’s leading organizations to develop professional skills as well as corporate capabilities and processes. Speak with one of our sales representatives regarding client testimonials and case studies in your specifi c industry.

Beyond training courses, IIL provides:

• Assessment tools such as the KerznerProject Management Maturity Model® and our 360° Project Management Competency (360° PMCA™).

• Needs analyses to defi ne gaps and to address the organizational and process changes needed to fi ll them.

• Custom training solutions to meet the unique needs of your company.

• Measurement of effi ciency and productivity performance. This includes changes in team behavior, returns on training investment and specifi c key performance yardsticks in project management, six sigma and business analysis.

A Valued Business Partner

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• Group coaching sessions to assure that classroom lessons are actually put into practice and key individuals are mentored where required.

• Process development and improvementthrough direct, hands-on support or knowledge management solutions such as our Unifi ed Project Management®

Methodology (UPMM™) Software Suite that supports consistency and quality in project, program, and portfolio management implementation.

Developing the Tools You NeedMany of IIL’s greatest innovations in creating new and focused tools, techniques and training have come from close working partnerships with our clients. We possess the instructional design capability to develop courses or tools from scratch or to refi ne existing ones to fi t the needs of a specifi c organization. We do so effi ciently and effectively under real world time and budget constraints by working closely with clients and focusing on our mutual goals.

• For instance, we worked with one of the world’s leading software developersto train 1,200 project managers in 22 nations over just a few months to support the effective rollout and adoption of their state-of-art global project management methodology and to help increase their internal project management maturity.

• For a large oil and gas company, we delivered a series of business analysis and project management training programs which assisted their project managers to more effectively meet deliverables.

• For one Government branch, we helped reduce defects by 76% in one of their key process areas which resulted in substantial cost savings.

• And for one of the world’s leading banks, we are helping to facilitate an extensive change management process after they had implemented a major restructuring and outsourcing.

These are just a few recent examples where IIL successfully customized our training programs and business solutions to meet clients’ specifi c needs. We welcome the opportunity to work with you and your organization. The IIL team offers a combination of real-world experience and intellectual grounding that is supported by a dedication to helping clients achieve consistent and measurable results.

Worldwide Reach and Uniform QualityIIL offers global reach through 18 wholly owned global operating companies. Our international trainers represent the elite in terms of extensive industry backgrounds as well as practical classroom experience. Our worldwide operations are a fully integrated network and clients are assured of consistent quality and standardization of our training no matter where in the world it occurs.

The IIL team is proud to offer many of its programs and solutions custom adapted to a range of international languages and cultures.

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

• From France, we serve the global Francophone community by delivering our traditional and virtual classroom to clients throughout Western Europe, North and Sub-Saharan Africa. Our Paris-based team adapts IIL’s training and consulting services for local and regional industrial, cultural and linguistic specifi cities.

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

• In the UK and Europe, in addition to our PMI®- and PMP®-oriented curricula, IIL now offers several courses in areas like PRINCE2™ and Managing Successful Programmes that are tailored to the required methodologies of the Offi ce of Government Commerce.

IIL operating companies are based in 18 major cities: Toronto, London, Paris, Frankfurt, Singapore, Sydney, Beijing, Hong Kong, Madrid, Mexico City, Trinidad, Helsinki, Budapest, São Paulo, Bangalore, Dubai, Tokyo, and our corporate headquarters are based in New York City.

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Abou

t IIL IIL Training

All IIL training begins with the understanding that learning must yield practical, quantifi able benefi ts to have value. Both our standard and specially designed courses focus on training approaches and exercises that students understand, assimilate and want to bring back to the workplace.

In that same way, our certifi cation pathways concentrate on building practical working knowledge that students will retain and use every day. IIL stresses working knowledge and not simply superfi cial test preparation.

IIL clients can count on us for:

• Trainers who consistently deliver measurable value. IIL program evaluations point overwhelmingly to the excellence with which our training staff communicate real world knowledge based on a multi-industry work experience. And the sense of fun and discovery they impart to their classes is also evident. We recognize – and deliver on – the need for training to have an impact on individual students so they are prepared and motivated to apply what they have learned in the workplace. Beginning with Dr. Harold Kerzner, Senior Executive Director who joined IIL at its inception, our commitment to trainer excellence extends to every one of our more than 300 educators worldwide.

• Course design and customization that is truly tailored, growing both from our professionals’ ability and our client care philosophy. We recognize that no lesson is learned unless it is presented in a way that engages students in a way they want to learn. Our instructional designers are committed to harnessing their creativity and real world knowledge to make this happen. And they recognize (along with all our people) that the reason we’re here is to help you accomplish your project and quality goals.

The result of all this is a focus on total value in training, growth of the professional and organizational productivity.

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7PMI®, PMP® and PMBOK® are registered marks of the Project Management Institute, Inc.

Accreditations

* ACE/CREDIT has evaluated and made credit recommendations for thousands of college-level courses offered by hundreds of organizations, including corporations, federal agencies, labor unions and voluntary and professional associations. A team of faculty members and administrators from accredited colleges and universities follow stringent guidelines (established by the ACE Commission of Education Credit and Credentials) to assess the various forms of education and training that these organizations conduct. The work of the team often culminates in college credit recommendations. Go to www.iil.com to learn how to apply and download the ACE application. To be considered for an ACE credit, you must fi ll out the ACE application (available from www.iil.com) and submit it to IIL. Forms must be mailed to IIL, 110 East 59th Street, 31st fl oor, New York City, NY 10022. IIL will submit your information, including name and course history to the ACE student registry. For additional information please call 1-800-325-1533. To submit additional IIL courses you must submit, at no additional cost, each IIL course to ACE to receive credit on your offi cial transcript. To obtain an offi cial transcript from ACE for a university or college, contact ACE directly at (202) 939-9434.

University Affiliation

Accreditation and formal academic recognition is also available from a prestigious university and professional associations. IIL is proud to be a charter member of the Project Management Institute’s global registered education provider program (R.E.P.). IIL is also a certifi ed education provider under the charter of the International Institute for Business Analysis (IIBA™).

IIL offers academic recognition through highly respected academic institutions — the University of Chicago’s Graham School of General Studies, and New York University School of Continuing and Professional Studies (SCPS).

Our strategic alliances provide a full menu of courses and defi ned learning pathways leading toward a university grade report. A joint IIL-university website also assures a fast and easy administrative experience for students.

The University of Chicago/Graham School of General Studies www.iil.com/uofc

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

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

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

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

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

• Groups of 5 or more signing up for our public courses and/or IIL Virtual Classroom courses will receive a 20% discount.

For more information about Onsite courses, public courses and IIL Virtual Classroom courses, contact Lori Milhaven at +1-212-515-5121 or e-mail [email protected].

You may also access our catalogue online at www.gsa.gov.

Government Pricing (GSA)

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

PMI® Silver Alliance Circle MemberThe PMI® Supplier Alliance Initiative provides project management suppliers a direct and effi cient way to elevate brand awareness in the global project management community through sponsorship of PMI® events and initiatives such as global congresses, professional awards, and education and networking initiatives.

Professional Development Units (PDUs)The Project Management Institute has made a requirement that a PMP® must earn 60 professional development units (PDUs) every three years in order to maintain certifi cation. IIL has been recognized by PMI® as a Charter Global Registered Education Provider. Attending IIL courses, including our eLearning courses, is a great way to earn and maintain PDUs. Each hour of scheduled classroom participation qualifi es for one (1) PDU. For more information on PMI®’s Professional Development Program and maintenance of PMP® certifi cation, visit PMI®’s website at www.pmi.org.

IIBA Endorsed Education ProviderInternational Institute for Learning, Inc. is an Endorsed Education Provider with the International Institute of Business Analysis. For details visit www.theiiba.org

Certificate of Course Completion and Continuing Education Units (CEUs)IIL is an Authorized CEU Sponsor Member of the International Association for Continuing Education and Training (IACET). Continuing Education Units, or CEUs, are used internationally to maintain records of completion of organized post-secondary education. One CEU is provided for every 10-hours of course participation. To receive a certifi cate of completion and continuing education units, participants must attend the entire course.

Microsoft®

IIL is a Microsoft® Gold Certifi ed Partner.

ACE College Credit Recommendations* The American Council on Education (ACE) College Credit Recommendation Service (CREDIT) has recommended numerous IIL courses for undergraduate and graduate ACE credits.

CPE CreditInternational Institute for Learning, Inc. is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have fi nal authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be addressed to the National Registry of CPE Sponsors, 150 Fourth Avenue North, Suite 700, Nashville, TN, 37219-2417. www.nasba.org

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

AFE PartnershipAFE is the largest, dedicated network in the facility, maintenance, and plant operations professions. Our members advance the fi eld and their careers using the most complete range of technical information, education, best practices, and sharing of common professional experiences. Association for Facilities Engineering, 8180 Corporate Park Drive, Cincinnati, OH 45242. (513) 489-2473. www.AFE.org.

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IIL’s focused certifi cation pathways include:

• Associate (CAPM®) in Project Management for those building their fundamental knowledge

• PMP® Preparationfor the international stamp of project management professionalism

• Advanced Project Management Certifi cation (APMC®) for senior practitioners

• PRINCE2™ for the UK-based project management methodology

• Microsoft Offi ce Project and Project Server Certifi cations for project management professionals seeking to quantify their profi ciences in the use of these powerful tools

• Lean Six Sigma ranging from the fundamentals to Black Belt

• Business Analysis skills for those identifying needs, developing requirements and managing change

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Project Management Fundamentals(12 hours / 2 days) or equivalent

Session One (12 hours / 2 days)Project Integration Management / Project Scope Management

Project Time Management

PMP® Prep Course (12 hours / 2 days)For those who feel they need more training before taking the exam (optional)

Session Three (18 hours / 3 days)Project Quality Management

Project Procurement ManagementProject Communication Management

Professional ResponsibilityPMP® Preparation and Review

Session Two (12 hours / 2 days)Project Cost Management

Project Control / Project HR ManagementProject Risk Management

The Project Management Certificate Program

9

Business Analysis Fundamentals (12 hours / 2 days)

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

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

Business Process Modeling (18 hours / 3 days)

Certified Business Analysis Professional (CBAP™) Prep Course (14 hours / 2days)

For those who feel they need more training before taking the exam (optional)

Business Analysis Certificate Program (BACP)

Executive Preparation Management Preparation Employee Preparation

Choose one from each stage:

The Fundamentals of Lean Six Sigma

(12 hrs / 2 days)

Building Lean Six Sigma Champions

(12 hrs / 2 days)

Lean Six Sigma for Executives

(6 hrs / 1 day)

Lean Six Sigma Green Belt Certification

(48 hrs / 8 days)

Lean Six Sigma Black Belt Certification

(48 hours / 8 days)

Project Management for Six Sigma Professionals

(12 hrs / 2 days)

Six Sigma Project Preparation

Six Sigma Certification Programs & Courses

Project Orange Belt® 2007Managing Projects with Microsoft® Office Project 2007

(18 hours / 3 days)

Project Blue Belt® 2007Managing Projects with Microsoft® Office Project Server 2007

(18 hours / 3 days)

Project Black Belt® 2007Managing Projects and Programs with Microsoft® Office Project Server 2007

(24 hours / 4 days)

Microsoft® Office Project and Project Server 2007

PM Basics™

(12 hours, online, on-demand)or

Project Management Fundamentals(12 hours / 2 days)

orProject Management for IT Professionals

(18 hours / 3 days)

CAPM® PREP Course(12 hours)

Certified Associate in Project Management (CAPM®)

M_o_R® (Management of Risk) + Exams(4 days)

MSP (Managing Successful Programmes) + Exams

(4 days)

PRINCE2™ Practitioner + Exam(2 days)

PRINCE2™ Foundation + Exam(3 days)

PRINCE2TM / MSP / M_o_R®Advanced Project Management Certification Program (APMC™)

Elective Courses (Choose 4) Advanced Project Procurement Management (12 hours)

Advanced Project Quality Management (12 hours) Advanced Project Risk Management (12 hours)Earned Value Management Systems (12 hours)

Managing Multiple Projects (12 hours)Project Portfolio Management (12 hours)

Program Management (12 hours)Requirements Management (12 hours)

Vendor Relationship Management (12 hours)

Required Courses Achieving Project Management Excellence with Dr. Harold Kerzner (6 hours)

Stakeholder Relationship Skills for Project Managers (12 hours)

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10 www.iil.com • 1-800-325-1533 or 212-758-0177 • All IIL courses are fully aligned with PMI® Global Standards. Visit our website for the latest course schedules.

IIL Virtual Classroom. Training sessions are live, interactive and are led by an instructor.

Traditional Classroom CourseThis course can also be delivered onsite and tailored to meet your specific business needs. Contact your local IIL Company or email [email protected] for more information.

This course is offered in the formats shown below.Visit our website www.iil.com for the course schedule

IIL/University Pricing


Pricing

Contact your local IIL Company for IIL and IIL/University Pricing outside the United States


Pricing

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

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

PrerequisitesNone

Course LevelBasic

Who Should AttendThis course is for people responsible for managing, leading, coordinating, and working on projects who have limited experience or knowledge of prac-tical, formal project management methods. Among those who can benefit from this course are:• Business planning coordinators• Technical service, operations and support staff• Administrators and managers responsible for

coordinating, facilitating or managing projects and programs

• Technical professionals and engineers moving into project leadership and coordination

• General managers responsible for projects and programs

• Marketing, training and technical writing professionals

What You Will LearnYou’ll learn how to:• Describe the project management process and

its benefits• Use project management vocabulary and

terminology• Identify the characteristics of a successful project• Create an initial project plan• Identify and perform the major aspects of

project initiation, project control and close-out• Identify and describe cultural change issues in

implementing project management

Course OverviewFoundation Concepts• Project management (PM) process overview • Focus and benefits of PM• Critical PM skills• Concept of triple constraints

Project Life Cycle• Project life cycle overview• Phases, tasks, deliverables, and steps• Variations on the life cycle• Checkpoints and milestones

Selection• Project governance• Roles and responsibilities of the project manager,

project sponsor and team• Initiating the project and developing the project

charter• Linking project objectives to the project team

structure

Requirements• Conducting stakeholder assessments• Understanding and managing resistance• Communicating and refining requirements• Defining product/service requirements• Change control process• Communications

Work Breakdown Structure (WBS)• The central role of the WBS • Developing a usable WBS• Using the WBS to clarify product constraints and

activities• Using the WBS to facilitate project development

Risk Management• Defining risk management• Benefits of risk management in project

management• Risk management processes and tools

Estimating• Defining an estimate• Specific types and methods of estimating• The estimating process• PERT• Final estimate development• Validating an estimate

Scheduling• Scheduling techniques• Using WBS• Critical path• Risk assessment and logical schedule alternatives

Execution & Project Control• Reasons for project control• Elements of project control• Status reporting• Change control• Earned value analysis• Variance analysis and corrective action

Project Closing• Project closing / Project transition• Post-project evaluations

Collaboration & Organizational Change• Overview of the PM process• Teams• Motivation and expectancy theory• Change and continuous improvement

Recap & Closing

Project Management FundamentalsHow to Complete Projects on Time and Within Budget

Also Available!

Project Management Fundamentals PLUSLeveraging the Power of PM Learning

Designed for an organization’s trainers/facilitators to train their internal teams and company employees, this self-paced program delivers the practical skills, concepts, and principles of project management. The training package includes:

• Trainer/Facilitator training workbook and guide

• Project Management Fundamentals Student Courseware

• PM Basics™

Contact us for more information

#8820 / Four 3-hour sessionsCEU Credits: 1.2 / PDU Credits: 12

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

USD 1295

USD 850

USD 1595

USD 1050

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11www.iil.com • 1-800-325-1533 or 212-758-0177 • All IIL courses are fully aligned with PMI® Global Standards. Visit our website for the latest course schedules.






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This intensive exam prep workshop will prepare you to pass the Project Management Professional (PMP®) examination. The workshop is kept up to date with the framework of knowledge outlined by the Project Management Institute’s PMBOK® Guide. IIL’s instructors (PMP® certified) will use and identify test-taking tips and strategies and review materials that will assist you with passing the PMP® exam. The course includes a comprehensive workbook and a sample examination. Each module includes Study Tips and Topics to Know for the PMP® exam.

PrerequisitesYou should have at least 15 hours of dedicated Project Management training before taking this workshop, in addition to the standard PMI® requirements.

Course LevelIntermediate

Who Should AttendIndividuals needing to prepare for Project Management Institute’s PMP® certification exam as quickly as possible to successfully pass the exam. Or, for those that attended any Project Management Certification program in the past and need a “refresher” course before taking the PMP® exam.

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

• Minimum of 35 hours of Project Management classroom and/or eLearning instruction

• Bachelor’s degree and 4,500 hours of project management experience over 3 years/36 months

• 7,500 hours of project management experience over 5 years/60 months (if NO degree)

• Complete and submit the PMP® certification application directly to PMI®

• Pass the 4-hour “computer-based” 200-question exam

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

Why Become a PMP®?The PMP® designation is recognized worldwide as the standard of the profession, attesting to one’s core knowledge and understanding of critical Project Management concepts, principles and techniques. Certification sets Project Management Professionals (PMP®’s) apart from the crowd.

Course OverviewBecoming a PMP®

• Benefits of PMP® certification• Review of the certification process• Project Management IQ® Software

Project Management Framework• Project phases• Project life cycles • Areas of knowledge• Project stakeholders• Process groups

Project Integration Management• Project plan development• Project plan execution• Overall change control

Project Scope Management• Project initiation definition• Work Breakdown Structure (WBS)• Scope verification• Scope change control

Project Time Management• Schedule network development• Resource loading and leveling• CPM and PERT

Project Cost Management• Definitions and types of costs• Economic analysis• Cost estimating and budgeting• Cost control• Earned value

Project Quality Management• Quality planning• Quality assurance• Quality control• Statistical process control

Project Human Resource Management• Motivation and leadership• Team development

Project Communication Management• Communications planning• Information distribution• Performance reporting

Project Risk Management• Risk Planning• Risk identification• Qualitative and quantitative risk management• Risk response development and control• Monte Carlo simulation

Project Procurement Management• Procurement planning• Solicitation and source selection• Contract administration and close-out

Professional Responsibility• PMI® Code of Conduct• Professional responsibility performance domain• Legal, ethical and professional behaviors• International cultural sensitivities

Final Review

PMP® PREP Get Ready to Pass the PMP® Exam

Special Offer!

Participants receive IIL’s preparation tool Project Management IQ® CD-ROM (valued at USD 549) at a 50% discount!

This package includes Dr.. Kerzner’s text, Project Management: A Systems Approach to Planning Scheduling, and Controlling, the PMBOK® Guide, and Dr. Frank Anbari’s booklet on Project Management Quantitative Methods.

#8813 / Four 3-hour sessionsCEU Credits: 1.2

#8624 / 2 Days*CEU Credits: 1.4 / PDU Credits: 14

USD 1295

USD 850

USD 1595

USD 1050

* A 3 day version of this course is available in select international locations. Contact us for more information.

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The concept of Agile Software development incorporates the principles and precepts of a number of software development and quality management methods that are based on speeding the time to market through reduced process overhead and more efficient and responsive practices.

This course presents the Agile approach and principles showing the participant how they differ from the traditional approach to managing software development. The overall goal of the course is twofold, to:• Introduce the Agile software development

approach’s principles and practices. • Explore how this approach could enhance

the more traditional development and project management philosophies and practices.

Prerequisites None

Course LevelBasic

Who Should AttendThis course is designed for:• Developers interested in learning Agile concepts

and practices• IT managers who want to know what all the

fuss is about• Those involved in the Agile approach who want

to refine their techniques or learn some new practices

• Project managers interested in leading their software projects with more agility.

What You Will LearnCourse participants will understand the basic Agile approach and the various methods for achieving agility and will be able to:• Compare and contrast the Agile approach to

the continuum of more traditional software development approaches.

• Apply selected Agile practices to specific software development situations.

• Explain selected Agile leadership principles that enable an Agile approach to project management, either in or beyond the software development environment.

• Define and adapt a process for transforming an existing software development methodology to a more Agile approach.

Course OverviewFoundation Concepts• Software Development Environment (SDLCs)• Agile Approach to Software Development• Overarching Agile Principles (Agile Manifesto &

its principles & key enablers)• Applying Agile Concepts to Project Management• Journey into Agile Territory (topic flow from

technical practices to leadership/directional practices to implementation)

Solution-focused Agile Development Practices (Requirements, Analysis & Design)• From Agile Values to Agile Practices (translating

the Manifesto into specific practices, starting with those that are technical and relate to solving the business problem)

• Agile Requirements Practices• Agile Analysis & Design Practices

Product-focused Agile Development Practices (Development, Testing & Deployment)• Agile Technical Practices Continued (introducing

the technical practices associated with building the SW product)

• Agile Development• Agile (Post-Development) Testing• Agile Deployment

Process-focused Agile Development Practices (Agility and Project management) • Managing Agile Projects (introduction to

leadership/directional Agile practices, including the debate over the concept of an Agile project manager and the PMI standards used as the basis for comparison)

• The Agile Environment (Agile analogs to PMI’s Organizational Project Management or Program Management concerns)

• Agile Initiating (following the PMBOK® structure to explore Agile analogs to the five PM process groups)

• Agile Planning• Agile Executing • Agile Monitoring & Controlling• Agile Closing Implementing Agile Development• Trailblazing an Agile Path (introduction to

alternative approaches to implementing Agile and four major phases involved in getting there, regardless of approach)

• To Be or Not to Be Agile? (criteria for determining whether Agile is a viable option given the environment or specific situation)

• Implementing Agile Practices (starting from the bottom-up approach or easiest path, a few practices at a time)

• Implementing Agile Projects (exploring bottom-up option to implement an Agile method, project by project)

• Influencing Beyond our Reach (starting from the top down for an Agile method or even a more agile organization, although beyond the purview of participants in the course, what we CAN do to influence the process for better results)

Recap and Closing• Review of key concepts• Feedback

Agile Development and Project ManagementIntroducing Agile Development and Relating it to Project Management



USD 1295

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

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

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

PrerequisitesBasic understanding of project management

Course LevelIntermediate/Advanced

Who Should AttendAll project team members responsible for creating, controlling and / or implementing baseline plans. Among those who can benefit from this course includes:• Project managers• All project team members who participate

in creating, implementing and/or controlling project schedules

Performance Focus• Developing realistic schedules and cost

estimates • Leveraging the most appropriate tools and

techniques for establishing these realistic schedules and cost estimates

• Using the baseline and additional tools and techniques to effectively control project performance

What You Will LearnYou’ll learn how to:• Use the work breakdown structure (WBS) as the

basis for effective resourcing, estimating and scheduling on projects

• Estimate durations using a variety of techniques.• Develop sound preliminary schedules using the

critical path method• Implement effective adjustments to preliminary

schedules • Establish realistic schedule and cost baselines

with appropriate risk plans• Establish the value of and interpret reports

using Earned Value Management (EVM) to manage time and cost performance on projects

Course OverviewFoundation Concepts• Project management basic concepts• PES key driver: triple constraints• Project estimating and scheduling process

overview • Project estimating and scheduling success

factors

Project Definition and the Work Breakdown Structure• Project definition overview• WBS concepts• Decomposition: technique for developing the

WBS

Resource Planning• Resource planning overview• High-level resource planning: requirements• High-level resource planning: finding and filling

the gaps• Detailed resource planning: key tools

Duration Estimating• Estimating overview• Estimating perspectives• Estimating techniques (top-down, bottom-up)• Duration estimating best practices

Project Scheduling• Project scheduling overview• Dependencies and the network diagram• Schedule development via the critical path

method• Optimizing the schedule: activity-related

techniques• Optimizing the schedule: resource-related

techniques

Budget, Risk and Contingency Planning• Overview of budget, risk and contingency

planning• Project budget planning• Project risk planning• Project contingency planning

Project Baseline and Control• Baseline concepts• Importance of the baseline in Project Control• The project control process• Earned value management for schedule &

budget analysis• Typical project variances and corrective action

Recap & Closing

Project Estimating and SchedulingCreating Realistic Schedules and Budgets

Also Available!

Project Estimating and Scheduling for Utility CompaniesEnsuring Project Success Through Creating Realistic Estimates and Schedules

Establishing realistic estimates and schedules for projects and delivering those results within agreed upon constraints is very challenging. Project managers in utility companies face some additional, unique challenges. This course is specifically focused on utility companies and features class discussions, activities and practice sessions based upon real life projects from the public utility industry.

Contact us for more information



USD 1295

USD 850

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

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

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



Who Should AttendYou should attend this workshop if you manage single and/or multiple projects within your organization. Members of the Project Management Office, Project and Resource Managers, Team Leaders and Executives will benefit from the program.

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

What You Will Learn You will learn how to:• Describe the need for a project WBS • Construct a WBS• Determine the appropriate level of detail in the

WBS• Describe the WBS role in the project• Gain practical experience in the development,

decomposition, and use of the WBS

• Know how the WBS supports and integrates with project requirements, risk, procurement, estimating, scheduling, and overall project execution

Course OverviewIntroduction• Key definitions• History of the WBS• Importance of the WBS• Overall structure• Terminology• Other breakdown structures• WBS tools

WBS & Requirements• Project scope management processes• Specify the project objectives• WBS design based on project deliverable• WBS decomposition process• “The 100% rule”• The WBS and activity definition

WBS & Risk• Using risk identification to enhance the WBS• Risk at the project or overall requirements level• Risk breakdown structure or taxonomies• Risk management plan – risk components and

work packages

WBS & Estimating• Use of WBS in the Estimating Process• Components and Work Packages• Sizing and Algorithmic Estimates • Estimating Types and Usages

WBS & Scheduling• Component Scheduling – High-Level

Milestones• Dependencies between work packages

• Mandatory (Hard)• Discretionary (Soft)• External

• Work Package Level Schedules

WBS & Execution and Control• RAM chart used to clarify Work Package

responsibilities• Earned Value Management and tracking of

Work Performance• Progress reports, forecasts, and corrective

and preventive actions used to manage Work Performance

Recap/Closing

WBS – The Keystone of Project ManagementImprove Your Project Planning



USD 1295

USD 850

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Managing Project ScopeImprove Your Projects’ Probability of Success

The Standish Group continually reports scope creep as a major contributor to project failure internationally. While scope is always dealt with as a component of a larger workshop, it is seldom focused on exclusively in a one day workshop. This program is designed to demonstrate how effectively managing scope requires constant vigilance and discipline throughout the entire project life cycle. This course follows the project cycle focusing specifically on the tools and techniques required to effectively manage scope. At each phase you will learn the pitfalls and best practices that when applied can be a significant factor in success. And while scope is only one part of the iron triangle, it can have a direct bearing on cost and time outcomes for a project.

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

PrerequisitesNone

Course LevelFoundational

Who Should AttendYou should attend this workshop if you manage single and/or multiple projects within your organization. Members of the Project Management Office, Project and Resource Managers and Team Leaders will benefit from the program.

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

What You Will Learn• The full spectrum of processes that constantly

interact during a project life cycle that impact scope

• The nature and characteristics of requirements definition

• How to create and obtain sign-off of a scope document

• How to decompose a scope document into a Work Breakdown Structure (WBS)

• How to activate Integrated Change Control very early in the project life cycle

• How to manage scope during the execution project phase

• How to verify scope and document lessons learned

• A framework for self assessment in the area of scope management key behaviors

Course OverviewIntroduction• Key definitions and concepts • Scope management control framework• Critical success factors

Requirements • Starting requirements definition • Work request• Project proposal • Project charter• Pitfalls and best practices

Scope Statement • Framework and approach• Contract impacts • Formats and templates • Pitfalls and best practices

Work Breakdown Structure • Framework and approach • Project objectives and goals • Scope baseline setting • Decomposition into detailed schedule • Pitfalls and best practices

Integrated Change Control • Framework and approach to monitor and

control • Performance related reporting• Change control boards • Pitfalls and best practices

Project Close-out • Framework and approach • Scope verification • Lessons learned • Pitfalls and best practices

Recap/Closing

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

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

USD 595

USD 450

USD 715

USD 540

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Unlike Any Training Program Why? Because this isn’t a conventional training program. Project JumpStart® is a five-day workshop during which you and your team members can choose to work on an actual project from your organization or a case study from IIL.

An experienced IIL project management consultant will guide your team throughout the workshop. You’ll learn ways to ensure a successful and speedy project launch.

You’ll discover methods for identifying clear project objectives. You’ll apply many ideas and concepts from other project teams participating in the work-shop. And you’ll develop a new skill set for leading your own team.

At the conclusion of Project JumpStart®, your team will have a clear understanding of and commit-ment to a completed detailed project plan which will allow them to JumpStart® project execution immediately!

Benefits for Your Team• Get projects started faster than ever before• A faster project launch means you can tackle

more projects• Ensure measurably better project outcomes• You and your team will work on an actual

project as you learn• Gain a clear understanding of the resources

needed to successfully complete your project• Learn how to measure the success of

your project• Understand how working on the right things

can dramatically accelerate progress• Use your comprehensive workshop manual as

an ongoing reference tool when you’re back on the job

• You’ll get plenty of interaction and personalized help from IIL‘s consultant, because workshop attendance is strictly limited to 20 participants

Prerequisites12 hours of basic project management training


Who Should AttendThis is a hands-on workshop…not a training course. You will be working either on an actual project from your company or a case study from IIL. We suggest that you plan to attend Project JumpStart® with 2-4 members of your project team. It is desirable that your designated team leader has had experience participating in at least one other project. Be sure to bring your laptop computer to this workshop.

Course OverviewInitiating• Introduction, objectives, expectations• Overview of project management in a

competitive business environment• Project selection• Roles and responsibilities• Project charter• Team charter• Project requirements and definition• Stakeholder identification and assessment

Planning• Defining project requirements• Scope definition documentation• Change control process• Expediting desirable change• Document specific activities and plans• Stakeholder assessment• Requirements definition• Assumption and constraint documentation• Change control process definition• Work breakdown structure (WBS): value,

definitions, procedures, responsibility matrix, templates, draft RACI

• Risk management: definition, benefits, processes and tools, quantification, response planning, control, contingency, identifying the top ten risk events

• Estimating: definition, what to estimate, methods of estimating, estimating process, validation, resource planning, RAM review

• Network development, analysis and scheduling• Learning by doing, precedence diagrams• Critical path method analysis• Schedule types• Terminology• Types of relationships and constraints• Value of slack float• Resource allocation• Network development, analysis and scheduling• Fine-tuning, logic checking, what if?• Effective communications

Executing and Controlling• Preparing a presentation for management• Project execution and control• The five baselines• Updating the schedule• Earned value• Balanced “scorecarding” • Making up time• Corrective action, alternatives and approaches• Using reserves

Closing• Completion vs. termination• Identifying control and execution issues• Project transition• Management presentation• Post-workshop coordination

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

Project Jumpstart®

The Workshop Designed to Launch Projects Faster

#8305

Onsite WorkshopThis course is available onsite or at a location of your choice. Call 1-800-325-1533 or email [email protected] for more information.

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www.iil.com • 1-800-325-1533 or 212-758-0177 • All IIL courses are fully aligned with PMI® Global Standards. Visit our website for the latest course schedules.

This workshop is designed specifically for developing comprehensive project leadership competencies. In just 4 days participants gain 6 months of experience via computer-aided business simulations – a unique learning feature of this workshop.

Participants are divided into groups of 3-4 and are immersed in a realistic, dynamic project environment comprised of: tasks (WBS, dependencies, estimates), 12-15 staff members (with varying personalities, skill sets and experience), vendors, contractors/consultants, quality and technology requirements, schedule commitments, customer interaction, budgets, meetings, and status reports to management, and other typical project problems.

In their teams, participants build the components of a thorough, defensible project plan based on the practical methods and techniques presented through lectures, group discussions, and relevant examples. Projects are then implemented while managing the normal contingencies and project upsets. Woven throughout are presentations on project team and leadership practices, such as stages of team development, team-building methods, process observation and feedback, and conflict resolution.

Who Should AttendThe program is designed for: project, product and program managers; project leaders and administrators; team leaders and members; field staff members; project, design, industrial and manufacturing engineers; sales, operations and functional managers; systems analysts; software and systems developers; human resource executives; information technology professionals; research and development managers; marketing directors; project support staff, or others involved directly or indirectly with projects.

What You Will LearnYou’ll learn how to:• Recognize when to focus on a task and when to

focus on a process for the greater benefit of a project

• Develop defensible project plans covering project definition, schedule, resources, contingencies, quality, and budget

• Use project management tools and techniques to effectively plan, track, and control projects

• Improve project team performance• Enhance interpersonal effectiveness• Analyze project information, and report status

and needs clearly

Course OverviewDevelop Defensible Project Plans• Defining project purpose, objectives,

requirements, and constraints• Building project schedules• Planning resource allocation• Managing project uncertainties

• Planning for quality• Building justifiable budgets through cost

accumulation and analysis

Apply PM Tools and Techniques to Effectively Plan, Track, and Control Projects• Planning, tracking and controlling• Understanding the benefits and capabilities of

project management software

Improve Project Team Performance• Understanding how teams work within the

dimensions and stages of team development• Assessing team strengths and weaknesses• Applying process observation and feedback • Team-building methods• Managing team differences• Building team involvement, commitment, trust,

and consensus• Facilitating the team process: removing

blockages, managing meetings, problem-solving

Improve Interpersonal Effectiveness• Giving and receiving personal feedback• Understanding your team leadership style• Developing followership/knowing when to

follow• Managing relationships beyond the project team

Clearly Analyze Project Information and Report Status and Needs• Establishing a project control system to manage

work in progress• Developing project control information to predict

project variances• Tracking and monitoring direct and indirect

measures of project objectives• Balancing attention to appropriate project detail

while keeping an eye on the big picture and outcomes

Complex Project Trade-off Decisions• Integrating the best plans for resources, risk

management, scheduling, quality management and costing to build a consistent project strategy

• Balancing the various resources available with project requirements to optimize implementation efforts

• Continuously prioritizing work efforts during the project life cycle

• Evaluating alternatives to address project variances during implementation and diagnosing the outcome of the alternatives selected

• Trading-off project objectives during execution to achieve project priorities

• Accepting and managing short-term consequences to ensure beneficial long-term results

When to Focus on Task and When to Focus on Process• Addressing both task and process factors at

appropriate times to address project problems• Building both people and work outcomes into

project success criteria

Project Leadership Simulation ProgramLearn How to Build Relationships and Teams

Program developed by Palatine Group/Management Worlds


USD 1995

USD 2495

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

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

Learn what you must do in order that any last minute or unplanned costs, expenses, or allocations do not affect your project’s financial outlook.



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

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

What You Will LearnYou’ll learn how to: • Describe the reason for doing projects• Understand the basics of project management• Understand the cost needs of the project team• Understand the financial needs of the company• Describe how these two apparent conflicting

worlds really do reconcile• Perform simple financial/accounting analysis• Perform simple project performance analysis• Understand how cash flow and project

performance baselines are different• Reconcile and work within those differences• Focus on what we do … but also what we

should be doing

Course OverviewIntroduction• Objectives• Benefits of project management• A project focus vs. an organizational focus• Accounting and finance in the organization• The project manager’s financial responsibility

The Project Management World • Financial management• Focus on project management• Project life cycles• Budget cycles• Unified Project Management® Methodology

• Project decision checkpoints• Filtering / Pipeline Process• Triple constraints in project management• Project estimating• Project budgeting

The Financial Management World• Focus on financial management• Financial cycles• Budget Cycles• Project Decision Checkpoints• Filtering / Pipeline Process• Triple Constraints • Basic Financial Principles• Example Profitability Measures• ROI• ROE• PV• IRR• Break-Even Analysis• Cost Versus Revenue• Cost Types

Merging the Two Worlds• Budget Cycle vs. Project Life• Financial & Project Management• The Two Worlds Together• Financial & Project Management• Project Performance• Status Reporting• Earned Value Analysis

Accounting and Finance Principles for Project Management PractitionersManage Your Projects’ Financial Outlook



USD 1295

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

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



USD 1295

USD 850

USD 1595

USD 1050

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

PrerequisitesIf you are relatively new to project management, it is strongly suggested that you participate in at least one of following IIL courses to gain a basic understanding of project management. This prerequisite requirement is primarily due to the nature and pace of the course, which is focused on exam preparation.

• PM Fundamentals (PMF) • PM Fundamentals for IT Professionals• PM Basics™

Course LevelBasic

Who Should AttendPassing the CAPM is a great way to demonstrate your commitment to project management excellence -- this workshop is specifically designed to help you attain your CAPM. In addition, any manager or project team member who wants to improve their effectiveness and enhance their professional career will benefit from this course.

Course OverviewBecoming a CAPM®

• PMI® CAPM® certification process and the criteria for certification

• How to apply for the exam• How to complete the experience verification

form

Project Management Framework • PMBOK® Guide framework• Project management areas of knowledge (AOK)• Project management processes and process

groups

Project Integration Management • The value of the project charter and the

preliminary scope statement • Project plan components• Directing and managing the project• Processes to monitor and control project work• Integrated change control components• Activities involved in closing a project

Project Scope Management • Processes, activities, and documentation items

for scope management• Elements and deliverables of scope

management: scope planning and definition, create WBS, scope verification and control

Project Time Management • Activity definition process• Activity sequencing and the scheduling process

• Resource estimating• Components to consider for activity duration

estimating• Finalizing a schedule• Key elements of schedule control

Project Cost Management• Developing an approximation of the costs of

resources needed to complete project activities• Processes required to aggregate the estimated

costs of individual activities or work packages to establish a cost baseline

• Influence factors that create cost variances

Project Quality Management • Quality gurus and their key contributions • Concepts and processes of project quality

management• Cost of quality variables and their potential

impact on project success• The value of control charts and standard

patterns• Benefits of proactive quality planning actions

Human Resource Management • Human resource planning• Acquire and develop your project team to

complete the project• Compare and contrast relevant organizational

theories and structures• Manage a project team ,motivational approaches

Project Communications Management• Elements of a communications management

plan• Tools and techniques used for information

distribution• Common formats for performance reporting• Managing communications to satisfy the needs

of project stakeholders

Project Risk Management • Importance of risk management planning • Tools and techniques used to identify project

risks• Prioritize project risks using qualitative and

quantitative analysis• Strategies for responding to negative and

positive risks

Project Procurement Management • The plan purchase and acquisition process• The plan contracting process • Common contract types, their characteristics,

and appropriate use• Strategies used to request and review seller

proposals• Contract administration and closure

CAPM Exam Review • How to study for the exam, including:

• Setting up a study plan • Test-taking strategies

• Assess your individual knowledge gaps and strengths based on a sample exam

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The Program StructureThe Project Management Certificate Program is scheduled around the world at convenient locations. This program is spread over a 3-month-long period (two days the first two months, three days the third month).

Prerequisites You should have at least 15 hours of dedicated Project Management training before taking this workshop, in addition to the standard PMI® requirements.


Who Should AttendProject managers, team members, field staff mem-bers, project engineers, design engineers, project leaders, administrators, industrial engineers, pro-gram managers, manufacturing engineers, opera-tions managers, functional managers, Information Technology professionals, R&D managers, market-ing directors, Six Sigma Black Belts, and others involved directly or indirectly with projects in virtu-ally every industry.

Performance FocusThe goals of this course are two-fold:• To provide you with the knowledge and skills

to perform professional project management in your day-to-day work environment

• To impart sufficient knowledge for you to pass the Project Management Institute (PMI®) Project Management Professional (PMP®) credential examination

Key Topics • Project Management Framework defines

key project management terms, identifies the major PMBOK® Guide – Third Edition process groups and reviews the project management knowledge areas.

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

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

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

• Project Cost Management covers establishing a project budget and understanding the different mechanisms used to estimate the cost of a given project.

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

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

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

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

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

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

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

• Exam Preparation and Review of the program is dedicated to answering participant’s questions and administering a sample final exam that integrates all modules.

Course OverviewModule 1: Project Management Framework• PMBOK® Guide – structure and intent• Project Management Maturity Model (PMMM)• Definitions• Project life cycle• Project portfolio management • Project management process groups• Knowledge areas• PMBOK® Guide process model

Module 2: Project Integration Management• Defining project success• Triple constraints • Focus of integrated planning• Areas of expertise needed by the project team • Process group interaction in a project• Initiating projects • Developing a project charter• Project selection methods• Benefit measurement methods• Project scope statement• Key project planning deliverables• Change control

Module 3: Project Scope Management• Project scope planning and definition• Scope statement• Statement of work • Work breakdown structure (WBS)

• Decomposition• Responsibility assignment matrix (RAM) • Scope verification and scope control

Module 4: Project Time Management• Project time management processes• Natural transition from scope management• Activity definition processes• WBS decomposition• Activity sequencing• Precedence diagramming method• Precedence relationships• Activity resource estimating• Activity duration estimating• Estimating approached• Schedule development • Critical path method (CPM) • PERT • Critical chain techniques • Schedule negotiations and control

Module 5: Project Cost Management• Cost management plan • Cost estimating• Estimating checklist • Learning curve • Cost budgeting• Reserve• Project life cycle costs

Module 6: Project Control• Controlling the project plan• Assessing change• Variance analysis and management• Proactive review process• Earned value management • Causes of schedule delays• Escalation

Module 7: Project Risk Management• Risk terminology• Risk management planning• Risk identification• Risk analysis – qualitative and quantitative• Risk response planning• Risk monitoring and control

Module 8: Project Human Resource Management • Organizational influences• Organizational structures • Human resource planning• Staff management plans and acquisition• Developing the project team• Team building and leadership• Approaches to conflict

Module 9: Project Quality Management• The importance of quality• Historical evolution of quality • Quality planning process, characteristics, policy,

assurance, control and tools• Six Sigma

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

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

Module 10: Project Procurement Management • Procurement planning process• Buyers and sellers• Purchase plans and acquisitions• Types of contracts• Contract costs• Proposals• Contract negotiations, administration and change

control• Legal perspectives• Contract closure

Module 11: Project Communications Management• Types of communication• Communications process • Barriers to effective communication• Communication planning• Stakeholder analysis• Communications plan• Communication styles• Meetings• Performance reporting• Managing stakeholders

Module 12: Professional and Social Responsibility • Professional and social responsibility tasks• Code of conduct• Sample questions

Module 13: PMP® Exam Preparation and Review• The PMP® certification process• Project management professional (PMP®) examination

specification • PMP® eligibility requirements• The revised PMP® credential examination overview• Knowledge areas review• Additional study references• Formulas and other fun stuff• Earned value terms• Study plan and study groups• Application options

IIL’s Guarantee!

We are certain that IIL’s Certificate Program will allow you to pass the PMP® Exam on the very first try. In fact, if you don’t pass, IIL will provide you with one-on-one coaching and allow you to attend our online PMP® Prep workshop free of charge!

Project Management IQ®

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

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

USD 2550

USD 3150

#8118 / 5 Days / CEU Credits: 3.5 / PDU Credits: 35#8115 / 7 Days / CEU Credits: 4.6 / PDU Credits: 46

5 Day Course USD 1995 7 Day Course USD 2995

5 Day Course USD 2495 7 Day Course USD 3795

* A 6 day version of this course is available in select international locations. Contact us for more information.

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A huge part of your company’s success is your success as a project manager. Increased efficiency and productivity in project management bring increased return on investment for your company. So go ahead, propel your career and help your company reap rewards!

Who Should Attend?Experienced project managers who want to expand knowledge and skills should enroll in the APMC® program. The program is for managers who want to move beyond the PMP® accreditation and emphasizes practical, hands-on learning to broaden project management knowledge.

Eligibility and PrerequisitesThe Advanced Project Management Certification (APMC®) program is for project management professionals who fulfill the following requirements. You must have:

• Taken IIL’s Project Management Certificate Program: The Kerzner Approach® to Project Management Excellence, a 7-day (45-hours online) program OR show proof of taking 45 hours of formal project management training

• At least 3 years of project management practical experience

Program DetailsThe Advanced Project Management Certification: Kerzner Approach® to Best Practices (APMC®) curriculum is designed to help you learn how to control complex project management issues – from managing risks and quality to managing scope and budgets.

• Take from 3 to 12 months to complete the 66-hour online program

• Earn 66 PDUs when you attain your APMC®

• Earn CEU credits for each course in the program

Virtual Classroom Environment: Convenient and FlexibleThe APMC® program is live and online so you can take the project management courses that fit your needs, interest and time. Not only can you learn at your own pace, you can do so without leaving your office. The classes have a good balance of lectures, discussion and individual exercises to help you develop the skills necessary to effectively lead projects from start to finish.

Worried About Missing a Class Session?Don’t be. To provide scheduling flexibility, for each course we offer two options: choose the day between 1 and 4 pm EST or the evenings between 6 and 9 pm EST. We also understand that there may be instances where you miss a session. That’s why we have made a recorded version of your class available. Same instructor, same participants – you’ll just be viewing a recorded version. It’s easy to catch up on your schedule. The archived session is available anytime – day or night, even on a weekend. Archived sessions are available for 30 days after the last session of your class.

Bring APMC® to Your CompanyIf your company has a group of 12 or more employees to train, the APMC® curriculum can be delivered in a private eLearning class environment. Or, if you prefer, the curriculum can be delivered in the classroom – onsite or at the location of your choice. Save money, eliminate travel, and get a program that is completely tailored to your organization’s needs.

To Receive Certification

• Complete two required courses and three elective courses**

• Pass a short online 30-question multiple choice post-test after each course

University/IIL participants successfully completing the APMC® program will receive:

• A University Transcript (upon request)

• Grade Report

• Certificate of Completion

** You can waive up to two courses (required or elective). Courses must be IIL classes attended within the last year and partici-pants must receive a passing grade on post-tests. Administrative fee US $150 per post test.

Advanced Project Management CertificationThe Kerzner Approach® to Best Practices

APMC®

Your Potential. Your Company’s Bottom-Line. We Connect the Two.

Required Courses

Achieving Project Management Excellence with Dr. Harold Kerzner Two 3-hour sessions (p.36)

Stakeholder Relationship Skills for Project Managers Four 3-hour sessions (p.75)

Elective Courses (choose four)

Advanced Project Procurement Management Four 3-hour sessions (p.27)

Advanced Project Quality Management Four 3-hour sessions (p.25)

Advanced Project Risk Management Four 3-hour sessions (p.26)

Earned Value Management SystemsFour 3-hour sessions (p.34)

Managing Multiple Projects Four 3-hour sessions (p.37)

Project Portfolio Management Four 3-hour sessions (p.33)

Requirements Management Four 3-hour sessions (p.35)

Program Management: Successfully Managing a Group of Related Projects Six 3-hour sessions (p.28)

Vendor Relationship ManagementSix 3-hour sessions (p.30)

APMC® Curriculum®

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Visit www.iil.com/apmc for more information

“APMC®“ and “The Kerzner Approach®“ are registered trademarks of International Institute for Learning, Inc. PMI® is a registered trademark and PMP® is a registered certification mark of the Project Management Institute, Inc.

Are the APMC® courses aligned with the PMBOK® Guide?Yes. All IIL courses are fully aligned with PMI® Global Standards.

Who is eligible to take the APMC® Program?The APMC® program is for experienced project managers and senior level managers who want to build on expertise, acquire new skills and go beyond PMP® accreditation. The APMC® Program is recommended for all those seeking to expand their knowledge on today’s higher-level strategic project management issues and for those PMP® seeking to earn PDUs necessary to maintain certification.

Do I have to take the APMC® courses in any particular order?No. You can take the two required courses and attend the four electives courses in any order.

How are the APMC® Program courses delivered?The Advanced Project Management Certification is a live, online program. Each course is conducted over 4 three-hour sessions. All eLearning Courses require a headset equipped with a microphone. Headsets are available for purchase at www.iil.com/iil/headset.

Can I get a discount for the APMC® Program?IIL offers preferred corporate pricing packages to organizations that choose to train many individuals in our publicly scheduled courses. Please email [email protected] to find out if your organization has a Corporate Advantage Program (CAP) in place.

How many CEUs and PDUs will I receive?This 66-hour certification program earns you up to 66 PDUs and 6.6 CEUs

When am I completed with the APMC® Program?Participants are done when they have successfully completed the two required courses and four elective courses and passed a 30-question online multiple-choice post-test achieving at least 70% for each course. Upon completion of the APMC® program, you will receive a formal letter, a record of your PDUs earned, and a framed Certificate of Completion signed both by Dr. Harold Kerzner, IIL’s Senior Executive Director and E. LaVerne Johnson, IIL’s CEO and President.

What happens if I cannot attend a class or complete the class once I start?The APMC® Program is offered to you live or recorded. If you cannot attend a live class, simply go to the archived class, and you can catch up. Archived sessions are available for 30 days after the last session of your class.

Is there an exam at the end of each APMC® course?Yes. Once you have completed a course, you will receive instruction via email to take the exam for that particular course. Upon notification you have four weeks to take the exam.

Do I have to complete all four sessions of a course before I can take the exam?Yes, you must have attended the four three-hour sessions.

I have already taken an advanced course with IIL. Is it possible to waive it as part of the APMC® Program?You can waive up to TWO courses (required or elective) if you have taken them within the last one-year period from IIL. Please note, you must first take and pass the post-test to have the course waived. There will be a fee of $150 per course for this activity.

How long do I have to complete the APMC® program?The APMC® Program can be completed between 3 and 12 months.

What is the difference between IIL APMC® courses and those offered through IIL/University?IIL offers many of its courses and programs jointly with several top tier universities. Upon successful completion of IIL /University APMC® Program, you will receive an official academic record, a letter grade and a certificate of completion from the University. This documentation will meet the requirements of most organizations’ tuition remission or reimbursement programs.

Can IIL deliver the APMC® Program at my company’s site?If your company has a group of twelve or more employees to train, the APMC® curriculum can be delivered in a private eLearning class environment. Or, if you prefer the curriculum can be delivered in the classroom—onsite or at the location of your choice.

What are the technical requirements to attend the APMC® Program?• Windows 2000, Windows XP, Windows Vista• Internet Explorer 5.01, Netscape 7.2, Firefox 1.0 or

later• 28.8kbps or faster Internet connection (High-speed internet connection is preferred)• P350+ MHz, 128+ MB memory• 800 x 600 16-bit color display or better

APMC® FAQ

Advanced Project Management CertificationThe Kerzner Approach® to Best Practices

APMC®

APMC® Testimonials“The classes were exceptional… if anyone is concerned because this is an online class and that there will not be any interaction they will be very surprised. The instructors were very knowledgeable and not only taught what was in the book but also added relevant knowledge that helped in understanding the material.”

Robert Haluska, ManagerChoiceparts, LLC

“I was ready to take my project management skills to the next level. IIL’s Advanced Project Management Certification was just what I was looking for. Dr. Kerzner’s Best Practices in Project Management class was a treasure trove of “Solutions” to problems we’ve all encountered. I look forward to testing some of these solutions on my next project.”

Ed Tischofer, PMP, APMC, Vice President, ITEmergency Debt Relief, Inc

“I would like to recommend the APMC® certification to all PMPs. As a PMP, I wanted a training program and a certification that would build on PMP and go beyond. The APMC® not only covers Project Management but it also teaches Program Management and Portfolio Management. The program is very well designed, includes amazing content and allows self paced training which allowed me to become the first APMC® outside of the US. IIL and Dr. Kerzner have outdone themselves with the APMC®.”

Olivier Perron, PMP, APMC, MS Project Blue BeltProject ManagerDiesel Marketing

#8800 / 66 Hours TotalCEU Credits: 6.6 / PDU Credits: 66

USD 4250

USD 5350

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PRINCE2™ Foundation and Practitioner

The key objectives of this course are: • Understand the benefits and principles

underlying a structured approach to project management

• Apply the principles of PRINCE2 within a work environment

• Operate effectively with colleagues and managers within a structured project management environment

• Understand the PRINCE2 method at the Foundation and, where chosen, the Practitioner levels

Topical Outline• A Structured Approach to Managing Projects• The Process-Based Approach• Organization• Plans & Planning • Project Controls • Configuration Management & Change Control • Quality Management• Case Study – Practical Work• Business Case• Management of Risk

PRINCE2™ is a Trade Mark of the Office of Government Commerce.

The PRINCE2 Cityscape logo™ is a Trade Mark of the Office of Government Commerce in the United Kingdom and other coun-tries.

M_o_R® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.

MSP™ is a Trade Mark of the Office of Government Commerce.

The Swirl logo™ is a Trade Mark of the Office of Government Commerce

PRINCE2™ / Managing Successful Programmes (MSP™)Learn the “Projects in Controlled Environments” Method of Managing Projects!View the complete, detailed outlines at www.iil.com/europe

PRINCE2™ Practitioner Exam Preparation

The key objectives of this course are: • Develop the participant’s ability to apply the

PRINCE2 Method appropriately through various project-based scenarios

• Provide participants with an opportunity to write example answers to typical Practitioner examination question papers and receive constructive feedback from an APM Group Approved PRINCE2 Trainer

• Discuss specific areas of PRINCE2 with the instructor and other attendees of the PRINCE2 Accredited Foundation and Practitioner event and to devise exam strategies from the responses provided

Topical Outline• The Practitioner Examination Format• Examination Procedure• Typical Topics for Preparation and Individual

Practical Work• Examination Review Period for Examination

Candidates • The Exam – Final Hints & Tips

Managing Successful Programmes (MSP™)

The key objectives of this course are: • Provide participants with an understanding

of the benefits and principles underlying a structured approach to programme management

• Apply the principles of MSP to programs within a work environment

• Operate effectively with colleagues and managers within a structured programme and project management environment

• Enable participants to understand the MSP framework to be prepared to sit the APMG/OGC MSP examinations

Topical Outline• Programmes & Projects – Overview & Principles • Identifying and Defining a Programme• Stakeholder Management and Communications • Issue Resolution & Risk Management • Business Case • Benefits Management and Managing Benefits • Planning & Controlling • Governing a Programme • Organization and Leadership • Quality, Configuration Management, Audit and

Assurance • Managing the Portfolio • Closing a Programme

MSP courses are offered in association with AFA

PRINCE2™ Practitioner Exam Preparation#2051 / 2 Days

Additional Courses and Onsite Training

IIL also offers these PRINCE2 courses. Contact us for course outlines and schedules.

• PRINCE2 Introduction and Overview

• PRINCE2 Boardroom Briefing

• Management of Risk (M_o_R®)

Onsite WorkshopThis course is available onsite or at a location of your choice. Contact your local IIL Company or email [email protected] for more information.

PRINCE2™ Foundation and Practitioner#2052 / 5 Days


Managing Successful Programmes (MSP™)#8121 / 4 Days


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Project Quality Management provides all the tools to make sure your project turns out as planned. It prescribes an important role in project planning and establishes the major functions of the project manager during project execution. The quality movement is followed through its development over the past century. Building from the foundations of inspection and the use of statistics, this class goes beyond the tools to the strategies and philosophies that lead to success. The course covers how to plan for project quality, how to build a quality system to implement that plan, and how to provide the tactics to implement these strategies.

Once the tools for project success are put in place, this course looks at how to improve the project management function beyond the project. This assures that your organization will continuously improve its project management processes which will result in higher customer satisfaction and lower costs.

The goal of this course is to equip participants with the knowledge necessary to effectively plan, control, and improve quality on individual projects and corporate project management processes.



Who Should AttendIf you are responsible for improving project quality, this course is an absolute must. Project managers, senior project managers, managers of project managers, and executives who are overseeing project quality initiatives will find this seminar to be exactly what they need to design, develop and implement the continuous improvement of project outcomes and the processes that support project management initiatives.

Performance Focus • Planning for project quality• Planning for product or service quality• Building a quality system to implement product

or service quality• Providing the tools and tactics to measure and

monitor organizational and individual project quality

What You Will LearnYou’ll learn how to: • Plan for higher quality project deliverables• Measure key performance indicators on

projects, processes and products• Turn data into useful project information• Take action on analyzed data that will drive

down non-value added costs and drive up customer acceptance and satisfaction

• Describe the concepts, tools and techniques of today’s quality management programs

Course OverviewFoundation Concepts• Quality defined• The evolution of quality• Project quality management• Project management quality

• Project level• Organizational level

Project Quality Planning• Quality Policy• Quality Planning – project level and PMO level• Tools and techniques for quality project

planning• Quality planning process• Project objectives – business level and project

level• Benchmarking• Cause and effect• Process flow charts and building process maps• Failure Mode and Effect Analysis (FEMA)• Financial aspects of quality planning

Project Quality Control• How to identify variance

• Data collection• Data types• Data sampling• Data analysis• Earned value management• Control charts

• How to manage variance

Project Quality Improvement• Project quality improvement – the big picture• Breakthrough improvements• Creative solutions• Creating an infrastructure• Overcoming resistance• Project management maturity model

Advanced Project Quality ManagementPlanning, Assurance, Control and Improvement

This course is also part of the Advanced Project Management Certification: The Kerzner Approach® to Best Practices (APMC®) curriculum. For more information, turn to pages 22-23.



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Have you been “surprised” by unplanned events during your projects? Are you and your project team frequently “fighting fires?” Well, you are not alone. Uncertainty exists in any project envi-ronment. While it may not be possible to predict project outcomes with 100% certainty, you can influence the outcome, avoid many potential risks and be ready to calmly and efficiently respond to unavoidable challenges instead of reacting to them, possibly making things worse. With the proper knowledge, risk can be identi-fied, assessed, planned for, and controlled.

The goal of this course is to teach the specific knowledge needed to set up risk management in your projects, and implement risk manage-ment processes to achieve consistent and pre-dictable results in organizations where a higher level of risk management is required.



Who Should AttendThis course is designed for:• Project managers• Program managers• Managers of project managers• Team members working on high risk projects

Performance Focus• Risk Planning• Risk Identification• Risk Assessment (qualitative and quantitative)• Risk Response Planning• Risk Control

Learning Objectives Upon completion, participants will be able to:• Demonstrate to others how the PMBOK®

Guide’s risk management processes apply to your project’s environment, especially for high risk projects

• Adapt these processes for a particular high risk project team’s operating principles

• Explain the importance of using risk management best practices at single and enterprise project levels

• Lead an initiative to implement risk management best practices in your project environment

Course OverviewFoundation Concepts• Definitions of risk• Risk management process overview • Characterization of high-risk projects • Classical causes of project failure

Risk Management Planning• Project management governance • Portfolio management and project risk• Organization management and project risk• Process management and project risk• Risk management planning for high-risk

projects

Risk Identification• Risk identification process • Collecting risk events spontaneously• Confirming and structuring risk events for

treatment• Initial risk treatment options

Qualitative Risk Analysis• Qualitative risk analysis for high-risk projects • Accelerating risk analysis • Clearing risk action • Ensuring an effective qualitative risk analysis

process

Quantitative Risk Analysis• Quantitative risk analysis for high-risk projects • Foundation quantitative analysis concepts

– probability• Using discrete quantitative tools• Using continuous quantitative tools• Ensuring an effective quantitative risk analysis

process

Risk Response Planning• Risk response planning for high-risk projects • Active risk response strategies • Risk acceptance via contingency planning and

reserves • Ensuring an effective risk response planning

process

Risk Monitoring and Control• Risk monitoring & control for high-risk

projects • Risk plan maintenance• Risk assessment • Ensuring an effective risk monitoring and

control process

Recap & Closing

Advanced Project Risk ManagementWorking with Uncertainty in Projects




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

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

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

PrerequisitesGood understanding of project management


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

What You Will LearnYou’ll learn how to: • Apply procurement and contract management

techniques to the PM process• Select the right sellers based upon a concise RFP

with clear selection criteria that leads to easy evaluation of proposals

• Develop and apply a procurement plan by choosing the right procurement strategy for the project situation and assigning the right responsibilities to the right people

• Describe the elements of a proposal and how they assist in determining the most qualified seller

• Evaluate contracts to ensure that they contain sufficient information to accurately describe the agreement and enable effective control

• Close contracts effectively to address the relationship between client and supplier, termination, retention of information and lessons learned

Course OverviewThe Procurement Process • Critical procurement issues and the role of

project management• Procurement steps and models• Buyer/seller relationships• Common procurement terms• Types of procurement and acquisition

Planning Purchases and Acquisitions• Procurement planning checklist• Establishing the procurement team• Organizational procedures and procurement• Selection of contract type• Procurement management plan

Defining Procurement Requirements• Scope management and the procurement

requirements link• Types of procurement requirements and

attributes• How requirements interrelate• Procurement SOW • The impact of improperly defining requirements

Plan Contracting • Identifying potential bidders• Contracting document options• Standard forms and conditions• Evaluation criteria• Special and general conditions

Requesting Seller Responses • Key pre-bid activities • Methods to request seller responses• Proper form and format of proposals• Elements of a proposal • Joint venture procurements

Selecting Sellers• Organize for review of bid proposals• Techniques for contract evaluation• Contract negotiation strategies • Contract award and contract creation methods

Contract Administration• Contract administration responsibilities• Principles of contract interpretation• Primary contract components• Project management processes applied to

contract administration

Contract Closure• Formal acceptance and closure• Contract termination • Resolution of contract claims• Contract audits and lessons learned• Contract litigation

Recap & Closing

Advanced Project Procurement ManagementBuyer/Seller Relationships and Contracts




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The goal of this course is to equip the participants with the necessary knowledge, skills, and techniques to set up, plan, manage, and control programs based on the 2006 PMI Standard for Program Management. Candidates can select from either two scenarios, or if attending in groups of 4 or more, use their own programs as the case scenario and conduct up to thirteen exercises to practice key elements of a program life cycle

Prerequisites• PMP or working knowledge of the PMBOK®

• Three to five years of project management experience

Course LevelAdvanced

Who Should AttendYou should attend if you plan, control or manage the execution of complex projects, or programs made up of multiple projects often with operational activities. Roles of suggested participants include: IT application managers, product managers, event managers, and consultants. Others who can benefit from this course may include those who manage projects within programs, aspire to either become a program manager or to better understand the program and how it impacts and is impacted by projects and those who act as a portfolio manager, program management officer, project management officer, functional manager, marketing director, consultant, or researcher

What You Will LearnYou’ll learn how to:

• Describe the project management process and its benefits

• Use project management vocabulary and terminology

• Identify the characteristics of a successful project

• Create an initial project plan

• Identify and be able to perform the major aspects of project initiation, project control and close-out

• Identify and describe cultural change issues in implementing project management

Course OverviewProject Management Context & Concepts• Programs, projects and portfolios, what they are

and how they relate• Program management and program managers:

Managing complex efforts to realize benefits • Benefit management• Stakeholder management• Governance: Program management office and

program boards• “The Standard for Program Management”

overview

Program Management Life Cycle• The difference between program life cycle and

program management process• Characteristics of program life cycle• Benefit management and program life cycle• Program governance and program life cycle• Five phases of program life cycle:

Program Initiation• Initiating a program• Authorizing constituent projects• Initiating a team

Program Planning• The program management plan• Interface & transition planning• Planning program scope, schedule, cost,

resources and quality• Planning program communication, risk and

procurement• Planning measurement and performance

evaluation

Program Execution• Directing and managing program execution• Acquiring and developing the program team• Performing quality assurance and information

distribution• Managing procurement activities

Program Monitoring and Control• Program integrated change control• Monitoring and controlling program work• Controlling program resources, scope, quality,

schedule and cost• Controlling program risks, issues,

communication and contracts• Measuring benefits realization

Program Closure• Closing the program• Closing components• Closing contracts• Interim and post program reviews

Recap/Closing

Program ManagementSuccessfully Managing a Group of Related Projects



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This course provides the information that you need to prepare for PMI’s new credential, the Program Management Professional (PgMP®). At the same time, it gives you the knowledge, in an organized and experiential framework, needed to improve your program management competency and ability to make a contribution to program success.

PrerequisitesThree to five years Project Management experience


Who Should AttendYou should attend if you plan, control or manage the execution of complex projects, or programs made up of multiple projects often with operational activities.

What You Will LearnYou will learn:

• What a program is, how it fits within a project/program portfolio and how it differs from portfolios and projects.

• How to structure a program, create a program board to ensure effective governance, identify and sequence the projects, estimate, schedule, optimize resources, set up communication, collaboration and reporting structures and coordinate ongoing operations with projects that may affect and be affected by them.

• How to align program objectives with those of the organization, as well as the community within which it will operate and produce results.

• To identify program management activities across the program management process groups: initiating, planning, executing, monitoring and controlling and closing, and the applied best practices to perform them in varying situations.

• Use the importance of the benefit realization plan to build, manage, communicate, monitor and control it and, most importantly, to realize expected benefits.

• Identify the essential skills of the effective program manager and manage a team of project managers, operational leads, marketing teams, executives, clients, regulators, partners and suppliers and assess your own and your group’s level of proficiency and plan for growth.

Course OverviewProject Management Context & Concepts• Programs, projects and portfolios: what they are

and how they relate to one another• Program management and program managers:

Managing complex efforts to realize benefits • Benefit management• Stakeholder management

• Governance: Program Management Office and program boards

• “The Standard for Program Management” overview

Program Management Life Cycle• The difference between program life cycle and

program management process• Characteristics of program life cycle• Benefit management and program life cycle• Program governance and program life cycle• Five phases of program life cycle

Program Management Process Groups1. Program Initiation

• Initiating a program• Authorizing constituent projects• Initiating a team

2. Program Planning• The program management plan• Interface and transition planning• Planning program scope, schedule, cost,

resources and quality• Planning program communication, risk and

procurement• Planning measurement and performance

evaluation

3. Program Execution• Directing and managing program

execution• Acquiring and developing the program

team• Performing quality assurance and

information distribution• Managing procurement activities

4. Program Monitoring and Control• Program integrated change control• Monitoring and controlling program work• Controlling program resources, scope,

quality, schedule and cost• Controlling program risks, issues,

communication and contracts• Measuring benefits realization

5. Program Closure• Closing the program• Closing components• Closing contracts• Interim and post program reviews

Essential Program Manager Skills• Communications, conflict resolution and

relationships with stakeholders• Managing with varying levels of authority and

accountability• Program managers as bottom-line business

managers• Tools: MS Project and EPM

Recap/Closing

Program ManagementPreparing for the PgMP® Certification

CertificationIf you are planning on using this course in preparation for PMI®’s new Program Management Professional (PgMP®) certification, then you must meet specific eligibility requirements and agree to adhere to a code of professional conduct. Candidates’ competence will be evaluated through a sequence of assessments. For more information go to www.PMI.org

Attendees will recieve a free copy of The Standard for Program Management, a resource to help program managers achieve organizational goals, as well as promote efficient and effective communication and coordination among various project management groups.



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

Many times a successful project is dependent upon the contribution of vendors. After the selection and procurement of a vendor has occurred the project manager assumes the responsibility for managing the vendor relationship. Managing vendor performance and the vendor relationship can make or break a project. Through case scenarios and an interactive workshop, this program deals with challenging task of delivering a successful project involving vendors.

PrerequisitesExperience and good understanding of project management


Who Should AttendThis course is designed for:• Project managers• Program managers • Functional managers IT projects Learning Objectives • Identify practical issues in vendor and quality

management, and apply cause and effect analysis to identify possible resolutions

• Identify and describe best practices in vendor management

• Identify and describe best practices in quality control and vendor performance evaluation to avoid problems, ensure minimal rework, and enable realistic estimates

• Define requirements management and describe the relationship between it, quality control, acceptance criteria, and vendor performance

• Identify and apply key concepts and techniques for managing relationships

Course OverviewGetting Started• Introductions• Course goals• Target audience• Course structure• Course objective

Foundation Concepts• Brief overview of the principles of procurement • Relationship between risk, requirements stability,

contract type and cost, quality, and project management

Looking at Things from the Vendor Perspective • The engagement management process• Stakeholder analysis• Due diligence• Defining high-level requirements

Starting on the Right Path• Defining the engagement approach• Defining warrantees and remedies• Defining requirements• Kick-off meetings and work sessions

Managing Quality• Defining quality management• Quality control through the gating process• Developing acceptance criteria• Quality control: testing, reviews, and audits

Managing Relationships• Relationship development process• Contract negotiation strategies• Client/vendor relationships• Vendor performance evaluation• Managing conflict

Managing and Controlling Vendors and Projects• Managing performance expectations• Status reporting• Performance & relationship reviews• Accountability• Termination

Managing Change• Scope and resources changes• Requirements changes• Estimating change reserves• Dealing with change control

Closing Projects• Closing overview• Completion criteria and acceptance• Transition to production operations• Lessons learned before, during, and after

transition

Recap & Closing



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Make your PMO implementation more successful with this powerful scheduling and management methodology for all projects. Discover how to bring Dr. Deming’s process control philosophy, Dr. Goldratt’s process improvement methodology and the PMBOK® Guide together into one powerful and mature approach to Project Management.

Based on Dr. Goldratt’s renowned model, you can dramatically cut your project cycle time in the single and multi-project environments. Critical Chain provides a holistic approach, including new measurements, new planning tools, multi-project management and release methods with unique reporting and meaningful early warnings.


Course LevelIntermediate / Advanced

Who Should AttendMembers of the Project Management Office, project and resource managers, team leaders and executives.

Performance Focus• Build critical chain schedules for single and

multi-project environments• Identify Critical Chain/establish buffers• Decide which measurements to change• Discover your software options• Implement correctly and successfully

What You Will LearnYou’ll learn how to: • Integrate Critical Chain and PMBOK® Guide • Reduce project times by 25% or more• Increase probability of delivering on time, on

budget and within scope• Use buffer management and reporting • Eliminate destructive “Parkinson’s Law”/

“Student Syndrome” behaviors • Determine where to use Project, Drum, Feeding

and Strategic Resource buffers• Cut project review times in half• Understand how to establish and manage a

Critical Chain project plan• Increase the chance of delivering on time, on

budget and within original scope• Schedule and manage projects with common

resource dependency to reduce combined cycle time of all projects significantly

Course OverviewPart 1 – When to Use Critical Chain Project Management (CCPM)• What is Critical Chain?• Theory of Constraints and Critical Chain Project

Management• Critical Chain and Risk Management• Supplementing Critical Chain with other

approaches

Part 2 – Critical Chain Basics• Critical Path vs. Critical Chain Project

Management• Variation and project planning• Critical Chain premises:

• Resource contentions are as important as task dependencies

• Variation is pervasive and inescapable• Everybody adds safety to their estimates• Parkinson’s Law: Work expands to fill the

time available • Merging paths bias • Student Syndrome: The effort put into a task

is a function of how much time is left to meet a deadline

• Multitasking affects performance• Don’t treat common cause as special cause

variations

Part 3 – Planning a Critical Chain• Defining buffers• Critical Chain and scheduling• Milestones, gates and customer reviews• The effect of adding safety buffers

Part 4 – Calculating Buffer Sizes• Bottom-up buffer sizing methods• Top-down buffer sizing methods

Part 5 – Monitoring, Controlling and Reporting• The 90% complete syndrome• Role responsibilities and information needs• Buffer management• Recovery and re-planning• Earned value method monitoring

Part 6 – Managing Multiple Projects• How and why delays propagate across projects• CCPM theory of portfolio management• Applying CCPM to your portfolio

Part 7 – Human and Organizational Issues• Explore specific behaviors addressed by CCPM• Discuss whether CCPM recommendations

eliminate these behaviors• Discuss further actions• Explore potential side effects

Critical Chain Project ManagementThe Theory of Constraints Approach to Planning, Scheduling and Managing Projects



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

The focus of this workshop is to help the professional project manager recognize the potential for trouble in order to prevent problems, to recover those projects experiencing troubles, and to manage to completion recovered projects. This workshop does not focus on “failed” projects but rather on projects headed for failure without appropriate intervention.

PrerequisitesHands-on, responsible experience with real-life project issues.


Who Should AttendThe ideal participant for this program, i.e. those who will derive maximum benefit from attending and actively participating will: • Regularly manage complex, high visibility, high

priority projects;• Be leading a team of project managers in a

PMO, or middle management position, where the major part of their day-to-day work will be project management based;

• Have at a minimum, a basic operational understanding of and experience with key project management principles and tools, including stakeholder assessment and requirements definition, integrated configuration management and change control, precedence diagramming and critical path scheduling, parametric and related statistical estimating, earned value techniques, and human resource management;

• Possess the PMP credential, its equivalent, or have extensive project management experience;

• Have completed IIL’s Project Management Fundamentals or Project Management Fundamentals for IT Professionals course or equivalent

What You Will LearnYou will learn how to:• Recognize the major factors that contribute to a

potentially “at risk” project;• Develop a readily useable check-list of specific

causes leading to troubled projects;• Categorize symptoms of a troubled project so as

to correctly associate it with root causes;• Formulate plans for mitigating and/or eliminating

root causes;• Assess the effectiveness of prevention and

recovery actions and plans.

Course OverviewIntroduction – Defining Expectations• Identifying and classifying participant project

troubles• Defining “troubled” vs “failed” vs “success”• Assessing classical troubled projects – three case

study options• Establishing participant expectations

Project Conception• Ensuring a sound and realistic business case• Establishing clear customer definition of

anticipated benefits and success criteria• Assessing project and technology maturity• Defining reasonable funding and timescale

expectations• Considering multiple releases vs “all-at-once”

delivery

Project Initiation• Achieving open, active, and equitable customer

relationships• Ensuring customer involvement of key end-users• Defining key project tasks, deliverables, and

acceptance processes• Identifying risks and appropriate assessment

criteria• Establishing clear roles and responsibilities across

involved organizations

Design and Plan Development• Stabilizing the requirements baseline and

applying revision control• Choosing an appropriate design and

development methodology• Identifying and committing key resources:

human and otherwise• Preparing for dependable requirements

traceability• Balancing among project and customer

organization: design and delivery authority consistent with commitment and expectations

Plan Execution and Control• Committing to a well defined, understood, and

properly balanced project and team charter• Enforcing phases and gates• Deploying effective and efficient project

management standards• Anticipating trade-offs among technology and

business impacts with respect to project delays• Assessing delivery organization staff and

supervisory capabilities• Emphasizing testing and verification consistent

with success and risk• Monitoring and controlling non-functional

requirements

Transition to Operations• Focusing the customer on preparing their

organization for change• Validating installation failure recovery

contingency plans• Assessing plans and resources for critical/crucial

“go live” dates

Post Implementation Support• Coaching the customer to measure actual

benefit and to take corrective action• Preparing customers for maintenance and

enhancement issues



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

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

This course is aligned with PMI®’s new Portfolio Management Standard.

PrerequisitesThree to five years experience in project management


Who Should Attend• People who support portfolio management

decision-making processes for the selection and prioritization of projects.

• Project Management Office (PMO) team members responsible for or with an interest in developing and managing their project portfolio(s).

What You Will LearnYou’ll learn how to:• Define the five fundamental components of the

enterprise level project portfolio management process (PPM)

• Identify the components of PPM, including information requirements, principle performers and the relationship among the major activities

• Relate the principles of enterprise-level portfolio management to business strategy and organizational performance

• Evaluate specific techniques, tools and models for project selection, prioritization, resource management and portfolio balancing

• Navigate the organizational change that is required to implement or improve your portfolio management process

• Recognize the benefits and challenges of implementing portfolio management within the business

Course OverviewPortfolio Management Framework• Portfolios, programs and projects • The enterprise project management framework• Business and project success

• Costs, benefits and issues of implementing portfolio management

• The spiral project portfolio management model

Defining the Portfolio Management Process• The project portfolio management process• Portfolio management models (PMM)• Enterprise-focused process models• PPM process using the UPMM model • Managing multiple projects within the PPM

process

Applying Business Strategy to the Portfolio• Business strategy and project portfolio

management• Using a business case to iterate and refine project

and portfolio scope• Portfolio management and ongoing business

operations • Project selection based upon business drivers and

strategy• Project gating activities

Organizational Factors and Influences• Organizational change • Organizational environment• Organizational process maturity and portfolio

management• Key stakeholder roles and responsibilities • The role of the strategic enterprise project

management office

Acquiring the Right Information• Key data elements within an enterprise project

portfolio• Types of project portfolio data elements• Relationships between the basic types of

portfolio data elements• Measuring portfolio performance• Using checklists to acquire and use portfolio

information contents

Analyzing, Balancing and Optimizing the Portfolio• A balanced enterprise-level project portfolio• Numeric and nonnumeric approaches to portfolio

project selection and scoring • Techniques for deriving the weights and scores

used within the selection and scoring process• Analyzing portfolio contents within the

constraints of the business• Three typical portfolio categorization schemes

Survey of Enterprise PPM Tools• Why use PPM tools?• The three levels of tools• Effective selection and use • Available tools and product suites

Applying Portfolio Management• Creating a project portfolio• Refining the portfolio contents• Root cause analysis • Managing resistance to change

Recap & Closing

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




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The EVMS processes incorporate best practices for program and project management systems that require strong applications for program or enterprise planning and control. The processes include integration of program scope, schedule, and cost objectives, establishment of a baseline plan for accomplishment of program objectives and use of earned value techniques for performance measurement during the execution of a program. EVMS provides a solid platform for risk identification, corrective actions, and management re-planning as may be required over the life of a project or program.

This course emphasis is on a government application according to the latest government EVMS principles and concepts and in accordance with the most recent Department of Defense (DOD) and Office of Management and Budget (OMB) guidelines and regulations for Earned Value Management. The concepts may also be applied to any project whether government or commercial.

PrerequisitesThe attendees should have a working knowledge of general project management principles and some familiarity with the concepts of Earned Value. In lieu of this requirement, the attendee should have successfully passed a beginner’s level course on project management.


Who Should Attend• Government Program Managers who are

responsible for performing Integrated Baseline Reviews on Defense Acquisitions contracts

• Technical Staff who are involved in Integrated Baseline Reviews or C/SCSC reporting

• Non-Defense Government Program Managers, Project Managers, or Technical Staff applying earned value as an integral part of fixed asset planning

• Commercial Program Managers, Project Managers, or Project Team Members who need to apply EVMS criteria to current or future Government contracts

• Members of the Project Management Office interested in establishing the best and most current EVMS processes

• Program or Project Managers who need to apply EVMS as a risk assessment and management tool

What You Will LearnYou’ll learn how to:• Develop a project baseline• Record actual project performance• Calculate EVM measures

• Evaluate project performance based on EVM measures

• Respond to project variances• Integrate EVM and risk management• Determine if EVM will add value to your

organization • Develop an EVM implementation plan for your

organization

Course OverviewGetting Started• Introductions, course structure, goals and

objectives, target audience

Foundation Concepts• Definition and benefits of EVM• History of EVM and Cost and Schedule Control

System Criteria (C/SCSC)• Project applications of EVM

Building a Project Baseline• Definition of project baseline• Developing a project baseline• Using a project baseline

Recording Actuals• Data collection for recording actual project

performance• Methods for determining earned value• Improving the data-collection process

EVM Performance Measures• Calculating and interpreting measures of current

status• Cost and schedule variance• Cost and schedule performance indexes• Calculating and interpreting measures for

forecasting results• Estimate at completion• Latest revised estimate• Variance at completion• To-complete performance index

EVM and Risk Management• Integrating EVM and risk management• Developing and using a reserve drawdown curve

Responding to Variances• Determining what is a variance• Proper process for responding to variances• Response options

Reporting Project Performance• Determining reporting objectives• Determining reporting needs• Reporting options• Reporting problems

Implementing as EVM• Requirements for an earned value management

system (EVMS)• Tailoring the EVMS• EVMS “light”

Recap & Closing

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




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



Who Should AttendYou should attend this workshop if you need to: • Acquire and accurately communicate project

requirements • Negotiate trade-offs that result in potentially

more successful projects • Effectively manage change control • Implement configuration management

consistent with organizational needs • Disseminate the principles of effective

requirements management to other team members

Performance Focus• Key stakeholder and influencer identification

and assessment • Requirements documentation • Requirements gathering • Progressive elaboration • Requirements analysis and negotiation • Requirements validation • Modeling and structured methods • Formal specification • Change control • Configuration management

What You Will LearnYou’ll learn how to:• Build a consistent and meaningful requirements

taxonomy and hierarchy for requirements definition and development

• Use progressive elaboration and modeling techniques in requirements workshops to elicit and verify requirements

• Validate requirements using reviews, walkthroughs, and inspections

• Elicit, organize, and prioritize requirements • Systematically analyze, elaborate, and derive

requirements at the appropriate levels of detail• Use checklists, questionnaires, and document

templates in the requirements development process

• Negotiate and resolve requirements-related conflicts among key project stakeholders

• Manage changing requirements across the project lifecycle

• Verify requirements during the testing and acceptance phase of the project

Course OverviewRequirements Framework • Project and product requirements definitions• Characteristics of good requirements• Enumeration of those involved in defining

project requirements• Concept of progressive elaboration and its

application to defining requirements

Developing Requirements: The Process • High-level requirements development and

management process• Iterative components of the requirements

development process• Product and project requirements• Classifying project requirements

Progressively Elaborating Product Scope • Defining and elaborating scope• Starting requirements definition• Project work request• Requirements overview• Project proposal• Project charter • More detailed documents• Scope statement• Work breakdown structure• Requirements definition document• Procurement statement of work • Contracts and plans

Gathering Requirements Information • Requirements gathering techniques• Sources of information• Essential research skills• Requirements gathering tools

Using Structured Techniques and Modeling • Models and requirements • Data, process and object models • Dynamic modeling techniques • Using Use Cases

Specifying Requirements • Specifying requirements• Essential technical writing skills• SMART requirements• Quality attributes• Prioritizing requirements

Managing Change Requirements • Why and when requirements change • Change management and control • Requirements traceability • Requirement tools

Validating and Verifying Requirements• Requirements confirmation techniques • Validating requirements• Verifying requirements• Using checklists

Recap & Closing

Requirements ManagementManaging Project Scope from Concept to Completion




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This course will discuss how best practices can accelerate the organization’s maturity process, how to identify and overcome some of the barriers to implementation and how to propel the journey to achieving excellence in project management. Reference will be made to those companies that have achieved some degree of excellence in project management. Some of the companies discussed include Hewlett-Packard, Computer Associates, Star Alliance, Intel, Motorola, Ericsson, Nortel, General Motors, EDS, Lear, Johnson Controls, Walt Disney, Texas Instruments, Boeing, and Westfield Group.


Course LevelAll levels

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

Course OutlineModule 1: An Introduction to Best Practices • Why are best practices important? • Structuring a process for capturing best

practices • What is a best practice in project management? • Creating a best practices template • Defining categories or levels of best practices • The transferability of best practices • Identifying best practices from both successes

and failures • Role of the PMO • Creating a best practices library • Proper use of best practices• Improper use of best practices• Best practices failures • Case studies on best practices

Module 2: Leveraging Best Practices • Selling best practices to the customer • Using best practices to define excellence in

project management

Module 3: Enterprise Project Management Methodologies (EPM) • The relationship between a methodology

and an enterprise project management methodology (EPM)

• The relationship between an EPM and excellence

• Recognizing the need for an EPM • The benefits of an EPM

• Strategic planning for EPM enhancements • Framework for an EPM system • Ingredients of an EPM system • EPM Implementation issues

Module 4: The Journey to Excellence • The structured approach (The Project

Management Maturity Model (PMMM)) • The unstructured approach (Life Cycle Phases) • The driving forces for excellence • Efficiency and effectiveness • Typical chronology of events • The necessity of executive leadership • Examples of journeys

Module 5 The Hexagon of Excellence • Integrated processes • Culture • Management support • Training and education • Informal project management • Behavioral excellence

Module 6: Pulling the Plug on Selected Projects • Success vs. failure • Killing a project • Learning from project disasters

Module 7: The Project Office (PO) / Center of Excellence (COE) • Characteristics of excellence in a Project Office • Differences between a Project Office and a

Center of Excellence • Types of Project Offices • The benefits of using a Project Office • Identifying the risks of using a Project Office • The PMO and Profit and Loss responsibility • The Project Office information systems: the

control of intellectual property • The Project Office mission statement/charter • Integrating Six Sigma into the Project Office • Measuring the ROI of using a PMO • The PMO toolkit • The PMO and compliance audits • Role of the PMO in conceptualization and

execution • The PMO and portfolio management • Examples of PMO evolution

Module 8: The Marriage of Six Sigma and Project Management • Why has Six Sigma replaced TQM? • Six Sigma and the hexagon of excellence • What can Six Sigma do for PM? • What can PM do for Six Sigma? • Are Six Sigma Black Belts project managers? • What are the PM problems with Six Sigma? • What are the reasons for Six Sigma failures? • What is the role of the PMO in Six Sigma? • Capturing Six Sigma best practices

Achieving Project Management Excellence with Dr. Harold KerznerPresented by Dr. Harold Kerzner, Renowned Project Management Expert

Classroom course registrants will receive Dr. Kerzner’s brand new text Project Management Best Practices: Achieving Global Excellence free!

Bring Dr. Kerzner to Your Organization or PMI Chapter! Find out how you can bring the world-renowned project management expert On-Site to your company or city. We can even customize his presentation to fit your needs! Contact us for more information.




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

Are your projects taking longer and longer to complete? Are results less than optimal because of time pressures on resources?

Would you like to increase project “throughput”?

Succeeding in today’s competitive marketplace often requires cycle-time reduction, reducing the duration of projects and getting results faster. This workshop will address managing multiple projects within the context of program or product management. Planning and managing individual projects is challenging. When introducing the real-life limitation of resources and other outside influences into the Multi-Project environment, those challenges are magnified and new challenges introduced.

This is an exercise-driven, no-nonsense, professional practice focused workshop, positioning the participant for immediate action. The goal of this course is to equip you with the necessary knowledge, skills and techniques so that you can effectively and productively manage multiple projects.



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

What You Will LearnYou will learn how to:• Manage stakeholder relationships and

expectations• Prioritize and sequence multiple projects• Manage time and stress within a multi-project

environment• Effectively navigate the multi-project

environment Use appropriate methods to plan and control multiple projects

• Use appropriate methods to plan and control multiple projects

• Apply scheduling and estimating techniques • Maintain a dynamic multi-project schedule

Course OverviewFoundation Concepts• Portfolio, program and project management

principles• The multiple project environment• Unified Project Management Methodology

Model™• The MMP Process Model

Developing the Multi-Project List• Multi-project portfolio management• Project selection • Project categories and types • The project list

Multi-Project Logic Dependencies• Project dependencies• Types of multi-project portfolios• Categories of logical dependencies across

multiple projects• Project priorities in the multi-project schedule• Logical dependencies

Multi-Project Resource Management • Multi-project resources and resource

management concepts • Multi-project resource loading• Resource pool and resource data base • Multi-project resources and outsourcing• Critical chain resource management, including

drum resources and multitasking

Managing Risk Across Multiple Projects• Multi-project risk management process• Identifying, assessing and responding to multi-

project risks• Critical chain and multi-project risks• Risk interrelationship management methods

Creating and Executing the Multi-Project Plan• The multi-project plan• Multi-project scheduling• Multi-project budgeting• Executing & maintaining the multi-project plan• Controlling in the multi-project environment

Multi-Project Communications• Effective communication in the multi-project

environment• Common communication barriers• Multiple project communications plan • Resolving multi-project conflicts

Recap & Closing

Managing Multiple ProjectsAn Exercise-Driven Workshop




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In this workshop, we examine a comprehensive process for Organizational and People Change Management (OPCM) and how it integrates into the five project management process groups.

PrerequisitesBasic understanding of project management PMBOK® Guide


Who Should AttendThis program is designed for project, product and program managers, project leaders and administrators, team leaders and members, field staff members, project, design, industrial, and manufacturing engineers, sales, operations, and functional managers, systems analysts, software and system developers, human resource executives, information technology professionals, research and development managers, marketing directors, project support staff, or others involved directly or indirectly with projects for virtually any industry that needs more understanding of organization and people change management principles.

Performance FocusProviding the knowledge, tools and techniques to manage change more effectively at the practical application level throughout the life cycle of the project. This includes:• Defining the scope and objectives of

organizational and people change management • Assessing the risks in introducing changes

required as a result of projects • Including necessary steps to plan and manage

change throughout the project life cycle

What You Will LearnYou’ll learn how to: • Identify where and how OPCM activities should

be integrated within the full project life cycle • Explain key change management principles

and their application to the discipline of project management

• Recognize human responses to change and how to mitigate their impact

• Demonstrate capacity assessment using the DICE analysis model including interpretation of results and required next steps

• Explain how to identify and build OPCM activities into the project WBS in the planning phase

• Articulate project manager role requirements regarding OPCM

• Describe the two minimum communication messages required in all change management endeavors

• Identify and neutralize typical barriers to effective change implementation

Course OverviewChange Management Fundamentals • Change – Bridging the gap• Two Models – Static or Adaptive • Emotional responses to change • Impact of OPCM On Emotional Responses• The Human Factor • Language for Change • Resilience – The Antidote for Change

Application of OPCM

Initiation Process• Organizational Assessment

Planning Process• Cross-Functional Impact Assessment • Cultural Analysis • Organizational Change Capacity Assessment • Resistance Assessment • Change Management Strategy Development• Sponsor Management • Change Communication Planning • Training Planning • Rollout/Go Live Support Planning • OPCM Cost Planning

Executing Process• Communication Execution • Training • OPCM Audit

Controlling Process• Training Control • Sponsor Control • OPCM Communication Control

Closing Process• Remedial Training • OPCM Effectiveness Survey • Final Communication

Summary and Conclusion • Leveraging your investment in OPCM• Leading and managing OPCM• Transitioning measurement responsibilities to the

functional groups

Organization and People Change ManagementMoving Beyond Installation to Realization



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This course addresses the complex issues of how to integrate a project management office (PMO) into the organization while avoiding bureaucracy, turf wars and other resistance to a disciplined and flexible PM process throughout the enterprise. Working with our experts you will assess the needs of your organization for a PMO, be ready to design the kind of PMO that will be most effective for you and define the path to PM maturity and competency. You will address issues that include multiple levels of PMOs, project autonomy, the methodology role of the PMO, whether the PMO should be the “home” of project managers or an enabling organization that supports project excellence and portfolio management or both.



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

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

What You Will LearnYou’ll learn how to:• Describe why it is advantageous for an

organization to have a PMO. • Differentiate between different views of project

success and the role of the PMO as a facilitator to assure success for all stakeholders.

• Recognize that the PMO can operate on a continuum from providing specific functions that support individual projects to being responsible for the results of all of the enterprise’s projects.

• Describe the importance of periodic evaluations of projects and other Enterprise Project Management (EPM) processes (e.g., portfolio management) to provide an objective view of maturity and performance.

• Describe project management maturity, metrics at maturity levels, and the roles and responsibilities of the PMO in a maturity assessment.

• Describe the role of the PMO in performing a competency analysis and developing and using a competency model.

• Determine the steps needed to implement a PMO and effectively position it within the organization.

Course OverviewGetting Started• Introductions• Course structure, goals and objectives• Target audience

Foundation Concepts • Defining a PMO and EPM• The importance of a PMO• The desired organizational environment• Key characteristics of a PMO

Project Success: The Different Measures and Views • Definition of project success• Client and team views of project success• Ways to quantify project success• Approaches to rate and evaluate the success of

the project at frequent and regular intervals

PMO Functions: Project-Focused and Enterprise-Focused • Organization goals and their influence on PMO

functions• Different levels of coverage for the PMO in the

organization• Project-focused functions• Enterprise-oriented functions

The PMO and Project Control, Audit, and Recovery • Establishing a control process to identify

troubled projects• Describing the PMO’s role in review, audit, and

recovery• Identifying troubled projects• Conducting a project audit• Supporting project recovery

The PMO Role in Project Management Competency Development

• Definition of Competency• The importance of competency in project

management• The PMO’s role in performing a competency

analysis• The PMO’s role in developing and using a

competency model

Project Management Office: Maturity Levels • Definition of maturity and organizational/

enterprise project management• The PMO and maturity models• Metrics and key performance indicators• Role of the PMO in the maturity assessment

process

The Ten-Step Implementation Process • Goals for the PMO• Commitment for a PMO• PMO functions, roles and responsibilities• Processes and tools to be provided by the PMO• The PMO resource estimation process• The needed budget for the PMO• Staffing the PMO• Assimilating the PMO

Recap & Closing

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



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This program is designed to make the experienced Excel user an “Excel Black Belt.” The program is divided into 12 sessions over 12 weeks. The content of each session builds logically upon the prior one, assuring a complete mastery of Excel and its many capabilities. You’ll be able to put into practice right away the tools and features you’ve learned and think of questions you want answered at the next session.

PrerequisitesGood understanding of the Excel environment including formulas and menus


Who Should AttendManagers, analysts, financial personnel, Six Sigma professionals, and even CEOs can all benefit from learning the power of Excel. Even if you are already experienced in Microsoft® Excel, you can become a true power user by attending this program.

Performance FocusBeing able to use the full power of Excel has important business advantages. Solutions to corporate problems are directly, more easily, and more quickly at hand when you are able to use features like: • Pivot Tables• Data Filtering• Advanced Formatting Techniques• Advanced Charts

What You Will LearnYou’ll learn how to: • Use relatively defined range names • Set up templates that do much of the work

for you• Put controls on worksheets• Solve simultaneous equations• Create sophisticated, efficient and well-

organized spreadsheets• Streamline data analysis and reporting • Represent data any way management wants

to see it• Write Visual Basic for Applications

Course OverviewModule 1 – Learning Functions• SUM, IF, COUNT, COUNTA, AVERAGE, ROW,

COLUMN, SUBTOTAL, ROWS, COLUMNS, CHOOSE, MATCH, INDEX, TRANSPOSE, TREND, LINEST, SUMIF, COUNTIF

• D-functions• Date functions• Financial functions• String functions• Logical functions• Math functions• Lookup functions• Information functions

Module 2 – Working with Excel Features• Keyboard shortcuts, Fill handle, Making test

data, Forms on worksheets, miscellaneous tricks

Module 3 – Formatting• Using Names, Formatting, Linking, Absolute &

Relative referencing, Misc. tips

Module 4 – Array formulas

Module 5 – Working with Lists, Subtotals, Conditional Formatting• Filtering• Features in Tools/Options• Outlines, Styles• Scenarios• Data validation• Text to columns• Subtotals• Data tables• Conditional Formatting

Module 6 – Pivot tables

Module 7 – Charts

Module 8 – Introduction to VBA• Recording Macros• Using Ranges• Getting Information from User• Scope of variables• Using the Immediate window• Function macros

Module 9 – VBA loops, errors, file access• Opening closing files, Looping, accessing

drawing objects, coding for error conditions

Module 10 – Printing, Comparing ranges, Shapes, Charts & VBA• Printing, Finding, Demo of Userforms, Working

with shapes, Various constructs (IF, Select Case...)

Module 11 – Userforms

Module 12 – Commandbars, Events

Summary and Conclusion

Mastering Microsoft® ExcelThe Masters Certification in Microsoft® Excel

Prerequisite Checklist

• A full install of Microsoft® Excel 97, 2000 or higher• Two or more years of proficient experience in

Microsoft® Excel are required. • You should know how to create formulas, use some

tools, menus, and create basic charts.

Program materialsEach attendee will receive a disk with all the instructor’s examples as well as the essential reference book, Excel 2003 Bible, a must have for power Microsoft® Excel users.

Featured Book This isn’t Excel, it’s Magic! 2nd Ed.by Bob UmlasBecome an Excel Wizard! Just in time for Excel 2007, This isn’t Excel, it’s Magic! 2nd Edition will save you time and effort. This expanded and enlarged guide is written in a friendly, easy-to-understand style, and is full of screen shots and visuals to help you on your way. Order your copy online at www.iil.com/bookstore. USD 14.95 / #PT258

#8806 / Twelve 3-hour sessionsCEU Credits: 3.6 / PDU Credits: 36

USD 1950

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Business Analysis


This course teaches participants the overall process of business analysis and where it fits in the bigger picture of project life cycle and the business context. The course is interactive and combines discussion, active workshops, and demonstrations of techniques. The goal is bottom-line results that cut through the real-world problems facing people seeking to improve the way they operate to develop new and improved systems and products or otherwise deliver results through project performance.

Course LevelNovice/Advanced

PrerequisitesNone. This course is suitable for both novices and experienced people who need a clear business analyst model.

Who Should AttendIt is important for you to attend if you:• Work as a business analyst• Define and manage requirements through the

development life cycle

Performance Focus• Business analysis• Defining solutions to business problems• Stakeholder analysis• Defining the product scope

Learning ObjectivesUpon completion, participants will be able to:• Define the product scope• Work with the development team in the

systems testing stage• Ensure the solution is usable in the business

environment

Course OverviewWhat is Business Analysis?• Defining the business analyst function• Role of the business analyst as change agent• Business analyst roles and responsibilities

through the business analysis knowledge areas

• Business analyst roles and relationships through the project life cycle

Enterprise Analysis – Defining the Problem• Overview of enterprise analysis• Product definition – feasibility study• Business benefit analysis for the business

analyst (value vs costs)• Initial phase gate preparation (business case /

project charter)

Requirements Planning and Management – Defining the Process• Overview of requirements planning and

management• The Anatomy of requirements• Requirements planning – roles and

responsibilities• Requirements planning – process and tools• Requirements management

Requirements Elicitation – Gathering Information• Overview• Requirements elicitation techniques (targeted,

group and physical)

Requirements Analysis and Documentation – Defining the Solution Model• Overview• Task descriptions• Techniques

Requirements Communication – Ensuring Stakeholder Involvement• Overview• Relationship-based communication tasks• Integrated communication tasks – continuous

verification

Solution Assessment and Validation – Supporting the Balance of the Product Life Cycle• Overview• Design tasks• Testing tasks• Implementation and production tasks

Business Analysis FundamentalsSolving the Business Problem

This course is part of IIL’s Business Analysis Certificate Program (BACP), a program designed to help prepare individuals pass the IIBA™ Certification exam to become a Certified Business Analysis Professional (CBAP™). For more information, turn to pages 48-49.

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#8921 / Four 3-hour sessions1.2 CEUs / 12 PDUs / 12 PD Hours / 12 CDUs

#3021 / 2 Days1.4 CEUs / 14 PDUs / 14 PD Hours / 14 CDUs

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Business analysts are communicators who bridge the gap between people with business needs and knowledge and the people who will provide solutions. Business analysts are continuously involved in communications with stakeholders and developers as they create the solution to business problems. They participate in information gathering sessions including interviewing, joint requirements definition, and Joint Application Design (JAD) workshops which are used to streamline information gathering and get immediate validation from user representatives. The business analyst is also involved with negotiating the solution with the stakeholders, upper-level management and the developers, mediating among the groups when disagreements take place, and influencing the results of decisions during the solution cycle. This course teaches the methods needed to organize and run information gathering events. It combines the basics of graphic decision making and modeling with facilitation, communication, and meeting management skills.

PrerequisitesNo prerequisites: this course is suitable for both novices and experienced people who need to elicit business requirements or solve business problems.


Who Should AttendIt is important for you to attend if you: • Work as a business analyst • Define and manage requirements through the

development life cycle• Elicit information from stakeholders to define

requirements • Solve business problems

Learning Objectives Upon completion, participants will be able to:• Acquire information necessary to the definition

of requirements • Conduct a requirements information gathering

session• Identify alternate solutions to business problems • Get agreement that the solution is usable in the

business environment

Course OverviewFoundation Concepts• The role of the business analyst• The IIBA™ BABOK™ knowledge areas• The business analyst and the product/project life

cycle• Facilitation skills for the business analyst

Requirements Communication through Requirements Planning and Management and Enterprise Analysis• Overview of requirements communication

through requirements planning and management and enterprise analysis

• Meeting basic communication challenges• Requirements communication planning

(including stakeholder assessment) • Managing requirements conflicts

Targeted Elicitation Techniques for Requirements Communication• Synergy between requirements communication

and requirements elicitation• The information gathering plan• Cornerstone targeted technique: interviews• Other targeted elicitation techniques• Related general communication skills (listening

and empathy)

Group Elicitation Techniques for Requirements Communication• Synergy between requirements communication

and group elicitation techniques• Cornerstone group elicitation technique

– requirements workshops• Other group elicitation techniques• Related general communication skills – meeting

management best practices• Related general communication skills

– facilitating best practices

Physical Elicitation Techniques for Requirements Communication• Synergy between requirements communication

and physical elicitation techniques• Cornerstone physical elicitation technique

– document analysis• Other physical elicitation techniques • Summary of elicitation techniques by usage in

the requirements process • Related interpersonal skills – problem solving

Requirements Communication through Solution Assessment and Validation• Synergy between requirements communication

and solution assessment and validation• Cornerstone technique – requirements Reviews• Related general communication skill

– presenting• Related interpersonal skill – influencing

Special Facilitation Skills – Negotiating and Mediating• Synergy between requirements communication,

negotiating and mediating• Negotiating• Mediating

Recap & Closing

Facilitation Skills for Business AnalystsCommunication and Problem Solving


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#8922 / Six 3-hour sessions1.8 CEUs / 18 PDUs / 18 PD Hours / 18 CDUs


USD 1695

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Business Analysis


Once a business analyst has completed the information gathering and analysis to produce the solution to a business problem, the results must be documented for all stakeholders to see and understand. This course will enhance the skill set needed for writing and managing the complex readership that business analysts interact with on a day-to-day basis.

PrerequisitesNo prerequisites: this course is suitable for both novices and experienced people who need to produce requirements documents for development.


Who Should AttendIt is important for you to attend if you: • Work as a business analyst • Define and manage requirements through the

development life cycle• Prepare requirements documents for

development

Performance Focus• Business analysis • Defining solutions to business problems• Selecting the audience to write to • Requirements writing guidelines • Writing clear, precise, unambiguous

requirements • Managing the requirements document through

the System Development Life Cycle (SDLC)

Learning Objectives Upon completion, participants will be able to:• Write an understood requirements document

that is approvable and acceptable • Validate a requirements document • Manage the changes to requirements

documents through the SDLC

Course OverviewFoundation Concepts• The role of the business analyst• The IIBA™ BABOK™ knowledge areas• The business analyst and the product/project life

cycle• The requirements documentation process

Planning for Effective Requirements Documentation• Overview of requirements documentation

planning • Establishing a common language• Determining best practices for producing well-

formed requirements• Producing good and valid requirements

Writing Effective Requirements Documents• Overview of writing requirements documents• Using a standard structure / template• Applying formatting techniques• Meeting the challenge of writing non-functional

requirements

Baselining Requirements Documents• Overview of the requirements baseline process• Verification• Validation• Approval

Managing Requirements Change through the Product Life Cycle• Overview of requirements change management• Establishing a formal change management

process• Tracing requirements through design and

development (build, test and implement)• Following through to post-implementation

(transition and early production)

Recap & Closing

Writing and Managing Requirements DocumentsCreating the Acceptable, Approvable Requirements Document


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A process model is a description of a process in terms of its steps or actions, the data flowing between them and participants in the process, machines, systems, and organizations involved. Modeling is a critical business analysis skill. It applies graphical and text communications techniques to describe the actions, objects, and relationships acted upon in the process and the steps that act upon them. This course teaches the technique of process modeling and ties together the core methods of process, behavior, and data modeling to enable business analysts to fully describe business processes in levels of detail from multiple perspectives.

PrerequisitesThis course assumes the participant is a practicing business analyst familiar with basic practices of business analysis.


Who Should AttendIt is important for you to attend if you: • Work as a business analyst • Define business problems • Analyze business processes

Performance Focus• Business analysis • Defining solutions to business problems• Work-flow modeling • Data modeling and entity relationship analysis • Use cases• Unified Modeling Language (UML) diagrams

Learning Objectives Upon completion, participants will be able to:• Identify business processes and their

components • Work with UML diagrams• Use process modeling in business diagramming• Diagram and model business processes

Course OverviewFoundation Concepts• The role of the business analyst• The IIBA™ BABOK™ knowledge areas• Business Process Modeling (BPM) and the

business analyst• A practical approach to business process

modeling

The Context for Modeling Business Processes• Overview of context for business process

modeling• Analyzing stakeholder information• Modeling best practices• Critical inputs for BPM: Business Rules• Critical inputs for BPM: Context Diagrams

Data Models• Overview of data modeling• Entity relationship diagrams• Object-oriented approach• Class diagrams• Other data models

Process Models – Part I (Non-UML)• Overview of process modeling• Data flow diagrams• Workflow diagrams• Flowcharts

Process Models – Part II (UML)• Overview of UML Process Models• UML Activity Diagrams• UML Sequence Diagrams

Usage Models – Part (I (Non-UML)• Overview of usage modeling• Prototyping options• Static prototyping and storyboards• Dynamic Prototyping• User Interface Design and user profiles

Usage Models – Part II (UML Use Cases)• Overview of use cases• Use case diagrams• Use case descriptions• Use cases and the product life cycle

Integrating the Models• Overview of integrating the models• General analysis best practices• Specific analysis techniques summary• Best practices for transition to design

Recap & Closing

Business Process ModelingDiagramming the Business Problem and Solution


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#8924 / Six 3-hour sessions1.8 CEUs / 18 PDUs / 18 PD Hours / 18 CDUs


USD 1695

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Business Analysis


Business analysts facilitate the solution of business problems. The solutions are put into practice as changes to the way people perform in their organizations and the tools they use. The business analyst is a change agent who must understand the basic principles of quality management. This course covers the key role that business analysts play in organizational change management.

PrerequisitesThis course is aimed at people who are practicing business analysts or who have had previous business analysis training.


Who Should AttendIt is important for you to attend if you: • Work as a business analyst • Analyze the results of technical solutions to

business problems • Participate in the initiation and/or management

of change in the organization

Performance Focus• Business analysis • Defining solutions to business problems• Managing organizational change • Enterprise analysis • Analytical methods • Work-flow modeling and analysis • Process and data modeling • Business process reengineering

Learning Objectives Upon completion, participants will be able to:• Define and document a business process • Work with various business modeling

techniques• Perform an enterprise analysis in preparation for

determining requirements • Analyze business processes to discern problems

Course Overview Foundation Concepts• Overview of business analysis and process

improvement• Defining the business process• Introducing the proactive business analyst• Focusing on business process improvement for

business analysts

Launching a Successful Business Process Improvement Project• Overview of the launch phase• Understanding and creating organizational

strategy• Selecting the target process• Aligning the business process improvement

project’s goals and objectives with organizational strategy

Defining the Current Process• Overview of current process phase• Documenting the business process• Business modeling options: workflow models• Business modeling options: Unified Modeling

Language (UML) model adaptations for business processes

Analyzing the Current Process• Process analysis overview • Evaluation: establishing the control group• Opportunity techniques: multi-discipline

problem-solving• Opportunity techniques: matrices

Building and Sustaining a Recommended Process• Overview of the recommended process and

beyond• Impact analysis• Recommended process• Transition to the business case• Return to proactive state

Recap & Closing

Effecting Business Process ImprovementThe Proactive Business Analyst



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Business analysts must be able to create business case documents that highlight project benefits, costs, and risks. The business case is based on the real business problem to be solved. These become parts of proposals, feasibility studies, and other decision support documents. This course teaches the purpose, structure, and content of a business case. It presents the basic techniques for determining financial ROI, non-tangible benefits, and the probability of meeting expectations.

PrerequisitesNo prerequisites: this course is suitable for both novices and experienced people who need to develop and justify the business case.


Who Should AttendIt is important for you to attend if you: • Work as a business analyst • Establish the business case for the solution of a

business problem• Need to provide business justification for a

solution

Performance Focus• Business analysis • Problem definition• Defining solutions to business problems• Feasibility study • Business case development • Return on Investment

Learning Objectives Upon completion, participants will be able to:• Prepare a business case • Justify the business investment to solve the

business problem • Perform feasibility studies and ROI analyses

Course Overview Foundation Concepts• The role of the business analyst• The IIBA™ BABOK™ knowledge areas• The business analyst and the product/project life

cycle• The business case deliverable

Introducing the Business Case Process• Overview of the business analysts’ role in the

business case process• The business analyst before the business case

process• The business analyst during the business case

process• The business analyst after the business case

process

Defining the Business Case Problem• Overview of defining the business case problem• Problem statement• Product vision• Objectives and constraints

Exploring Business Case Solutions• Overview of exploring options• Solution identification for feasibility• Solution definition for analysis• Assessing project risks

Justifying the Business Case• Overview of justifying the business case• Qualitative justification• Quantitative justification

Approving the Business Case• Requirements communication overview• Relationship-based communication tasks• Integrated communication tasks – continuous

verification

Recap & Closing

Developing the Business CaseDefining the Business Problem and Solution Scope


#3026/ 2 Days1.4 CEUs / 14 PDUs / 14 PD Hours / 14 CDUs

USD 1495

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Business Analysis


It is the business analyst’s job to define the business problem to be solved by IT. It is also the business analyst’s responsibility to confirm that the resulting solution developed by IT does, in fact, solve the defined problem. This is done first through testing, especially acceptance testing, and then through monitoring of the installed solution in the user community. The business analyst is not only concerned with the testing itself, but also with the management and monitoring of the users doing the acceptance testing, and recording, analyzing, and evaluating the results.

PrerequisitesBasic understating of business analysis and software development


Who Should AttendIt is important for you to attend if you: • Work as a business analyst • Perform acceptance testing on behalf of the

users• Manage or monitor users performing

acceptance testing• Prepare test cases for system or acceptance

testing• Evaluate, analyze or record the results of

acceptance testing• Ensure that the product is accepted and used

in the business community and solves the initial business problem it was intended to solve

Performance Focus• Acceptance testing• System testing• Creation of test cases • Preparation of acceptance test environment • Confirmation of the business solution in the

business environment

Learning Objectives Upon completion, participants will be able to:• Create a set of acceptance test cases • Manage and monitor an acceptance test stage

where users perform the testing• Work with the development team in the


environment

Course OverviewFoundation Concepts• The role of the business analyst• The IIBA™ BABOK™ knowledge areas• The business analyst and the product and

project life cycle• Introduction to assuring software quality

through acceptance testing

The Scope of IT Testing• Overview of testing stages• The testing process• Testing documentation

Pre-Acceptance Testing• The business analysts’ role in testing• Early development testing stages (unit and

integration)• Late development testing stage (system)

The Acceptance Test Stage – Part I (Planning, Design and Development)• Overview of acceptance testing• Acceptance test planning • Designing acceptance tests• Developing individual acceptance test cases• Building effective acceptance test scenarios

The Acceptance Test Stage – Part II (Execution and Reporting)• Operating guidelines• Execution• Reporting

Post-Acceptance Testing• Overview• Project implementation• Project transition (project closure)• Production through retirement

Testing Commercial Off-the-Shelf Software• Overview• Selecting the software• Implementing the software

Recap & Closing

Assuring Quality Through Acceptance TestingMaking Sure that the Business Problem is Solved



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IIL’s Business Analysis Certificate Program (BACP) will provide the core skills and knowledge a Business Analyst (BA) needs to be effective at their job. It will also prepare individuals to pass the IIBA™ Certification exam to become a Certified Business Analysis Professional (CBAP™). IIL’s certificates provide industry recognized value to companies and employers as well as help ensure skill-based competencies for students.

Who Should AttendYou should attend if you work as a Business Analyst, define and manage requirements through the development cycle, elicit information from stakeholders to define requirements, solve business problems, define business problems or analyze business processes.

If you are a project manager, operations manager, systems analyst, quality assurance analyst or marketing associate, you may be performing a role of a Business Analyst and could also benefit from this program.

What You Will LearnThe core skills and knowledge a business analyst needs to achieve their goals. You will learn how to:• Define the product scope• Work with the development team in the


environment• Acquire information necessary to the definition

of requirements• Conduct a requirements information gathering

session• Write and validate a requirements document• Manage the changes to requirements• Document through the SDLC• Work with UML diagrams• Use process modeling in business diagramming• Diagram and model business processes• And much more!

Bring BACP to Your CompanyIf your company has a group of 12 or more employees to train, the BACP curriculum can be delivered in a private class environment – onsite or at the location of your choice. Save money, eliminate travel, and get a course that is completely tailored to your organization’s needs. Contact us for more information.

BACP FAQ

Are there exams for each course in the BACP?Yes. Once you have completed each course, you will receive instructions via email to take an online exam. Upon notification you have four weeks to take the examination. You must achieve at lease 70% on the exam for a passing grade.

What happens if I fail a BACP course exam?If you fail an exam, call +1-417-236-0992 or email [email protected] to schedule a retake. There is a $95 fee to retake an exam.

Do I have to attend each session of a class before I can take the exam?Yes. You must attend every session of a class before being eligible for CEUs or gaining access to the exam.

Is it possible to see the questions that I have missed on the exam?No, we do not provide participants their completed exams to review.

Is there a BACP final exam?No, exams are given after each course.

Who is eligible to take the BACP?Anyone who defines and manages requirements through the development cycle, elicits information from stakeholders to define requirements, solves business problems, defines business problems or analyzes business processes. Business analysts, project managers, operations managers, systems analysts, quality assurance analysts or marketing associates can all benefit from this program.

Does IIL offer other courses that are suitable for Business Analysts?Yes. There may also be courses in IIL’s Project Management curriculum that would be of interest for BAs who are looking to increase their knowledge in risk management, negotiation, communication, and presentation skills. Six Sigma training will help any BA who is tasked with quality and process optimization. IIL’s Organization and People Change Management course will help any Business Analyst with the challenges of users’ resistance to change.

How long do I have to complete the BACP?The BACP can be completed between 3 and 12 months.

Can I take the Business Analysis courses online?Yes. All of the Business Analysis courses are offered online via Virtual Classroom. The Virtual Classroom classes are led by live instructors so you get the benefits of a classroom situation in your office. The classes have a good balance of lectures, discussion and individual exercises.

How many CEU Credits and PDU credits will be received for BA courses?• 2-day public classroom / onsite courses receive

1.4 CEUs / 14 PDUs / 14 PD Hours / 14 CDUs• 3-day public classroom / onsite courses receive

2.1 CEUs / 21 PDUs / 21 PD Hours / 21 CDUs• 2-day IIL Virtual courses (four 3-hour sessions)

receive 1.2 CEUs / 12 PDUs / 12 PD Hours / 12 CDUs

• 3-day IIL Virtual courses (six 3-hour sessions) receive 1.8 CEUs / 18 PDUs / 18 PD Hours / 18 CDUs

Business Analysis Certificate ProgramBe the Architect of Strategic Goals

bacpTM

Go to www.iil.com/apmc to register

IIL’s Business Analysis CurriculumIIL recommends the Business Analysis Certifi cate Program (BACP) courses are taken in the order shown above – although this is optional. The Business Analysis Body of Knowledge (BABOK™) is a useful accompaniment to the BACP Program. Prior to taking the program we recommend that you download a copy of the BABOK™ from www.theiiba.org.

Business Analysis Fundamentals (p.41) (2 day Classroom or 12 hour Virtual Classroom course)

Facilitation Skills for Business Analysts (p.42) (3 Day Classroom or 18 hour Virtual Classroom course)

Writing and Managing Requirements Documents (p.43) (2 day Classroom or 12 hour Virtual Classroom course)

Business Process Modeling (p.44) (3 Day Classroom or 18 hour Virtual Classroom course)

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For more information about IIBA™ and the CBAP™ go to www.theiiba.org

Visit www.iil.com/bacp for more information

• You will earn 7.0 CEUs, 70 PDUs, 70 PD Hours or 70 CDUs for the classroom BACP. You will earn 6.0 CEUs, 60 PDUs, 60 PD Hours or 60 CDUs for the IIL Virtual BACP.

When have I completed the BACP?When you have successfully completed the four required courses and achieved at least a 70% score on each of the post-course multiple choice online exams (a 30 question multiple-choice exam for our 2-day courses; a 45 question multiple-choice exam for our 3-day courses). Upon completion of the BACP, you will receive a framed Certificate of Completion signed by E. LaVerne Johnson, IIL’s CEO and President.

What happens if I cannot attend a class or complete the class once I start?You can contact your educational consultant directly or you can call +1-800-325-1533 (US) or +1-212-758-0177. They will set up for an archived session or reschedule you in another up-coming classroom session.

Can any of the BACP required courses be waived?A course will be waived if a required course in the IIL BACP program has already been taken before registering for the BACP.

Who are the trainers?All of our trainers have at least 10 years of Business Analysis experience and as much as 30 years. Their experience includes work with fortune 500 companies. Their teaching experience is extensive with a minimum of five years of classroom instruction.

Is there a BA equivalent to the Project Management Institute’s Project Management Body of Knowledge (PMBOK®)?Yes. The International Institute of Business Analysis (IIBA) has developed a Business Analysis Body of Knowledge (BABOK®). The Body of Knowledge represents the unique knowledge necessary for someone to be a successful business analyst. It sets an industry standard for practice and knowledge, and is maintained by BA practitioners with input from other stakeholders. The BABOK® will form the basis of IIBA’s accreditation program. For more information go to www.theiiba.org.

Do we provide the BABOK® with the course materials?No. Clients can download the BABOK® directly from the IIBA website at www.theiiba.org.

Is IIL’s BA certificate program the same as IIBA’s?No. IIL’s BA certificate program is comprised of four courses with exams. Like PMI’s certification program for project managers, the IIBA’s certification for business analysts includes specific experience requirements, professional references, and successfully

passing a comprehensive exam based on the IIBA’s Business Analysis Body of Knowledge (BABOK®). Once these requirements are met with IIBA, an individual will become a Certified Business Analyst Profession (CBAP™).

Is there a BA equivalent to the PMP®?Yes. To be eligible for IIBA Certification, the candidate must meet specific experience requirements, submit professional references, and agree to adhere to the IIBA Certified Business Analysis Professional Code of Conduct and Ethics. Additionally, the candidate must pass a comprehensive final examination based on the IIBA Business Analysis Body of Knowledge which is designed to objectively assess and measure your Business Analysis knowledge. After the candidate passes the exam and gains certification, he/she may use the designation of Certified Business Analysis Professional (CBAP™).

How do I qualify for the IIBA Certified Business Analysis Professional (CBAP™) designation?Each candidate must meet the following requirements to be eligible to write the CBAP™ exam:• Five years (7500 hours) of business analysis work

experience in the last 10 years• The experience must be related to the knowledge

areas as defined in the BA Body of Knowledge• Experience in four out of the six knowledge areas• Minimum high school education• Two references• 21 hours of professional development in the last

four years and the content must be directly related to business analysis or the underlying fundamentals

• Go to www.theiiba.org for more information and to download the application form

Is IIL an IIBA Educational Endorsed Provider (EEP) status?Yes. IIL is an IIBA Educational Endorsed Provider. For more information on IIBA’s EEP go to www.theiiba.org

Where can I find more details on IIL’s BA courses?Go to www.iil.com/ba/courses.asp. To view full course outlines, click on the title of the course.

If I take one of the IIL courses at a conference will it be recognized for the IIL BA certificate?Yes. Any IIL course that is listed in the BACP will be recognized.

How do I register for the BACP?U.S. customers may go to www.iil.com/bacp to register for the BACP. For international customers, please contact the IIL office nearest you.

How do I find out my BACP status?You can contact your educational consultant directly or you can call +1-800-325-1533 (US) or +1-212-758-0177.

Business Analysis Certificate ProgramBe the Architect of Strategic Goals

bacpTM

International Institute of Business Analysis

Business AnalysisBody of Knowledge

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BACP FAQ (continued)

#8900 / 60 Hours6.0 CEUs / 60 PDUs / 60 PD Hours / 60 CDUs


USD 5295

USD 3750

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Certified Business Analysis Professional (CBAP™) Prep CourseTargeted Exam Preparation for IIBA™ CBAP™ Exam Candidates

The course provides targeted exam preparation support for IIBA™ Business Analysis Body of Knowledge (BABOK™) Certified Business Analysis Professional exam candidates, including both IIBA™ BABOK™ content review and exam preparation tutorial.

PrerequisitesNo prerequisites: this course is suitable for both novices and experienced people who wish to prepare for the CBAP™ Exam sponsored by the IIBA™ as long as the CBAP™ Certification Qualifications are met.

IIL recommends that applicants complete IIL’s Business Analysis Certificate Program (BACP) before taking this course.

Course LevelIntermediate /Advanced

Who Should AttendIndividuals who are planning to sit for the Certified Business Analysis Professional (CBAP™) exam sponsored by the IIBA™.

Performance Focus• Targeted exam preparation support• IIBA™ BABOK™ Knowledge Area Overview• Content Review (Tasks and Techniques)• Exam Preparation Tutorial• Practice Exam

Learning Objectives Upon completion, participants will be able to:• Demonstrate familiarity with the structure and

content of the IIBA™ BABOK™• Improve their probability of passing the CBAP™

Exam• Gauge their readiness for taking the exam by

IIBA™ BABOK™ Knowledge Area

Course OverviewFoundation Concepts for IIBA™ CBAP Prep• IIBA™ – the Organization• Business Analysis – the Professional Context • IIBA’s BABOK™ – the Standard • IIBA’s CBAP™ Exam – the Challenge

Enterprise Analysis• Overview• Strategic Activities• Analysis Activities – Architecture, Feasibility and

Scope (Part 1)• Analysis Activities – Business Case, Risk

Assessment and Decision Package (Part 2)• Management Activities

Requirements Planning and Management• Overview• Team Activities• Process Activities• Change Activities

Requirements Elicitation• Overview• Elicitation process• Targeted elicitation techniques• Group elicitation techniques• Physical elicitation techniques

Requirements Analysis and Documentation – Part 1 (Tasks)• Tasks Overview• Business Tasks• Analysis Tasks• Documentation Tasks

Requirements Analysis and Documentation – Part 2 (Techniques)• Techniques Overview

• Analysis techniques and solution development methodologies

• Techniques graphic or matrix • Data and Behavior Models • Process/Flow Models • Usage Models

Requirements Communication• Overview• Relationship Tasks

• Create a requirements communication plan • Manage requirements conflicts

• Packaging Tasks • Determine appropriate requirements format• Create a requirements package

• Approval Tasks • Conduct a requirements presentation • Conduct a formal requirements review • Obtain requirements sign-off

Solution Assessment and Validation• Overview• Assessment Tasks• Validation Tasks • Transition Tasks

Exam Application/Preparation Process Tutorial• Applying for the Exam• Studying for the Exam• Sitting for the Exam• Practicing for the Exam

Recap & Closing

The Business Analysis Body of Knowledge (BABOK™) is a useful accompaniment to this course. Prior to taking the course we recommend that you download a free copy of the BABOK™ from www.theiiba.org.

International Institute of Business Analysis

Business AnalysisBody of Knowledge

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#3020/ 2 Days1.4 CEUs / 14 PDUs / 14 PD Hours / 14 CDUs

USD 1495

USD 850

USD 1895

USD 1050

51

Microsoft

® Office Project and Project Server 2007 C

urriculum


International Institute for Learning, Inc (IIL) is pleased to announce its strategic involvement with Microsoft® in the planning and development of the Microsoft® Office Project 2007 Credential and Curriculum Program. IIL has been selected to develop the learning materials for the Microsoft®

Official Curriculum (MOC) designed to prepare candidates to successfully complete the certification exams.

What are the certifications?The Microsoft® Office Project and Project Server 2007 User Certification is a professional certification program designed to support project management professionals seeking to quantify their proficiencies in the use of Microsoft® Office Project and Project Server 2007 to effectively initiate, plan, execute, monitor and control and close projects, programs and portfolios.

What are the benefits of the certifications?This certification series provides value to both organizations and individuals practicing Project Management or desiring to advance their skills and career opportunities in this field. By validating a more comprehensive set of skills, these credentials give candidates and their hiring managers a reliable indicator of on-the-job performance. This is driven by customer demand based on the growing need for project management competencies that include practical and tool specific capabilities.

How will students prepare for the Microsoft® Office Project and Project Server 2007 certification exams?Microsoft® has no training requirements prior to taking exams and there are no pre-requisites. One can take any exam at any time. However, training will certainly help to ensure that you will be able to pass the exams. These are competency-based exams. IIL will be one of many organizations that are creating and offering courses to enable individuals to prepare for the new Microsoft® Office Project and Project Server Certification exams.

Are the credentials dependent of each other? The two Technology Specialist certifications can be achieved independently of each other. However, both Technology Specialist certifications are required to achieve the IT Professional certification.

What is the relationship of Microsoft Credentials to the IIL Project “Belt” Courses?

• IIL’s Project Orange Belt® 2007 prepares individuals to successfully complete the Technology Specialist: Managing Projects with Microsoft® Office Project 2007 certification.

• IIL’s Project Blue Belt® 2007 prepares individuals for the Technology Specialist: Enterprise Project Management with Microsoft® Office Project Server 2007 certification.

• IIL’s Project Black Belt® 2007 prepares individuals to successfully complete the IT Professional: Enterprise Project Management with Microsoft® Office Project Server 2007 certification.

Microsoft® Office Project & Project Server 2007 Certifications

Relationship of Microsoft® Credentials to IIL Project Belt® Courses

Microsoft® Office Project & Project Server 2007 CertificationsThe certifi cation program is comprised of three certifi cations with each certifi cation consisting of a single exam. The certifi cations cover the use of Microsoft® Offi ce Project 2007 as a desktop solution as well as an EPM Solution, refl ect a professional’s career development pathway and align to the Project Management Institute’s Guide to the Project Management Body of Knowledge (PMBOK® Guide). IIL’s Project Belt courses are designed to prepare you for the Microsoft® Offi ce Project 2007 and Project Server 2007 exams

IN

IIL’s course offering for exam preparationProject Orange Belt® 2007

IN

IIL’s course offering for exam preparationProject Black Belt® 2007

Project Orange Belt® 2007: Managing Projects with Microsoft® Office Project 2007

Project Blue Belt® 2007:Managing Projects with Microsoft® Office Project Server 2007

Project Black Belt® 2007:Managing Projects and Programs with Microsoft® Office Project Server 2007

Microsoft Credential Microsoft® Certified Technology Specialist (MCTS)

Microsoft® Certified Technology Specialist (MCTS)

Microsoft® Certified IT Professional (MCITP)

Microsoft Certification Technology Specialist: Managing Projects with Microsoft® Office Project 2007

Technology Specialist: Enterprise Project Management with Microsoft® Office Project Server 2007

IT Professional: Enterprise Project Management with Microsoft® Office Project Server 2007

Microsoft Exam 70-632: TS: Microsoft® Office Project 2007, Managing Projects

70-633: TS: Microsoft® Office Project Server 2007, Managing Projects

70-634: Pro: Microsoft® Office Project Server 2007, Managing Projects and Programs

Product Focus Microsoft® Office Project 2007 Standard or Professional standalone desktop features

Microsoft® Office Project Professional 2007 and Microsoft® Office Project Server 2007

Microsoft® Office Project Professional 2007 and Microsoft® Office Project Server 2007

IN

IIL’s course offering for exam preparationProject Blue Belt® 2007

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IIL’s Project “Belt” Courses With the launch of Microsoft®’s new 2007 version of Project and Project Server (EPM Solution), IIL is dedicated to continue providing organizations and practitioners the training they need for the successful management of projects using the Microsoft® Office Project and Project Server solutions. Our goal is to align our courseware with the needs of both the advancing project manager and progressive organizations looking to increase the maturity and capability of their project management practices.

IIL will offer certification preparation courses for the Microsoft® Office Project 2007 Certification series. These courses will use the same Orange, Blue and Black Belt naming structures used in IIL’s 2003 courses, however the course content will be specific to the new Microsoft® Office Project and Project Server 2007 and will help prepare practitioners for the new Microsoft® Office Project certification exams. Upon successful completion of the exam, students will receive an official certification and credential directly from Microsoft®.

IIL will continue to offer certifications in Orange, Blue and Black Belt for Microsoft® Office Project and Project Server 2003 (see right column). IIL will also continue its offerings of customization of course material for onsite as well as its full line of EPM role-based courses (see pages 55-56).

Why Choose IIL for Your Microsoft® Office Project Training?• IIL has led the Microsoft® Project training

industry by providing the recognized certifications in Microsoft® Office Project and Project Server. To date, IIL has certified nearly 5000 individuals through our Belt programs.

• IIL offers a rare blend of Project Management methodology training aligned with PMI’s PMBOK® Guide within our Microsoft® Project Belt curriculum.

• IIL has been selected to develop the learning materials for the Microsoft® Official Curriculum (MOC) designed to prepare candidates to successfully complete the certification exams.

• IIL is a partner with Pcubed, a worldwide Microsoft® Gold Certified Partner which specializes in delivering complex critical programs, including the deployment of Microsoft®’s EPM Solution.

• IIL is a Microsoft® Gold Certified Partner.

IIL’s Microsoft® Office Project & Project Server 2007 CoursesPMBOK® Guide – Aligned Certification Prep Courses that Demonstrate Competency in Microsoft® Office Project and Project Server 2007

Managing Projects with Microsoft® Office Project Server 2007

3 Day Classroom • 18 hour IIL Virtual Classroom

Prepares you for the Microsoft® Office Project Server 2007 MCTS certification exam

Project Blue Belt® 2007

Managing Projects and Programs with Microsoft® Office Project Server 20074 Day Classroom • 24 Hour IIL Virtual Classroom

Prepares you for the Microsoft® Office Project Server 2007 MCITP certification exam

Project Black Belt® 2007

Managing Projects with Microsoft® Office Project 2007

3 Day Classroom • 18 hour IIL Virtual Classroom

Prepares you for the Microsoft® Office Project 2007 MCTS certification exam

Project Orange Belt® 2007

ALSO AVAILABLE! − Microsoft® Office Project & Project Server 2003 Courses

White Belt – Microsoft® Office Project 2003/2007 Fundamentals For New Users of Project Professional 2003/2007The White Belt course is for new users of Project Professional 2003/2007 who want to familiarize themselves with the software and begin planning their projects in Project 2003/2007. There are no prerequisites, and any team member, team leader or project manager can attend this course. The White Belt is designed for new users, whereas Orange Belt is designed for individuals who are already using Project 2003/2007 regularly for planning and managing their projects.

Orange Belt – Managing a Single Project with Microsoft® Office Project 2003For Experienced Microsoft® Office Project UsersThis course is designed to check up on your day-to-day scheduling to make sure you are using the best practices of scheduling with Project 2003. These best practices have been established by IIL through evaluating and certifying over 1,000 real-life schedules. Course content is restricted to modeling and managing a single project in Microsoft® Project Professional. Good scheduling practices of single projects are needed to advance to multi-project scheduling (Blue Belt). Orange Belt is designed for individuals who use MS Project regularly, including those who use it on a day-to-day basis: project schedulers, project team members, project managers, project controllers, project control officers, and project engineers. Participants do not need to be White Belt certified to attend Orange Belt, but they must have managed at least one project with MS Project.

Blue Belt Professional – Managing Multiple Projects Using Project Server 2003For Those Using Project 2003 Professional in the EnterpriseIn this course we will build upon what is learned in the Orange Belt workshop. Attending the Orange Belt course is a prerequisite for this Blue Belt Professional course. We will discuss how to manage multiple projects using Project 2003 Professional in conjunction with Project Server. This course is designed for those expected to manage projects using Project 2003 Professional and Project Server: project schedulers, project controllers, project engineers, project managers, program managers and project office staff.

Black Belt Professional – Masters Certificate Using Project Server 2003For Those Who Need to Tailor Project Server to Their OrganizationThis workshop builds upon what is learned in the Orange Belt and the Blue Belt Professional (Project Server) courses. The objective of the Black Belt Professional course is to learn how to leverage the Project Server tool to help executives and other management oversee and manage projects and resources in an enterprise environment. This course is specifically targeted at members of the project office, or any people who perform the business analysis for a Project Server deployment. The following people will also benefit: program control officers, project and program management consultants, technical support officers, resource managers, corporate trouble-shooters and Project Server deployment officers and administrators.

FREE WebinarsWe have developed a series of one-hour webinars designed to give you an introduction to our Project Belt Courses, the new features of Project Server 2007, certifications and other topics. Try one out by signing up at www.iil.com/webinars.

• Project Server and Project Web Access 2007: New Features and Benefits

• Microsoft® Office Project 2007: New Features

• Overview of Microsoft® Office Project 2007 Certifications and Curriculum

IIL’s NEW Project Belt CoursesIIL’s multiple training offerings designed to prepare you for the Microsoft® Office Project 2007 and Project Server 2007 exams and our recommended learning path.

View the course schedules at www.iil.com

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This course provides students with the knowledge and skills to build, maintain, and control well-formed project plans.

PrerequisitesA familiarity with key project management concepts and terminology is recommended as well as basic Windows navigation skills and prior experience managing projects using Microsoft® Office Project.


Who Should AttendThis course is intended for both novice and experienced project managers and schedulers, or any user of MS Office Project stand-alone desktop features (this course excludes Project Server features). Participants may be involved in or responsible for scheduling, estimating, coordinating, controlling, budgeting, and staffing of projects and supporting other users of MS Office Project.

What You Will LearnYou’ll learn how to:• Create a well-formed project schedule• Assign resources to tasks• Understand task types and the schedule formula• Analyze resource utilization• Track progress• Customize and format Microsoft® Project views• Create project reports and analyze project,

resource and task data• Manage multiple projects

Course OutlineModule 1: Getting Started with Microsoft® Office Project 2007• Understanding the nature of projects• Discovering Office Project 2007 • Understanding Project 2007 file types• Navigating the Project 2007 interface• Getting help and guidance• Configuring options

Module 2: Creating and Defining Projects• Creating and saving projects• Defining properties and options• Creating and organizing the task list • Importing data• Modifying and applying calendars• Setting scheduling options

Module 3: Working with Estimates and Dependencies• Entering task estimates• Using a PERT Analysis to estimate task durations• Linking and unlinking tasks using the Gantt

Chart view • Linking and unlinking tasks using the Network

Diagram view• Adding lag or lead time to a linked task

Module 4: Working with Deadlines, Constraints, and Task Calendars• Introducing deadlines, constraints, and task

calendars• Creating and modifying deadlines, constraints

and task calendars• Identifying critical tasks• Working with task drivers

Module 5: Working With Resources • Introducing resources, assignments and

budgeting• Adding resources to the resource sheet• Creating and modifying resource assignments• Entering project budgets

Module 6: Understanding Task Types and the Schedule Formula• Introducing task types and the schedule formula• Changing variables and predicting behavior • Applying task types to produce predictable

behavior

Module 7: Customizing and Formatting• Formatting screen elements• Creating and modifying templates, calendars,

fields, tables, formulas, filters, groups and custom views

Module 8: Analyzing Resource Utilization• Introducing resource utilization concepts• Viewing resource assignments, allocation and

utilization• Managing resource availability• Optimizing and leveling resource assignments

Module 9: Tracking Progress• Working with baselines • Entering duration, work and cost updates• Discovering variances• Trouble shooting and getting back on track

Module 10: Creating Reports• Selecting, editing, and creating basic reports • Creating notes and drawings• Configuring print and page setup options• Setting options to correct printing issues• Exporting reporting data • Creating and modifying visual reports

Module 11: Managing Multiple Projects• Introducing management of multiple projects• Creating consolidated views and master projects• Creating links between projects• Calculating single or multiple critical paths• Saving and opening multiple projects • Sharing resources and analyzing resource

utilization across multiple projects

Project Orange Belt® 2007 Managing Projects with Microsoft® Office Project 2007

CertificationIIL’s Project Orange Belt® 2007 course prepares individuals to successfully complete the Technology Specialist: Managing Projects with Microsoft® Office Project 2007 certification. This certification demonstrates competency in the use of Microsoft® Office Project Professional 2007 to plan and control projects.

To attend this course, you will need to bring a lap-top with Microsoft Office Project 2007 Standard or Professional edition with the latest service packs. You may obtain a trial version of this software from Microsoft. You will also need a CD-ROM drive and the power supply for your laptop.

NOTE: One to two hours of work will be required out-side of each of the six three-hour online sessions.

#8960 / Six 3-hour sessionsCEU Credits: 1.8 / PDU Credits: 18

USD 1250

USD 1550

USD 1695

USD 2095

#4960 / 3 DaysCEU Credits: 2.1 / PDU Credits: 21

Free BookEach attendee will receive a complimentary copy of Dynamic Scheduling with Microsoft® Offi ce Project 2007 by Rodolfo Ambriz. A USD 65 value!

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This course provides students with the knowledge and skills to initiate, plan, execute, monitor and control enterprise projects by using the Microsoft® Office Project Server 2007 enterprise tool.

Prerequisites• Experience using Microsoft Office Project to

create project schedules• Fundamental knowledge of project

management• Experience with the Microsoft® Windows XP® or

Windows Vista™ operating system• Experience with Microsoft Office Excel 2003• Recommended attendance of Project Orange

Belt ®2007: Managing Projects with Microsoft® Office Project 2007

• Familiarity with the key project management concepts and terminology found in the PMI PMBOK® Guide − Third Edition.


Who Should AttendThis course is intended for experienced project managers and schedulers who are capable of managing projects in the Microsoft Office Project 2007 EPM environment and who are familiar with key project management concepts and terminology found in PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Third Edition.

What You Will LearnAfter completing this course, will be able to:• Get Started with Project 2007 and Project Server

2007• Plan, execute, and monitor and control projects

using Project 2007 and Project Server 2007

Course OverviewModule 1: Getting Started with Project 2007 and Project Server 2007• Describing the Enterprise Project Management

Context• Discovering Office Project Server 2007• Differentiating the Users of Project Server 2007• Working with Project Professional 2007 and

Project Server 2007

Module 2: Initiating Projects• Understanding Initiating Processes• Differentiating the Initiating Processes in Project

Professional 2007 and Project Web Access• Managing Initiating Processes by Using Project

Web Access• Managing Documents in Project Web Access Module 3: Planning Projects - Context and Framework• Understanding the Project Management Plan• Differentiating the Office Project Server 2007

Client Software

Module 4: Planning Projects - Scope and Schedule Management• Developing Components of the Scope

Management and Schedule Management Plans• Working with Deliverables

Module 5: Planning Projects - Staffing Management Plan• Building a Project Team• Managing Resource Availability

Module 6: Planning Projects - Resource Assignments• Understanding Resource Assignments • Resolving Resource Overallocation

Module 7: Planning Projects - Cost, Risk and Other Planning Documents• Developing Components of the Cost

Management Plan • Developing Components of the Risk

Management Plan • Linking Planning Documents and Using the

Team Discussion Feature

Module 8: Executing Projects – Processes, Resources and Deliverables• Understanding Executing Processes• Managing Resources and Deliverables

Module 9: Executing Projects - Manage Timesheets and Personal Settings• Working with Timesheets• Reporting Administrative Time • Configuring Personal Settings

Module 10: Monitoring and Controlling Projects - Processes and Baselines • Understanding the Monitoring and Controlling

Processes• Working with the Baselines

Module 11: Monitoring and Controlling Projects - Tracking Task and Project Progress• Working with Task Progress and Updates in

Project Web Access• Working with Task Progress by Using Office

Project 2007• Tracking and Viewing Task Information by Using

Outlook 2007

Module 12: Monitoring and Controlling Projects - Measuring Performance and Reporting Progress• Understanding Status Reports• Reviewing Performance Metrics and Progress

Reports

Module 13: Closing Projects• Understanding the Closing Process• Supporting The Closing Process

Project Blue Belt® 2007Managing Projects with Microsoft® Office Project Server 2007

CertificationIIL’s Project Blue Belt 2007 course prepares individuals for the Technology Specialist: Enterprise Project Management with Microsoft® Office Project Server 2007 certification (Exam 70-632). This certification demonstrates competency in the use of Project Server 2007 to plan and control projects.

Traditional classroom courses will be held in a computer lab. Therefore, you will not need to bring your laptop. If you attend this course online via Virtual Classroom, you will be given access to the Project Server database using Remote Desktop (Terminal Services).

NOTE: One to two hours of work will be required outside of each of the six three-hour online sessions.



USD 1695

USD 1250

USD 2095

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This course will address managing complex projects and programs using Project Server and Project Professional 2007. It requires Project Management practitioners to apply PM methodology and experience to the management of projects and program schedules in Microsoft® Office EPM 2007 environment.

Prerequisites• Familiarity with the key project management

concepts and terminology found in the PMI PMBOK® Guide - Third Edition

• Extensive hands-on experience in both Microsoft® Office Project Professional 2007 and Project Web Access 2007

• Attendance of IIL’s Project Blue Belt® 2007: Managing Projects with Microsoft® Office Project Server 2007 is required before taking this course.


Who Should AttendThis course is intended for project managers, program managers, members of the project management office, and those participating in the deployment of an EPM solution and who are responsible for managing, analyzing, and reporting on projects and programs in the Microsoft Office EPM environment. This individual is able recommend Office EPM environment configurations to create solutions for business problems.

What You Will LearnYou will learn how to: • Manage Enterprise Projects, Programs, and

Portfolios• Work with the Microsoft Enterprise Project

Management Solution• Define a Standardized Methodology for

Program Management • Define and Create the Enterprise Environment• Set Up the Program• Plan the Program• Manage the Program Resources• Track Timesheets and Task Progress• Perform Earned Value Management• Report and Analyze the Program Data• Manage Project Workspaces for Programs and

the Queue• Close the Program and Refine the Environment

Course OverviewModule 1: Managing Enterprise Projects, Programs, and Portfolios• Managing Projects, Programs, and Portfolios in

an Enterprise• Understanding Program Management Standard

and Terminology

Module 2: Working with the Enterprise Project Management Solution 2007• Understanding the EPM Solution• Navigating the EPM Solution Interfaces

Module 3: Program Management• Understanding Program Management• Program Management in the Organization• Defining the Policies and Procedures of Program

Management• Program Life Cycle Process and Phases

Module 4: Defining and Creating the Enterprise Environment• Reviewing the Default Settings of Office Project

Server 2007• Implementing Changes in an Enterprise

Environment

Module 5: Setting Up the Program• Working with a Program • Customizing Permissions and Enterprise Custom

Fields

Module 6: Planning the Program• Developing a Detailed Plan of the Program• Establishing Project Interdependencies in a

Program• Finalizing the Program Plan

Module 7: Managing the Resources• Updating the Enterprise Resource Pool and

Replacing Resources • Refining the Program Plan by Identifying Critical

Resources

Module 8: Tracking Timesheets and Task Progress• Managing Timesheets and Task Progress• Configuring Timesheets and Task Progress

Module 9: Performing Earned Value Management• Applying Earned Value Management• Using Earned Value Management in Office

Project 2007• Creating and Modifying Views and Reports for

EVM Analysis

Module 10: Reporting and Analyzing the Program Data• Customizing the Enterprise Fields and Views to

Track a Program• Working with an OLAP Cube and a Data

Analysis View

Module 11: Managing Project Workspaces for Programs and the Queue• Configuring a Workspace for a Project in a

Program• Managing the Queue

Module 12: Closing the Program and Refining the Environment• Lesson 1: Closing and Archiving a Program• Lesson 2: Refining an Enterprise Environment

Project Black Belt® 2007Managing Projects and Programs with Microsoft® Office Project Server 2007

Traditional classroom courses will be held in a computer lab. Therefore, you will not need to bring your laptop. If you attend this course online via Virtual Classroom, you will be given access to the Project Server database using Remote Desktop (Terminal Services).

NOTE: One to two hours of work will be required out-side of each of the six three-hour online sessions.

CertificationIIL’s Project Black Belt® 2007 prepares individuals to successfully complete the IT Professional: Enterprise Project Management with Microsoft® Office Project Server 2007 certification. This certification demonstrates competency in the use Microsoft® Office Project Server 2007 solution to manage projects, multiple projects and programs.

#8980 / Eight 3-hour sessionsCEU Credits: 2.4 / PDU Credits: 24

USD 1450

USD 1850

USD 1895

USD 2395


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Microsoft® EPM 2007 for Resource Managers Onsite WorkshopThis course is available onsite or at a location of your choice. Contact your local IIL Company or email [email protected] for more information.

#8224


#8223

Microsoft® EPM Role-Based CoursesOrganization Specific Support for the Deployment of Microsoft Office Project Server 2007

Microsoft® EPM 2007 for Team Members

PrerequisitesA good understanding of project and resource management is recommended as well as prior experience managing projects using Microsoft Office Project.


About This ProgramThis course is intended to cover the necessary elements for effective Resource Management in both Project Web Access and Microsoft Office Project. Participants learn how to create and maintain resources, and assign them to projects using both generic and actual resources from the Enterprise Resource Pool. Participants will learn how to receive timesheets submitted by team members and how to approve project and administrative time. This course explores the resource capacity model and uses Data Analysis views to analyze resource allocation and recommend changes to enterprise resources. This course can be tailored to match the role and responsibilities of a Resource Manager in your organization.

Who Should AttendResource managers who are planning to use Microsoft Project 2007 and Project Web Access in a Microsoft EPM environment.

What You Will LearnYou will learn how to:• Understand Microsoft Office Project 2007,

Microsoft Project Web Access and their use for Resource Managers

• Describe the different types of resources and their main attributes; work, material, local, cost, enterprise generic and enterprise actual resources

• Set up and maintain generic and actual resources using the Enterprise Resource Pool*

• View and modify resources using the Resource Center in Project Web Access

• Understand the resource capacity model and how to optimize resource return on investment

• Collaborate with Project Managers to build teams on projects using the Team Builder and Project Web Access

• Understand matching resources with skills and the request/demand attribute

• Analyze resource assignments, and availability using the Resource Center

• Utilize generic resource assignments in future time periods to predict resource needs

• Receive and approve timesheets and respond to administrative time requests

• Use Data Analysis views to report on resource allocation and resource trends

*This feature may be limited to the Project Server administrator.

PrerequisitesNone

Course LevelBasic

About This ProgramThis course is designed to introduce the Enterprise Project Management solution to project team members and show them how to directly interact with Project Web Access. Attendees will configure personal settings and use Project Web Access to report hours worked by using timesheets and report task progress by using task updates.

Who Should AttendProject team members who need to report hours spend on project and non-project work to a resource manager and progress made towards completing assigned tasks to project managers by using Project Web Access.

What You Will LearnYou will learn how to:• Understand the architecture and benefits of

Microsoft’s EPM Solution and the how the team member role fits in the organizational workflow

• Navigate through the Project Web Access user interface

• Quickly respond to changes from the resource manager or project manager through personal alerts and reminders

• Incorporate non-project work efforts with project tasks such that all commitments are visible in Project Web access or Microsoft Outlook

• Provide the project manager with an accurate update on the status of assignments using task updates and textual status reports

• Provide the resource manager with an accurate update on the hours worked on project tasks and administrative tasks through timesheets or Microsoft Outlook

• Adjust the timesheet view in Microsoft Project Web Access to suit the team member’s preferences

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Microsoft® EPM 2007 for Executives Onsite WorkshopThis course is available onsite or at a location of your choice. Contact your local IIL Company or email [email protected] for more information.

#8225

Microsoft® EPM 2007 for Project Managers Onsite WorkshopThis course is available onsite or at a location of your choice. Contact your local IIL Company or email [email protected] for more information.

#8222

Microsoft® EPM Role-Based CoursesOrganization Specific Support for the Deployment of Microsoft Office Project Server 2007

PrerequisitesA familiarity with key project management concepts and terminology is recommended as well as prior experience managing projects using Microsoft Office Project.


About This ProgramThis course is designed to offer project managers the information they need to effectively manage projects in Microsoft Office Project Server. Project managers will work with the Enterprise Resource Pool to staff their projects, they will work with team members and resource managers to fine tune resource assignments. Participants will become familiar with Project Web Access and its collaborative features for managing project documents, risks, issues, and for receiving task updates from resources. New initiatives such as proposals, activity plans and resource plans will also be illustrated in Project Web Access. Project managers will learn how to perform ongoing management on single or multiple projects using online views and Data Analysis tables and charts.

Who Should AttendProject managers who are planning to use Microsoft Project Professional 2007 and Project Web Access in a Microsoft EPM environment.

What You Will LearnYou will learn how to:• Effectively utilize the Microsoft EPM solution for

managing a project

• Discuss the key roles within Project Server and become familiar with how they fit in the EPM workflow

• Create a schedule using Project Professional connected to Project Server and assign resources from the Enterprise Resource Pool

• Create master project schedules and set cross project links to effectively manage programs

• Collaborate with and manage project team members on the list of tasks and assignments of each project

• Utilize Project Web Access to configure desired project views and to manage alerts, reminders, and published jobs

• Collaborate with resource managers to assist with staffing schedules and to maximize resource effectiveness

• Enter project ideas using proposals and create activity plans and resource plans for planning of future potential projects

• Simplify the team building process by using the Resource Substitution Wizard

• Understand how team members submit timesheets to the timesheet manager for approval

• Receive updates on tasks from team members and publish approved progress updates to the schedule

• Manage the project workspace and collaborate with others using documents, risks, and issues

• Understand the dashboard views for the project sponsor and for senior management: portfolio views (traffic lights and tracking views) and Data Analysis views (resource utilization, pivot tables and pivot charts)

• Conduct real-time manipulation of data analysis views including configuration in Excel

PrerequisitesFamiliarity with project, program and portfolio reporting is encouraged

Course Level Intermediate

About This ProgramThis course is designed to offer business and PMO executives information they need to effectively support the adoption of the Microsoft EPM Solution within their organization and to view, analyze and respond to project, program and portfolio health indicators and reports using Microsoft Project Web Access.

Who Should AttendBusiness managers and executives who are planning to use Microsoft Project Web Access in an EPM environment.

What You Will LearnYou will learn how to:• Understand the architecture and benefits of

Microsoft’s EPM Solution and the how the executive level initiatives and strategies fit in the organizational workflow

• Navigate through the Project Web Access user interface

• Capture ideas as proposals and monitor proposals that have been rejected, are in progress or are approved

• Initiate new projects as activity plans that can be assigned to project managers

• Navigate the reports within Microsoft Project Web Access

• Understand the dashboard views for the project sponsor and for senior management: portfolio views (traffic lights and tracking views) and data analysis views (resource utilization, pivot tables and pivot charts)

• Conduct real-time manipulation of data analysis views including configuration in Excel

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A number of factors impact the new project manager’s role within IT - for instance, the need to fully integrate IT into the business improvement process and the advent of distributed technology and Business Process Reengineering. As a result, the range of activities required of a new project manager has greatly increased, as well as the range of people with whom he or she interacts. This workshop enables you to minimize the problems inherent in managing a systems development project.

PrerequisitesAn understanding of the project management approach

Course LevelFundamental

Who Should Attend This workshop is designed for:• Information technology professionals• Product managers• Systems and software developers; Systems

analysts, and IT managers• Business people who are involved in IT projects

Performance Focus• Practical, systematic approach to managing IT

projects along with project management skills and concepts

• Realistic planning and control, along with other project management activities, to maximize the probability of project success

• You will leave the program with a workable plan of action for managing IT projects effectively – and the skills needed to make the plan succeed

What You Will LearnYou’ll learn how to:• Take a more disciplined, yet flexible approach to

managing different types of IT projects• Identify and describe the critical roles and

responsibilities of IT project stakeholders• Initiate and plan an IT project using objective

setting, risk management and scheduling techniques

• Recognize the advantages and disadvantages among the range of software development life cycle models used on IT projects

• Integrate improved vendor relationship practices into the execution

• Perform the major activities of IT project control and closure

• Identify effective communication, team building and relationship concepts that can improve IT project performance

• Recognize the quality and cultural change issues inherent in implementing IT project management

Course OverviewFoundation Concepts• Key terms and definitions• The project management process• IT project success factors

• Process maturity: CMMI, KPM2, and OPM3• Methodologies and IT project life cycles

Project Originating and Initiating• Originating IT projects• Initiating IT projects• Distinguishing between business and project

objectives• Assessing merits and/or shortcomings of business

and project objectives• Getting stakeholder involvement

Scope, Work Break Down Structure (WBS) and Requirements• Scope and progressive elaboration• WBS• Requirements definition• Success factors

Planning and Estimating• Project planning overview• Estimating best practices• IT project schedule estimates• IT project cost estimates & useful techniques• Common estimating techniques

Project Scheduling• The IT project scheduling process• Network diagrams• Resource loading and leveling• Critical path method and Gantt chart view• Schedule optimization

Executing• Project execution overview• Executing with IT specific PLCs• Transitioning from PLCs to IT service management• Executing IT projects with external vendors

Monitoring and Controlling• Project monitoring and control overview• Project reporting• Understanding variance• Using Earned Value Management (EVM)• Integrated change control for IT projects

Project Risk Management• Defining the project risk management process• Planning for project risk management• Identifying risk• Qualitative and quantitative risk analysis• Risk response planning• Risk monitoring and control

HR & Communications Management• Organization/team structures• Human Resources• Planning and acquisition• Team development and management• Communications• Planning & distributing• Developing and effective skills and managing

stakeholders

Project Closing• Project closure overview• Project deployment• Project evaluations• Project knowledge management

Project Management Fundamentals for IT ProfessionalsDeveloped for Information Technology Environments



USD 1595

USD 1150

USD 1995

USD 1450

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The causes of the majority of failed IT projects can be traced to poor definition and understanding of requirements. Changing requirements cause more delays than any other cause. If you want to improve project performance, you must improve the way you define and manage requirements. They are the bridge between the customer who will describe, pay for and use the system and the technical community who will specify and provide the system.

The goal of this course is to equip you with the necessary knowledge, skills, and techniques so that you can select and use the best approach for requirements analysis and documentation for different types of projects.



Who Should AttendThe workshop is designed for systems professionals or business associates who will take part in defining requirements for computer systems development, business reengineering, procedural change and other activities that require the analysis of a business system. There are no technical prerequisites. Participants do not need prior experience in business analysis.

Performance Focus • You will cultivate the skills needed to identify

and get full business information from the right sponsors, clients, users and others

• You will get structured and object-oriented modeling techniques and templates to identify and present business and systems requirements clearly and effectively

What You Will LearnParticipants will learn how to: • Determine who the stakeholders are, and

establish roles and appropriate requirements gathering techniques

• Differentiate between business, user, functional, and system requirements

• Gather requirements for, and create the User Requirements Specification (URS) document

• Develop user and functional Use Cases• Create the Software Requirements

Specification (SRS) document

Course OverviewIntroduction to Requirements Management• Objectives of projects• The project environment• Classifying projects• Requirements for systems• Levels of requirements

• Requirements documents• User Requirements Specification• Voice of the Customer• Documenting the beginning of the project• Stakeholder assessment• Roles and responsibilities of stakeholders• Creating the URS

Requirements Development• Five levels of requirements maturity• Requirements development and the major

activities• Detailed descriptions of type of requirements• Quality attributes and example of

requirements in traditional “shall” statements• Requirements prioritization• Requirements repository and requirements

baselining

Requirements Elicitation Tools• Interviewing• Objects and classes• Class, package and sequence diagrams• What does a Use Case look like?• Elements of a Use Case• Types of Use Case – textual versus graphical• Use case and requirements collection• Prototyping• Storyboarding• Brainstorming• Requirements workshop

Requirements Analysis• Structured analysis• Context diagrams• Data flow diagrams• Entity relationship diagrams• Structured English• Data dictionary• Decision table and decision tree

Requirements Specification• Software requirements specification (SRS)• Identifying sources of requirements• Labeling requirements• Organizing requirements information• Documenting business rules• Creating a requirements traceability matrix

Requirements Verification and Control• Requirements analysis and verification• Requirements pre-reviews• Requirements reviews• Requirements checklists• Test cases for verification• Requirements testing• Requirements change control

Recap & Closing

Requirements Management for IT ProfessionalsManaging Project Scope from Concept to Completion



USD 1295

USD 850

USD 1595

USD 1050

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IT projects may have direct bottom-line impact on the organization, cost millions of dollars, cause organizational change and change the way the organization is perceived by clients. Many IT projects are notoriously hard to predict and are filled with risk. IT Risk Management takes a comprehensive look at IT project risk management using PMI’s PMBOK® Guide Risk Management Model in the context of IT Project Life Cycle phases.

The goal of this course is to arm the practitioner with a rigorous, common sense approach to addressing uncertainty in projects. This approach includes the ability to influence project outcomes, avoid many potential project risks, and be ready to calmly and efficiently respond to unavoidable challenges.



Who Should AttendThis program is designed for:• IT Managers, IT Project Leaders and IT Project/

Program Managers• Business Analysts, Systems Analysts and other

IT professionals who are responsible for the planning, controlling and risk

• Project coordinators and liaisons that represent non-IT organizations in IT projects

Attendees are expected to have a basic knowledge of PM concepts and techniques. PM Fundamentals course is desired and at least 1-3 years managing projects in an IT environment.

Performance Focus • Assess project risk more effectively, avoid and

mitigate risks in project performance and learn from your experience so future project performance continuously improves

• Identify risks, evaluate those risks from multiple perspectives, qualitatively and quantitatively, determine which risk responses and mitigation strategies are most appropriate and how to control project risk throughout the project life

What You Will LearnYou’ll learn how to:• Describe the risk management process, using

PMBOK® Guide – Third Edition standard models and terminology

• Discuss the potential barriers to managing risk effectively in IT project organizations

• Develop an effective risk management plan for IT projects

• Identify project risks using IT-specific, practical tools

• Analyze individual risk events and overall project risk using IT-specific, practical approaches

• Plan effective responses to IT-specific risk based on the results of risk analysis and integrate risk responses into project schedules and cost estimates

• Manage and control risk throughout the IT project life cycle

• Implement selected elements of IT project risk management on your next project

Course OverviewFoundation Concepts• Basic concepts and purpose• Risk and the triple constraints • Risk and corporate cultures• Risk management and IT PLC standards

Risk Management Planning for IT Projects• Risk management planning process• Risk management planning activities

• Design a standard template• Assess the project-specific needs• Tailor the template• Produce a project-specific risk management

plan• Gain consensus and submit as part of overall

project plan• A risk management plan of IT projects

Risk Identification for IT Projects• Risk identification process overview• Risk categories and examples• Risk identification tools• Risk events by project life cycle phases

Risk Analysis for IT Projects• Qualitative risk analysis overview• Core qualitative tools for IT projects• Auxiliary qualitative tools for cost and schedule

estimates• When to use quantitative analysis for IT projects

Risk Response Planning for IT Projects• Risk response planning overview• Active risk response strategies for IT projects

• Avoidance• Mitigation• Transference

• Acceptance and contingency reserves• Contingency planning for IT projects• Risk response plans for IT projects

Risk Monitoring and Control for IT Projects• Risk monitoring and control overview• Risk monitoring and control tips for IT projects• Earned value management system• Technical performance measurement systems• Risk management implementation for IT

projects

Recap & Closing

Risk Management for IT ProfessionalsDeveloped for Information Technology Environments



USD 1295

USD 850

USD 1595

USD 1050

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Managing multi-projects is a critical capability in any IT organization. Multi-project management relates to project managers’ work in balancing projects in process while handling requests for new work, juggling priorities, etc. Portfolio management is the governance process that decides what projects to initiate, what priorities, etc.

PrerequisitesA good understanding of project management


Who Should AttendThe workshop is designed for:• Program managers (account managers at your

organization)• Project managers and portfolio managers

(program managers at your organization)• Relatively senior people with a practical

involvement in program and portfoliomanagement

Performance FocusIssues to be addressed include implications of systems infrastructure and application architectures in portfolio management and program and multi-project management.

What You Will LearnYou’ll learn how to:• Identify the critical factors in multi-project

management and project portfolio management, including the interplay between business and technology issues, intra-organizational issues, resource management and cost benefit analysis

• Identify the strategic business and technology drivers of project selection and prioritization and use checklists of these drivers in project and program reviews

• Develop multi-project and program plans using project dependency analysis, risk analysis, architectural/infrastructure planning, resource management, project categorization and other techniques

• Identify the role of a Project Management Office in a multi-project management context

• Describe the principles and impact of Iterative Development and Incremental Development approaches in the multi-project context

• Influence others in the organization regarding the improvement of multi-project management

Course OverviewIntroduction• Systems thinking – taking a holistic view• Theory of Constraints and IT multi-project

management • Key definitions• Multi-project management issues

The Context – Organization Structure and Project Types• Structure as means of better performance• Roles of functional and operational groups • Internal and external client roles in projects • Roles: program, portfolio, functional, product

and project managers

Systems Planning and Budgeting• The need for enterprise-level systems planning• Strategic planning and portfolio management • IT strategy• Maximizing the value of the portfolio• Planning participants• Presenting plans to clients and sponsors• The portfolio management system

Selecting and Prioritizing Projects• Project life cycle and PM methodology• Selection criteria/weights and scores method• Scoping and evaluation of projects• Building a business case• Portfolio balance factors

Resource Management• Multi-project resource management • The Project Office and functional group roles

and responsibilities• The Critical Chain and Drum Resource

Program and Product Management• The relationships between products, programs

and projects• Product costs vs. project costs• Relationship to incremental development and

iterative development• Project dependency analysis, risk analysis and

project buffers• Operational – deployment, support, change

control and configuration management• Program status/progress control• Scorecards and dashboards

Stabilizing Multi-Project Environments• Architecture, tools, training, reusability, baselines

and releases• Maintenance and enhancement activities• Handling priority shifts• Small, short-term projects and/or ad hoc

projects• Protecting development projects from

resource drain

Multi-Project Quality Management & Organization Change• Understanding, avoiding and addressing

resistance to change• Product and cross-project process reviews • Lessons learned and continuous improvement

Managing Multiple IT ProjectsDeveloped for Information Technology Environments



USD 1295

USD 850

USD 1595

USD 1050

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A one-day executive workshop that demonstrates the proven and sustainable power of Lean Six Sigma and prepares leadership for successful deployment.

PrerequisitesNone

Course LevelExecutive

Who Should AttendCEOs, Presidents, and executive leadership from Finance, Training, Communication, Human Resources and Quality. Executive teams from every size organization within any industry will be able to take the knowledge gained from this session and practically apply it to their organization.

Performance FocusExecutives around the globe, throughout many different types of industries have learned the incredible benefits of incorporating Lean Six Sigma into the company culture.

This highly interactive session will teach executives the Fundamentals of the Methodology as well as the critical success factors for deployment. Real-world examples from manufacturing, transactional services, health care, retail, and government will be presented to instill a clear and concise understanding of what Lean Six Sigma is all about, why it works so well and what role the executive team must play to ensure sustainable success

What You Will Learn You will learn how to:

• Obtain a clear and concise understanding of how Lean Six Sigma functions as a business management strategy

• Set up a strong, sustainable Lean Six Sigma structure

• Define the roles and responsibilities of Lean Six Sigma practitioners

• Incorporate the driving principles of Lean Six Sigma into the entire organization

• Set achievable Lean Six Sigma goals for your organization

• Effectively communicate Lean Six Sigma results internally

• Effectively communicate the results of your Lean Six Sigma efforts to shareholders and Wall Street

Course Overview• Overview of Lean Six Sigma

• Potential Financial and Human Impact

• How to Deploy Lean Six Sigma: Roles, Responsibilities, Critical Success Factors, Training and Timelines

• Hands-on Experience with the DMAIC Improvement Recipe

• The importance of Voice of the Customer (VOC)

• The power of process thinking

• Develop Strategic Metrics, Link them to Business Processes and Prioritize Improvement Efforts

• What types of training should each level receive

• What is a realistic timeline for breakthrough improvements

• Understanding the Fundamental Concepts, Tools and Techniques of the DMAIC Process Improvement Methodology

• Understanding the Fundamental Concepts and Tools for the Design for Six Sigma Process

Lean Six Sigma for ExecutivesLeveraging Six Sigma to Gain Competitive Advantage

#6143


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This highly interactive workshop is designed to provide a manager or executive filling the role of Champion, with a clear and concise understanding of Lean Six Sigma and their critical role in project selection and chartering, and shepherding projects through the phases of DMAIC. During the workshop, participants will select and scope initial projects for their business and create rough drafts of charters.

PrerequisitesNone

Course LevelManagement

Who Should AttendIndividuals responsible for managing, leading, coordinating, monitoring, reviewing and supporting Black Belts or Green Belts. Additionally, project management sponsors will benefit from learning the tools and techniques of high-impact project selection.

Performance Focus Champions are an integral part of a successful and sustainable Lean Six Sigma organization. They are the visionaries with responsibilities that range from project selection to Black Belt mentoring. This learning series provides extensive training on the fundamentals of Lean Six Sigma within the three main facets (business management strategy, metric and process improvement methodology). Participants will learn the basic tools and methods used within the process improvement facet. They will also learn how to properly select, scope, monitor, and review Lean Six Sigma projects.

Champions are also responsible for cultivating and managing the change that comes from incorporating Lean Six Sigma into the company culture. Participants will learn proven tools and techniques to help them manage the change.

What You Will LearnYou will learn how to:

• Identify the skill set of successful Black Belts and Green Belts

• Scope high-impact problem areas

• Select bite-size projects that align with company goals

• Properly define a business case and problem statement

• Calculate Lean Six Sigma metrics that can lead to better process understanding

• Read information provided from common statistical tools

• Avoid common obstacles

• Monitor, review and approve Black Belt projects

Course Overview

• Overview of Lean Six Sigma

• Potential Financial and Human Impact

• How to Deploy Lean Six Sigma: Roles, Responsibilities, Critical Success Factors, Training and Timelines

• Hands-on Experience with the DMAIC Improvement Recipe

• The importance of Voice of the Customer (VOC)

• The power of process thinking

• Use of data to benchmark processes and validate improvements

• The basic tools seen by project reviewers

• How to Select, Scope and Prioritize Projects

• How to Create a Rough Draft Project Charter

• Criteria for Successful Candidates

• How to Review Projects at Each Critical Tollgate

• Removal of Barriers to Success

• Rewarding Project Success

Building Lean Six Sigma ChampionsCreating Effective Leadership for Six Sigma


USD 1295

USD 1595

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Green Belt is not just a role, it is also a competency required for leadership positions at many top companies. This learning series is designed to enable participants to fulfill the important role of a Lean Six Sigma Green Belt and to incorporate the Lean Six Sigma mindset into their leadership skills. With a real-world project focus the series will teach the fundamental methodology, tools and techniques of the Define, Measure, Analyze, Improve and Control Process Improvement Methodology.

PrerequisitesNone


Certification Requirements• IIL Course Attendance • IIL Lean Six Sigma Green Belt Exam (online)• 50 questions after session 1 and upon

completion of the course (2 exams/100 questions total) — 70% passing score for each exam

• Lead and Complete One Project within 1-year of completion of course

Who Should AttendProcess experts, team members, project leaders who will lead smaller projects, individuals who will support Black Belts with data collection and future leaders who want to learn this valuable skill set will all benefit tremendously from this series.

Performance FocusParticipants will learn how to select high impact projects that align to the organizational objectives and strategy. Once the projects are identified they’ll learn how to properly plan the Six Sigma project, identify the CTQ’s (Customer Requirements), measure process capability, analyze data, identify root causes, implement improvements, and sustain the gains. Using hands-on, interactive exercises and simulations, instructors will demonstrate when, why and how Six Sigma tools and techniques are used to identify and eliminate defect drivers and Lean tools and techniques are used to improve speed in critical business processes. IIL instructors will provide free project coaching throughout the course.

What You Will LearnYou’ll learn how to:

• Select high-impact projects

• Identify and measure critical customer requirements

• Identify and collect non-biased data

• Identify current Process Capability

• Identify current process capability

• Analyze data Using SigmaXL statistical software (provided free with registration)

• Determine high-impact root causes

• Design and test solutions

• Make improvements sustainable

• Determine the difference between Common and Special Cause Variation

Course OverviewIntroduction to Lean Six Sigma

Project Selection

Define• Introduction to Define• Project Planning• Process Management• The Voice of the Customer• Define Summary

Measure• Introduction to Measure• Data Collection• Graphical Statistics for Continuous Data • Graphical Statistics for Discrete Data• Variation Concepts• Process Capability• The Cost of Poor Quality• Measure Summary

Analyze• Introduction to Analyze• Process Analysis• Cause & Effect• Advanced Analysis• Analyze Summary

Improve• Introduction to Improve• Generating and Selecting Solutions• Design of Experiment• Error-Proofing• PM Fundamentals• Standardization• Piloting and Verifying Results• Improve Summary

Control• Introduction to Control• Statistical Process Control• Transition Planning

Course Summary and Next Steps

Lean Six Sigma Green Belt Certification ProgramBecome Green Belt Certified

#8914 / Sixteen 3-hour sessionsCEU Credits: 4.8 / PDU Credits: 48

#6148

USD 3750

USD 4650

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This course is for Green Belts who want to advance their knowledge and become an IIL certified Lean Six Sigma Black Belt. The class covers all content of the IIL Black Belt Certification Program which is not covered in the Green Belt training with a focus on advanced statistical analysis and organizational change management.

PrerequisitesIIL’s Lean Six Sigma Green Belt Certification Program or equivalent.

Course LevelAdvanced

Certification Requirements• IIL Course Attendance • IIL Lean Six Sigma Black Belt Exam (online)• 30 questions after each four week period (4

exams/120 questions total) — 70% passing score for each exam

• Lead and Complete Two Projects within 1-year of completion of course

Who Should AttendPreviously trained Green Belts who want to become certified Black Belts.

Performance Focus If advanced statistical analysis is needed to identify root causes and optimal process improvements, (Lean) Six Sigma Green Belts typically ask Black Belts or Master Black Belts to conduct these analyses. This course will change that. Green Belts wanting to advance their statistical abilities will have a considerable amount of hands-on practice in techniques such as Statistical Process Control, MSA, Hypothesis Testing, Correlation and Regression, Design of Experiments and many others.

Participants will also work throughout the course on a real-world improvement project from their own business environment. This provides participants with hands-on learning and provides the organization with an immediate ROI once the project is completed. IIL instructors will provide free project coaching throughout the course.

What You Will LearnYou’ll learn how to:• Use Minitab statistical software• Decide on sampling strategies, sample size and

confidence intervals• Describe the difference between long-term and

short-term process capability• Measure rework, waste, or scrap by computing

yield metrics• Develop and analyze control charts for both

continuous and discrete data• Perform a measurement system analysis• Apply hypothesis tests to compare variance,

means and proportions

• Conduct regression and residual analyses• Design and analyze experiments

Course OverviewReview Lean Six Sigma Green Belt

Minitab Introduction

Measurement System Analysis• MSA for discrete data • MSA for continuous data

Advanced Process Capability• Sigma Value, Defect Metrics and Yield Metrics • Long- and Short-Term Capabilities • Cp, Cpk, Pp, Ppk Capability Indices

Advanced Statistical Process Control• Control Charts for Continuous Data• Control Charts for Discrete Date• Batching

Handling Non-normal Data

Data Sampling• Sampling Strategies • Central Limit Theorem• Confidence Interval and Sample Size

calculations for• The Mean• Proportions

• Confidence Interval for Standard Deviation and Median

Hypothesis Testing• Introduction to Hypothesis Tests• Tests for Means

• t-Test, ANOVA, Tukey’s Test• Paired data and Blocking

• Tests for Variance (Bartlett’s, Levene’s and F-Tests)

• Tests for Proportions (Chi Square Test)• Non-Parametric Tests

Correlation and Regression• Simple Correlation and Regression• Residual Analysis• Multiple Correlation and Regression• Logistical Regression

Design of Experiments• 2k full factorial designs• Fractional designs• Blocking• Robustness concepts

Organizational Change Management

Managing Successful Project Teams• Decision-Making Approaches• Conflict Management• Effective Project Negotiation

Course Summary and Next Steps

Lean Six Sigma Black Belt Certification ProgramBecome Black Belt Certified

#8917 / Sixteen 3-hour sessionsCEU Credits: 4.8 / PDU Credits: 48

#6147

USD 4750

USD 5700

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This course is designed to instill an in-depth understanding of Lean Six Sigma and a clear sense of what is required to define high-impact improvement projects, establish Lean Six Sigma measurements and complete Lean Six Sigma projects using the systematic and proven Define, Measure, Analyze, Improve and Control (DMAIC) methodology.

Prerequisites None

Course LevelBasic

Who Should AttendAnyone interested in learning the fundamentals principles, concepts and terminology of Lean Six Sigma will benefit tremendously from this course. Executives, managers, support employees, account managers, sales representatives and operational managers who support Lean Six Sigma internally or externally through customers engaged in this initiative, should not miss this opportunity. This class is also perfect for employees about to participate on a Lean Six Sigma team.

Performance Focus There are three main facets of Lean Six Sigma. It is a Business Management Strategy that aligns your organization, regardless of size, through clearly defined roles and responsibilities, and a comprehensive set of measurements to help align projects with strategic objectives. It is also a Metric that measures the capability of any process to determine the ability to deliver products and/or services without defects. Thirdly it is a rigorous methodology to improve or redesign critical processes.

This comprehensive course will teach you the fundamental aspects of each facet. Participants will learn, practice and apply the basic concepts, tools and techniques necessary for process improvement. Improved processes will result in higher quality, lower costs and improved customer satisfaction.

What You Will LearnYou will learn how to: • Establish the structure that supports and

sustains Lean Six Sigma Quality • Identify and calculate key Lean Six Sigma

Measurements (Sigma, DPMO and Yield)• Select successful, high-impact projects that

match to strategic objectives• Document, measure and improve key processes

using the DMAIC (Define, Measure, Analyze, Improve and Control) Methodology

• Utilize data-based thinking to make key business decisions

Course OverviewDay One (or eLearning Session One and Two) – Introduction to the Fundamentals and Vision of Lean Six Sigma. Topics include:• Lean Six Sigma’s focus on the customer, on

quality and on results• The costs of poor quality• Critical factors to consider when deploying

Lean Six Sigma• Lean Six Sigma as a process improvement

methodology• Lean Six Sigma metrics• Why do it – ROI and payback for Lean Six

Sigma• Business Process Management• Critical Lean Six Sigma roles and responsibilities• Main aspects of managing the organizational

change• Project selection

Day Two (or eLearning Session Two, Three and Four) – Metrics of Lean Six Sigma and the DMAIC Model.This part of the course will focus on the systematic and proven use of the Define, Measure, Analyze, Improve and Control (DMAIC) Methodology to dramatically reduce current process defects. Participants will practice using the common tools and techniques behind each phase through interactive exercises. Topics include:• How to strategically align business metrics and

projects within an organization• How to identify and measure quality

characteristics which are critical to customers• What does the customer (internal or external)

really want from our products and services• Establishing appropriate teams and setting

those teams up to be successful• What defines a good measurement system• How are we doing (learning the secret to

measuring the right things, right)• How to improve output measures by

understanding and measuring the process• Where are there defects (how to properly

select and scope high-impact projects)• Where is the process broken (the Lean Six

Sigma version of root cause analysis)• How to determine the process efficiency, or

value add, of a process• The appropriate use of quality tools• Understanding the concept of variation and

how to reduce knee-jerk reactions• How to achieve breakthrough results for any

key measure• How can we ensure the identified

improvements will be sustainable (the basics of process control)

The Fundamentals of Lean Six SigmaBuild a Knowledge Base of the Facets of Lean Six Sigma



USD 1295

USD 850

USD 1595

USD 1050

Related Course

Improving Results with Six Sigma1 Hour IIL Virtual ClassroomPDU Credits: 1 / CEU Credits: 0.1

This course will focus on how Six Sigma has helped hundreds of trained practitioners dramatically improve products and services by focusing on the measurements tied to those areas.

Presented by Anne Foley, MBB, CSBB, PMP

Visit www.iil.com for more information

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This one day, highly interactive learning experience will demonstrate the power behind the most potent quality improvement methodology in decades. Lean Six Sigma is not only about process improvement. As any experienced Lean Six Sigma practitioner will tell you, it changes the way you think about the business problems that challenge leaders, workers, and customers. Participants will walk away from this one-day session with a new vision and mindset that will translate to new ways of improving and managing processes, projects, products and services. Experiencing Lean Six Sigma is a fantastic way to give Lean Six Sigma a “test drive.”

Prerequisites None

Course LevelBasic

Who Should AttendAnyone interested in experiencing the fundamental principles, concepts and terminology of Lean Six Sigma will benefit from this event. Utilizing real-world examples and hands-on exercises, this workshop will demonstrate the power behind process improvement, data-based thinking and management by fact. Executives, managers, support employees, account managers, sales representatives, and operational managers who want to know more about Lean Six Sigma, or who support Lean Six Sigma whether internally or externally through customers engaged in this initiative, should not miss this opportunity.

Performance Focus The most widely recognized benefit of Lean Six Sigma is process management. Participants will learn the value of taking processes that are varied and largely invisible to ones that are uniform and easily visible to those responsible for managing them. They will hear how different types of companies in banking, retail, service, manufacturing, insurance and healthcare have utilized this methodology to deliver substantial bottom-line results to shareholders, while simultaneously improving customer satisfaction and retention. And they will experience the power of Lean Six Sigma through interactive exercises that will lead them to those “ah-ha” moments of lasting change.

What You Will Learn• Why companies are selecting Lean Six Sigma to

improve and manage quality• How to tie “activity” to improved results• How to utilize the proven recipe for substantial

quality improvement (DMAIC)• The importance of hearing the voice of your

customer• The critical factors driving successful Lean Six

Sigma implementation and projects

• That the roadmap to bottom-line improvement involves reduction in process variation

Benefits of Lean Six Sigma• Gives leadership a standard, data driven

approach to improving results• Gives project managers a set of understandable

steps and tools to improve project effectiveness• Generates higher net income by lowering

operating costs• Improves product and service quality through

defect prevention and reduction• Improves customer satisfaction and retention

by identifying and meeting customer requirements

• Improves employee satisfaction by reducing rework

Course OverviewFoundational Concepts of Lean Six Sigma • Businesses need a proven approach to

improving results• Costs of Poor Quality• A quick primer on Lean Six Sigma• Business Process Management• DMAIC, DMADV improvement methodology• ROI of Lean Six Sigma - financial and cultural

benefits

Experiencing Lean Six Sigma - DMAIC overview (the improvement recipe) • Identification of the problem that needs to be

fixed• Ensure the Lean Six Sigma project is set up for

success• Voice of the Customer (VOC): Are you

listening?• Metrics: linking strategic and customer

measures to the project• The importance of clear operational definitions:

Can you measure it?• Verify the accuracy of the measurement system• Process mapping (value stream mapping)• Effectively communicating with data• Reduce knee-jerk reactions by understanding

variation• Finding the real root causes of problems• Designing breakthrough solutions• Successful implementation results • Develop an effective transition and control plan

Summary • What did we learn? • How can we apply these lessons going

forward?

Experiencing Lean Six SigmaLearn the Value of Lean Six Sigma Process Improvement



USD 245

USD 245

USD 345

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This valuable learning series is designed to help Lean Six Sigma project managers (Black Belts and Green Belts) with the challenging aspects of change management and project management that are critically important to successful project completion. Participants will utilize the successful tools, techniques and concepts to help ensure the Lean Six Sigma projects are successfully completed with buy-in from those who will maintain the improvements.

PrerequisitesBasic understanding of Lean Six Sigma


Who Should AttendIndividuals responsible for managing, leading, coordinating and supporting Lean Six Sigma projects. Additionally, champions, team members and sponsors will benefit from learning the basic concepts tools and techniques while practicing through real-world project simulations.

Performance Focus One of the core principles of a Lean Six Sigma organization is to choose the best and brightest process or subject matter experts to become Lean Six Sigma project managers (Black Belts and Green Belts) for high-impact, strategically selected projects. These selected projects are carefully aligned to the annual goals of the organization and must be successfully completed on time.

While Black Belts and Green Belts are very effective individuals, they usually have had little or no training in the principles of project management or change management. Learning these important aspects of successful project completion through trial and error not only increases project cycle time but also adds an unnecessary burden to an already challenging Lean Six Sigma position.

In this course participants will practice using the tools and techniques necessary to ensure a cross-functional team effectively completes a project on time. These practical skills, concepts and principles can be taken back to the job and successfully applied to any Lean Six Sigma or Design for Six Sigma project.

What You Will Learn• How to develop project charters and project

plans • How to work in cross-functional teams without

direct authority • How to identify and manage threats and

opportunities • How to identify and influence stakeholders to

assure change

• How to effectively communicate in and around a project

• How to identified project tasks, tasks durations and a project schedule

• How to manage project decisions and project meetings

Course OverviewFoundation Concepts• Introduction to Project Management • Project Management for Lean Six Sigma• The Five Process Groups of Projects• PMI Nine Areas of Knowledge

Project Initiation• Project Generation• Project Charter• Organizational Change Management• Assuring Project Support• Emphasizing Shared Need for Change

Project Planning• Developing the Project Plan• Communication Management • Work Breakdown Structure • Responsibility Assignment Matrix (RAM)• Estimating Schedules and Budgets• The Network Logic Diagram• Schedule Development and Critical Path

Method• Project Risk Management

Project Execution• Choosing the Right Decision-Making

Approaches• Planning Effective Project Meetings• Conflict Resolution• Effective Negotiation for the Project• Mobilizing Stakeholder Commitment

(Stakeholder Analysis and Stakeholder Influencing strategies)

Project Monitoring and Controlling• Project Control• Project Reporting• Taking Corrective Action

Project Closure• Learning from Experience

Project Management for Six Sigma ProfessionalsGet Buy-in for Six Sigma Projects



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Effective Communication Skills for Project Managers Blending Processes, Tools and Interpersonal Skills

Communication is the single most critical success factor in projects. Communication provides the foundation for defining and managing project objectives and scope, planning project performance, executing and controlling and closing projects.

This workshop gives project stakeholders at every level the performance edge to make their projects successful.



Who Should AttendThose who lead project teams or interface with managers, peers, customers and/or vendors. The course is particularly designed for project managers and PMO members.

Performance Focus This program will use role plays, case study based exercises and interactive dialogue to ensure that we address practical, situational application of communication concepts, principles and techniques.

The goal of this course is to improve project performance and project management capability by learning effective communication skills that include formal communication, such as documentation and reporting, and the interpersonal aspects that are critical to conflict resolution and healthy team and individual relationships.

What You Will LearnYou will learn how to:• Gather and distribute the right information

to the right people, in the right media, at the right time to keep the project on track for a successful completion

• Address the varying communication needs of project stakeholders and manage communication in a time and cost-effective way

• Create a communication plan and obtain buy-in from the project team

• Listen in a focused, centered, and attentive fashion

Course OverviewGetting Started• Introductions• Course structure• Course goal• Course objectives• Target audience

Foundation Concepts• Communication and project success• Communication issues and project

performance• Project communications planning• Skills related to people and things

Listening• Listening as a multi-sensory process• Filters that block communication• Distractions that interfere with listening• Dialogue vs. Debate; collaboration vs.

competition

Communication Plan• Who, what, where, when, and how of

communications• Communication infrastructure• Communication capability – current state• Project communication plan

Tools for Virtual Communications and Collaboration• Advantages and disadvantages of virtual

teams• Communication tool set for virtual teams• Project, communication, and document

management• Meetings for virtual teams

Standards, Procedures and Protocols• Communication standards, procedures, and

protocols• Standards and best practices for e-mail• Best practices for document management

Performance Reporting• Information requirements for performance

reporting• Standard report formats• The performance reporting process• Earned value management• Providing performance feedback

Managing Meetings • Effective meeting facilitation• Meeting norms• Dealing with disruptive behavior• Uncovering hidden agendas• Conflict resolution

Writing So You Can Be Understood• Effective writing principles and skills• Using oral and written communications• Editing and controlling documents

Archives and Knowledge Management• Knowledge management• The knowledge transfer process• Archiving essential project information

Recap & Closing



USD 1295

USD 850

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USD 1050

Related Course

The Power of Acknowledgment#8710 / 3 Hour IIL Virtual CoursePDU Credits: 3 / CEU Credits: 0.3

This seminar will help participants identify and utilize the “Knock Your Socks Off” Power of Acknowledgment in their professional and personal lives. It includes actual individual and group exercises that will enhance participants’ capabilities in the areas of delivering and accepting acknowledgment, team building, leadership and effective communications. Participants will also be given The Power of Acknowledgment Self-Assessment Tool™ to utilize and better understand their strengths and weaknesses, and to create an action plan to enhance capabilities.

Visit www.iil.com/poa for more information

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Leading Cross-Cultural Virtual TeamsImprove Project Performance Through Effective Global Virtual Teams

High-performing teams are a must in this world of intense competition and higher expectations. Global virtual teaming has become a necessity as organizations become increasingly distributed and suppliers and clients actively engage in joint projects. Teams work across geographical and organizational boundaries to deliver solutions and services to global customers. Under these circumstances, distance and differences amplify the effect of issues and factors that are relatively straightforward when managing a team of people in the same location. This course delivers practical concepts and techniques that participants can start using immediately on their global projects. Participants will be taught how to flex their project management and communication skills to accommodate personal, cultural and geographic differences. Using basic models that identify target leadership skills and the various dimensions of global team diversity, participants will be able to translate the theoretical into action on real world issues.

Who Should AttendThis program is designed for:

• Project managers • Functional/ line managers • Program managers

However, cross-cultural, virtual project team members may also benefit from taking this course, especially if it can be arranged to be offered to the whole team.

What You Will LearnThe goal of this course is to equip you with the necessary knowledge, skills, and techniques to effectively lead cross-cultural virtual teams toward successful project conclusions.

The workshop will first address the core leadership skills required to form the foundation for effectively working across personalities, cultures, and time zones. From this foundation, we will explore the specific issues and help you discover some personal answers. Those answers can help you harness the power of the complex layers of diversity that are at play on cross-cultural virtual teams.

Course OverviewFoundation Concepts • Basic leadership and diversity definitions• Critical success factors for leading cross-

cultural virtual teams (LCCVT)• A road map to success in LCCVT

Core Leadership Skills• Overview of Core Leadership Skills Model• Hub of Trust – it all starts here• Conflict Management as Lubricant

– leveraging conflict as a means to spark creativity and innovation

• Communication Spoke – basic skills and implications

• Power Spoke – basic skills and implications• Empathy Spoke – skills that start to spiral

outwards to meet diversity’s challenges• Transformation Spoke – reaching a new

plateau required for the challenges of diversity’s complex dimensions

Leadership and Personal Diversity• Overview and Personal Diversity• Key Skill: Effective Listening• Communication Styles – what is yours and

how does it affect your interactions?• Learning Styles – how they also affect

your interactions• Personal Affiliations – how to be more

aware of their impacts

Leadership and Cultural Diversity• Overview of cultural (heritage-based)

diversity• Cultural acuity meter – an assessment to

estimate your cultural intelligence, i.e., what do you know about other cultures

• Navigating through norms, values and underlying assumptions/ beliefs

• Cultural dimensions based on the signature work of Hoefstede

• Cultural Orientation Framework (COF) – a model for assessing your personal cultural orientation and that of others, to identify and implement improvements to your cultural intelligence

Leadership and Virtual Diversity• Overview of virtual diversity• Virtual time management – overcoming

distance and time zones• Virtual processes & technology – tools &

techniques to support virtual teams• Virtual leadership & control – attitudes

and skills to effectively lead virtual teams

The Cross-Cultural, Virtual Team-Friendly Environment

• Definition of “cross-cultural, virtual team-friendly environment” – what organizational culture and infrastructure aspects provide project managers with the best context for success in LCCVT

• Creating an environment that respects diversity

• Continuously improving the LCCVT environment

• Action plan

Recap/ Closing



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Building High Performance Project TeamsDevelop a Team Poised for Success

This course pulls together the most current and popular theories and writings on this complex topic and presents this amalgamated view in a highly interactive workshop and activity-based approach. Students will understand and have the skills required to build and participate in high performance project teams and will possess the insight to proactively affect change within their respective organizations by guiding the existing culture to one that promotes high performance.

The goal of this course is to provide you with the knowledge, skills, and techniques that will enable you to build high performance project teams.

Who Should AttendThis 2-day workshop is designed for: • Department heads • Program managers• Project managers• Team leaders



What You Will LearnAt the conclusion of this module, you’ll be able to:• Define a team and describe the optimum team

size for effective performance• Describe characteristics and guiding behaviors

of high performance teams• Describe the major elements of each

development stage in two distinct models• Recognize cultural barriers in achieving high

performance• List the attributes a high performing corporate

culture• Assess your own corporate culture• Discuss corporate leadership as a factor in

building high performance project teams• Describe the three A’s of selecting team

members• State three leadership responsibilities • Describe leadership responsibilities, styles, and

roles• List and describe the eight components of

the team charter model for building high performance teams

Course OverviewGetting Started• Introductions• Course Delivery Strategy• Discussion: Participant Expectations• Team Activity – Building a Bridge

Module 1 – Foundational Team Concepts• The Nature of Teams

• The Definition of a Team• Types of Teams• Does the Size of the Team Matter?

• Characteristics of High Performance Teams• Team Activity – Characteristics of High

Performance Teams• Purpose and Values• Empowerment• Relationship and communication• Flexibility• Optimal Performance• Recognition and Appreciation• Morale

• Guiding Behaviors of High Performance Teams

Module 2 – Understanding Team Development• Stages of Team Development• Strategy for Building a High Performance Project

Team

Module 3 – Designing a High Performance Culture• Corporate Cultures

• Cultural Barriers• The Cost of Culture• Designing High Performance Cultures• Assessing Your Culture

• Corporate Leadership

Module 4 – Establishing the Attributes of High Performance• Choosing the Right People

• Selecting Team Members• Team Effectiveness

• Characteristics of Effective Teams• Team Leadership

• Leadership Responsibilities• Leadership Styles

• The Team Charter Model• Team Vision, Purpose, and Values • Team Norms• Team Member Roles• Key Responsibility Areas and Goals• Communication Strategies• Decision Making, Authority, and

Accountability • Resources

• Team Activity – Developing a Team Charter• Team Activity – Building a Tower

Recap & Closing


USD 850

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Conflict Resolution for Project ManagersStrengthen Your Leadership and Communication Skills

The human factor is a major challenge in every project. If conflicts and negative behavior are affecting your team’s ability to work cooperatively toward its goal, then this workshop is a must for you!

Successful people must “be proactive, think win-win, seek first to understand and then to be understood”. This workshop provides you with the day-to-day tools to become a highly successful person and leader.

The goal of this course is to provide participants with the skills to set the context for and diagnose specific conflict situations; then, to evaluate and implement “enlightened” (win/win) solutions.



Who Should AttendThis 2-day workshop is designed for project and team leaders, executives, supervisors, managers, union leaders, program managers and anyone who wants to be more successful in working with others.

Performance Focus Each participant practices building personal mastery in : • Achieving a personal conflict paradigm shift• Aligning conflict stakeholder’s expectations• Agreeing on specific path to conflict resolution • Identifying demands versus needs in the context

of a common objective• Neutralizing potential resistance and surfacing

assumptions• Addressing barriers and generating solutions• Agreeing upon a win/win solution• Developing a plan to implement the solution• Harnessing the value from the conflict and

celebrating the results.

What You Will LearnYou’ll learn how to:• Describe the three stages of an “enlightened”

conflict resolution process.• Explain how selected personal and interpersonal

leadership theories and techniques support this process.

• Identify specific points, where project management techniques complement the “enlightened” process.

• Practice selected techniques to achieve declaration and definition outcomes.

• Develop and pursue a personal action plan for improving your ability to achieve disposition outcomes.

Course OverviewGetting Started• Introductions • Course structure• Course goal• Course objectives• Target audience

Foundation Concepts• Successful project team relationships• Conflict and project team performance• Traditional conflict resolution approaches• A more structured approach to conflict

resolution – theory of constraints• “Enlightened” conflict resolution process

Declaration Stage• Declaration stage overview• Personal commitment• Common ground• Accepted process• Practicing declaration

Definition Stage• Definition Stage Overview• Conflict Containment• Exposed Barriers• Potential Solutions• Practicing Definition

Disposition Stage• Disposition Stage Overview• Solution Synergy• Solution Roadmap• Stakeholders’ Enlightenment• Practicing Disposition

Recap & Closing



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Effective Negotiating Skills for Project ManagersThe Fast Track to Yes!

Become a master at dealing with unworkable differences - situations where there appears to be no acceptable compromise. This program shows you how to reach agreements where all parties are pleased with the outcome. Regardless of whether you bring your most challenging situations to this workshop or work through the compelling real-life class examples, you will enhance your personal and professional life with powerful new skills.

The goal of this course is to equip participants with knowledge and practice of successful negotiation tips and tactics with emphasis on when, how, and why these techniques apply to project management.



Who Should AttendExecutives, senior management, project and resource managers, team leaders, union leaders, purchasing managers, labor negotiators and HR professionals.

Focus on Practical Skills • Practice the logical steps to prepare yourself for

any negotiation• Surface the hidden assumptions that block

successful negotiation• Use a jointly constructed negotiation diagram to

move the negotiation from emotion towards logic

• Communications – 75% of the problem• Deal effectively with people who have more

power/authority• Find out how to deal with people over whom

you have power

What You Will LearnAt the end of this workshop, you will understand how to improve the chance of successful “win-win” negotiation by:• Understanding, applying, and formulating

the importance of communications skills in negotiations

• Applying negotiation concepts, tools, and tactics to negotiate a win-win solution

• Formulating effective and proactive plans before entering into negotiations

Course OverviewGetting Started• Introductions• Course structure• Course goal• Course objectives

Communications Framework for Negotiation• Explain the importance of communications skills

in negotiations• Identify common barriers to effective

communications in negotiations and how to manage them

• Apply key concepts of communication to negotiation more effectively and efficiently

Negotiation Concepts and Framework• Identify key issues related to positional

negotiation• Apply the concepts of principled negotiations• Identify common barriers to effective and

efficient negotiations and how to manage them• Use communications skills to facilitate effective

negotiations

Negotiating Planning • Understand and apply the Negotiation Planning

Diagram Model and BATNA process to negotiations planning

Contract Negotiations and Tactics • Apply Phase 2 steps 2 through 5 to the

negotiation process• Discuss the ten factors in power negotiations• Use the “Seven Tactics for Treating Perception

– or Framing – Problems” for negotiations• Identify and apply techniques to avoid common

errors

Post Negotiations Retrospective • Apply a “Continuous Improvement” process to

capture lessons learned using the Negotiation Retrospective Form (NRF)

Each attendee will receive a complimentary copy of the best seller Getting to Yes: Negotiating Agreement Without Giving In, by Roger Fisher and William Ury.



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Effective Presentation SkillsCreate and Deliver Presentations that Address Audience Needs and Achieve Your Targeted Results

This course is designed to help you minimize the obstacles when creating and making an effective presentation so that you can focus on achieving your desired outcomes. During this course you will have ample opportunities to make a variety of presentations and learn from practical experience.


Course LevelIntermediate / Advanced

Who Should AttendThis program is designed for project managers, program managers, portfolio managers business analysts, or functional/line managers, responsible for making business presentations.

Performance Focus Making an effective presentation can mean the difference between business success and failure. Whether you gain the commitment of your colleagues, boss, team, or stakeholders will directly impact your ability to be successful in your job. Those who can clearly and effectively communicate information in a compelling and meaningful way often achieve their desired business and personal goals. Organizations tend to value and reward individuals whose performance exhibits these behaviors.

What You Will LearnYou’ll learn how to:• Clearly state the goal of your presentation to

produce the result you desire• Recognize and analyze the preferred

communication style of your target audience• Construct an opening, body and closing for

your presentation that addresses the preferred communication style of your audience

• Structure a presentation that keeps focused on the overall goal and provides the necessary detail to keep your audience engaged

• Practice presentations in a multiple of formats, and receive constructive feedback, that will immediately help to improve your presentation skills

• Obtain ten effective ways to open a presentation

• Follow an effective 5-step process to close a presentation

• Use a technique, which builds on the key points of your message to ensure your audience is more likely to respond positively to your delivery

• Benefit from tips on delivery, including controlling nervousness, handling questions and maintaining rapport

• Visual aids to support and not detract or replace your message

Course OverviewDay OneConfronting the Task• Understanding the reactions to making

presentations• Identifying the barriers and pitfalls of

presentations• “How bad can it be?” – getting the right frame

of mind• Impromptu speaking

Understanding Your Audience• Identifying your audience’s needs• Understanding communication styles• Analyzing the communication styles of your

audience• Practicing with different styles

Planning/Organizing Your Presentation• Clarifying and developing the goal of your

presentation• Applying your audience analysis• Coordinating and ordering your content• Checking the language• Structuring the presentation into:• Opening• Body• Closing• Practice presentation

Day TwoPractice Review• Feedback and improvements

Ensuring Effective Delivery• Controlling nervousness• Reacting to audience signals• Handling questions• Maintaining audience rapport• Using the power of your voice

Using Visual Aids• The payoffs and pitfalls of using visual aids• Creating effective visuals

Major practice presentation: Practice /Applying What You’ve Learned• Preparation• Delivery• Feedback• Opportunity to put into practice the program

content and receive a video copy

Program Recap and Closing

#5031 / 2 Days CEU Credits: 1.4 / PDU Credits: 14

USD 1295

USD 1595

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Stakeholder Relationship Skills for Project ManagersImprove Your Project Relationships

This course is designed to provide project managers with the ability to:• Analyze the complexities of major stakeholder

relationship categories• Apply the most appropriate interpersonal

relationship skills to the different categories of relationships

• Align the dynamic needs of the stakeholders with a project’s objective throughout the project life cycle



Who Should AttendThis program is designed for functional/line managers, program managers and project managers.

Performance FocusAt the end of the course participants will be able to:• Describe the characteristics of project

relationships as they apply to specific types of stakeholders across the project life cycle.

• Use a relationship-based stakeholder assessment too to analyze and identify ways to improve relationships in projects.

• Apply selected skills from four major families, defined in this course as “Advocacy”, “Leadership”, “Rapport” and “Harmony”, to improve project relationships.

Course OverviewModule 1 – Foundation Concepts• Successful project teams.• Stakeholder relationship skills and project team

performance• Traditional approach to managing stakeholder

relationships

Module 2 – Characterizing Project Stakeholder Relationships• Overview of stakeholder descriptions• Categories of stakeholder relationships• Stakeholder relationships across the Project Life

Cycle• Relationship-based stakeholder assessments.• Stakeholder relationship skill families.

Module 3 – Project Advocacy Skills• Overview of the Advocacy family of relationship

skills• ‘Promoting’ project value• ‘Cracking’ business cultures• ‘Negotiating’ for resources

Module 4 – Project Leadership Skills• Overview of Leadership family of relationship

skills.• ‘Influencing’ the project team• ‘Facilitating’ project team results• ‘Mentoring & coaching’ the project team• Practicing Leadership skills

Module 5 – Project Rapport Skills• Overview of Rapport family of relationship skills• ‘Communicating’ for rapport with clients.• ‘Enabling change’ – the preparation stages• ‘Enabling change’ – the action stages• Practicing Rapport skills

Module 6 – Project Harmony Skills• Overview of Harmony family of skills• Exploring the primary Harmony skills• Networking• Creative problem-solving• Balancing to keep project objectives.• Integrating Harmony skills into the Project

Manager’s repertoire

Recap and Closing• Review of program content• Identification of next steps and measuring

outcomes.

This course is also part of the Advanced Project Management Certification: The Kerzner Approach® to Best Practices (APMC®) curriculum. For more information, turn to pages 22-23.APMC ®



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Project Management ExcellenceProjects are critical to the success of any organization. As such, excellence in project management creates a strong competitive position for companies. World-class practices allow companies to tackle more projects with fewer resources; complete projects faster; get to market sooner; improve quality; improve project outcomes; reduce costs; increase profits; and delight stakeholders.

How does your company achieve project management excellence? Take the first step today by performing an objective organizational project management assessment that is useful for your PMO, advantageous for your senior executives, and beneficial for your project managers – use the Kerzner Project Management Maturity Model (KPMMM) Online Assessment.

Get on the Path to Organizational PM Maturity and ExcellenceOur web-based resource allows you to get the maximum benefits from the tool. Because this tool is available online, it can be used by your employees regardless of their location or the time that they take the assessment so that there is no disruption to their daily work. The tool’s clean interface is easy to understand and simple to use. Information is secure and password protected.

The assessment tool’s computerized scoring also means that getting results is instantaneous and accurate. There is no need for manual calculations, cumbersome paperwork, and the delays associated with traditional paper-based assessments. Reports are readily available with just clicks of the mouse!

The Kerzner PM Maturity Model Maturity models are descriptions of the way organizations mature by moving through a set of stages or levels. At each level, there are specific characteristics that define the way the organization operates and the state of its process. In project management, maturity relates to degrees of visibility, consistency and control. As a rule, the more mature an organization is, the better and more consistently it performs.

With IIL’s Web-based tool, your company is taking the first step toward excellence in project management. Our assessment framework is based on Dr. Harold Kerzner’s five-level project

management maturity model. Several years in development, the PMBOK® Guide – Third Edition aligned Kerzner maturity model is the result of real-life application within a number of world-class organizations including the top software company in the world, one of the leading financial services organizations, diversified global conglomerates and many others. Dr. Kerzner is widely regarded as one of the world’s most knowledgeable authorities on project management strategies and methodologies.

The Kerzner Approach®: The Kerzner Project Management Maturity Model

Kerzner Project Management Maturity ModelAssess Your Organization with IIL’s Web-Based PM Maturity Tool

At each of the staged-levels in the KPMMM, our tool will calculate your results and display how you performed. You will have access to a breakdown of your organization’s and individual project manager’s scores, how you stack up against others in the industry, and how you compare to all others who have taken our assessment.

Armed with this information, you will then be provided with actionable high-level recommendations to improve project management excellence to give you an edge in the marketplace and advance the professional development of your project managers.

Within each of the five levels are a series of multiple choice questions totaling 183 spanning common language, common processes, singular methodology, benchmarking, and continuous improvement.

The questions have been carefully designed to provide meaningful assessment results to a broad range of industries and project management experience. At the end of each level, your scores are instantly scored, tabulated, and analyzed.

Ready to Learn More?Contact Christian Damiba, PMP, IIL’s Director of Methodology and Assessment Solutions at [email protected] or +1-212-515-5150 to learn how we can help you achieve project management excellence.

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

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

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

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

IIL’S PM BASICS™ has revolutionized the way organizations are pursuing project management. This on-demand course is the most cost-effective way to train one or a multitude of employees to use a proven project management methodology.

You’ll see immediate results -- project managers fluent in the skills needed to initiate, plan, execute, control and close a continuous stream of successful projects.

Key Benefits and Features

• Covers all five Project Management process groups of the PMBOK® Guide – Third Edition including initiating, planning, executing, monitoring & controlling, and closing

• Presents PMBOK® Guide – Third Edition aligned terminology and approach

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

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

• Includes real-world case studies and exercises to ensure increased retention

• Features a friendly and easy-to-use browser-based interface allowing for easy access and toggling to the topics you choose

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

• Gives a comprehensive, content-rich curriculum of material in just 12 hours -- and is comparable with what you would learn during a 2-day instructor-led course

• Upon successful completion of a post-course test, participants are awarded a Certificate of Completion, 1.2 Continuing Education Units (CEUs), AACE CREDIT recommendation: Undergraduate: 1 credit hour, and 12 Professional Development Units (PDUs)

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

Note:In addition to the standard PMI® requirements, you should have a minimum of 15 hours dedicated training before using PMP® Prep Pac.

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

PM BASICS™

USD 495* / CEU Credits: 1.2 / PDU Credits: 12

* Corporate discounts available. Contact your local IIL company for international pricing

PM BASICS™ Project Management Fundamentals at Your Fingertips

Simply stated, PM BASICS™ is the best on-demand course ever developed for learning the fundamental

principles and processes of project management.

Harold Kerzner, Ph.D.

Authored by PM expert George Pitagorsky, PMP − Senior Advisor of Enterprise Solutions

PMP® PREP PAC

The 3 Steps to Passing the PMP® Exam!If you are ready to become PMP certified - gear up with this Web-based trilogy:

This bundle: USD 945 PMP®, IIL or allPM member Price: USD 845*CEU Credits: 2.4 (Total) / PDU Credits: 12

1 PM BASICS™ Online On-Demand Course (12 hours)Authored by George Pitagorsky, PMP

CEU Credits: 1.2 / PDU Credits: 12 Price (if purchased individually): USD 495

2 PMP® Prep Online On-Demand Course (12 hours)This workshop is kept up to date with the framework of knowledge outlined by the Project Management Institute’s PMBOK® Guide – Third Edition.

The course includes a comprehensive workbook and a sample examination. Each module includes Study Tips and Topics to Know for the PMP® exam.

CEU Credits: 1.2Price (if purchased individually): USD 750

3 Project Management IQ® CD-ROM (15 hours)The PMP® exam is tough! Only Project Management IQ® has been proven to provide the comprehensive help and assistance you need to ace the exam.

Just ask any PMP®. Chances are Project Management IQ® was instrumental in their preparation and subsequent success. Version 9.3 is better than ever!

Price (if purchased individually): USD 549

*Use Discount Code PRPKCG

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

Motivating. Engaging. Effective.IIL has developed a project management learning engagement that translates our best-in-class Project Management Certificate course into a self-directed, practical and visually appealing learning experience—available right from the desktop.

Using a team of creative designers, subject matter experts and eLearning specialists, we have created a state-of-the-art learning program that “prepares, shows, instructs, challenges and praises” project professionals through all the tenets necessary for managing projects within deadlines,budgets and stakeholder expectations. The result—learners will be empowered to plan, control, and monitor projects to successful outcomes.

The Project Management Certificate Program (On-Demand Version) motivates learners with engaging graphics, interactive activities, knowledge checks, PMP® exam tips, quick quizzes, helpful hints, and scenario-based simulations that allow the learner to apply knowledge to their workplace environments.

Dynamic Learning ApproachComprised of 11 Modules and 28 Lessons, the program is designed to be used in either a linear or non-linear path. Our instructional design provides multiple paths to explore critical content and multiple means to engage the learner. Need to refresh a specific skill? Need critical information related to your project? Toggle to any lesson or take the straight path from Project Integration Management through to Project Communication Management.

Custom SolutionsIIL will work closely with each client to develop a learning solution specifically designed to meet precise business objectives, unique learning objectives and cultural needs. Our team partners with yours to identify and deliver a creative learning solution that will deliver the most impact to learners and return on your training investment.

The Learning MethodologyThe Project Management Certificate Program (On-Demand Version) was built upon the fundamental learning methodology of Cognitive Apprenticeship. There are five scaffolding steps in our learning model.

PurposeThis section will underscore the reason why a given topic area is relevant and meaningful to the participant. It will address questions such as “Why should I learn about Project Management?” This will also provide the foundational learning required to build a deeper and richer understanding of the topic presented.

Application & PracticeParticipants will be exposed to the key principles that drive the topic area. This understanding will be developed by an expert-guided review of the business strategies that drive the topic. In essence, these elements will give the participants the strategic building blocks necessary to apply to the practice of successful Project Management.

At Work and in PracticeParticipants will actively engage in exercises that challenge them to apply the strategic learning to real world situations. These exercises will reinforce the strategic concepts in addition to providing tools and techniques that can be applied to the job immediately.

Apply What You’ve LearnedParticipants will be tasked to demonstrate mastery of topics in a variety of work problems. These problems will ensure that the participant can think beyond the specific learning-by-doing tasks and therefore be able to apply the learnings across a greater range of scenarios in the future.

RecapParticipants will finalize knowledge transfer through testing.

1. Project Integration Management1.1 Develop Project Charter and Preliminary Project

Scope Statement1.2 Develop Project Management Plan1.3 Project Execution, Monitor & Control Project

Work, and Integrated Change Control1.4 Close Project

2. Project Scope Management2.1 Scope Planning2.2 Scope Defi nition and Create Work Breakdown

Structure (WBS)

2.3 Scope Verifi cation & Scope Control

3. Project Time Management3.1 Schedule Development Overview and Activity

Defi nition3.2 Activity Sequencing, Activity Resource Estimating

& Activity Duration Estimating3.3 Schedule Development – Critical Path Method

(CPM), Duration Compression

3.4 Critical Chain

4. Cost Management4.1 Cost Estimating and Cost Budgeting4.2 Cost Control

5. Project Control5.1 Integrated Project Control5.2 Earned Value Management

6. Project Human Resource Management6.1 Human Resource Planning and Acquire Project

Team

6.2 Develop Project Team and Manage Project Team

7. Project Risk Management7.1 Risk Planning & Risk Identifi cation7.2 Qualitative and Quantitative Risk Analysis7.3 Risk Response Planning, Monitoring and Control

8. Project Quality Management8.1 Quality Planning Process8.2 Quality Assurance & Control Process

9. Project Procurement Management9.1 Plan Purchases and Acquisitions, and Plan

Contracting9.2 Request Seller Responses and Select Sellers9.3 Contract Administration and Contract Closeout

10. Project Communications Management10.1 Communications Planning & Information

Distribution10.2 Performance Reporting & Manage

Stakeholders

11. Professional Responsibility11.1 Professional Management & Professional

Responsibility

Curriculum

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

Reinforcing knowledgeKey learning points are highlighted and summarized throughout the program.

Learning made fun“A picture is worth a thousand words”. The program embraces this principle to engage the user, enhance learning and make it fun.

Problem-based learningThe program contains ample opportunity for “learning by doing”. Interactions include: Quick Quizzes, Knowledge Checks, Drag and Drops, Scenario Based Simulations and more.

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

PMBOK® Guide – Third Edition aligned contentThe program covers the 9 Knowledge areas and 5 process groups, includes PMP® Exam Tips and addresses PM Inputs, Tools and Techniques and Outputs.

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

Dynamic Learning ApproachThe program is designed to be used in either a linear or non-linear path.

Motivating. Engaging. Effective.Participants will actively engage in exercises that challenge them to apply the strategic learning to real world situations. Visit www.iil.com/pm/ondemand for a demo

The Project Management Certificate Program(On-Demand Version)CEU Credits: up to 4.5 / PDU Credits: up to 45

Pricing* (Full Course - 270 day access)Single User USD 175020-99 USD 1650 per person100-199 USD 1550 per person200-299 USD 1450 per person300-399 USD 1350 per person400-499 USD 1250 per personOver 500 USD 1100 per person

Pricing* (by Individual Module)1. Project Integration Management USD 1952. Project Scope Management USD 1953. Project Time Management USD 1954. Cost Management USD 1955. Project Control USD 1956. Project Human Resource Management USD 1957. Project Risk Management USD 1958. Project Quality Management USD 1959. Project Procurement Management USD 19510. Project Communications Management USD 19511. Professional Responsibility USD 50

* Corporate discounts available. Contact your local IIL company for international pricing

To Learn More

• To find out more about the Project Management Certificate Program (On-Demand Version), custom options, or to schedule a preview call us at +1-212-515-5150 or email [email protected]

• View a demo of the On-Demand Project Management Certificate Program at www.iil.com/pm/ondemand

Optional Supporting Materials and Services

1. Project Management: A Systems Approach to Planning, Scheduling and Control, 9th edition, by Dr. Harold Kerzner. USD 75.00

2. A Guide to the Project Management Body of Knowledge, 3rd edition, by Project Management Institute. USD 49.95

3. Project Management IQ® CD-ROM with over 1200 questions (study mode and exam mode), A Guide to the Project Management Body of Knowledge, 3rd edition and Project Management: A Systems Approach to Planning, Scheduling and Control, 9th edition. USD 549.00

A Guide to the Project Management Body of Knowledge PMBOK®

Guide – Third Edition is copyrighted material of, and owned by, the Project Management Institute Inc. (PMI), ©2004. PMI®, PMP®

and PMBOK® are registered trademarks of the Project Management Institute, Inc. registered in the United States and other nations.

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A Roadmap To Project Success Do you have the right solutions to consistently deliver projects on time and within budget? Whether you need to continually improve project performance or maximize the effectiveness of a project management initiative, we understand the challenges project managers face in today’s competitive business environment. That’s why companies around the world leverage our expertise to transform the way they do business.

International Institute for Learning, Inc. (IIL) Unified Project Management® Methodology (UPMM™) is a suite of knowledge management tools that incorporates a complete project management methodology. This intelligent approach helps drive project management excellence and improves the success of projects.

The UPMM suite of tools includes:

(available as a host-based solution) UPMM Standard Edition is a complete, mature, and effective project management knowledge resource for project managers to advance the success of their projects. This hosted, web-based tool is accessible anytime, anywhere and offers 100s of templates, examples and guidelines to foster just-in-time learning.

(available as a host-based solution) UPMM Professional Edition allows project managers, project teams, and PMOs to completely customize the methodology, templates and best practices. This hosted, web-based tool enables you to capture, catalogue and distribute lessons learned, best practices, common processes, procedures and knowledge to improve performance.

(available as a server installation) UPMM Enterprise Edition is a robust and scalable solution that addresses the full range of project

management knowledge, this includes: portfolio management, program management, and performance methodology. By accessing UPMM capabilities as a managed service you will receive continuous updated best practices and gain exposure to every aspect of project management knowledge. This tool may be used as a central repository for a company’s project management knowledge to archive and to learn from its experiences, and issue updates on company best practices, policies and procedures.

Access Knowledge Anytime, AnywhereFlexible and dynamic, the UPMM web-based solutions include proven project management expertise delivered right to your desktop. The PMBOK® Guide aligned knowledge base guides you through your projects from start to finish and offers the ability to review lessons learned.

Each of these comprehensive tools provides templates, examples, guidelines, procedures, policies, best practices, process models and other valuable knowledge required to support consistent and effective performance.

The benefits and business value of the UPMM suite:• Practical guide to project management that enables

project management professionals to follow a standard and effective approach, with minimal effort, achieving consistency and completeness.

• Minimized time by providing all the knowledge required to manage projects.

• ROI realized through improved rate of project success.

• Hosted solution that does not require server, disk space, installation IT staff.

• Qualified subject matter expert available to answer project management related questions.

• Complete and scaled project management methodology that saves time and effort in methodology development and deployment.

Unified Project Management® Methodology Software SuiteAn Adaptable Tool for Consistent, Repeatable Processes

TM

Obtain hundreds of document templates, check-lists and guidelines

Link to detailed process step screens

Use your company-specifi c Project Type Selection Wizard

Follow the exact PMBOK® Guide Interactive Process

Standard Edition

Professional Edition

Enterprise Edition

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Unified Project Management® Methodology (UPMM™) is registered, copyrighted and owned by International Institute for Learning, Inc., © 2001-2009.

This version of UPMM™ is a derivative work of A Guide to the Project Management Body of Knowledge PMBOK® Guide - Third Edition. A Guide to the Project Management Body of Knowledge PMBOK® Guide - Third Edition is copyrighted material of, and owned by, the Project Management Institute Inc. (PMI), © 2004. This product has been developed and reproduced with the permission of PMI.

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

Unified Project Management® Methodology Software SuiteAn Adaptable Tool for Consistent, Repeatable Processes

Unified Project Management® Methodology (UPMM™)

Pricing*

UPMM™ Standard Edition USD 595 (Yearly Renewal Fee USD 95)

UPMM™ Professional and Enterprise EditionsPlease contact us for more information and pricing.

* Contact your local IIL company for international pricing

Contact Us

• For more information about the UPMM™ suite of tools and to learn how you can immediately leverage these solutions, please email us at [email protected] or visit www.iil.com/pm/upmm.

• Visit www.iil.com/pm/upmm for an automated demo or for technical details about UPMM™

Visit www.iil.com/pm/upmm to learn more

UPMM suite core features for driving better performance and efficiency include:

• Step-by-step guide to project management, navigable by process or knowledge area.

• Interactive, visual, and complete process diagrams and steps scalable for three levels of project complexity.

• Excellent training resource – contains entire PMBOK® Guide and access to guidelines and tutorials for every step in the process.

• Hundreds of templates and tied to each step of the process – each with instructions and multiple examples for use in transferring and reusing best practices.

• Glossary – includes the entire PMBOK® Guide and IIL terminology – fully customizable for Professional License.

• An open system that integrates with other project management systems and applications (e.g., Microsoft® Office Suite).

• Online coaching and project management consulting through PM Mentor and FAQ management.

• Full project management knowledge base complete with IIL content and PMI PMBOK® Guide – in Professional and Enterprise editions fully extensible for use as a vehicle for best practices, and lessons learned.

Delivering ValueIIL is committed to keeping your business requirements at the forefront of everything that we do. We deliver value through our products, educational services, and consulting solutions. The IIL Team is always available to support all of your IIL investments. By teaming with IIL you can leverage our expertise to help advance your projects.

TM

Features Standard Professional Enterprise

Customizable?No – Read and

Download Access only

Yes – with tools to customize all content

and diagrams

Yes – with tools to customize all content

and diagrams

Scaled Methodology Types

PMBOK® Guide Methodology Yes Yes Yes

Small PM Methodology Yes Yes Yes

Medium PM Methodology Yes Yes Yes

Large PM Methodology Yes Yes Yes

Methodology Components

Interactive Process Diagrams Yes Yes Yes

Step Detail Screens Yes Yes Yes

Templates Yes Yes Yes

Template Instructions and Examples Yes Yes Yes

PM Knowledge Library Yes Yes Yes

PM Glossary Yes Yes Yes

Administrator Portal

Create and Edit PM Process No Yes Yes

Create and Edit PLC Processes No Yes Yes

User Administration No Yes Yes

Diagram Editor

Edit/Create PM/PLC process diagrams No Yes Yes

Additional Tools

My Projects – a project status tracker Yes Yes Yes

PM Mentor – online coaching & Q&A Yes Yes Yes

My Profi le – Personal preferences Yes Yes Yes

Integration with MS Project Yes Yes Yes

Resides on Client’s Server No – Hosted by IIL No – Hosted by IIL Yes

UPMM Suite of Knowledge Management Tools Features & Functionalities

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In our fast-paced global environment, quick response to shifting business needs is the key to success. To thrive in this dynamic environment, industries are investing more in defi ning project management career paths and competency models aligned with high-impact, results-oriented training and development interventions.

Using Assessments to Identify Training NeedsDefi ning and measuring relevant competencies of project managers is one area that has become especially pertinent to many organizations. Accurate assessment of an organization’s project management skills will enable senior management to identify areas of strength and opportunity, create development plans, measure performance against a set of well-defi ned metrics, and measure the effectiveness of improvement efforts.

In response to this need, IIL has developed the fl exible, web-based 360° Project Management Competency Assessment tool for measuring and evaluating employee’s project management skills and competencies.

Improve Your Project Management Training ROIThe 360° Project Management Competency Assessment will help managers and their employees assess skill gaps, identify skill areas for development, and map those areas into a specialized training plan.

Benefi ts to Employees• Broadens awareness of one’s own skills and

gaps• Helps validate and refi ne career path defi nition• Defi nes the requirements of the current role

Benefi ts to Managers, Trainers, HR• Reveals hard to discover skill gaps• Guides development efforts and decision

making • Assists in measuring the effectiveness of

competency development interventions• Provides accurate data to improve team

member selection and resource allocation

Benefi ts to the Organization• Use it as a strategic planning tool for learning

about individuals and how they can improve their skills and thereby enhance their contribution to your organization

Product Highlights• IIL’s Competency Framework The tool measures the target populations’

knowledge and expertise based on fi ve domains and 27 competencies. The model is based on IIL’s Subject Matter Expertise and incorporates elements from PMI and IPMA.

• Profi ciency Levels There are fi ve behavior-based profi ciency levels

defi ned in the model: No knowledge, Basic understanding behaviors, working experience behaviors, extensive experience behaviors, and SME depth and breadth behaviors.

• Assessment of Competencies The framework is comprised of one statement

with fi ve answer options for each of the 37 competencies. The answers are written as statements to assist in self-identifi cation.

• End-User Report: Individual results lead to organizational benefi ts

Once the assessment results have been compiled, an individual assessment report will be generated.

360º Project Management Competency Assessment (360º PMCA™) Web-based Tool for Identifying and Assessing Training Needs

SecureOur data is housed in a SQL Server 2005 cluster, hosted by RackSpace, a world-class hosting partner. Our hosting agreement includes 24/7/365 monitoring, intrusion detection, and managed updates to ensure the latest security updates are applied rigorously.

Introducing the 360° Project Management Competency Assessment (360° PMCA™)

Easy to DeployIIL’s 360° Project Management Competency Assessment is designed for easy use and maximum accessibility by the widest number of users. The application does not require users to download additional software or plug-ins beyond those normally used by an internet browser.

Actionable ResultsAssessment results and analysis provide the foundation for individual and organizational action. Insight will be gained to: improve the effectiveness of PM training and development, develop individual career guidance plans, match the right people to the right projects, and more. The result – increased organizational project management profi ciency and maturity.

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NOTE: Each participant can have up to 4 raters (plus the self-assessment). For re-assessment pricing, the following elements must remain constant: participant profi le info; competency statements, profi ciency levels, domains and target setting.

RegionSet-Up Fee Price/Participant (Initial Assessment) Re-Assessment

Flat Rate 1-50 51-100 100-300 301+ Per Participant

North America

USA USD 1500 USD 195 USD 175 USD 155 USD 135 USD 95

Canada CAD 1600 CAD 205 CAD 183 CAD 163 CAD 142 CAD 100

EMEA

FinlandFranceGermanyHungarySpain

EUR 1200 EUR 165 EUR 145 EUR 125 EUR 115 EUR 85

U.K. GBP 850 GBP 115 GBP 105 GBP 85 GBP 75 GBP 55

Latin America

Mexico MXN 14050 MXN 1830 MXN 1650 MXN 1450 MXN 1250 MXN 890

Brazil BRL 2220 BRL 290 BRL 260 BRL 230 BRL 200 BRL 140

Asia Pacifi c

Singapore SGD 2285 SGD 295 SGD 265 SGD 235 SGD 205 SGD 145

China CNY 7920 CNY 1030 CNY 925 CNY 820 CNY 715 CNY 500

Hong Kong HKD 11695 HKD 1520 HKD 1360 HKD 1205 HKD 1050 HKD 740

Japan JPY 189450 JPY 26050 JPY 23380 JPY 20705 JPY 18035 JPY 13420

India INR 42740 INR 5555 INR 4990 INR 4,415 INR 3845 INR 2705

Project Management Competency Assessment (360° PMCA™)

Learn More• Christian Damiba, PMP, Director, On-Demand Products

and Programs at +1-212-515-5150 or [email protected] for more information about the 360° PMCA™ or to schedule a live guided tour.

Client PC requirements• Internet connection of at least 56.6 kbs or DSL

• 256 MB of RAM

• 1024 x 786 Screen setting and “True Color” (32 Bit)

• Windows XP or later, and Internet Explorer 6.0 + or Firefox 1.0 + with JavaScript enabled.

• The user must have Excel 2003 installed to view their end-user report.

360º Project Management Competency Assessment (360º PMCA™) Web-based Tool for Identifying and Assessing Training Needs

CustomizationIIL’s 360° Project Management Competency Assessment can be customized to meet your organization’s needs and objectives. The following custom elements are included in the set-up fee:

• Participant Welcome PageCustom text message, Branding/Logo

• Rater Welcome PageCustom text message, Branding/Logo

• Participant Profi le InformationCustom attributes. Examples are: Job Grade, Location, Business Unit, etc.

• Participant Rater Invite FieldsRater types can by customized. Examples of the types of Raters are: Manager, Supervisor, Client, Peer, Team Member, Vendor

• Rater Invite eMailCustomizable elements of the automated eMail are: Invitation text, URL to access the assessment.

• Consolidated Individual Assessment Report—Target ScoresTarget score is created for each target population and defi nes the expected profi ciency level per competency statement.

• Consolidated Individual Assessment Report Branding/Look and FeelThe generated report can be customized to include client’s logo; the color palette can be adjusted.

• Status DashboardAllows the customer to monitor who was invited to complete the assessment, who has completed the assessment, who has not, etc. In addition, the individual end-user assessment reports are housed on the dashboard for pickup by a client administrator who can then email or send hard copy of reports directly to respective participant.

• Reports- Initial Assessment: Customer will receive average

score per attribute that is captured at the Participant Profi le Information Screen.

- Re-Assessment: Customer will receive gap/comparison reports.

• Additional Custom Options Development of a custom competency framework

(competencies, domains and profi ciency levels), setting Target Profi ciency Levels for target populations, and custom adhoc reporting and analysis

Pricing

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Cindy Lewis (MBA, PMP, MCITP) is Director, Microsoft EPM Training and Consulting of Microsoft® EPM at IIL. Her project management experience covers numerous IT projects specializing in company-wide systems implementation and corporate learning centers. Cindy has also been a respected

adult educator for over 15 years and a world-wide speaker on Microsoft® Project at numerous PMI® and Microsoft® events. Recently she was selected as a subject matter expert by Microsoft® to help create the exam objectives and co-author the official courseware for the new professional certification: Enterprise Project Management with Microsoft® Office Project Server 2007. She is actively involved in MPUG and the Western Michigan Chapter of PMI®, where she served on the board numerous times including VP of Education.

John Winter (B.Ed., Dip.Ed., R.S.A.) is the Vice President responsible for Program Development at IIL. Since 1987, he has worked in the learning and development functions of financial, multinational organizations, both in the United States and United Kingdom. John’s work has ranged

across diverse topics, from developing and coaching individuals’ interpersonal and leadership skills to implementing enterprise-wide change initiatives. He has also led and successfully grown a corporate university for a major Fortune 100 Company. John received his Bachelor’s degree in educational theory and practice from the University of London. He is also the recipient of the prestigious British Royal Society of Arts’ Diploma for the Use of Computers in Education.

Harry Rever (MBA, CSSBB, CQM, CQC, PMP) is Director of Lean Six Sigma for International Institute for Learning. He has over seventeen years experience in the field of process improvement, Six Sigma, Project Management, and training. Harry is a dynamic presenter and practitioner of Six

Sigma and Project Management and frequently presents at conferences and seminars across the country. He currently authors a monthly column, “Ask Harry” on the allPM.com website. He is especially adept at applying multivariable testing to service processes to determine what improvement ideas actually do help results. Harry is a member of PMI® and a senior member of ASQ.

Anne Foley (Master Black Belt and PMP) is Director of Lean Six Sigma, International Institute for Learning, Inc. Prior to joining IIL, Anne served as a Master Black Belt at General Electric Travel Center where she successfully completed over 16 projects, mentored black belts and conducted black belt and green belt

training for five plus years. She also worked with Six Sigma Academy. Anne is a member of ASQ and PMI®.

Rodolfo Ambriz (Civil Engineer, PMP) is Managing Director of IIL Mexico, S.A. de C.V., responsible of corporate business in Latin America. He has extensive experience in project management consulting and training, mostly in large projects in Mexico as well as in other Latin America countries. He was

President of the PMI® Mexico Chapter in 1998 and 1999, PMI® Latin America Director of Regional Advocacy 2002, PMI® PMBOK® Guide - Third Edition Spanish translation committee member, speaker and panelist in different PMI Global Congresses, and currently REP Advisory Group Member since 2005. He is also professor in La Salle University in Mexico City.

Harold Kerzner (Ph.D., MS, Engineering and MBA) is Senior Executive Director with International Institute for Learning, Inc. and Professor of Systems Management at Baldwin-Wallace College. He is an expert in the areas of project management, total quality management, and strategic planning.

Dr. Kerzner is the author of the best-selling textbooks: Project Management: A Systems Approach to Planning, Scheduling, and Controlling, now in its ninth edition, In Search of Excellence in Project Management, Applied Project Management, and Strategic Planning for Project Management Using a Project Management Maturity Model.

The outstanding quality of our faculty serves as a hallmark of IIL, distinguishing us in our profession. Our cadre of international trainers represent over 75 countries and are the elite in terms of extensive industry background as well as practical classroom experience.

IIL clients can count on us for trainers who consistently deliver measurable value. IIL program evaluations point overwhelmingly to the excellence with which our training staff communicate real-world knowledge based on multi-industry work experience. And the sense of fun and discovery they impart to their classes is also evident. We recognize − and deliver on − the need for training to have an impact on individual students so they are prepared and motivated to apply what they have learned into the workplace. Beginning with Dr. Harold Kerzner, Senior Executive Director who joined at IIL at its inception, our commitment to trainer excellence extends to everyone of our more than 300 educators worldwide.

IIL’s

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www.iil.com/about/faculty

On the Web, comprehensive and 100% FREE!

International Institute for Learning, Inc. is proud to own and operate one of the world’s most widely utilized Web Portals designed exclusively for project managers.

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

It’s totally free!

Log in and you’ll have instant access to an ever-expanding and continually updated resource.

See for yourself why project managers all over the world are making allPM.com their default home page.

Become a Member Today! Visit allPM.com

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

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

Give it a try! Visit allPM.com

ly free!

and younually u

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why project managers all over the worldm their default home page.

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IIL Publishing, New York is committed to producing the very best in Project and Portfolio Management, Microsoft® Excel, and other related trade and business books.

Our mission is to deliver quality publications that enable individuals to achieve outstanding performance in their professional lives. These books can be used on a day-to-day basis and are published in “take anywhere” size formats. Written by authors who are experts in their fi eld, you will fi nd these books to be clear, concise and handy reference tools that can be used to discover and explore a wide variety of business topics.

They are conveniently sold through the IIL Bookstore and well-known venues such as Amazon, Barnes & Noble and Borders. eBook editions are available at powells.com, diesel-ebooks.com, booksonboard.com and ebookmall.com.

Additional Titles Available from IIL Bookstore

Using the Project Management Maturity Model: Strategic Planning for Project Management, 2nd Ed.Harold Kerzner, Ph.D.USD 65.00

Project Management:A Systems Approach to Planning, Scheduling and Controlling 9th Ed.Harold Kerzner, Ph.D.USD 75.00

Project Management Best Practices: Achieving Global Excellence Harold Kerzner, Ph.D.USD 75.00

IIL Publishing and IIL BookstoreHelping Professionals Reach New Heights

IIL P

ublis

hing

www.iil.com/publishingwww.iil.com/publishing

The Power of Acknowledgment

Judith W. UmlasUSD 14.95

Project Portfolio Management Tools and Techniques

Parviz Rad, Ph.D., PMP and Ginger Levin, D.P.A., PMP USD 19.95

The Zen Approach™ To Project Management: Working from Your Center to Balance Expectations and Performance

George Pitagorsky, PMP USD 19.95

This isn’t Excel, it’s Magic! 2nd Edition

Bob Umlas, Microsoft® Excel MVPUSD 14.95

IIL Publishing Titles

Visit www.iil.com/bookstore for more information about these books and for a complete list of titles

Dynamic Scheduling with Microsoft® Offi ce Project 2007Rodolfo AmbrizUSD 64.95

Positive Leadership In Project ManagementFrank Saladis, PMP

Value-Driven Project ManagementDr. Harold Kerzner and Frank Saladis, PMP

Project Management Best Practices, 4th Edition Dr. Harold Kerzner and Frank Saladis, PMP

Coming Soon!

*For international pricing please contact your local IIL Company

What Executives Need to Know about Project ManagementDr. Harold Kerzner and Frank Saladis, PMP

What Line Managers Need to Know about Project ManagementDr. Harold Kerzner and Frank Saladis, PMP

IIL Salutes Scot Hanley, PMP, MCP

2008 Kerzner International Project Manager of the Year™

Scot Hanley PMP, MCPVP- Director Professional Services

Synovus Financial Corp.

The Kerzner International Project Manager of the Year™ Award was established by IIL in 2006 to recognize project managers and their important

contributions to organizations of all types, including business, government,

community, and not-for-profi t. The award, named in honor of Dr. Harold Kerzner,

a globally recognized expert on project management, total quality management,

and strategic planning, recognizes a project manager who has demonstrated

superior performance, outstanding skills, and innovative project management

techniques.

IIL congratulates the 2008 fi nalists

Jane Christie, PMP, AT&T, Canada; Todd A. Osborn, PMP, John Deere, USA;

Quang Ton, CISM, PMP, Schlumberger Oilfi eld Services, USA; Reggie Brown, PMP,

Imvusa Project Management Solutions, South Africa

Nominations for the 2009 Kerzner International Project Manager of the

Year™ Award are now open!

Learn more at www.iil.com/ipmday2009

“The Kerzner Award has infl uenced me to gain a broader understanding of project management and its

greater potential in business.

It has inspired me to dedicate more of my time to supporting the expansion of project management into

businesses in order to drive value and signifi cant results for any company.

I truly believe that project management creates a sustainable competitive advantage that results in

world-class companies and true leaders.”

IIL Worldwide

IIL World Headquarterswww.iil.comE. LaVerne Johnson, President and CEOLori Milhaven, Executive Vice PresidentBarry Schnell, Executive Vice President110 East 59th StreetNew York, NY 10022, USATel: 800-325-1533 or +1-212-758-0177Fax: [email protected]

IIL Asiawww.iil.com/asia Cathryn Chee, PMP, Managing Director 9 Raffles PlaceLevel 18 Republic Plaza 2Singapore 048619Tel: +65-6823-6800Fax: [email protected]

IIL Australiawww.iil.com/australiaWendy Griffin, Business Development DirectorLevel 39, 2 Park StreetSydney NSW 2000, AustraliaTel: +61 2 9004 7333Fax: +61 2 9004 [email protected]

IIL Brasilwww.iil.com/brasil Tatiana Paiva, Administrative OfficerR. Funchal, 418, 35° andarV. Olímpia São Paulo, SP – CEP 04551-060, BrasilTel: +55 11 3521 7077Fax: +55 11 3521 [email protected]

IIL Canadawww.iil.com/canada Nicol Lorantffy, General ManagerRoyal Bank Plaza, South Tower200 Bay Street, Suite No.3240Toronto, Ontario M5J 2J1, CanadaTel: +1-416-840-5960Fax: [email protected]

IIL Caribbeanwww.iil.com/caribbeanIan Walcott, General ManagerHilton Trinidad ComplexLady Young Road, Port of SpainTrinidad and Tobago, WITel: +1-868-621-2478 or +1-888-311-7732E-mail: [email protected]

IIL Chinawww.iil.com/china Sophie Ma, Managing Director NCI Tower, Suite 1518, 15th Floor12A Jianguomanwai Ave.Chao Yang DistrictBeijing 100022, P.R. ChinaTel: +86-10-8523-3105Fax: [email protected]

IIL Europe (United Kingdom)www.iil.com/europe Jamie Burrows, Managing DirectorRyder Court, 14 Ryder StreetLondon SW1Y 6QB, United KingdomTel: +44-(0)-20-7484-8890Fax: +44-(0)[email protected]

IIL Finlandwww.iil.com/finland Inna Halminen, Managing Director World Trade Center HelsinkiAleksanterinkatu 1700100 Helsinki, FinlandTel: +358-9-6969-3636Fax: [email protected]

IIL Francewww.iil.com/france Jennifer Sabine, PMP, Managing Director54/56, Avenue HocheParis 75008, FranceTel: +33 (0) 1 56 60 50 46Fax: +33 (0) 1 56 60 56 [email protected]

IIL Germanywww.iil.com/germany Martina Matas, General ManagerFrankfurter Welle, An der Welle 4D-60322 Frankfurt am Main, GermanyTel: +49 (69) 75 93 71 40Fax: +49 (69) 75 93 74 [email protected]

IIL Hong Kongwww.iil.com/hongkong Jenny Ku, General ManagerCentral Plaza, 35 FL - Suite 1218 Harbor Road, WanchaiHong Kong, ChinaTel: +852-2593-1128Fax: +852 [email protected]

IIL Hungarywww.iil.com/hungary Jennifer Sabine, PMP, Managing Director54/56, Avenue HocheParis 75008, FranceTel: +33 (0) 1 56 60 50 46Fax: +33 (0) 1 56 60 56 [email protected]

IIL Indiawww.iil.com/india Apoorva Segu, Business Development DirectorReheja Towers - Level 9MG Road, Bangalore 560001Karnataka, IndiaTel: +91 80 41800752Fax: +91 80 [email protected]

IIL Japanwww.iil.com/japan Toshi Hirano, General Manager15 F Tokyo Banker’s Club Bldg. 1-3-1 Marunouchi, Chiyoda-kuTokyo, 100-0005, JapanTel: +81 3 3216 7300Fax: +81 3 3216 7210 [email protected]

IIL Méxicowww.iil.com.mx Rodolfo Ambriz, PMP, Managing DirectorPrado Sur 240-303, Lomas de ChapultepecCiudad de Mexico, C.P. 11000, MéxicoTel: (52 55) 55 40 05 45Fax: (52 55) 55 40 05 [email protected]

IIL Spainwww.iil.com/spain Cristina García de la Santa, Managing DirectorPuerta de las NacionesRibera del Loira 46, Oficina 51128042 Madrid, SpainTel: +34-(0)-91-503-0210Fax: +34-(0)[email protected]

IIL Global Distribution Centerwww.iil.comSteve Osborn, Executive Vice President611 13th StreetMonett, MO 65708, USATel: +1-417-236-0992Fax: [email protected]

iil catalogue 2010

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Transcript of iil catalogue 2010