Public Training Calendar (March 2010)
Projacs TDG is offering the following course(s) during March 2010:
(ADDS 113) ÇáÓßÑÊÇÑíÉ ÇáÇÏÇÑíÉ æäÙã ÇáÇÑÔÝÉ
Cairo (*, Egypt)
3 March - 11 March
íåÏÝ åÐÇ ÇáÈÑäÇãÌ Åáí ÇØáÇÚ ÇáãÔÇÑßíä Úáì ÇáÍÏíË Ýí Úáã ÇáÓßÑÊÇÑíÉ æ ÅÏÇÑÉ ÇáãßÇÊÈ
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(38/2010) Claims, Counterclaims & Disputes: Principles, Analysis & Assessment – Certified Program
Doha (*, Qatar)
7 March - 11 March
In this 5-day course you will analyse the issues when a dispute arises during construction and examine its time and cost impacts on a project, thus preventing the dispute from becoming a claim. It is very important that a more cost-effective procedure be put in place to resolve such disputes amicably by the parties before project close-out. You will also learn how to deal with contract claims since most projects are modified and changes are made within and outside the scope of work, in some instances delaying or accelerating the pace of work, which may result in a claim if the dispute is not settled. This course is designed to provide expert, practical information and advice for the parties to analyse and understand the issues that arise when a claim is made, how to prepare and negotiate a settlement, and produce a counterclaim if needed. The course will help you to resolve such claims in a more effective manner and avoid lengthy and expensive litigation. It will also deal with the situation where arbitration and litigation are resorted to. A variety of case studies will be presented.
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(ADDB 101/10) Uninterruptible Power Supply (UPS): Selection, Installation, Maintenance & Operation
Manama (Manama, Bahrain)
7 March - 11 March
Need & Benefit:
Due to the rabid increase of the electronic equipment and the high level of harmonics in the power network, the need for getting free of harmonic power became necessary.
The purpose of this course is to provide guidance to facilities engineers and supervisors in selecting, installing, and maintaining of UPS systems after the decision has been made to install it.
The understanding of the operation, maintenance and testing of the UPS system, is required for those working at command, control, communications, computer, intelligence and similar applications.
Course Objectives:
The objectives of this course are identifying the need, selecting, installing and maintaining the UPS system.
This includes: Theory and principles, design and selection, installation, operation, maintenance, testing and troubleshooting of UPS types.
Operation and maintenance of batteries is essential part of the course
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(ADDQ 105/10) The PMO - The Project Management Professional Program
Doha (*, Qatar)
14 March - 16 March
Project Management, has now become a profession in which the process of managing change is through well structured management systems that employ tools specifically designed to deal with identifying and delivering project success.
The Project/Programme Management Office (PMO) is one of the fastest growing concepts in project management today, as it is key to effective implementation of project management across the organisation. Effective PMOs come in varying shapes and sizes, from simple support offices to full centres of excellence.
This course will enable the participants to anticipate as well as answer the questions associated with the creation of a PMO, from benefits to barriers to alignment with strategic business objectives and to develop the framework for a successful implementation.
This course has been developed by Projacs to provide an in depth understanding and appreciation of the Project Management Office as described in the PMI BoK Edition 4
As markets and project organizations become more dynamic, administrative and technical skills alone are no-longer sufficient to deal with the complexities of modern project undertakings. In recent years.
The Project Management Professional Certification “PMP” awarded by the Project Management Institute “PMI” has become the most sought after certification in the world of project management professionals for those who are practicing project management in their work.
As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management.
This program has been established to provide the attendees with a practical awareness of the process of setting up a PMO for a specific project and a variety of project programme.
The course offers a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The program will offer also a good opportunity for those who are interested to go for the PMP exam where they will be fully acquainted about the process, tricks, caveats and practice of the PMP exam.
Upon the completion of the program, the candidates will be able to:
a/ Understand the concept of the Project Management Office (Organisation).
b/ Understand the basic requirements and functions of the PMO
c/ Appreciate how the PMO can provide significant benefits to the Project Management Process.
e/ Recognise the limitations of the PMO.
f/ Identify Project/Programme Management Office (PMO) capability
g/ Determine the appropriate PMO structure for their organizations
h/ Determine the main PMO functions based on project management support requirements
j/ Recognise and overcome barriers related to PMO implementation
k/ Translate requirements for PMO functionality into distinct roles and responsibilities of PMO staff members using integrated Project Control systems
l/ Create preliminary PMO implementation plan
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(44/2010) Certified Cost Engineer – (CCE Exam Preparation Course) – Certified Program
Dubai (*, United Arab Emirates)
14 March - 18 March
Today’s ever-changing business environment requires new approaches to Cost Engineering Management, which has become an important tool for dealing with time-to-market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no-longer sufficient to deal with the complexities of modern project undertakings. The essential need for cost engineering management practical implementation in the real world and the need of transferring theoretical to practical becomes a great challenge in the real world business which will direct and guide all project management knowledge areas implementation to achieve companies goals and objectives
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(39/2010) Construction Tendering - Preparation, Submittal, Analysis and Award – Certified Program
Doha (*, Qatar)
14 March - 18 March
Contracting today demands a highly-skilled and professional approach. This holds true for design, construction, manufacturing and management service contracts in support of major projects where the technical complexities and commercial risks call for special expertise to create and control appropriate contractual relationships.
The adoption of the right contract strategy to fit the circumstances has a vital role in ensuring the success of the project. Deciding who is best suited to conduct the various parts of the work, and negotiating appropriate contract terms and conditions are important elements of that strategy.
This course is designed to teach the practical techniques and skills involved in contract tendering and awarding which are important contracting processes
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(ADDS 121) ÊØÈíÞÇÊ ÚãáíÉ Ýí ÇáåäÏÓÉ ÇáãíßÇäíßíÉ ÇáÍÏíËÉ
London (*, United Kingdom)
20 March - 12 April
íÞæã ÇáÈÑäÇãÌ ÈÏÑÇÓÉ ÊØÈíÞÇÊ ÚãáíÉ Ýí ÇáåäÏÓÉ ÇáãíßÇäíßíÉ ÇáÍÏíËÉ æÊÞäíÇÊåÇ
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(ADDS 120) ÊßäìáìÌíÇ ÇáÊãíÒ æÇáÅÈÏÇÚ Ýí ÇáÊØìíÑ ÇáÅÏÇÑí æãåÇÑÇÊ ÇáÊÛííÑ ÇáãÓÊãÑ
London (*, United Kingdom)
20 March - 12 April
Ýí Ùá ÇáÈíÆÉ ÇáÍÇáíÉ ÇáãÖØÑÈÉ æÇáãÊÞáÈÉ¡ ÝÇä ÇáãÏÑÇÁ ÇáÐíä íÊãÊÚæä ÈÇÎÊÕÇÕÇÊ æÇÓÚÉ ÎÇÑÌ äØÇÞ ÊÎÕÕÇÊåã íÓÚæÇ ÏÇÆãÇ Åáì ÇáÊÞÏã Ýí æÙÇÆÝåã. áÐÇ ÝÇä åÐÇ ÇáÈÑäÇãÌ ÓíÒæÏ ÇáãÔÇÑßíä ÈãæÇÖíÚ ãÍÏÏÉ Ýí ÃäÙãÉ ÅÏÇÑíÉ ãÎÊáÝÉ. æÃíÖÇ ÓíÊã ÊÓáíØ ÇáÖæÁ Úáì ÊØÈíÞ ÇáÃÝßÇÑ ÇáãÊØæÑÉ áÊÍÞíÞ ÈíÆÉ ÅÈÏÇÚíÉ ÚÇáíÉ (ãäÊÌÉ) ÏÇÎá ÇáãÄÓÓÇÊ æÇáÔÑßÇÊ ÇáÚÇãÉ æÇáÎÇÕÉ.
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(30/2010) Electrical Installations and Power System Dynamics and Control
Al Khobar (Al Khobar, Saudi Arabia)
20 March - 24 March
The scope of this electrical installation training course is to provide the engineers and user of electrical plants with a quick reference, immediate-use working tool. This is not intended to be a theoretical document, nor a technical catalogue, but, in addition to the latter, aims to be of help in the correct definition of equipment, in numerous practical installation situations. The dimensioning of an electrical plant requires knowledge of different factors relating to, for example, installation utilities, the electrical conductors, dynamics and control. This electrical installation course, however, aims to supply, in a single document, tables for the quick definition of the main parameters of the components of an electrical plant and for the selection of the protection devices for a wide range of installations. Some application examples are included to aid comprehension of the selection tables.
During the course, an intensive investigation of the above-explained subjects will be conducted to the trainees. Upon completion of the course the engineer/technician will be fulfilled and understand concept of the management of electrical power system installation, dynamic and control.
The course will be conducted through lectures, presentations, and practical examples through the different sessions
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(42/2010) Construction Site Management and Project Management Professional – Certified Program
Kuwait (*, Kuwait)
21 March - 1 April
This course is designed to systematically cover the subjects vital to training good contract administrators to manage time, cost, documentation, and effective project control. You will also analyse the issues when a dispute arises during the contract administration phase and examine its time and cost impacts on a project, thus preventing the dispute from becoming a claim. Thus it is very important that a more cost-effective procedure be put in place to manage and resolve such disputes amicably by the parties before contract close-out. Contract close-out is a very necessary part of project delivery and should be managed effectively in order to finalise project costs. A variety of case studies will be presented Today’s ever-changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time-to-market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no-longer sufficient to deal with the complexities of modern project undertakings. In recent years, the Project Management Professional Certification from the Project Management Institute “PMI” has become the most sought after certification in the world of project management professionals. To earn PMI’s PMP credential, you must demonstrate the required ‘long term commitment” to project management professionalism and pass a rigorous, 200-question exam covering the five project management process groups and nine knowledge areas in PMI’s Guide to Project Management Body of Knowledge (PMBoK)® 4th edition
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(31/2010) Maintenance Planning, Management and Work Control
Manama (Manama, Bahrain)
21 March - 25 March
Maintenance Planning, control and documentation is critical for every successful individual and company. This comprehensive 5-day programme has been designed to benefit both qualified new professionals as well as experienced professionals who might need to refresh their skills. It covers all the fundamentals of Maintenance that a suitably qualified professional would be expected to carry out during his duty starting with the first steps and building up in a stair case fashion to a fully functional maintenance organisation. The program is intended to introduce participants to a deep and advanced knowledge of maintenance planning, scheduling & monitoring of maintenance program. A focuses are directed on basic concepts of maintenance management, establishing a preventive and predictive maintenance programs and maintenance planning and scheduling procedures and expert systems for troubleshooting. Computer applications on maintenance management, planning and scheduling will be addressed too. Emphasis on various aspects of analytical techniques which have proved valuable in maintenance planning, scheduling, critical path analysis, priority assessment, replacement decision, maintenance sequencing, queuing decision, task assignment & allocation, the managing maintenance spare parts and the application of CMMS
The course will comprise lectures and workshops that incorporate a number of short exercises to reinforce the key techniques discussed to maximize your benefits. Additionally, an optional “Question and Answer” periods will provide you with opportunities to get expert answers on your specific questions
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(32/2010) Industrial Automation Workshop - PLC & SCADA Systems
Cairo (*, Egypt)
21 March - 25 March
This workshop is intended to provide advanced engineering aspects of Programmable Logic Controllers (PLC). Emphasis shall be laid on topics relevant to Programmable Logic Controllers programming and troubleshooting. Operation, characteristics and selection of Programmable Logic Controllers will be studied.
Also, features and applications of SCADA systems will be explored. SCADA systems architecture, their interface to the process hardware will be demonstrated.
Extensive practical examples will be examined using PLC system
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(41/2010) Building Preventive Maintenance - Standards and Procedures
Kuwait (*, Kuwait)
21 March - 25 March
Structures, like people never get younger. Structures, like people can maintain their good health with age, if properly cared for, examined, and treated when needed. One may view this course, in this context, as a structural Physician's reference.
It may be said that a structure that has withstood the combined effects of use, abuse, loads, and environmental conditions over time has, in fact, proven itself. However, buildings and other structures do deteriorate with time because of repeated loadings, exposure to the elements, aging of materials, wear and tear from normal use, abuse, inadequate maintenance, and other factors.
Engineers and managers working in the field of design, construction and maintenance of structures often feel the lack of a comprehensive practical guide on the practice, needs and effective programs of good maintenance. Few practical references are available that bridge the gap between theoretical, technical, practical and managerial matters in this regard.
This course is planned to answer technical questions frequently asked by the experienced engineer and executive. It includes information about the significance of applicable codes and standards, critical characteristics of a given structure, critical loads, types and causes of common deficiencies of structures, workable preventive measures for the decay and deterioration of structures, maintenance work types, root cause analysis, comprehensive check list library and the use of innovative technology and new materials.
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(45/2010) The FIDIC Contracts and Arbitration
Dubai (*, United Arab Emirates)
21 March - 25 March
FIDIC 99 conditions of contract are increasingly becoming the prevailing contract language across the globe. Every year, new countries are adopting FIDIC 99 conditions of contract as their sole contractual forms. To stay competitive and at the top of their profession, contract engineers, administrators, and managers have to understand and master the contract language of the future – the FIDIC 99 conditions of contract. The objective of this workshop is to provide participants with a comprehensive understanding of FIDIC conditions of contract for construction. Upon completion of this workshop, participants are expected to: • Know the different forms of FIDIC 99 conditions of contract
• Be able to select the appropriate FIDIC form
• Understand the roles and obligations of the contractual parties
• Understand the role of the engineer in administering the contract and making fair determinations
• Be able to administer contractual issues related to plant, material and workmanship; commencement, delays, and suspension; tests on completion; employer’s taking over; and defects liability
• Understand how measurement and evaluation are conducted
• Become familiar of the different approaches to variations and adjustments
• Know the payment procedure
• Understand rights of the parties to suspend work and/or terminate the contract
• Become aware of force majeure and its consequences
• Know the claims procedure
• Understand how to escalate a dispute to the Dispute Adjudication Board (DAB), amicable settlement, and arbitration
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(46/2010) FIDIC Contracts and Multiple Projects Management
Dubai (*, United Arab Emirates)
21 March - 1 April
FIDIC 99 conditions of contract are increasingly becoming the prevailing contract language across the globe. Every year, new countries are adopting FIDIC 99 conditions of contract as their sole contractual forms. To stay competitive and at the top of their profession, contract engineers, administrators, and managers have to understand and master the contract language of the future – the FIDIC 99 conditions of contract. The objective of this workshop is to provide participants with a comprehensive understanding of FIDIC conditions of contract for construction. Upon completion of this workshop, participants are expected to: • Know the different forms of FIDIC 99 conditions of contract
• Be able to select the appropriate FIDIC form
• Understand the roles and obligations of the contractual parties
• Understand the role of the engineer in administering the contract and making fair determinations
• Be able to administer contractual issues related to plant, material and workmanship; commencement, delays, and suspension; tests on completion; employer’s taking over; and defects liability
• Understand how measurement and evaluation are conducted
• Become familiar of the different approaches to variations and adjustments
• Know the payment procedure
• Understand rights of the parties to suspend work and/or terminate the contract
• Become aware of force majeure and its consequences
• Know the claims procedure
• Understand how to escalate a dispute to the Dispute Adjudication Board (DAB), amicable settlement, and arbitration. Moreover, Organizations that are project driven are faced with the challenge of effective management of inter-dependant, varied priority, varied value, multi-players, shared-resources, short and long term, multiple-accountability, shared-authority, variable risk level and dynamic projects. Therefore, it is not enough to deliver single projects successfully. Leaders are focusing on the effectiveness of whole organizations, and the delivery of a web of changing and interacting projects to achieve the aims of their organizations. This call for a systematic approach for successful delivery of those projects: Management of Multiple Projects.
As a result of this course, attendees will be able to:
• Explain Multiple Project Management specifics and how it differs from the Traditional Project Management.
• Identify the benefits their organization will gain from implementing Multiple Project Management techniques.
• Obtain a systematic approach for implementing Multiple Project Management techniques at their organization. In addition, there will be a case study on implementing Enterprise Project Management at an organization
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(40/2010) Construction Site Management & Supervision – Certified Program
Kuwait (*, Kuwait)
21 March - 25 March
This 5-day course is designed to systematically cover the subjects vital to training good contract administrators to manage time, cost, documentation, and effective project control. You will also analyse the issues when a dispute arises during the contract administration phase and examine its time and cost impacts on a project, thus preventing the dispute from becoming a claim. Thus it is very important that a more cost-effective procedure be put in place to manage and resolve such disputes amicably by the parties before contract close-out. Contract close-out is a very necessary part of project delivery and should be managed effectively in order to finalise project costs. A variety of case studies will be presented
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(ADDS 117) ÇáÓßÑÊÇÑíÉ ÇáÊäÝíÐíÉ æãÏÑÇÁ ÇáãßÇÊÈ
Cairo (*, Egypt)
27 March - 7 April
ÇáåÏÝ ãä ÇáÈÑäÇãÌ ÊäãíÉ ÞÏÑÇÊ ÇáãÔÇÑßíä Úáì ÊÎØíØ æãÊÇÈÚÉ ÊäÝíÐ ÇáÚãá
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(43/2010) The Original Project Management Professional Program – Preparing for PMP Certificate – Certified Program
Kuwait (*, Kuwait)
28 March - 1 April
Today’s ever-changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time-to-market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no-longer sufficient to deal with the complexities of modern project undertakings. In recent years, the Project Management Professional Certification from the Project Management Institute “PMI” has become the most sought after certification in the world of project management professionals. To earn PMI’s PMP credential, you must demonstrate the required ‘long term commitment” to project management professionalism and pass a rigorous, 200-question exam covering the five project management process groups and nine knowledge areas in PMI’s Guide to Project Management Body of Knowledge (PMBoK)® 4th edition.
Click here for details - Register Now!
(37/2010) In cooperation with the University of Houston PROJACS Presents Master's Certificate in Project Management (MCPM Workshops 1, 2, 3, 4, 5) Approved and Sponsored Program by the University of Houston
Cairo (*, Egypt)
28 March - 15 April
Mastering Modern Project Management™
and the Risk Management
(Workshop 1)
28 March - 1 April 2009, Cairo - Egypt
Overview
This five-day program is designed to help you develop project management skills that will be immediately useful, usable, and used back on the job. How do we do this? We use actual projects provided by the participants in each class as the basis for all of the key exercises. This allows you to practice in a realistic environment that is not black and white, but shades of gray — just like the real world. This program will help you develop the skills needed to build and execute a realistic and robust project plan. You will learn how to balance product constraints, cost constraints, and schedule constraints in order to maximize stakeholder satisfaction. You will also learn how to measure project performance objectively. The program includes extensive treatment of qualitative risk management — how to find and respond to the real risks on your project, the ones that are most likely to cause you to fail. You will also learn how to write useful risk statements and how to recognize the conceptual biases that can interfere with good project risk management. Approximately 70% of class time is devoted to casework and experiential learning. During hands-on exercises, you will work as part of a team to develop a project definition document, a work breakdown structure, range estimates, a network logic diagram, and a risk response analysis. Key Learning Objectives
Upon completion, you will be able to:
• Prepare an effective project definition document.
• Develop and document project success criteria.
• Construct a work breakdown structure that adds value.
• Improve the accuracy of project estimates.
• Sequence project activities.
• Calculate an activity-based critical path.
• Determine which project risks require a response.
• Write risk statements that produce results.
• Use contingency and management reserves appropriately.
• Use earned value to guide corrective action. Detailed Topical Outline
Day One
Introduction
Review of your project management challenges
Organizational Competence in Project Management™ (OCiPM)
Identifying the project’s stakeholders and their interests
Scope vs. work: what they are, how they are related The Project Planning Process
Why so many project teams are reluctant to plan appropriately
Dealing with the “fuzzy-front end”
Project management processes and product-oriented processes
A non-traditional view of the triple constraint Project Definition Document
Writing a powerful project justification
Understanding what your real deliverables are
Constraints, assumptions, and exclusions Day Two
Project Success Criteria
Two major dimensions of project success
Getting the stakeholders involved
Influencing success criteria that are beyond your control Developing a Work Breakdown Structure (WBS)
Purpose of the WBS
Using your WBS to discover missing work items
Integrating the WBS with the project life cycle Estimating
Funding estimates vs. control estimates
Using range estimates to deal with uncertainty
Converting estimates into budgets
Calculating an appropriate cost reserve
Getting your budget approved Day Three
Project Scheduling
Duration estimating and sequencing
Critical path and merge bias
Preliminary schedules vs. schedule baselines
Estimating an appropriate schedule reserve Project Risk Management
Basic philosophy: fire-fighting vs. fire prevention
Risks, problems, and responses to each
Project risk management throughout the project life cycle Very High Probability Risks (and responses to each)
Lack of stakeholder agreement about outputs and outcomes
Scope creep
Unreasonable effort, cost, and schedule targets
Identifying Project-Specific Risks
Checklists and taxonomies
Stakeholder interviews and success criteria
Writing clear and useful risk statements
Day Four
Prioritizing Project-Specific Risks
Assessment bias: “last night, they got the elephant”
Expected monetary value
Weighted extremes
Probability-impact matrix Developing Risk Responses
Accept, mitigate, or avoid
Characteristics of an effective response
Mitigation options
Understanding and using reserves and contingencies
Using decision trees to help evaluate responses Risk Interactions
Multiple impacts
Stakeholder differences
How to use a risk response interaction matrix
Day Five
Risk Case Study
Developed by participants Measuring Project Progress
Change management and corrective action
Objectives of progress measurement
Different approaches to progress measurement
Milestones: the Game of Projects Recap and Review
Getting the most from what you’ve learned: less is more
Mapping the tools and techniques to your project challenges
Project Leadership and Team Building
(Workshop 2)
4 – 6 April 2009, Cairo - Egypt Overview
This three-day program will help you develop the personal and professional skills needed to lead your project team. You will learn how to create a shared vision and how to keep your team aligned with that vision through storytelling. The program covers vital general management skills such as motivation, feedback, and delegation. Other topics include how to develop agreement on roles and responsibilities, when to emphasize task behaviors over relationship behaviors, how to build a team that sees itself as a team, and dealing with a difficult team member. Approximately 70% of class time is devoted to casework and experiential learning. Among other activities, you will complete a leadership skills inventory and develop a personal action plan for use when you return to work. Key Learning Objectives
Upon completion, you will be better able to:
• Define the characteristics of an effective leader
• Use “vision” as a project management tool
• Create a motivating work environment
• Provide useful feedback to team members
• Delegate and assign activities appropriately
• Recognize a high performance team
• Communicate more effectively with your team
• Surface and deal with conflict Detailed Topical Outline Day One
Introduction
Leadership, management, and team building
Characteristics of a leader
Leadership essentials Visioneering
When to develop a vision, when not to
Levels of vision: corporate to project
Getting your team to buy into the vision Storytelling
Why use stories
Good stories and bad stories Motivation
Skill vs. will: the importance of knowing the difference
Herzberg’s view: motivation vs. satisfaction
Ideas for motivating your project team members Feedback
Establishing the context
How and when to give positive feedback
How and when to provide constructive criticism Day Two
Delegation
Delegation vs. assignment
Using Oncken’s Five Level Delegation Model
Understanding stretch goals Team Building Basics
Work groups vs. teams
Characteristics of a high performance team
Stages of team development
Identifying team roles
Task and relationship behaviors Communicating with Your Team
Tone management
Dealing with stated — and unstated! — assumption
Understanding and accommodating personality styles Day Three
Dealing with Conflict
Issues, problems, and conflicts
Attitudes toward conflict
Respect as style and respect as behavior
Escalation of commitment
Selecting and using different conflict resolution approaches
Dealing with difficult behavior Facilitation Skills for Project Managers
Facilitation and meeting management
The role of the facilitator
Planning the session
Group process activities
Case study exercise Project Negotiations
(Workshop 3)
7 – 8 April 2009, Cairo - Egypt Overview
Negotiation is often the best — and sometimes the only — way to develop effective, lasting solutions to many kinds of project problems. This two-day program builds the skills you need to craft constructive agreements between the project team and the other stakeholders. Participative exercises will help you master basic concepts: getting agreement vs. eliminating differences and positions vs. interests. You will also learn when to negotiate, how to prepare for a negotiation, how to manage the aggressive negotiator, and how to deal with “everyday” negotiations. Case studies include both internal negotiations and contract negotiations. Approximately 70% of class time is devoted to casework and experiential learning. During hands-on exercises, you will work as part of a team to apply the techniques of win-win negotiating to a series of increasingly challenging project negotiations. Key Learning Objectives
Upon completion, you will be able to:
• Determine whether to negotiate
• Describe the phases of a negotiation
• Use a structured process to negotiate
• Deal with an aggressive negotiator
• Craft agreements that preserve your relationship with your counterpart
• List ten useful tactics for negotiating Detailed Topical Outline
Day One
Introduction
What, when, and why to negotiate
Elements of a successful negotiation
Types of negotiations
Win-lose vs. win-win negotiation
Dangerous assumptions about working relationships
The process of negotiation
Preparing for the Negotiation
Surveying the environment
Your interests, their interests, shared interests
Constraints and assumptions
Anticipating problems
Using a trade-off matrix
Constructing the facts
Who are the stakeholders? Day Two
Conducting the Negotiation
“Tactics” is not a four-letter word
Choosing your attitude and style
Dealing with your emotions
Asking questions the right way
Ultimatums: when they are okay
Common errors: starting too high or too low, splitting the difference Follow-through
Keeping your commitments
Monitoring compliance
When the agreement falls apart Special Topics
Managing the aggressive negotiator
Telephone negotiations
Surprise negotiations Contracting for Project Managers
(Workshop 4)
11 - 12 April 2009, Cairo - Egypt Overview
Time-to-market pressures have caused many companies to make more use of contractors. This in turn has created a demand for increased knowledge and enhanced skills for project managers in the area of contract and contractor management:
• The items being procured are more diverse, and thus the contract terms and conditions are more diverse as well.
• Multiple items are typically procured for each project, and thus project managers may need to coordinate five or six contractors on a single project.
• Contractors are often geographically dispersed, frequently even in another country, and thus more difficult to monitor. This two-day program is designed to help project managers develop the skills needed to manage in this environment. This program will help you meet your project success criteria through better control of how the seller’s work is done. Approximately 70% of classroom time is devoted to hands-on exercises and directed discussion. Key Learning Objectives
Upon completion, you will be able to:
• Identify the basic elements of a contract
• List the eight factors that cause most contracts disputes
• Differentiate common contract types
• Prepare or assess a statement of work
• Understand common contract terms and conditions Detailed Topical Outline
Day One
Introduction
Projects, procurement, and contracts
Understanding the buyer-seller relationship
The four key elements of a valid contract Business Issues: Conduct of the work
Specifications and the Statement of Work (SOW)
Is the price reasonable?
Advantages and disadvantages of different contract types
Potential scheduling problems
Payment terms Business Issues: Assurances for both parties
Product performance guarantees
Financial guarantees: payment and performance bonds
Warranties: coverage, responsibilities, damages
Limitation of liability Day Two
Procurement Planning
Procurement management plan
Types of procurement documents
Preparing the procurement documents: what to include, what to omit Acquisition
Should you go sole source?
Different approaches to bidding
Evaluating the responses: standards and procedures, legal requirements
The preferred order for contract negotiations
Interests vs. positions Contract Management
High priority contracting risks
Improving communication between buyer and seller
Breach of contract
Payment processing and payment disputes Recap and review
Case study: South of the Border Telephone Company
Advanced Project Management
Topics Workshop
(Workshop 5)
13 - 15 April 2009, Cairo - Egypt Overview
This three-day program covers a variety of advanced topics that will help you improve your ability to satisfy your stakeholders’ success criteria. You will learn cost-effective techniques for quality improvement, the strengths and weaknesses of popular project scheduling software, and how to plan and facilitate an after-action review session. In addition, you will learn how to apply the concepts of Organizational Competence in Project Management: a new, creative, and more flexible approach to the traditional concept of organizational project management maturity. The program also includes a module on project dynamics which explains how various aspects of a project interact in often unpredictable ways. Key Learning Objectives
Upon completion, you will be able to:
• Evaluate and improve the performance of an individual project
• Apply Six Sigma and Total Quality Management concepts to your project
• Assess corrective action using systems thinking concepts
• Facilitate project planning sessions and other meetings
• Conduct an effective After Action Review (lessons learned session)
• List the key assumptions of critical path calculations
• Explain why the critical path method almost always significantly underestimates the most likely project duration
• Apply DRAG (Devaux’s Removed Activity Gauge) to reduce project duration
• Appraise your organization’s overall project management competence
• Analyze programs and other types of project portfolios for strategic fit Detailed Topical Outline
Day One
Introduction
The World of Project Management: other views from around the globe
Credentialing approaches: strengths and weaknesses Organizational Competence in Project Management
The elements of organizational competence
Assessing your organization
Planning for improvements Day Two
Advanced Scheduling
Review of key concepts and definitions
Scheduling as an iterative process
Understanding “control” as a positive construct
Historical Perspectives
Development of the Critical Path Method
Activity on Arrow diagramming
Emergence of Program Evaluation and Review Technique (PERT)
Activity on Node diagramming
Simplifying the network logic CPM in Depth
Underlying assumptions
Activity-based vs. resource-based critical paths
Estimating durations
Critical chain: strengths and weaknesses
Managing float Addressing the Weaknesses of CPM
Merge bias
Monte Carlo analysis
Using Devaux’s Reduced Activity Gauge (DRAG) to shorten project duration Day Three
Quality Concepts in Project Management
ISO 9000 series and ISO 10006
Fundamentals of Six Sigma and TQM Project Dynamics: the Law of Unintended Consequences
The project as a system: flows and feedback loops
Understanding Brooks’ Law Ethics and culture
Understanding ethical choices: choosing when there are no good options
Managing across cultural divides
Click here for details - Register Now!
(36/2010) Risk Management, Negotiation Techniques, Leadership and Team Building Skills and Contracting Methods for Project Managers (MCPM Workshops 1, 2, 3 & 4) – Certified Program*
Cairo (*, Egypt)
28 March - 12 April
Overview
This five-day program is designed to help you develop project management skills that will be immediately useful, usable, and used back on the job. How do we do this? We use actual projects provided by the participants in each class as the basis for all of the key exercises. This allows you to practice in a realistic environment that is not black and white, but shades of gray — just like the real world. This program will help you develop the skills needed to build and execute a realistic and robust project plan. You will learn how to balance product constraints, cost constraints, and schedule constraints in order to maximize stakeholder satisfaction. You will also learn how to measure project performance objectively. The program includes extensive treatment of qualitative risk management — how to find and respond to the real risks on your project, the ones that are most likely to cause you to fail. You will also learn how to write useful risk statements and how to recognize the conceptual biases that can interfere with good project risk management. Approximately 70% of class time is devoted to casework and experiential learning. During hands-on exercises, you will work as part of a team to develop a project definition document, a work breakdown structure, range estimates, a network logic diagram, and a risk response analysis. Key Learning Objectives
Upon completion, you will be able to:
• Prepare an effective project definition document.
• Develop and document project success criteria.
• Construct a work breakdown structure that adds value.
• Improve the accuracy of project estimates.
• Sequence project activities.
• Calculate an activity-based critical path.
• Determine which project risks require a response.
• Write risk statements that produce results.
• Use contingency and management reserves appropriately.
• Use earned value to guide corrective action. Detailed Topical Outline
Day One
Introduction
Review of your project management challenges
Organizational Competence in Project Management™ (OCiPM)
Identifying the project’s stakeholders and their interests
Scope vs. work: what they are, how they are related The Project Planning Process
Why so many project teams are reluctant to plan appropriately
Dealing with the “fuzzy-front end”
Project management processes and product-oriented processes
A non-traditional view of the triple constraint Project Definition Document
Writing a powerful project justification
Understanding what your real deliverables are
Constraints, assumptions, and exclusions Day Two
Project Success Criteria
Two major dimensions of project success
Getting the stakeholders involved
Influencing success criteria that are beyond your control Developing a Work Breakdown Structure (WBS)
Purpose of the WBS
Using your WBS to discover missing work items
Integrating the WBS with the project life cycle Estimating
Funding estimates vs. control estimates
Using range estimates to deal with uncertainty
Converting estimates into budgets
Calculating an appropriate cost reserve
Getting your budget approved Day Three
Project Scheduling
Duration estimating and sequencing
Critical path and merge bias
Preliminary schedules vs. schedule baselines
Estimating an appropriate schedule reserve Project Risk Management
Basic philosophy: fire-fighting vs. fire prevention
Risks, problems, and responses to each
Project risk management throughout the project life cycle Very High Probability Risks (and responses to each)
Lack of stakeholder agreement about outputs and outcomes
Scope creep
Unreasonable effort, cost, and schedule targets
Identifying Project-Specific Risks
Checklists and taxonomies
Stakeholder interviews and success criteria
Writing clear and useful risk statements
Day Four
Prioritizing Project-Specific Risks
Assessment bias: “last night, they got the elephant”
Expected monetary value
Weighted extremes
Probability-impact matrix Developing Risk Responses
Accept, mitigate, or avoid
Characteristics of an effective response
Mitigation options
Understanding and using reserves and contingencies
Using decision trees to help evaluate responses Risk Interactions
Multiple impacts
Stakeholder differences
How to use a risk response interaction matrix
Day Five
Risk Case Study
Developed by participants Measuring Project Progress
Change management and corrective action
Objectives of progress measurement
Different approaches to progress measurement
Milestones: the Game of Projects Recap and Review
Getting the most from what you’ve learned: less is more
Mapping the tools and techniques to your project challenges
Project Leadership and Team Building
(Workshop 2)
4 – 6 April 2009, Cairo - Egypt Overview
This three-day program will help you develop the personal and professional skills needed to lead your project team. You will learn how to create a shared vision and how to keep your team aligned with that vision through storytelling. The program covers vital general management skills such as motivation, feedback, and delegation. Other topics include how to develop agreement on roles and responsibilities, when to emphasize task behaviors over relationship behaviors, how to build a team that sees itself as a team, and dealing with a difficult team member. Approximately 70% of class time is devoted to casework and experiential learning. Among other activities, you will complete a leadership skills inventory and develop a personal action plan for use when you return to work. Key Learning Objectives
Upon completion, you will be better able to:
• Define the characteristics of an effective leader
• Use “vision” as a project management tool
• Create a motivating work environment
• Provide useful feedback to team members
• Delegate and assign activities appropriately
• Recognize a high performance team
• Communicate more effectively with your team
• Surface and deal with conflict Detailed Topical Outline Day One
Introduction
Leadership, management, and team building
Characteristics of a leader
Leadership essentials Visioneering
When to develop a vision, when not to
Levels of vision: corporate to project
Getting your team to buy into the vision Storytelling
Why use stories
Good stories and bad stories Motivation
Skill vs. will: the importance of knowing the difference
Herzberg’s view: motivation vs. satisfaction
Ideas for motivating your project team members Feedback
Establishing the context
How and when to give positive feedback
How and when to provide constructive criticism Day Two
Delegation
Delegation vs. assignment
Using Oncken’s Five Level Delegation Model
Understanding stretch goals Team Building Basics
Work groups vs. teams
Characteristics of a high performance team
Stages of team development
Identifying team roles
Task and relationship behaviors Communicating with Your Team
Tone management
Dealing with stated — and unstated! — assumption
Understanding and accommodating personality styles Day Three
Dealing with Conflict
Issues, problems, and conflicts
Attitudes toward conflict
Respect as style and respect as behavior
Escalation of commitment
Selecting and using different conflict resolution approaches
Dealing with difficult behavior Facilitation Skills for Project Managers
Facilitation and meeting management
The role of the facilitator
Planning the session
Group process activities
Case study exercise Project Negotiations
(Workshop 3)
7 – 8 April 2009, Cairo - Egypt Overview
Negotiation is often the best — and sometimes the only — way to develop effective, lasting solutions to many kinds of project problems. This two-day program builds the skills you need to craft constructive agreements between the project team and the other stakeholders. Participative exercises will help you master basic concepts: getting agreement vs. eliminating differences and positions vs. interests. You will also learn when to negotiate, how to prepare for a negotiation, how to manage the aggressive negotiator, and how to deal with “everyday” negotiations. Case studies include both internal negotiations and contract negotiations. Approximately 70% of class time is devoted to casework and experiential learning. During hands-on exercises, you will work as part of a team to apply the techniques of win-win negotiating to a series of increasingly challenging project negotiations. Key Learning Objectives
Upon completion, you will be able to:
• Determine whether to negotiate
• Describe the phases of a negotiation
• Use a structured process to negotiate
• Deal with an aggressive negotiator
• Craft agreements that preserve your relationship with your counterpart
• List ten useful tactics for negotiating Detailed Topical Outline
Day One
Introduction
What, when, and why to negotiate
Elements of a successful negotiation
Types of negotiations
Win-lose vs. win-win negotiation
Dangerous assumptions about working relationships
The process of negotiation
Preparing for the Negotiation
Surveying the environment
Your interests, their interests, shared interests
Constraints and assumptions
Anticipating problems
Using a trade-off matrix
Constructing the facts
Who are the stakeholders? Day Two
Conducting the Negotiation
“Tactics” is not a four-letter word
Choosing your attitude and style
Dealing with your emotions
Asking questions the right way
Ultimatums: when they are okay
Common errors: starting too high or too low, splitting the difference Follow-through
Keeping your commitments
Monitoring compliance
When the agreement falls apart Special Topics
Managing the aggressive negotiator
Telephone negotiations
Surprise negotiations Contracting for Project Managers
(Workshop 4)
11 - 12 April 2009, Cairo - Egypt Overview
Time-to-market pressures have caused many companies to make more use of contractors. This in turn has created a demand for increased knowledge and enhanced skills for project managers in the area of contract and contractor management:
• The items being procured are more diverse, and thus the contract terms and conditions are more diverse as well.
• Multiple items are typically procured for each project, and thus project managers may need to coordinate five or six contractors on a single project.
• Contractors are often geographically dispersed, frequently even in another country, and thus more difficult to monitor. This two-day program is designed to help project managers develop the skills needed to manage in this environment. This program will help you meet your project success criteria through better control of how the seller’s work is done. Approximately 70% of classroom time is devoted to hands-on exercises and directed discussion. Key Learning Objectives
Upon completion, you will be able to:
• Identify the basic elements of a contract
• List the eight factors that cause most contracts disputes
• Differentiate common contract types
• Prepare or assess a statement of work
• Understand common contract terms and conditions Detailed Topical Outline
Day One
Introduction
Projects, procurement, and contracts
Understanding the buyer-seller relationship
The four key elements of a valid contract Business Issues: Conduct of the work
Specifications and the Statement of Work (SOW)
Is the price reasonable?
Advantages and disadvantages of different contract types
Potential scheduling problems
Payment terms Business Issues: Assurances for both parties
Product performance guarantees
Financial guarantees: payment and performance bonds
Warranties: coverage, responsibilities, damages
Limitation of liability Day Two
Procurement Planning
Procurement management plan
Types of procurement documents
Preparing the procurement documents: what to include, what to omit Acquisition
Should you go sole source?
Different approaches to bidding
Evaluating the responses: standards and procedures, legal requirements
The preferred order for contract negotiations
Interests vs. positions Contract Management
High priority contracting risks
Improving communication between buyer and seller
Breach of contract
Payment processing and payment disputes Recap and review
Case study: South of the Border Telephone Company
Click here for details - Register Now!
(35/2010) Modern Project Management, Risk, Negotiation, Leadership and Team Building (MCPM Workshop 1,2 & 3) – Certified Program*
Cairo (*, Egypt)
28 March - 8 April
Overview
This five-day program is designed to help you develop project management skills that will be immediately useful, usable, and used back on the job. How do we do this? We use actual projects provided by the participants in each class as the basis for all of the key exercises. This allows you to practice in a realistic environment that is not black and white, but shades of gray — just like the real world. This program will help you develop the skills needed to build and execute a realistic and robust project plan. You will learn how to balance product constraints, cost constraints, and schedule constraints in order to maximize stakeholder satisfaction. You will also learn how to measure project performance objectively. The program includes extensive treatment of qualitative risk management — how to find and respond to the real risks on your project, the ones that are most likely to cause you to fail. You will also learn how to write useful risk statements and how to recognize the conceptual biases that can interfere with good project risk management. Approximately 70% of class time is devoted to casework and experiential learning. During hands-on exercises, you will work as part of a team to develop a project definition document, a work breakdown structure, range estimates, a network logic diagram, and a risk response analysis. Key Learning Objectives
Upon completion, you will be able to:
• Prepare an effective project definition document.
• Develop and document project success criteria.
• Construct a work breakdown structure that adds value.
• Improve the accuracy of project estimates.
• Sequence project activities.
• Calculate an activity-based critical path.
• Determine which project risks require a response.
• Write risk statements that produce results.
• Use contingency and management reserves appropriately.
• Use earned value to guide corrective action. Detailed Topical Outline
Day One
Introduction
Review of your project management challenges
Organizational Competence in Project Management™ (OCiPM)
Identifying the project’s stakeholders and their interests
Scope vs. work: what they are, how they are related The Project Planning Process
Why so many project teams are reluctant to plan appropriately
Dealing with the “fuzzy-front end”
Project management processes and product-oriented processes
A non-traditional view of the triple constraint Project Definition Document
Writing a powerful project justification
Understanding what your real deliverables are
Constraints, assumptions, and exclusions Day Two
Project Success Criteria
Two major dimensions of project success
Getting the stakeholders involved
Influencing success criteria that are beyond your control Developing a Work Breakdown Structure (WBS)
Purpose of the WBS
Using your WBS to discover missing work items
Integrating the WBS with the project life cycle Estimating
Funding estimates vs. control estimates
Using range estimates to deal with uncertainty
Converting estimates into budgets
Calculating an appropriate cost reserve
Getting your budget approved Day Three
Project Scheduling
Duration estimating and sequencing
Critical path and merge bias
Preliminary schedules vs. schedule baselines
Estimating an appropriate schedule reserve Project Risk Management
Basic philosophy: fire-fighting vs. fire prevention
Risks, problems, and responses to each
Project risk management throughout the project life cycle Very High Probability Risks (and responses to each)
Lack of stakeholder agreement about outputs and outcomes
Scope creep
Unreasonable effort, cost, and schedule targets
Identifying Project-Specific Risks
Checklists and taxonomies
Stakeholder interviews and success criteria
Writing clear and useful risk statements
Day Four
Prioritizing Project-Specific Risks
Assessment bias: “last night, they got the elephant”
Expected monetary value
Weighted extremes
Probability-impact matrix Developing Risk Responses
Accept, mitigate, or avoid
Characteristics of an effective response
Mitigation options
Understanding and using reserves and contingencies
Using decision trees to help evaluate responses Risk Interactions
Multiple impacts
Stakeholder differences
How to use a risk response interaction matrix
Day Five
Risk Case Study
Developed by participants Measuring Project Progress
Change management and corrective action
Objectives of progress measurement
Different approaches to progress measurement
Milestones: the Game of Projects Recap and Review
Getting the most from what you’ve learned: less is more
Mapping the tools and techniques to your project challenges
Project Leadership and Team Building
(Workshop 2)
4 – 6 April 2009, Cairo - Egypt Overview
This three-day program will help you develop the personal and professional skills needed to lead your project team. You will learn how to create a shared vision and how to keep your team aligned with that vision through storytelling. The program covers vital general management skills such as motivation, feedback, and delegation. Other topics include how to develop agreement on roles and responsibilities, when to emphasize task behaviors over relationship behaviors, how to build a team that sees itself as a team, and dealing with a difficult team member. Approximately 70% of class time is devoted to casework and experiential learning. Among other activities, you will complete a leadership skills inventory and develop a personal action plan for use when you return to work. Key Learning Objectives
Upon completion, you will be better able to:
• Define the characteristics of an effective leader
• Use “vision” as a project management tool
• Create a motivating work environment
• Provide useful feedback to team members
• Delegate and assign activities appropriately
• Recognize a high performance team
• Communicate more effectively with your team
• Surface and deal with conflict Detailed Topical Outline Day One
Introduction
Leadership, management, and team building
Characteristics of a leader
Leadership essentials Visioneering
When to develop a vision, when not to
Levels of vision: corporate to project
Getting your team to buy into the vision Storytelling
Why use stories
Good stories and bad stories Motivation
Skill vs. will: the importance of knowing the difference
Herzberg’s view: motivation vs. satisfaction
Ideas for motivating your project team members Feedback
Establishing the context
How and when to give positive feedback
How and when to provide constructive criticism Day Two
Delegation
Delegation vs. assignment
Using Oncken’s Five Level Delegation Model
Understanding stretch goals Team Building Basics
Work groups vs. teams
Characteristics of a high performance team
Stages of team development
Identifying team roles
Task and relationship behaviors Communicating with Your Team
Tone management
Dealing with stated — and unstated! — assumption
Understanding and accommodating personality styles Day Three
Dealing with Conflict
Issues, problems, and conflicts
Attitudes toward conflict
Respect as style and respect as behavior
Escalation of commitment
Selecting and using different conflict resolution approaches
Dealing with difficult behavior Facilitation Skills for Project Managers
Facilitation and meeting management
The role of the facilitator
Planning the session
Group process activities
Case study exercise Project Negotiations
(Workshop 3)
7 – 8 April 2009, Cairo - Egypt Overview
Negotiation is often the best — and sometimes the only — way to develop effective, lasting solutions to many kinds of project problems. This two-day program builds the skills you need to craft constructive agreements between the project team and the other stakeholders. Participative exercises will help you master basic concepts: getting agreement vs. eliminating differences and positions vs. interests. You will also learn when to negotiate, how to prepare for a negotiation, how to manage the aggressive negotiator, and how to deal with “everyday” negotiations. Case studies include both internal negotiations and contract negotiations. Approximately 70% of class time is devoted to casework and experiential learning. During hands-on exercises, you will work as part of a team to apply the techniques of win-win negotiating to a series of increasingly challenging project negotiations. Key Learning Objectives
Upon completion, you will be able to:
• Determine whether to negotiate
• Describe the phases of a negotiation
• Use a structured process to negotiate
• Deal with an aggressive negotiator
• Craft agreements that preserve your relationship with your counterpart
• List ten useful tactics for negotiating Detailed Topical Outline
Day One
Introduction
What, when, and why to negotiate
Elements of a successful negotiation
Types of negotiations
Win-lose vs. win-win negotiation
Dangerous assumptions about working relationships
The process of negotiation
Preparing for the Negotiation
Surveying the environment
Your interests, their interests, shared interests
Constraints and assumptions
Anticipating problems
Using a trade-off matrix
Constructing the facts
Who are the stakeholders? Day Two
Conducting the Negotiation
“Tactics” is not a four-letter word
Choosing your attitude and style
Dealing with your emotions
Asking questions the right way
Ultimatums: when they are okay
Common errors: starting too high or too low, splitting the difference Follow-through
Keeping your commitments
Monitoring compliance
When the agreement falls apart Special Topics
Managing the aggressive negotiator
Telephone negotiations
Surprise negotiations Who should attend? These programs are designed for individuals who have or expect to have responsibility for leading or managing a project, subproject, or project phase. Newcomers will learn new skills. More experienced managers will enhance their ability to apply what they already know.
Course Director :
William R. Duncan William R. Duncan is a principal of PMP, a US project management consulting firm. He currently serves as Director of Standards for the American Society for Advancement of Project Management, a position he has held since asapm was founded in 2000. Previously, he was Director of Standards for the Project Management Institute (PMI), Inc. (USA) from 1992-1998. Mr. Duncan has over thirty years of management and consulting experience including five years with a major international consulting firm. He was the primary author of the 1994 and 1996 versions of A Guide to the Project Management Body of Knowledge, the most widely used project management standard in the world. In addition, his “process model” of project management was used to organize ISO 10006, Guidelines for quality in project management. He continues to volunteer in support of the project management profession. Mr. Duncan is a member of the directorate for the Operational Level Coordination Initiative (OLCI) which includes representatives from major corporations, key academic institutions with project management degree programs, and all of the major professional associations. He recently developed the initial draft of Performance-Based Competency Standards for Project Managers for the Global Performance Based Standards for Project Management Personnel Initiative. He is also supporting the efforts of the International Project Management Association (IPMA) to upgrade its International Competency Baseline which is the foundation of IPMA’s Four Level Certification program. Mr. Duncan has also worked as an expert witness on project management practices for a major USA firm. He speaks widely throughout the world on topics such as Organizational Competence in Project Management™, Project Dynamics: the Law of Unintended Consequences, Project Recovery, Project Portfolio Management, Project Risk Management, and Performance-Based Competency Standards. He has helped clients in North America, Latin America, Europe, Middle East, and Asia improve their organizational competence in project management. Major clients include Allied Signal, Camp Dresser & McKee, Codelco, Entergy Corporation, First Data Resources, FT Interactive Data, Guangdong Development Bank, Investors Group, Liberty Mutual Insurance, Manitoba Telephone, Polaroid, PSM Russia, RSA Security, Schlumberger, Shenzhen Cyberway, Sybase, and Texas Instruments. He is a 1970 graduate of Brown University, and has done post-graduate work at Boston University and Northeastern. Specific, recent two consulting engagements include:
• Development of a project manager competency model and career ladder for a large engineering consulting firm. Facilitation of a project start-up workshop for a consumer products company. As a result of the workshop, the organization was able to cut nearly two months off the expected project duration — saving nearly $1,000,000.
Click here for details - Register Now!
(34/2010) Modern Project Management, Risk Avoidance, Leadership and Team Building (MCPM Workshop 1 & 2) – Certified Program*
Cairo (*, Egypt)
28 March - 6 April
This program is designed to help you develop project management skills that will be immediately useful, usable, and used back on the job. How do we do this? We use actual projects provided by the participants in each class as the basis for all of the key exercises. This allows you to practice in a realistic environment that is not black and white, but shades of gray — just like the real world. This program will help you develop the skills needed to build and execute a realistic and robust project plan. You will learn how to balance product constraints, cost constraints, and schedule constraints in order to maximize stakeholder satisfaction. You will also learn how to measure project performance objectively. The program includes extensive treatment of qualitative risk management — how to find and respond to the real risks on your project, the ones that are most likely to cause you to fail. You will also learn how to write useful risk statements and how to recognize the conceptual biases that can interfere with good project risk management. Approximately 70% of class time is devoted to casework and experiential learning. During hands-on exercises, you will work as part of a team to develop a project definition document, a work breakdown structure, range estimates, a network logic diagram, and a risk response analysis. This program will help you also develop the personal and professional skills needed to lead your project team. You will learn how to create a shared vision and how to keep your team aligned with that vision through storytelling. The program covers vital general management skills such as motivation, feedback, and delegation. Other topics include how to develop agreement on roles and responsibilities, when to emphasize task behaviors over relationship behaviors, how to build a team that sees itself as a team, and dealing with a difficult team member. Approximately 70% of class time is devoted to casework and experiential learning. Among other activities, you will complete a leadership skills inventory and develop a personal action plan for use when you return to work.
Key Learning Objectives
Upon completion, you will be able to:
• Prepare an effective project definition document.
• Develop and document project success criteria.
• Construct a work breakdown structure that adds value.
• Improve the accuracy of project estimates.
• Sequence project activities.
• Calculate an activity-based critical path.
• Determine which project risks require a response.
• Write risk statements that produce results.
• Use contingency and management reserves appropriately.
• Use earned value to guide corrective action.
• Define the characteristics of an effective leader
• Use “vision” as a project management tool
• Create a motivating work environment
• Provide useful feedback to team members
• Delegate and assign activities appropriately
• Recognize a high performance team
• Communicate more effectively with your team Surface and deal with conflict
Click here for details - Register Now!
(33/2010) Mastering Modern Project Management™ and the Risk Management (MCPM Workshop 1) – Certified Program*
Cairo (*, Egypt)
28 March - 1 April
This five-day program is designed to help you develop project management skills that will be immediately useful, usable, and used back on the job. How do we do this? We use actual projects provided by the participants in each class as the basis for all of the key exercises. This allows you to practice in a realistic environment that is not black and white, but shades of gray — just like the real world. This program will help you develop the skills needed to build and execute a realistic and robust project plan. You will learn how to balance product constraints, cost constraints, and schedule constraints in order to maximize stakeholder satisfaction. You will also learn how to measure project performance objectively. The program includes extensive treatment of qualitative risk management — how to find and respond to the real risks on your project, the ones that are most likely to cause you to fail. You will also learn how to write useful risk statements and how to recognize the conceptual biases that can interfere with good project risk management. Approximately 70% of class time is devoted to casework and experiential learning. During hands-on exercises, you will work as part of a team to develop a project definition document, a work breakdown structure, range estimates, a network logic diagram, and a risk response analysis.
Click here for details - Register Now!
(47/2010) Managing Multiple Projects – Certified Program
Dubai (*, United Arab Emirates)
28 March - 1 April
Organizations that are project driven are faced with the challenge of effective management of inter-dependant, varied priority, varied value, multi-players, shared-resources, short and long term, multiple-accountability, shared-authority, variable risk level and dynamic projects. Therefore, it is not enough to deliver single projects successfully. Leaders are focusing on the effectiveness of whole organizations, and the delivery of a web of changing and interacting projects to achieve the aims of their organizations. This call for a systematic approach for successful delivery of those projects: Management of Multiple Projects.
As a result of this course, attendees will be able to:
• Explain Multiple Project Management specifics and how it differs from the Traditional Project Management.
• Identify the benefits their organization will gain from implementing Multiple Project Management techniques.
• Obtain a systematic approach for implementing Multiple Project Management techniques at their organization. In addition, there will be a case study on implementing Enterprise Project Management at an organization
Click here for details - Register Now!
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