PM Catalogue

International Institute for Learning, Inc.
2012
LEARNING CATALOGUE
Project, Program and Portfolio Management Business Analysis Microsoft Project and Project Server
Lean Six Sigma PRINCE2 ITIL Leadership and Interpersonal Skills
INTELLIGENCE, INTEGRITY AND INNOVATION
Table of Contents
Welcome: A Letter from the CEO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
PRINCE2, MSP, M_o_R and P3O Certifications . . . . . . . . . . . . . 57
About IIL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-6
PRINCE2 Foundation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
Accreditations and Government Pricing . . . . . . . . . . . . . . . . . . . . . . . . . .7
PRINCE2 Practitioner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
IIL Certification and Professional Certificate Tracks . . . . . . . . . . . . . 8-9
PRINCE2 Passport . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
allPM.com Knowledge Portal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Managing Successful Programmes (MSP) Foundation &

Practitioner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
PM Core and Intermediate Courses . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Management of Risk Foundation (M_o_R) Foundation &

Practitioner/Portfolio, Programme and Project Offices (P3O)
Foundation & Practitioner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
Project Management for Non-Project Managers . . . . . . . . . . . . . . . . 12

PM BASICS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Project Management Fundamentals . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Mastering the Fundamentals of Managing Projects . . . . . . . . . . . . . 15
Managing Project Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
WBS - The Keystone of Project Management . . . . . . . . . . . . . . . . . . . . 17
PoleStar PM Simulation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Project Estimating and Scheduling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Project JumpStart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Project Leadership Simulation Program . . . . . . . . . . . . . . . . . . . . . . . . 21
The Project Management Certificate Program: The Kerzner
Approach to Project Management Excellence . . . . . . . . . . . . . . 22-23
The Project Management Certificate Program (On-Demand
Version): The Kerzner Approach to PM Excellence . . . . . . . . . . . . . . 24
Accounting and Finance Principles for PM Practitioners . . . . . . . . 25
Microsoft Project Certifications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63

Project White Belt 2010 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
Project Orange Belt 2007 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Project Blue Belt 2007 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
Project Black Belt 2007 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Microsoft EPM Role-Based Courses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Microsoft Excel in Depth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .69
Microsoft Excel Visual Basic for Applications (VBA) . . . . . . . . . . . . . 70
Leadership and Interpersonal Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Effective Communication Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
Effective Presentation Skills for Project Managers . . . . . . . . . . . . . . . 73
Introduction to the Organizational Project Management

Maturity Model (OPM3) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Stakeholder Relationship Skills for Project Managers . . . . . . . . . . . 74
Certified Associate in Project Management (CAPM) . . . . . . . . . . . . 27
Effective Negotiating Skills for Project Managers . . . . . . . . . . . . . . . . 76
PMP Prep Course . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Decision Making and Problem Solving for Project Managers . . . 77
Building High-Performance Project Teams . . . . . . . . . . . . . . . . . . . . . . 75
Course Confirmation
E-mailed upon receipt of registration.
Registration Fee Includes
Training materials and refreshment breaks.
Professional Development Units (PDUs), Continuing Education
Units (CEUs) and Continuing Professional Education Units
(CPEs) credits can be awarded for participation in most programs.
Before attending, verify acceptance with your professional board.
Tax Deductible Expense
Treasury 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 ones employment.
A Certificate of Completion - an electronic version - will be
awarded to participants by a International Institute for Learning,
Inc. or by IILs University Affiliate.
Cancellation / Refund Policy
Cancellations 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 dont
cancel and dont attend, you will still be responsible for payment.
Substitutions may be made at any time. To make a substitution,
cancel or reschedule a course, contact your local educational
consultant directly or call +1-800-325-1533 (US) or
+1-212-758-0177.
If IIL finds it necessary to cancel a course due to low enrollment,
a full refund will be made. IIL will not be responsible for
participants airfare and/or hotel expenses or cancellation fees.
Dates, times and prices of all IIL courses are subject to change.
Conflict Resolution for Project Managers . . . . . . . . . . . . . . . . . . . . . . . . 78

Project Management Advanced Courses . . . . . . . . . . . . . . . . . . . . . . 29
Leadership Skills for Project Managers . . . . . . . . . . . . . . . . . . . . . . . . . . 79
Advanced Project Management Certification (APMC) . . . . . . . . . . 30
Leadership and The Power of Acknowledgement . . . . . . . . . . . . . 80
The Future of Project Management with Dr. Harold Kerzner . . . . 31
Leading Cross-Cultural Virtual Teams . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
Requirements Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Managing and Leading Projects Across

Organizational Boundaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82
Advanced Project Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Advanced Project Quality Management . . . . . . . . . . . . . . . . . . . . . . . . 34
Organization and People Change Management . . . . . . . . . . . . . . . . 83
Advanced Project Procurement Management . . . . . . . . . . . . . . . . . . 35
PDU PowerPacks; Apps; Blogs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
Vendor Relationship Management:

Collaborating for Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Business Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85
Earned Value Management Systems (EVMS) . . . . . . . . . . . . . . . . . . . . 37
Business Analysis Certificate Program . . . . . . . . . . . . . . . . . . . . . . . . . . . 86
Global Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38
Business Analysis Fundamentals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87
Preventing, Recovering and Managing Troubled

Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
Facilitation Skills for Business Analysts . . . . . . . . . . . . . . . . . . . . . . . . . . . 88
Managing Multiple Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Business Process Modeling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90
Program Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
The Project Management Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Project Portfolio Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Prep Course for the PMI-RMP Exam . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
Prep Course for the PMI-SP Exam . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45
Writing and Managing Requirements Documents . . . . . . . . . . . . . . 89

Effecting Business Process Improvement . . . . . . . . . . . . . . . . . . . . . . . . 91
Assuring Quality Through Acceptance Testing . . . . . . . . . . . . . . . . . . 93
Certified Business Analysis Professional (CBAP)
Boot Camp . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
Lean Six Sigma and Process Excellence . . . . . . . . . . . . . . . . . . . . . . . . 95
Project Management for IT Professionals . . . . . . . . . . . . . . . . . . . . . 47
Experiencing Lean Six Sigma . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
Project Management Fundamentals for

IT Professionals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
Lean Six Sigma Yellow Belt Certification Program . . . . . . . . . . . . . . 97
Requirements Management for IT Professionals . . . . . . . . . . . . . . . 49
Lean Six Sigma Black Belt Certification Program . . . . . . . . . . . . . . . . 99
Managing Multiple IT Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

Agile Development and Project Management . . . . . . . . . . . . . . . . . 52
Implementing Scrum for Agile Software Development . . . . . . . . 53
APMC, The Kerzner Approach, Project Black Belt, Project Blue

Belt, Project Orange Belt, Project White Belt, Project Jumpstart,
ProjectManagementIQ and Unified Project Management are
registered trademarks and PM BASICS, 360 PMCA, UPMM,
Kerzner International Project Manager of the Year Award and
BACP are trademarks of International Institute for Learning, Inc.
IIBA, A Guide to the Business Analysis Body of Knowledge, BABOK
and CBAP are registered trademarks owned by International
Institute of Business Analysis.
Microsoft Office Project is a registered trademark of the Microsoft
Corporation.
PRINCE2, ITIL, MSP, M_o_R and P3O are Registered Trade
Marks of the Cabinet Office . The Swirl logo is a Trade Mark of
the Cabinet Office.
Developing the Business Case . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92
Prep Course for the PgMP Exam . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
Risk Management for IT Professionals . . . . . . . . . . . . . . . . . . . . . . . . . . 50
PMI, PMP, PMBOK, PMI Agile Certified Practitioner (PMI-ACP),

PgMP, (PMI and the PMI Registered Education Provider Logo are
marks of Project Management Institute, Inc.
Lean Six Sigma Green Belt Certification Program . . . . . . . . . . . . . . . .98
Visit www.iil.com to view the latest course schedules.
2012 International Institute for Learning, Inc.

All rights reserved. No part of this book may be reproduced
in any way, in any form, without the prior written permission
of International Institute for Learning, Inc. unless is it for
organizations internal marketing purposes.
Project Management for Six Sigma Professionals . . . . . . . . . . . . . 100

Online Tools and Assessments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101
PoleStar ITSM Simulation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Project Management Competency Assessment

(360 PMCA) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102
ITIL Foundation Course . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Kerzner Project Management Maturity Model . . . . . . . . . . . . . . . . . 103
Managing the Systems Development Process . . . . . . . . . . . . . . . . . 56
Unified Project Management Methodology

(UPMM) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104-105
IIL Publishing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
IIL Faculty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107
Welcome
A Letter From the CEO

Welcome to IILs 2012 Learning Catalogue!
As organizations continue to try and do more with less, there is an increased demand for
higher-level skills in strategic leadership, Project and Program Management, Business Analysis,
Risk Management, Information Technology and Lean Six Sigma.
Many economists are hopeful that we will see some signs of recovery in the near future,
but the job market remains more competitive than ever. Building on your knowledge and
polishing your edge are now not only critical to success they are critical to survival.
In spite of economic difficulties, new technologies continue to change not only the way we work, play and socialize,
but also the ways in which we plan, learn and share ideas. The enormous increase in e-book sales, mobile learning
solutions and record numbers of tablets, smartphones and 4G devices are just a few signs of the progressive
migration, across industries, toward the virtual space.
More and more, learning is taking place virtually, globally and collaboratively. People all over the world are
connecting online and learning through virtual communities, peer-to-peer networks, mobile devices and social
media platforms.
In response to our customers needs, IIL has doubled our focus on our Virtual Classroom offerings and self-paced
on-demand learning products. We have enhanced our Learning Management System to make it more participatory
and enable you to better define your development goals and track your progress. We have also developed project
management and ITSM apps, as well as other mobile learning solutions.
I would like to personally invite you to take advantage of all that IIL has to offer as a learning solution provider,
including our roster of best-in-class instructors, our wide and diverse curriculum, excellent customer service and
array of training methodologies.
Three key values define the IIL brand and guide us in all that we do: Intelligence, Integrity and Innovation.
We pride ourselves in creating customer loyalty and building relationships with individuals and organizations
that last a lifetime.
From your first point of contact with us, we work with you to assess your training needs and help you choose a
course or design a curriculum that meets your business needs and learning preferences. We have a dedicated team
of content and course development specialists whose goal and passion is to transform learning into results. As
industry leaders in customized course development, we partner with our clients to provide learning solutions that
translate seamlessly into the workplace and capture more than the original intent.
IIL has now entered our third decade of doing business. Thanks to our customers, we have grown from one small
company into a network of wholly-owned global operating companies in cities all over the world, including: New
York, Toronto, London, Paris, Frankfurt, Singapore, Sydney, Beijing, Hong Kong, Madrid, Mexico City, Trinidad,
Helsinki, Budapest, So Paulo, Bangalore, Dubai, Seoul and Tokyo.
Please read through our catalogue and learn more about our wide selection of courses, products and services. See
for yourself why IIL is the training solution provider of choice for many top global companies, and then take the next
step by finding out what we can do together. I welcome any comments or questions you may have, so feel free to
contact me directly at LaVerne.Johnson@iil.com.
With kind regards,
E. LaVerne Johnson
Founder, President and Chief Executive Officer
www.iil.com
About IIL
A Valued Global Business Partner

With a wholly-owned network of operating companies
all over the world and clients in more than 200 countries,
IIL is a global leader in training, consulting, coaching and
mentoring, as well as customized course development.
Innovation in Learning
Beginning with global satellite broadcasts in the mid-1990s,
IIL has consistently been in the vanguard of companies
using technology to create cutting-edge learning solutions.
Our core competencies include: Project, Program and

Portfolio Management; Business Analysis; Microsoft Project
and Project Server; Lean Six Sigma; PRINCE2; ITIL and
Leadership and Interpersonal Skills.
We continue to be at the forefront of learning innovation,

offering a wide variety of delivery methods to ensure
optimal learning experiences for companies and individuals.
These methods include:
Our Credentials
IIL is a PMI Charter Global Registered Education Provider
(R.E.P.), a member of PMIs Global Executive Council, a
Microsoft Partner with a Microsoft Gold Project and Portfolio
Management competency, an IIBA Endorsed Education
Provider and an Accredited Training Organization (ATO) for
PRINCE2 and ITIL.
We are proud to be the training solution partner of
choice for many top global companies.
What Sets Us Apart
Our Many Methods of Learning enable us to deliver
innovative, effective and consistent training solutions
through a variety of learning approaches (Virtual Classroom,
simulation training, interactive On-demand learning,
traditional classroom and a blended approach).
Choosing IIL as your learning provider is the beginning of
a valuable business partnership. From the first point of
contact, we work with you to assess your training needs
and help you choose a course or design a curriculum that
best suits your individual preferences and business goals.
Once our partnership begins, you will have a wealth of
opportunities at your fingertips, including:
A strong network of wholly-owned IIL companies

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

mentors. Our subject matter experts are the best in
their fields, and their expertise extends across industries
and market sectors.
A comprehensive curriculum of multi-level

training courses. We stay ahead of the curve when
developing curriculum, anticipating market demand as
well as the unique needs of our clients.
Industry-recognized certificate and certification

programs. Enabling you to earn respected credentials,
our programs open the door to career opportunities.
Our university affiliates are globally-recognized leaders in
education and innovation.
www.iil.com
IIL Virtual Classroom

For more than a decade now, our clients have chosen IILs
Virtual Classroom as a preferred learning method to meet
the increased global training needs of their organizations.
Our Virtual Classroom provides you with interactive,
efficient, quality training that is also cost-effective.
Simulation Training
IILs simulation training integrates proven learning theory
with state-of-the-art computer technology and gamebased simulation techniques to deliver lasting benefits.
We offer simulation training to communicate the value
and accelerate the implementation of best practices in
two of our critical markets: project management and IT
service management.
Traditional Classroom Training
In addition to the public courses designed to meet the
needs of individuals, IIL has a best-in-class instructional
design team that can customize curriculum to meet the
specific needs of your organization.
On-demand Training
Access learning wherever and whenever you need
it. Our interactive on-demand courses use animation,
streaming video, computer-aided simulations and
learning interactions that engage and involve users.
A Blended Approach
Design your own learning experience. Our blended
approach allows you to mix and match learning formats
to best suit your learning style.
Corporate Solutions It All Comes Together for Our Clients
We make a measurable difference for our clients, and our
results speak for themselves a large percentage of our
clients are multi-year repeat customers. We have worked
with many of the worlds leading organizations to develop
professional skills as well as corporate capabilities and
processes.
Beyond training courses, IIL provides:
Assessment tools such as the Kerzner Project
Management Maturity Model (KPM3) and our 360 Project
Management Competency Assessment (360 PMCA).
Needs analyses to define gaps and address the
organizational and process changes needed to fill them.
Process development and improvement

through direct, hands-on support or
proprietary knowledge management
solutions. Our Unified Project Management
Methodology (UPMM) Software Suite
supports consistency and quality in the
implementation of project, program and
portfolio management.
Developing the Tools You Need
Many of IILs greatest innovations in creating
new and focused tools, techniques and training
have come from close working partnerships
with our clients. Our instructional design
expertise allows us to develop brand new
courses and tools or refine existing ones.
A few examples of this kind of collaboration are:
For one of the worlds leading software
developers, we trained 1,200 project
managers in 22 nations over just a few
months to support the effective rollout and
adoption of their pioneering global project
management methodology and to help
increase their internal project management
maturity.
For a large oil and gas company, we
delivered a series of customized Business
Analysis and project management training
programs that helped their project
managers significantly improve their ontime and on-budget project delivery rates.
For a government agency, we helped
reduce defects by 76% in one of their key
process areas, resulting in substantial cost
savings.
And for one of the worlds leading
banks, we facilitated an extensive change
management process after they had
implemented a major restructuring and
outsourcing initiative.
IIL Asia (Singapore)
In Asia, we recognize the premium

placed on practical skills, and our courses
rely heavily on interactive tools like case
studies and exercises from participants
own projects. We also select one or more
instructors according to each client
organizations outlook a recognized
Western thought leader in some cases, a
hands-on local trainer in others.
Our Paris office, an IIL Regional Centre
of Excellence, serves as a central hub for
the Europe, Middle East and Africa region
(EMEA). From this office, our multilingual
staff centralizes recruitment and scheduling
efforts for expert resources and reinforces
our service to clients in EMEA. In parallel, the
Paris staff enables IIL to adapt our products,
courses and other services to local industrial,
cultural and linguistic specifications to serve
our clients in Belgium, France, Morocco,
Algeria, Tunisia and French-speaking SubSaharan African countries.
In Mexico and Latin America, we often
approach state-of-the-art topics in highly
pragmatic ways to adapt learning to
cultures only recently evolving into broad
industrialization.
IIL France (Paris)
Group coaching and individual mentoring

sessions to help integrate lessons learned
and translate knowledge into practice.
The IIL team is proud to offer many of our

programs and learning solutions customized
and adapted to a range of international
languages and cultures.
IIL Middle East (Dubai)
Measurement of efficiency and

productivity performance on an individual
as well as an organizational level, including
changes in team behavior, return on training
investment and specific key performance
benchmarks.
Global Reach and Consistent Top Quality

Last year, we conducted classes in more than
200 countries and in over 20 languages.
Our stellar roster of international trainers
is comprised of elite professionals whose
industry expertise is enhanced by their practical
classroom experience.
In the Middle East, we offer best-in-class

training throughout the region, and our
trainers have extensive project experience
in every prevalent industry: oil and gas,
finance, telecommunications, construction,
information technology and manufacturing.
Our office in Dubai serves both global
and local clients throughout the Gulf
Cooperation Council (GCC) and beyond,
offering top quality solutions to many high
profile businesses.
IIL companies are based in: Toronto, London,
Paris, Frankfurt, Singapore, Sydney, Seoul,
Beijing, Hong Kong, Madrid, Mexico City, Dubai,
Helsinki, Budapest, So Paulo, Bangalore, Tokyo,
and New York City - our global headquarters.
IIL Mexico (Mexico City)
Custom training solutions to meet the

unique needs of your company. For groups
of 12 or more, we can tailor any course or
program to align with your company or
team mission, values and unique business
needs. We can also deliver any course to you
in a private format - at your location, at one
of our training sites or in a virtual setting.
At IIL, from the moment a course goes into development, we incorporate the understanding that learning must
yield practical, quantifiable benefits to have value. Both our standard and specially designed courses focus
on learning and training approaches that participants understand, assimilate and want to bring back to the
workplace.
We know that integrating lessons learned from training into daily work
flow can be a challenging process. Because we understand that there
can be a variety of barriers to implementation, we have dedicated
consultants who can be onsite - or on call - to assist and coach your
project/program managers or business analysts on an as-needed basis.
As a part of our services, your IIL consultant will review project plans,
status reports, deliverables, and aid your project /program manager(s)
and teams in making critical decisions, re-planning and prioritizing, as
well as strategizing and handling more complex issues.
Dr. Harold Kerzner
About IIL
Training, Consulting and Course Design
In addition to offering consulting services to our clients, we also give you the option of having one of our
certified consultants manage your project, whether for a short-term or long-term engagement. Our consultants
have significant global experience managing and completing projects on schedule and within budget, across
industries. Let one of our experts guide your teams mission-critical projects to success!
Trainers who consistently deliver measurable value. Our program

evaluations point overwhelmingly to the excellence with which our
trainers communicate real-world knowledge based on multi-industry
work experience. And who says that learning shouldnt be fun? Our
trainers infuse their classes with energy and a sense of discovery, making
courses engaging and interactive as well as effective. 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.
IIL Consulting and Coaching
As an IIL client, you can count on us for:
Turning learning into results is one of the passions of GLS. We know how
meaningful learning leads to improved performance at the individual
contributor, team and organizational level. Creating customized
solutions for specific clients is also a large part of the value GLS brings
to IILs clients. GLS team members work closely with our educational
advisors and client contacts to provide learning solutions that capture
more than the original intent.
IIL Classroom Course
Course design and customization that is truly tailored. Global

Learning Solutions (GLS) is a specialized team of solution-oriented
professionals within IIL who are dedicated to ensuring that our courses
are current and developed using only best-in-class instructional design
processes. Comprised of content specialists, instructional designers and
project managers, the GLS team has many decades of combined business
and course development experience.
This comprehensive consultative approach is designed to uncover and incorporate key performance influencers
within the clients organization. If left unidentified and unaddressed, these key performance influencers can
make the difference between moderate success and performance-enhancing success when the learner returns
to the working environment.
GLS Team
Global Learning Solutions aims to Improve Performance by Improving

Understanding.
www.iil.com
Accreditations
University Affiliations
Member of PMIs Global Executive Council
As a member of the Project Management Institutes Global Executive Council, IIL is committed
to the advancement of project, program and portfolio management in the global community.
The Global Executive Council is designed to provide corporations with the opportunity to
support and associate with PMI directly and to develop synergies between PMI and senior
executives at leading corporations worldwide.
Charter Global Registered Education Provider
IIL has been recognized by PMI as a Charter Global Registered Education Provider. Attending IIL
courses is a great way to earn and maintain Professional Development Units (PDUs), and each
hour of scheduled classroom participation qualifies for one PDU. For more information on PMIs
Professional Development Program or PMP certification, visit www.pmi.org.
New York University

School of Continuing & Professional
Studies (SCPS)
www.iil.com/nyuscps
IIBA Endorsed Education Provider

IIL is an Endorsed Education Provider with the International Institute of Business Analysis. We
are also proud to be an industry sponsor of IIBA. For more information, visit www.iiba.org.
The University of Southern California

Marshall School of Business
www.iil.com/uscmsb
Microsoft Corporation
IIL is a Microsoft Partner with a Microsoft Gold Project and Portfolio Management competency.
We provide customized training solutions to help organizations enhance their project
management capabilities using the Microsoft Project Enterprise Solution.
IIL works with both the NYU School of Continuing &

Professional Studies and the University of Southern
California Marshall School of Business to oer the very best
professional training for todays business leaders.
ACE College Credit Recommendations

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

conjunction with our university aliates provide our clients
with a strong advantage in the marketplace. The status
of our aliates as global network universities and our
combined worldwide reach allow for learning experiences
among a vast and diverse pool of professionals.
Certificate of Course Completion and Continuing Education Units (CEUs)

IIL is an Authorized CEU Sponsor Member of the International Association for Continuing
Education and Training (IACET). CEUs are used internationally to maintain records of
completion of organized post-secondary education. One CEU is provided for every ten hours of
course participation.
Continuing Professional Education (CPE) Credit
IIL is registered with the National Association of State Boards of Accountancy (NASBA) as a
sponsor of Continuing Professional Education on the National Registry of CPE Sponsors. State
boards of accountancy have final authority on the acceptance of individual courses for CPE
credit. For more information, visit www. nasba.org.
Our strategic alliances provide a full menu of courses and

defined learning pathways leading toward a university
grade report or grade equivalency letter. Joint IIL-university
websites also assure a fast and easy administrative
experience for participants.
Government Pricing (GSA)
Womens Business Enterprise National Council (WBENC)

IIL has received certification from the Womens Business Enterprise National Council (WBENC).
WBENCs corporate member list includes such companies as IBM, Motorola, Bank of America,
Pepsi, Sears, Johnson Controls and Microsoft.
Association for Facilities Engineerng (AFE) Partnership
IIL is a partner of AFE, the largest dedicated network in the facility, maintenance and plant
operations profession. AFE members advance the field and their careers using the most
complete range of technical information, education, best practices and sharing of common
professional experiences. For more information, visit www.AFE.org.
IIL oers special training discounts for federal

government agencies and government contractors
under IILs GSA Federal Supply Schedule
(GS-23F-9834H).
PRINCE2
IIL is an APM Group (APMG) Accredited Training Organization (ATO) for PRINCE2. PRINCE2 is a
structured, process-based approach for project management and is published by the Cabinet
Office. For more information on PRINCE2 or APMG, visit www.apmgroupltd.com.
GSA has already negotiated the prices, services and

terms covering many of IILs project management
onsite training and project management products.
This partnership allows IIL to oer quality training at
a cost-ecient price.
ITIL
IIL is an APM Group (APMG) Accredited Training Organization (ATO) for ITIL Foundation Course.
ITIL (Information Technology Infrastructure Library) is a set of best practice standards for IT
Service Management. For more information on ITIL or APMG, visit www.apmgroupltd.com.
MSP
IILs Managing Successful Programmes (MSP) courses are run in partnership with AFA, an APMG
ATO for MSP. For more information on MSP or APMG, visit www.apmgroupltd.com.
M_o_R
IILs Management of Risk (M_o_R) courses are run in partnership with AFA, an APMG ATO for
M_o_R. For more information on M_o_R or APMG, visit www.apmgroupltd.com.
Accredited by
P3O
IILs Portfolio, Programme and Project Offices (P3O) courses are run in partnership with AFA, an
APMG ATO for P3O. For more information on P3O or APMG, visit www.apmgroupltd.com.
Groups of 15 or more being trained Onsite can

receive up to a 30% discount on our standard
public course prices.
Individual government and government

contractor employees may also sign up for any
of IILs public and/or Virtual Classroom courses
and receive a 15% discount o the published
prices.
Groups of five or more signing up for our public

courses and/or Virtual Classroom courses will
receive a 20% discount.
For more information about onsite, Virtual or

classroom courses, email Learning@iil.com or call
Ellen Murphy at +1-212-515-5116.
You may also access GSAs catalogue online at
www.gsa.gov.
PMI, the PMI Logo, PMP, PMBOK and the PMI Registered Education Provider Logo are marks of Project Management Institute, Inc. PRINCE2 ITIL M_o_R MSPand P3Oare registered trademarks of the Cabinet Oce. The Swirl logo is a
trademark of the Cabinet Oce. Microsoft is a registered trademark of Microsoft Corporation in the United States and/or other countries. CBAPand IIBA are registered trademarks of International Institute of Business Analysis.
IIL Certification and Professional Certificate Tracks

Certified Associate in Project Management (CAPM)
APMC Curriculum
Required Courses
PM BASICSTM (p. 13)

(12 hours)
The Future of Project Management with

Dr. Harold Kerzner
6 hours / 1 day (p. 31)
Program Management: Successfully Managing
a Group of Related Projects
12 hours / 2 days (p. 41)
Certified Associate in Project Management (CAPM) Prep Course (p. 27)

(21 hours / 3 days)

Organizational Boundaries
Electives - Choose Three
Requirements Management
Advanced Project Risk Management
The Project Management Certificate Program
Advanced Project Quality Management

Advanced Project Procurement
Vendor Relationship Management
Project Management Fundamentals (p. 14)

(12 hours / 2 days) or equivalent, for those who feel they need
more training before starting this track
(optional)
Earned Value Management

Global Project Management
Managing Multiple Projects
The Project Management Office
Project Management Certificate Program

Session One (18 hours / 3 days) (p. 22)
Project Management Framework | Project Integration Management
Project Scope Management | Project Time Management
Project Cost Management | Project Control Management
Project Portfolio Management

Agile Development and Project Management
Stakeholder Relationship Skills for Project Managers
Project Management Certificate Program

Session Two (24 hours / 4 days) (pp. 22-23)
Project Risk Management | Project HR Management
Project Quality Management | Project Procurement Management
Project Communication Management | Professional Responsibility
PMP Preparation and Review
Conflict Resolution for Project Managers

Leadership Skills for Project Managers
Writing and Managing Requirements
Documents
Developing the Business Case
These sessions are also available in a FAST TRACK five-day program.
www.iil.com
Lean Six Sigma Yellow Belt

APMC
IIL Certification and Professional Certificate Tracks (continued)

Business Analysis Certificate Program (BACP)
Microsoft Project and Project Server Certifications
Business Analysis Fundamentals (12 hours / 2 days) (p. 87)
Project White Belt 2007 / 2010 (p. 64)

Getting Started with Microsoft Project 2007 / 2010
(12 hours / 2 days)
Facilitation Skills for Business Analysts (18 hours / 3 days) (p. 88)
Writing and Managing Requirements Documents (12 hours / 2 days) (p. 89)
Project Orange Belt 2007 / 2010 (p. 65)

Managing Projects with Microsoft Office Project 2007 / 2010
(18 hours / 3 days)
Business Process Modeling (18 hours / 3 days) (p. 90)
Project Blue Belt 2007 / 2010 (p. 66)

Managing Projects with Microsoft Office Project Server 2007 / 2010
(18 hours / 3 days)
Certified Business Analysis Professional (CBAP) Prep Course

(12 hours / 2 days) - only available to those enrolled in the BACP
(optional)
Project Black Belt 2007 / 2010 (p. 67)

Managing Projects and Programs with Microsoft Office Project Server 2007 /
2010t
Lean Six Sigma Certification
PRINCE2 / MSP / M_o_R / P3O
Lean Six Sigma Yellow Belt Certification Program (p. 97)

(12 hours / 2 days)
PRINCE2 Foundation + Exam

(3 days) (p. 58)
+
PRINCE2 Practitioner + Exam
(2 days) (p. 59)
Lean Six Sigma Green Belt Certification Program (p. 98)

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

(48 hours / 8 days)
MSP (Managing
Successful Programmes)
Foundation & Practitioner
+ Both Exams
(4 days) (p. 61)
PRINCE2 Passport Foundation

(On-Demand)
+
PRINCE2 Passport Practitioner
(On-Demand)
(p. 60)
M_o_R (Management of Risk)

Foundation + Exam (3 days)
Practitioner + Exam (2 days)
P3O (Portfolio, Programme
and Project Offices)
Foundation + Exam (3 days)
Practitioner + Exam (2 days)
(p. 62)
ITIL Certifications
Professional Certification Preparation (PMI )
ITIL Overview = PoleStarTM ITSM Simulation (p. 54)

(1 Day)
(optional)
Prep Course for the Risk Management Professional Exam (PMI-RMP)

(p. 44)
ITIL Foundation + Exam (p. 55)

(3 days)
Prep Course for the Scheduling Professional Exam (PMI-SP)

(p. 45)
IIL will soon be offering

Intermediate and Expert Level ITIL Certifications
Prep Course for the Program Management Professional Exam (PgMP)

(p. 46)
allPM
for all things Project Management
Have an idea? Want to be heard? Need to take action?

Dive into allPM, the newly re-launched global knowledge
portal for Project Managers!
Collaborate with globally established industry professionals and thought leaders while taking advantage of invaluable resources, including podcasts, forums, white papers,
Monthly Newsletter, PM Today

Articles & White Papers
Forums
Podcasts & Videos
trainer/author videos and much more. Connect with proj-
News & Events
ect management colleagues all over the world and even
Job Board
submit your own articles to be considered for publication.
Tip of the Day

Contests
Membership is FREE. Register now for instant access to an
And more
ever-expanding knowledge center of best practices and

ideas from project management thought leaders in
Stay Connected with IIL
every region of the world.

110 East 59th Street, New York, NY 10022-1380 | USA Phone: 800-325-1533 or +1-212-758-0177 | Fax: +1-212-755-0777
Email: Learning@iil.com | Website: www.iil.com | www.allpm.com
PM Core and Intermediate Courses

In todays rapidly changing business environment, project
management (PM) has become a core competency for all
organizations. Whether youre in industry or government, you must
be able to successfully manage internal projects to stay competitive.
The discipline of PM applies constantly evolving principles,
concepts, tools and techniques to improve project performance
and organizational effectiveness. When properly aligned with
company goals and objectives, PM adds value by improving your
ability to consistently deliver the right products - on time and within
budget - while increasing client satisfaction and employee retention.
Projects are complex, collaborative efforts frequently involving the participation of stakeholders from various parts of an
organization. To be successful, project managers must not only be knowledgeable of professional best practices - they
must also be flexible and adaptable to evolving life cycles, methods, tools and techniques. The same type of project
in differing environments may require a customized application of accepted PM principles. The most effective project
managers have the ability to make adjustments based on moment-to-moment assessments of current conditions, while
operating within the context of a comprehensive plan that makes use of consistent methods and past experience.
Project management has become a focal point of internal improvement efforts particularly those efforts designed to
give organizations a competitive edge. To further a companys capabilities, Project Management Offices and Centers of
Excellence are being established, global benchmarking studies are being conducted, and the most successful organizations are focusing on continuous improvement and innovation of their PM practices.
The next two sections of our catalogue are dedicated to our wide curriculum on project, program and portfolio
management. The PM Core and Intermediate section features courses targeted to those relatively new to the project
management profession. In these classes you will learn fundamental PM concepts and hone the skills and techniques
needed to ensure successful project outcomes.
A standout in this section is IILs capstone course, The Project Management Certificate Program: The Kerzner
Approach to Project Management Excellence. It is designed to build your skills and abilities as a project manager,
while at the same time preparing you in-depth for the PMI Project Management Professional (PMP) exam.
PoleStar PM Simulation is a new one-day traditional classroom course that integrates proven learning theory with
computer technology and game-based simulation to deliver a high-impact, holistic learning experience. For onsite
course delivery, simulation training can also be integrated into many of our other courses, accelerating and enhancing
your teams learning experience.
TM
Leverage the power of our wholly-owned network of IIL companies, strategically located all over the world. We have deep experience working in
different languages, cultures, countries and industries and are proud to be the training solution partner of choice for many top global companies.
Find out what we can do together! Contact your local IIL company (listed on the back cover of the catalogue) or email us at learning@iil.com.
www.iil.com +1-800-325-1533 or +1-212-758-0177 Visit our website for the latest course schedules.
The Kerzner Approach is a registered trademark of International Institute for Learning, Inc. PMI and PMP are registered marks of the Project Management Institute, Inc. PoleStar is a Trademark of G2G3 Propulsion.
11
Project Management for Non-Project Managers

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

to business success
Identify the five process groups and nine
knowledge areas and how they support the
project management process
Describe the importance of both soft skills
and technical skills for the project manager
Course Overview
This course introduces the concepts and

techniques included in PMIs A Guide to
the Project Management Body of Knowledge
(PMBOK Guide). It provides insight into the
role of a project manager, as well as giving
suggestions on how support personnel can aid
in the success of a project.
Prerequisites
There are no prerequisites for this course
Course Level
Basic
Who Should Attend
Managers, executives or non-project managers
working in a project environment, or
professionals who work with project managers
Performance Focus
Gaining a fundamental understanding
of the components and tools of project
management
Describing the five project management
process groups required for any project
Exploring the nine knowledge areas of
project management
Distinguishing between hard and soft skills
as applied to different aspects of project
management
Reviewing how several technical planning
tools are used to manage projects
What You Will Learn
Youll learn how to:
Describe how project management can
support your company
Discuss the strategic and business value of
project management
Distinguish between formal and informal
project management
Describe various types of organizations and
how they interact with project management
Foundation Concepts
Project management overview
Products, programs and projects
Formal versus informal project management
Types of project organizations
Power dimensions
Project life cycles
Successful projects
Project Management and Business Success
Strategic business value of project
management
Business success and project management
Technical Skills in Project Management

Project selection and governance
Project planning tools
Project baselines, tracking and reporting
Change control concepts
Summary
What did we learn, and how can we
implement this in our work environments?
Incorporate Simulation into this Course
Want this course delivered onsite to your
company or team? Enhance the class experience by adding real-world simulation into the
mix. Highly interactive and experiential, IILs
simulation integrates proven learning theory
with leading-edge computer technology and
game-based simulation techniques to deliver
lasting benefits.
Read more about PM simulation on page 18.
Project Management Processes

The five process groups:
- Initiating process group
- Planning process group
- Executing process group
- Monitoring and controlling process
group
- Closing process group
Project Management Knowledge Areas
Project integration management
Project scope management
Project time management
Project cost management
Project quality management
Project human resource management
Project communication management
Project risk management
Project procurement management
Soft Skills in Project Management
Hard versus soft skills
Leadership and management
Negotiation
Conflict management
Team building and motivation
Take advantage of the flexibility, customization, focus and control that onsite training offers and let us tailor a course or program to align with your
companys mission, values and unique business needs. We can deliver any course to your team or organization in a private format - at your location, at
one of our training sites or in a virtual setting. Email us at onsite@iil.com for a free consultation today or visit www.iil.com/onsite for more information.
12
VIRTUAL CLASSROOM: Dynamic and fully

interactive, a live, online version of this course is
led by an instructor and conducted in real time.
TRADITIONAL CLASSROOM: Engage with our

instructors and a diverse group of peers in a
Traditional Classroom version of this course.
ON-DEMAND LEARNING: Set your own pace

with a recorded online version of this course
and log on when and where you learn best.
#8928 / Four 3-hour sessions

CEU Credits: 1.2 / PDU Credits: 12
#8214 / 2 Days
#PA8928/ Four 3-hour sessions

PMI, PMBOK and PMP are registered marks of the Project Management Institute, Inc.
Project Management Fundamentals at Your Fingertips

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?
Including post-tests after every section as well

as a master test at the end, PM BASICS can
also be used by senior management as a tool
to assess the level of PM capability within an
organization.
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.
Key Benefits and Features

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 IILs PM BASICS.
What is PM BASICS?
PM BASICS is a 12-hour self-paced,
multimedia training program that teaches
the fundamentals of project management
across all areas of PMIs A Guide to the Project
Management Body of Knowledge (PMBOK
Guide). Dynamic and interactive, the course
has a friendly and easy-to-use interface and
includes real-world case studies and exercises
to ensure increased retention.
The on-demand equivalent of our two-day
Project Management Fundamentals course, PM
BASICS gives you top-quality content as well as
the flexibility to learn at your own pace.
The course is divided into six major parts,
including the Program Introduction plus a
section dedicated to each of the five Project
Management process groups: initiating,
planning, executing, monitoring and
controlling and closing. Mastery is ensured
through reference to real-life projects, video
case studies and key exercises built into each
module.
PM BASICS
Presents PMBOK Guide-aligned terminology

and approach
Provides key project management tools
including forms and checklists that you can
use on the job and a comprehensive project
management bibliography and reference
resource
Addresses critical soft skills such as
interpersonal communication and conflict
management as well as the hard skills
of scheduling, estimating and project
reporting
Allows for flexible scheduling of multiple
employees and team members while
ensuring all participants take away a
common language and methodology
Gives a comprehensive, content-rich
curriculum of material in just 12 hours -- and
is comparable with what you would learn
during a two-day instructor-led course
This on-demand course will integrate with
virtually all Learning Management Systems
Global Project Management Best Practices

Utilized by organizations all over the world, PM
BASICS has revolutionized the way companies
are pursuing project management. This ondemand course is the most cost-effective way
to train one or a multitude of employees to use
a proven project management methodology.
Many top global companies use PM BASICS
to create a standardized project management
methodology across their entire enterprise.
By establishing this common project
management language, they are achieving the
first level of proficiency in their Organizational
Project Management Maturity.



with an interactive online version of this course
PS204i / 12 hours
PM BASICS is a trademark of International Institute for Learning, Inc. PMI, PMBOK and PMP are registered marks of the Project Management Institute, Inc. This course was authored by PM expert George Pitagorsky, PMP.
13
Project Management Fundamentals

Completing Projects on Time and Within Budget While Increasing Customer Satisfaction
Many projects are performed by highly
competent and effective people who have little
or no project management training. They
perform projects like process improvement,
marketing campaign development, new product development, event planning, 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 youll need to adapt them
to specific project environments.
The goal of this course is to achieve quality
performance through effective planning and
control. We use a process orientation and an
analytical, systems-oriented approach to problem solving and decision making. Throughout
the course, we integrate the need for collaboration and clear communications among people,
often in multiple organizations.
Prerequisites
Course Level
Basic
Who Should Attend
This course is for people responsible for
managing, leading, coordinating and working
on projects who have limited experience or
knowledge of practical, formal project management methods. Among those who can benefit
from this course are:
Members of process and performance
improvement teams
Participants in research and development
Business planning coordinators
Technical service and support staff
Operations people in financial services
Administrators and managers responsible
for coordinating, facilitating or managing
projects and programs
Technical professionals and engineers
moving into project leadership and
coordination positions
Marketing, training and technical writing
professionals
Six Sigma professionals
What You Will Learn

Youll learn how to:
Describe the project management process
and its benefits
Use project management vocabulary and
terminology
Identify characteristics of a successful project
and create an initial project plan
Perform the major aspects of project
initiation, project control and close-out
Identify and describe organizational change
issues in implementing project management
Course Overview
Getting Started
Introductions
Course structure
Course goals and objective
Foundation Concepts
Project management (PM) process overview
Focus and benefits of PM
Critical PM skills
Concept of competing demands (update on
the classical triple constraints)
Project Life Cycle
Project life cycle overview
Phases, tasks, deliverables and steps
Variations on the life cycle
Checkpoints and milestones
Project selection
Project governance
Roles and responsibilities of the project
manager and the project sponsor
Roles and responsibilities of the 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
Program Evaluation and Review Technique
(PERT)
Final estimate development and validation
Scheduling
Scheduling techniques
Using a WBS
Critical path method
Risk assessment and logical schedule
alternatives
Execution and Project Control
Elements of project control
Status reporting
Change control
Earned value analysis
Variance analysis and corrective action
Project closing/project transition
Post-project evaluations
Collaboration and Organizational Change
Overview of the PM process
Teams
Motivation and expectancy theory
Change and continuous improvement
Summary
lasting benefits.
14




#8212 / 2 Days
CEU Credits: 1.4 / PDU Credits: 14 / CPE Credits: 16
#PA8820 / Four 3-hour sessions

Case Studies, Group Exercises and Practical Experience

Led by Your Companys Trainer
Mastering the Fundamentals of Managing
Projects is a blended learning program
designed to teach the principles, key concepts
and core techniques of project management
for practical application in an organization.
This comprehensive course collection
combines self-paced learning with face-to-face
instruction, in which group exercises and
dialogue activate and enhance tacit
knowledge gained online.
With a unique spin on a Train the Trainer
approach, course materials include a detailed
Instructor Guide so that a qualified trainer from
your own company can facilitate the in-class
learning portion of the course. Also included
are Participant Workbooks, case studies, exercises and solutions, PowerPoint decks and
other supplemental materials.
One of the many benefits of this comprehensive course collection is that one of your own
people can lead a high-quality workshop
without your company having to go through
the lengthy - and risky - course development
process. Your instructor is encouraged to make
the course his or her own by incorporating
personal examples and experiences relevant to
your companys business.
Course Sections
This course collection is comprised of two
sections: the self-paced learning portion (PM
BASICS - see page 13) and the in-class learning portion, which is facilitated by your own
qualified instructor.
Core knowledge is presented in the self-paced
segment and then reinforced within the
practical context of the in-class experience.
What Participants Will Learn
Participants will learn how to:
in terms of its major process groups:
- Initiating
- Planning
- Executing
- Monitoring and controlling
- Closing
terminology
Identify the characteristics of a successful
project and the factors leading to its success
Address project initiating and planning

issues
Identify the major components of project
monitoring and controlling, executing and
closing
Describe the critical need for effective
interpersonal relationships and
communication
Identify and describe cultural change issues
in implementing project management
Identify the nine Knowledge Areas
presented in PMIs A Guide to the Project
Guide)
Course Materials
For the Instructor
A detailed Instructor Guide provides your
trainer with in-depth support in delivering the
course. The Instructor Guide includes:
A general overview and rationale for each
module
The key points associated with each slide
Discussion ideas
Directions for how to handle all activities or
exercises and debriefs
Suggested timing
What is Blended Learning?

Blended learning streamlines the
learning process by allocating each
part of the process to the most
effective media.
Mastering the Fundamentals of Managing Projects
For example, it is widely recognized

that learning hard skills, definitions
and basic concepts is accomplished
most efficiently in a self-paced
media, while deeper exploration
and application are best done with a
live instructor in a virtual or physical
classroom setting.
In addition to receiving a set of Instructor

Slides, your trainer will be given access to
a two-hour, recorded online session on
Instructor Best Practices for the course. The
instructor will also receive a set of all of the
participant materials, as well as access to the
PM BASICS online self-paced portion of the
course.
For the Participants
The Participant Workbook contains images of
the slides used in the course, as well as notes
and comments that elaborate on the slide
contents. The workbook is used in the
classroom for keeping participants focused on
the content and as a place to make notes.
After the class, the workbook becomes a
resource to remind participants what they
have learned and to use with applying the new
knowledge and skills gained from attending
the course. The workbook also includes a set of
Exercises and Case Studies.
In addition to comprehensive course materials, all participants

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



Contact your local IIL company for details
PM BASICS is a trademark of International Institute for Learning, Inc. PMI, PMBOK and PMP are registered marks of the Project Management Institute, Inc.
15
Managing Project Scope

Improve Your Projects Probability of Success
The Standish Group continually reports scope
creep as a major contributor to project failure
internationally. While scope is always dealt
with as a component of a larger workshop,
it is seldom focused on exclusively in a oneday 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.
Prerequisites
Course Level
Basic
Who Should Attend
You 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 Focus
The goal of the course is to equip you with the
necessary knowledge, skills and techniques
so that managing scope becomes an ongoing
process throughout the life of the project. The
plan is also to turn scope management into a
team game.
What You Will Learn

You will learn:
The full spectrum of processes that
constantly interact during a project life cycle
and 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 Overview
Getting Started
Introductions
Course structure
Monitoring and Controlling Scope

Explain the importance of establishing
control procedures for managing projects
and, in particular, scope
Establish an escalation process to facilitate
resolution of scope-related issues
Explain the importance of scope verification
and the procedures for making sure the
scope has been delivered as committed
Project Closeout
Describe the three major types of project
closing activities (deployment, evaluation,
knowledge management)
Develop a checklist for project deployment
activities
Explain the different types of post-project
evaluations, their respective challenges and
some ideas for meeting those challenges
Facilitate scope verification as part of the
project closure exercise
Summary
Foundation Concepts
Describe the content and intent of the
project scope statement
State the contents of the four high-level
documents used to get the project
requirements definition started
State the value and intent of creating the
project proposal and the project charter
Outline how to perform a stakeholder
assessment to capture the voice of the
project customer
Progressive Elaboration of Scope
Describe the intent and process of the
progressive elaboration
Articulate the purpose of a Systems
Development Life Cycle (SDLC) process and
its relationship to scope management
Explain the scope elaboration process steps
and related documents
Describe how to analyze stakeholder needs
and requirements
Recognize pitfalls and best practices in the
progressive elaboration of scope
Describe scope elaboration requirements
within the vendor and contract
management environment
16



#8930 / Two 3-hour sessions

#5024 / 1 Day
#PA8930 / Two 3-hour sessions

Improve Your Project Planning

Its amazing how often project managers
begin the project planning process by making
an outlined list of every task they believe
will be required to complete a project and
then proclaim they have created the Work
Breakdown Structure (WBS) for the project. The
result is a list of hundreds, or even thousands of
tasks, many of them having durations of a few
days or a few hours.
Essentially, what they have done is create a
to do list, which they then use as a checklist
to measure progress. This approach leads to,
and even encourages, micromanagement of
the resources working on the project without
consideration of more critical aspects of
project management such as requirements
management, risk management, procurement
management, estimating, scheduling,
executing and controlling. Further, it makes it
impossible to see the big picture - at levels of
detail - in keeping with the needs of sponsors,
clients, project and functional managers, team
leaders and project performers.
Join us for this exciting course and learn how to
use the WBS to make better-informed business
decisions.
Prerequisites
Basic project management training or
equivalent experience
Course Level
Intermediate/Advanced
Who Should Attend
You 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 Focus
necessary knowledge, skills and techniques so
that you can develop an effective WBS for use
in planning, executing and controlling your
next project and to provide the basic tools to
enhance efficient re-use of key information in
future projects.
What You Will 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 Overview
Getting Started
Introductions
Course structure
Course goals and objectives
WBS and Scheduling

Component scheduling high-level
milestones
Dependencies between work packages
- Mandatory (hard)
- Discretionary (soft)
- External
Work package level schedules
WBS The Keystone of Project Management
WBS and Execution and Control

Responsibility Assignment Matrix (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
Summary
Introduction
Key definitions
History of the WBS
Importance of the WBS
Overall structure
Terminology
Other breakdown structures
WBS tools
WBS and 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 and 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 and Estimating
Use of WBS in the estimating process
Components and work packages
Sizing and algorithmic estimates
Estimating types and usages



#5012 / 2 Days

17
PoleStar PM Simulation
Propelling the Enterprise to Faster, Better Results
Who Should Attend
Among those who would benefit from this
learning experience are project and program
managers, project team members, operational
managers, project planners, clients/end users,
executive sponsors, steering committees and
operational staff.
This interactive simulation is a high-impact,

energetic and fun way to accelerate
understanding, involvement and acceptance
of Project and Portfolio Management (PPM)
best practices in an organization.
Facilitated over one day in the fast-paced
world of global online retail, the PoleStar PM
Simulation brings to life the project-based
behavioral and process issues faced by organizations. Authenticity is achieved through realistic
scenarios to which participants can directly relate
and with which they will be surprisingly familiar. This unique experiential learning approach
causes breakthrough understanding of PPM best
practices and transforms learning into an engaging and highly memorable shared experience.
Normally delivered over three rounds, the
PoleStar PM simulation introduces key PPM
components using fast-paced, highly-interactive gaming dynamics. Progressing through the
rounds, project delivery improves via the
successful application of PPM tools and
techniques, which are introduced and explained
at key points in the participants learning cycle.
These practices allow the teams to deliver
projects of increasing interdependency and
complexity, while experiencing the true value
of working in an effective project team in the
context of the surrounding business environment. This course is aligned with both Project
Management Institute (PMI) and APM Group
(APMG) standards.
Prerequisites
Experience working in or being impacted by
organizational projects
Performance Focus
The goal of this workshop is to improve
the organizational appreciation for and
performance of project management by
building energized and successful project
teams; accelerating understanding of Project
and Portfolio Management best practices and
promoting the use of these practices toward
project, program and/or organizational
success.
What You Will Learn
Youll learn how to:
Effectively manage projects based upon
project management best practices
Create a shared understanding of a project
with key stakeholders
Obtain commitment to a projects vision and
goals
Apply the most appropriate project
management practices at each stage of the
project management life cycle
Successfully plan, monitor and control project
scope, schedule and cost, using a practical
project risk management approach
Round Three
Sharing the vision
Project management tools - critical path
Analysis, Arrow Diagramming Method
Precedence Diagramming Method
Managing risk
Project closing
Project success
The PoleStar PM Simulation

The ability to display real business
performance improvement as a direct
result of better project performance is
a distinguishing feature of PoleStar PM
simulation. As participants progress
through the rounds, they witness the
actual impact of their actions on the
fictional business they are supporting.
So not only do participants learn to use
project management tools and techniques, they recognize their value and
are more motivated to apply what they
have learned.
The outcome is a powerful combination of
improved capabilities and a holistic understanding that the main objective of Project
and Portfolio Management is ultimately to
improve business performance.
Course Overview
Round One
Working in silos (Operations, Business, Project
Office)
Poor project initiation and communication
Poor planning
Poor monitoring and control - scope, schedule
and cost
Lack of business awareness
Round Two
Working together
Improved initiation/planning
Improved monitoring and control
Project management tools - Gantt chart
Work Breakdown Structures
Planning adaptive action
Course Level
Basic/Intermediate


#3041/ 1 Day
18
PMI is a registered mark of the Project Management Institute, Inc. PoleStar is a Trademark of G2G3 Propulsion.

Creating Realistic Schedules and Budgets

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 agreedupon time, cost and quality constraints is also
very challenging.
Attempting to meet impossible deadlines with
limited budgets leads to unplanned product
shortfalls, which cause long-term support and
utilization problems. We have all anguished
about this recurring problem, but without
having the skills or knowledge to take action,
we are unable to break the cycle!
The goal of this course is to equip you with the
that you can establish realistic schedules and
budgets for projects that support business
objectives and meet client expectations.
Prerequisites
Course Level
Who Should Attend
Those who can benefit from this course
include project managers, as well as all project
team members who participate in creating,
implementing and/or controlling project
schedules.
Performance 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 Learn
Youll 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 reliable preliminary schedules
using the critical path method
Implement useful adjustments to

preliminary schedules
Establish realistic schedule and cost
baselines, with appropriate risk
management plans
Explain the value of and interpret reports
using Earned Value Management (EVM)
to manage time and cost performance on
projects
Course Overview
Getting Started
Introductions
Course structure
Budget, Risk and Contingency Planning

Overview of budget, risk and contingency
planning
Determining budget
Planning risk management
Planning contingency reserves
Project Baseline and Control
Baseline concepts
Negotiating and the project baseline
Earned Value Management (EVM)
Project variances and corrective actions
Facilitating control through reporting
Project Estimating and Scheduling
Summary
Foundation Concepts
Project management basic concepts
Project Estimating and Scheduling (PES)
Key driver: the competing project demands
PES process overview
PES success factors
Project Definition and the Work Breakdown
Structure
Project definition overview
Work Breakdown Structure (WBS) concepts
Decomposition: key technique for
developing the WBS
Resource Planning
Resource planning overview
Identifying resource requirements
Identifying and filling resource gaps
Applying resource planning tools
Duration Estimating
Estimating overview
Estimating perspectives
Estimating techniques
Duration estimating best practices
Project Scheduling
Project scheduling overview
Dependencies and the project network
diagram
Critical Path Method (CPM)
Optimizing the project schedule




#5002 / 2 Days

19
Project JumpStart
The Workshop Designed to Launch Projects Faster
This workshop is not a conventional training
program. Project JumpStart is a three-day,
hands-on workshop during which you and
your team members will work on an actual
project from your organization. An experienced
IIL project management consultant will guide
your team throughout the workshop. Youll
learn practical and creative ways to ensure a
successful and speedy project launch.
You will discover methods for identifying
clear project objectives and will have the
opportunity to apply many ideas and concepts
from other project teams participating in the
workshop. You will also develop a new skill set
for leading your own team. At the conclusion of
Project JumpStart, your team will have a clear
understanding of and commitment to a
completed, detailed project plan which will
allow you to JumpStart project execution
immediately!
Prerequisites
Course Level
Intermediate
Get projects started faster than ever before
Tackle more projects with the time you save
launching each one
Ensure measurably better project outcomes
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 youre
back on the job
Get plenty of interaction and personalized
help from IILs consultant
Who Should Attend
Since this is a hands-on workshop and not a
typical training course, we suggest that you
plan to attend Project JumpStart with two to
four members of your project team. It is desirable that your designated team leader has had
experience participating in at least one other
project. Each class should focus on no more
than five different projects, and the class
attendance is strictly capped at 20 participants

to ensure an ideal level of interaction and
personalization.
Workshop Preparation
Be sure to bring with you to the workshop:
Supporting documentation related to your
target projects
Your laptop computers
Course Overview
Getting Started
Introductions
Course structure
Participant expectations
Initiating
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 responsibility assignment
matrix (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
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 versus termination
Identifying control and execution issues
Project transition
Management presentation
Post-workshop coordination

lasting benefits.
RAM review
Network development, analysis and
scheduling
Learning by doing, precedence diagrams
Critical path method analysis
Schedule types


#8305 / 3 Days
20
Project JumpStart is a registered trademark of International Institute for Learning, Inc.

Build Strong Relationships and Teams
This highly interactive workshop combines

lectures, video, process consultation, group
discussions and assessment instruments with
both action and reflection. Participants will gain
hands-on experience using a computer-aided
simulation to build a thorough project plan.
Over the course of four days, participants make
decisions in a team environment while planning and implementing a simulated project.
Participants will also be asked to manage their
teams. The simulation environment of this
workshop provides a laboratory to practice and
enhance interpersonal, leadership and teambuilding skills, as well as to build your capability
as a project manager.
Prerequisites
Course Level
Intermediate
Who Should Attend
The 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, for
virtually every industry that needs more than
just project management fundamentals.
What You Will Learn
Youll learn how to:
Recognize when to focus on a task and when
to focus on a process
Develop defensible project plans covering

project definition, schedule, resources,
contingencies, quality and 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
Identify complex trade-offs in project
decisions, considering all possible
consequences
Course Overview
Develop 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/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
Influencing the project process and
outcomes
Effectively communicating and actively
listening
Managing relationships beyond the project

team
Clearly Analyze Project Information and
Report Status and Needs
Establishing a project control system to
manage work in progress
Developing project control information
project metrics, reporting, monitoring work,
meetings, informal discussions 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
Project Leadership Simulation Program
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
contractors, internal staff, vendors,
technology, and training 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
Understanding the interrelationships,
connections and consequences of project
issues and subsequent project decisions
during execution
Addressing both task and process factors
at appropriate times to address project
problems
Building both people and work outcomes
into project success criteria
Program developed by Palatine Group/Management Worlds



#8111 / 4 Days
21
The Project Management Certificate Program

The Kerzner Approach to Project Management Excellence
This program is designed to build your skills
and abilities as a professional project manager
while preparing you in-depth for PMIs Project
Management Professional (PMP) exam.
You will learn practical skills as well as concepts
and principles that you can take back to the job,
while gaining insight into ways to adapt these
skills to specific project environments. You will
also learn in detail about each of the nine
knowledge areas within PMIs A Guide to the
Project Management Body of Knowledge (PMBOK
Guide).
Prerequisites
Basic project management training or equivalent
experience
Course Level
Intermediate
Who Should Attend
Project managers, team members, field staff
members, project engineers, design engineers,
project leaders, administrators, industrial
engineers, program managers, manufacturing
engineers, operations managers, functional
managers, information technology professionals,
research and development managers,
marketing directors, Six Sigma Black Belts
and others involved directly or indirectly with
projects in virtually every industry.
Performance Focus
The program includes a detailed exploration of
each of the nine knowledge areas within PMIs
PMBOK Guide. The focus of this program is on
preparing participants to take the PMP exam
while at the same time building their practical
skills and proficiencies as project managers.
Program Overview: Key Topics
Project Management Framework defines
key project management terms, identifies
the major PMBOK Guide process groups and
reviews the project management knowledge
areas.
Project Integration Management focuses on
the importance of having project managers
work across organizational boundaries in order
to be successful.
Project Scope Management establishes
the foundation for systematically identifying
the key deliverables of the project. After
establishing a scope baseline, it is crucial
to ensure that there will be a process for
managing change.
Project Time Management builds on the
deliverables identified in the scope definition
process. The project manager breaks these
deliverables down further and then develops
the project schedule.
22
Project Cost Management covers establishing

a project budget and understanding how to
estimate the cost of a given project.
Project Control Management stresses an
integrated approach for controlling a project.
Project Risk Management is a critical area
which enables participants to comprehend
what is needed in identifying risk events,
analyzing them and developing strategies for
handling them.
Project Human Resources Management
addresses essential staffing and leadership
issues for the project team.
Project Quality Management ensures there is
a plan for managing, assuring and controlling
the projects quality.
Project Procurement Management covers the
essentials of procurement decisions, contract
administration and closure principles.
Project Communications Management
helps participants understand project team
communications issues and how to build
consensus among various project groups.
Professional and Social Responsibility
outlines the behavioral and ethical aspects of
professional project managers. This section
enables project managers to exercise the
proper judgment in their decision making
processes.
PMP Exam Preparation covers the PMP
eligibility requirements and process and is
dedicated to answering participants questions
and administering a sample final exam that
integrates all modules.
Program Outline
Project Management Framework
PMBOK Guide structure and intent
Project Management Maturity Model (PMMM)
Definitions and project life cycle
Project portfolio management
Project management process groups
Knowledge areas
PMBOK Guide process model
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
Project Scope Management

Project scope planning
Project scope definition
Scope statement
Statement of work
Work breakdown structure (WBS)
Decomposition
Responsibility assignment matrix (RAM)
Scope verification
Scope control
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 approaches
Schedule development
Critical path method (CPM)
Program Evaluation Review Technique (PERT)
Critical chain techniques
Schedule negotiations
Schedule control
Project Cost Management
Cost management plan
Cost estimating
Estimating checklist
Learning curve
Cost budgeting
Reserve
Project life cycle costs
Project Control
Controlling the project plan
Assessing change
Variance analysis and management
Proactive review process
Earned value management
Causes of schedule delays
Escalation
Project Risk Management
Risk terminology
Risk management planning
Risk identification
Risk analysis qualitative and quantitative
Risk response planning
Risk monitoring and control
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
Project Quality Management
The importance of quality
Historical evolution of quality
Quality planning process
The Kerzner Approach is a registered trademark of International Institute for Learning, Inc. PMI, PMBOK and PMP are registered marks of the Project Management Institute, Inc.
Quality policy
Quality assurance
Quality control
Quality tools
Six Sigma
FOR ONSITE DELIVERY, this program is also

available in a five- or six-day format. Highly
scalable, our PM Cert program can be
easily adapted to meet the unique needs
and requirements of your team or company.
Project Procurement Management

Procurement planning process
Buyers and sellers
Purchase plans and acquisitions
Types of contracts
Contract costs
Proposals
Contract negotiations
Contract administration
Contract change control
Legal perspectives
Contract closure
Types of communication
Communications process
Barriers to effective communication
Communication planning
Stakeholder analysis
Communications plan
Communication styles
Meetings
Performance reporting
Managing stakeholders
Professional and social responsibility tasks
Code of conduct
Sample questions
PMP Exam Preparation
The PMP certification process
PMP examination specifications
PMP eligibility requirements
The revised PMP credential examination
overview
Additional study references
Formulas and other fun stuff
Study plan and study groups
Application options
Public offerings of this course typically fall

into a five-day format.
The Project Management Certificate Program (continued)
ProjectManagementIQ Version 10.0

All participants in this program receive a copy of
ProjectManagementIQ (PMIQ). Your own personal
PMP exam preparation coach, PMIQ provides all
of the knowledge and assistance you need to ace
the exam on your very first try. Now with more
than 1500 questions, IILs comprehensive project
management learning tool prepares you for both
the content and format of the PMP Certification
Exam.
The latest version of PMIQ covers all of the
knowledge areas of the PMBOK Guide and
includes 500 brand new questions, with hints
and clues for each answer. A sample exam closely
mirrors the PMI Certification Exam experience
and provides feedback on virtually every question pointing to the exact pages in the source
materials that you should review to fill in your
knowledge gaps.
Reduce your study time and gain the utmost
confidence in your Project Management IQ with
the latest version of this revolutionary learning
tool. Your PMP certification awaits!
The complete PMIQ package includes:
ProjectManagementIQ CD-ROM
Project Management: a Systems Approach to
Planning, Scheduling and Controlling (Tenth
Edition) by Dr. Harold Kerzner
A Guide to the Project Management Body of
Knowledge (PMBOK Guide), published by PMI
Quantitative Methods for Project Management
by Dr. Frank Anbari
Each attendee will receive a complimentary copy of

Project Management: A System Approach to Planning,
Scheduling and Controlling (Tenth Edition) by Dr. Harold
Kerzner as well as a copy of the PMBOK Guide.
PMP Certification Qualifications

Certification by PMI requires proving your ability
to manage projects. You must meet the
following requirements:
Minimum of 35 hours of project management
classroom and/or eLearning instruction
Bachelors degree and 4,500 hours of project
management experience over three years/36
months
7,500 hours of project management
experience over five years/60 months (if NO
degree)
Complete and submit the PMP certification
application directly to PMI
Pass the four-hour computer-based
200-question exam
In order to take the PMP exam, you must apply
directly to PMI and pay the exam fees prior to
the examination. Go to www.pmi.org for detailed
information and forms needed for the exam.
PMIQ is yours FREE for attending the Project Management

Certificate Program! A comprehensive project
management learning tool and preparation coach
for the PMP exam! (a USD 549 value)

#8860 / Fifteen 3-hour sessions

#8115 / 7-Days

See page 24
The Kerzner Approach and ProjectManagementIQ are registered trademarks of International Institute for Learning, Inc PMI, PMBOK and PMP are registered marks of the Project Management Institute, Inc.
23
The Project Management Certificate Program (On-Demand Version)

Web-Based Project Management Training for the Individual or Enterprise
Motivating. Engaging. Effective.
The on-demand version of our Project Management Certificate Program motivates learners
with engaging graphics, interactive activities, knowledge checks, PMP exam tips, quick
quizzes, helpful hints and scenario-based simulations that allow individuals to apply
knowledge to their workplace environments.
Using a team of innovative designers, subject matter experts and eLearning specialists, we
have created a state-of-the-art learning program that prepares, shows, instructs, challenges
and praises - guiding users through all the steps necessary for managing projects within
deadlines, budgets and stakeholder expectations.
Dynamic Learning Approach
Comprised of 11 Modules and 28 Lessons, the program is designed so that it may be used
in either a linear or non-linear path. Our instructional design engages the learner, providing
multiple paths to explore critical content. Want to refresh a particular skill set? Need specific
information related to your project? Toggle to any lesson or take the straight path from Project
Integration Management through to Project Communications Management.
I have found IILs [PM Certificate Program] to be extremely

flexible and with my busy schedule at work and at home it
provides me with on-demand learning anytime, anywhere, 24x7.
The course material is logically laid out and navigating through
each of the training modules is quick and easy. I would highly
recommend IILs program for anyone who is preparing to take
the Project Management Professional certification exam and is
looking for a comprehensive and flexible training curriculum.
Gary Salerno
Cablevision - Rainbow Media IT
Jericho, New York 11753
Curriculum
Developing project charter and preliminary
project scope statement
Developing project management plan
Project execution, monitoring and controlling
project work and integrated change control
Closing project
Scope planning
Scope definition and creating Work
Breakdown Structure (WBS)
Scope verification and scope control

Human resource planning and acquiring
project team
Developing and managing project team
Risk planning and risk identification
Qualitative and quantitative risk analysis
Risk response planning, monitoring and
control
Quality planning process
Quality assurance and control process

Schedule development overview and activity
definition
Activity sequencing, activity resource
estimating and activity duration estimating
Schedule development Critical Path Method
(CPM), duration compression
Critical chain

Planning purchases and acquisitions
Planning contracting
Requesting seller responses and selecting
sellers
Contract administration and contract closeout
Cost Management
Cost estimating and cost budgeting
Cost control

Communications planning and information
distribution
Performance reporting and managing
stakeholders
Project Control
Integrated project control
Professional Responsibility
Professional management and professional
responsibility
Main dashboard
Learners can access lessons, take assessments and track
progress from one central user interface.
Ease of use
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. The current position is
indicated by the location bar at the top of the screen.



#PA8115 / 45 hours
Price: USD 1750
IIL/University Price: USD 1950
24
Manage the Financial Outlook of Your Projects

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 projects cost system and budget and the
accounting and financial systems in use in your
organization?
With the increase in use of the managementby-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
that 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 projects contribution to economic value
and to ensure that the project results in a
competitive advantage with maximum cash
flow.
Learn what you must do to ensure that no
last-minute, unplanned costs, expenses or
allocations affect your projects financial
outlook.
Prerequisites
A good working knowledge of project
management, as well as some experience
managing projects
Course Level
Who Should Attend
This program is designed for project and
program managers, as well as team members
with little or no knowledge of corporate or
project management accounting and finance.
Performance Focus
necessary knowledge, skills and techniques to
control the financial profitability of your
projects and ensure that your projects meet the
financial goals of your organization.
What You Will Learn

Youll 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 you are doing now as well as
on what you should be doing
Course Overview
Getting Started
Introductions
Course structure
Introduction
Benefits of project management
Project focus versus organizational focus
Accounting and finance in the organization
The project managers financial responsibility
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
Return on investment (ROI)
Return on equity (ROE)
Present value (PV)
Internal rate of return (IRR)
Break-even analysis
Cost versus revenue
Cost types
Accounting and Finance Principles for PM Practitioners
Merging the Two Worlds

Budget cycle versus project life cycle
Financial and project management
The two worlds together
Project performance
Status reporting
Earned value analysis
Summary
The Project Management World

Financial management
Focus on project management
Project life cycles
Budget cycles
(UPMMTM)
Project decision checkpoints
Filtering/pipeline process
Triple constraints in project management
Project estimating
Project budgeting




#5007 / 2 Days

25
Organizational Project Management Maturity Model (OPM3)

Benefits and Practice
By aligning business strategy and processes with
projects and programs through Organizational
Project Management, organizations can achieve
better performance, better results, profitable
business change and sustainable competitive
advantage. This overview provides insight into
how organizations can realize these benefits
through the effective implementation of PMIs
Organizational Project Management Maturity
Model (OPM3).
The insight and perspective you will gain from
this one-day course will enable you to make a
prudent decision on whether or not OPM3 is
appropriate for your organization. It will also help
you chart the most practical course of action and
pace for successful deployment of OPM3.
Prerequisites
experience
Course Level
Intermediate
Who Should Attend
Project, program and portfolio managers
Project/program sponsors
Project Management Office (PMO) leadership
and management
Business planners, Chief Information Officers,
Chief Financial Officers
Performance Focus
Explains key underlying principles and
essential building blocks of OPM3
Illustrates the multi-dimensional nature of
OPM3Execute - an OPM3 self-assessment
Details the implementation process
Recommends delivery approaches that
maximize successful adoption of OPM3 in
real- world settings
What You Will Learn
Youll learn how to:
Assess the business value of Organizational
Project Management (OPM)
Use the value-driven synergy of business
strategy and OPM
Value the composition and important
relationships among the OPM3 domains and
components of maturity
Compare and contrast OPM3 with other
maturity models
Identify best practices and organizational

enablers that form means to maturity
Recognize the roles and supporting
organizational structure involved in the
ongoing successful application of OPM3
Summary
Course Overview
Getting Started
Introductions
Course structure
Introduction
Definition of OPM
Characteristics and benefits of maturity
models
Overview of Organizational Project
Management Maturity
Quantifying project and process maturity
OPM3 Overview and Concepts
OPM3 alignment with PMI core standards
OPM3 building blocks and terminology
Organizational coverage of OPM3
Best practices and Organizational Enablers
OPM policy and vision
OPM3 Program Implementation Management
Program management approach
Strategic alignment
Sponsorship
Organizational structures
OPM success metrics and benchmarking
OPM3 Maturity Stages and Core Capabilities
Maturity Stages
Synergy with other process improvement
models
OPM3 improvement cycle and benefits
OPM3 product suite
Assessment options and characteristics
Organizational Context for Successful OPM3
Deployment
OPM3 roles
- Executive sponsor
- Program management office
- Program manager
- Business change manager
- Process management
26



# 8949 / Two 3-hour sessions

# 8629 / 1 Day

OPM3and PMI are registered marks of the Project Management Institute, Inc.
Get the Knowledge You Need to Pass the CAPM Exam

Are you planning on taking the PMI CAPM
examination? This course gives you the
knowledge you need to pass the exam and
covers CAPM-critical information on project
management theory, principles, techniques
and methods. Youll also have an opportunity to
review the kinds of questions youll find in the
CAPM exam.
Prerequisites
Course Level
Basic
Who Should Attend
Passing the CAPM exam is a great way to
demonstrate your commitment to project
management excellence, and this workshop
is specifically designed to help you gain your
CAPM credential. This course would also be
beneficial to managers or project team
members who want to improve their
effectiveness and enhance their careers.
Course Overview
Getting Started
Introductions
Course structure
Becoming a CAPM
CAPM certification process and the criteria
for certification
How to apply for the exam
How to complete the experience verification
form
Knowledge (PMBOK Guide) framework
Project management context
Project management areas of knowledge
Project management processes and process
groups
Develop project charter
Develop project management plan
Direct and manage project execution
Monitor and control project work
Perform integrated change control
Close project or phase

Collect requirements
Define scope
Create WBS
Verify scope
Control scope
Define activities
Sequence activities
Estimate activity resources
Estimate activity duration
Develop schedule
Finalize and control a schedule
Estimate costs
Determine budget
Control costs
Employ Earned Value Management
Plan risk responses (both positive and

negative)
Monitor and control risk
Plan procurements
Conduct procurements
Common contract types, their characteristics
and appropriate usage
Administer procurements
Close procurements
Certified Associate in Project Management (CAPM)
CAPM Exam Review

Setting up a study plan
Test-taking strategies
Assess your individual knowledge gaps and
strengths based on a sample exam

Quality gurus and their key contributions
Plan project quality
Perform quality assurance
Perform quality control
Important quality tools and techniques
- Cause and effect diagrams
- Control charts
- Histograms and Pareto diagrams
- Inspections
- Scatter diagrams
- Six Sigma
Human Resource Management
Develop the human resource plan
Acquire and develop project teams
Compare and contrast relevant
organizational theories and structures
Manage a project team
Motivational approaches
Identify stakeholders
Plan communications
Distribute information
Manage project stakeholders expectations
Report performance
In addition to comprehensive course materials, all participants

will receive access to the PM BASICS online self-paced portion
of the course (for more details, see page 13).
CAPM Certification Qualifications

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

Plan risk management
Identify project risks (both positive and
negative)
Perform qualitative and quantitative risk
analysis



#8849 / Six 3-hour sessions

CEU Credits: 1.8 / PDU Credits: 18/ CPE Credits: 21
#8022 / 3 Days
#PA8849/ Six 3-hour sessions

PMI, PMBOK and CAPM are registered marks of the Project Management Institute, Inc.
27
PMP PREP
Get Ready to Pass the PMP Exam
This intensive exam preparation workshop
will provide a roadmap for how to pass the
Project Management Institutes (PMIs) Project
Management Professional (PMP) examination.
The workshop is kept up to date with the
framework of knowledge outlined by PMIs
Knowledge (PMBOK Guide). IILs instructors
will share test-taking tips and study strategies,
and they will review critical materials that
will directly assist you in passing the PMP
exam. The course includes a comprehensive
workbook and a sample exam.
Prerequisites
You should have at least 15 hours of dedicated
project management training before taking
this workshop. Also note that before attaining
PMP certification, you must meet the standard
PMI certification qualifications listed below.
Course Level
Intermediate
Who Should Attend
This course is ideal for individuals who need
to prepare for the PMP certification exam as
quickly and effectively as possible or for those
who have completed their educational
requirements and need a refresher course
before taking the PMP exam.
Course Overview
Becoming a PMP
Benefits of PMP certification
Review of the certification process
ProjectManagementIQ software
Definitions
Project management integrated system
Project life cycles and progressive
elaboration
Project stakeholders
PMBOK Guide process groups
PMBOK Guide knowledge areas
PMBOK Guide process model
Defining project success
Competing demands
Project sponsor role
Integrated planning
Project selection methods
Develop project charter

Develop project management plan
Key project planning deliverables
Direct and manage project execution
Monitor and control project work
Perform integrated change control
Close project or phase

Collect requirements
Define scope
Create Work Breakdown Structure (WBS)
Work package relationship to cost accounts
Verify and control scope
Manage scope creep
Define activities
Estimate activity resources and durations
Sequence activities
Precedence Diagramming Method (PDM)
Develop schedule
Techniques: Critical Path Method (CPM)
Critical chain technique
Schedule compression techniques
Reserve
Estimate costs
Estimating checklist
Standard project estimating
Determine budget
Cost baseline defined
Control costs
Definition of quality and quality terms
Quality movement major contributors
Project quality management
Plan quality
Perform Quality Assurance (QA)
Perform Quality Control (QC)
Important quality tools and techniques
Project Human Resource (HR) Management
Organizational influences
Characteristics of organizational structures
Develop HR plan
Enterprise environmental factors
Constraints affecting HR planning
Staff management plans and acquisition
Develop and manage project team
Stages of team building

Principles of leadership
Understanding human behavior
Project Communication Management
Identify stakeholders
Plan communications
Communication requirements analysis
Manage stakeholders expectations
Communication styles and dimensions
Report performance
Plan risk management
Identify project risks (positive and negative)
Perform qualitative risk analysis
Perform quantitative risk analysis
Plan risk responses (positive and negative)
Monitor and control risk
Procurement management processes
Plan procurements
Types of contracts and risks
Calculating contract cost
Conduct procurements
Types of procurement documents
Evaluation criteria
Negotiation tactics
Elements of a contract
Administer procurements
Close procurements
Code of professional conduct
Code of conduct values and tasks
PMP Exam Review
The PMP certification process
PMP eligibility requirements
The PMP credential examination
PMP Certification Qualifications
Candidates for PMIs PMP certification must have at least 35
hours of project management classroom and/or eLearning
experience. In addition, if they have a Bachelors degree (or
global equivalent), they must have 4,500 hours of project
management experience over three years/36 months. With
no such degree, 7,500 hours of project management experience over five years/60 months are required. Candidates
must pass the four-hour computer-based 200-question
exam and should submit the PMP application directly to
PMI. Exam fees must also be paid directly to PMI before the
examination. For more information, go to www.pmi.org.
28




#8624 / 2 Days

PMI, PMBOK and PMP are registered marks of the Project Management Institute, Inc. ProjectManagementIQ is a registered trademark of International Institute for Learning, Inc.
Project Management Advanced Courses
www.iil.com
Companies that are competitive in the marketplace recognize the critical

importance of project, program and portfolio management (PPM) to the
success of their organizations. While the difference between simply using PPM
and being good at it is relatively small, the difference between being good and
excelling at PPM is a vast divide.
The companies and project managers who are investing in PPM education are
continually honing their skills, learning new methodologies and building their
capacity. They are more than just todays leaders and innovators: they are
paving the way for the future.
In Pursuit of Excellence
If you are an experienced project manager or a senior-level manager and you want to build on your expertise, acquire
new skills and go beyond PMP accreditation, take a look at our wide array of Advanced Project Management courses.
The curriculum in this section is designed to help you deal with complex PPM issues that you face every day - from
dealing with risk and quality initiatives to managing portfolios and multiple projects. These courses and certification
programs will provide you with the competencies to help you align your projects with corporate strategy, direct and
supervise people at every level and control enterprise-level projects and programs.
Advanced Project Management Certification (APMC)
If you are interested in expanding your knowledge by focusing on todays higher-level strategic PPM issues, take a look
at our Advanced Project Management Certification - The Kerzner Approach to Best Practices. This 66-hour certification program earns you up to 66 PDUs and can be completed in three to 12 months.
IIL has collaborated with top global organizations to build unique and specialized APMC programs for their project
professionals. Work with one of our educational advisors to choose from select courses in our catalogue - or mix and match
them with courses offered by your company - and create your own customized APMC curriculum.
Accelerated Curriculum and Performance Focus
Whether taken individually or as part of a certification program, our advanced PPM classes will challenge and engage
you, while helping you increase your skills and abilities within specific areas of knowledge.
Deepen your understanding of Earned Value Management implementation within your project or program environment and learn how best to integrate EVM with risk management. If you are a project manager and you want to build
your level of competence in setting up, planning and managing a group of related projects, take a look at Program
Management, Preparing for the PgMP Certification or Project Portfolio Management.
Other areas of advanced study include: Preventing, Recovering and Managing Troubled Projects; Organization and
People Change Management; Vendor Relationship Management; as well as accelerated courses in Quality Management, Procurement Management, Risk Management and Requirements Management.
APMC and The Kerzner Approach are registered trademarks of International Institute for Learning, Inc. PMP and PgMP are registered marks of the Project anagement Institute, Inc.
29
Advanced Project Management Certification (APMC)

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

If your company has a group of 12 or more
employees to train, we can deliver the APMC
curriculum to you in a private IIL Virtual
Classroom or in a traditional classroom
setting at the location of your choice.
The APMC is a 66-hour certification program

that earns you up to 66 PDUs and can be
completed within a time period of three and
12 months. Live and fully interactive, APMC
courses are led by top instructors and delivered
online in our Virtual Classroom. (A customized
curriculum can also be delivered to your company in a traditional classroom setting at the
location of your choice.)
IIL has collaborated with top global organizations to build unique and specialized APMC
programs for their project professionals.
Comprised of required courses as well as

electives, the APMC program lets you choose
the project management courses that fit your
needs, interests and schedule.
Eligibility and Prerequisites
Participants who wish to enroll in the APMC
program need to have at least three years
of project management practical experience. They must also have taken IILs Project
Management Certificate Program: The Kerzner
Approach to Project Management Excellence
or equivalent.
Participants can waive up to TWO courses
(required or elective) if they have taken them
within the last one-year period from IIL. Please
note participants must first take and pass the
post-test to have the course waived. There will be
a fee of $150 per course for this activity.
Who Should Attend
You should enroll in this program if you want to
expand your knowledge by focusing on todays
higher-level strategic project management
issues or dive deeper into more complex tactical challenges. This program is ideal if you are a
PMP, since all courses in this program earn you
PDUs necessary to maintain your certification.
Criteria for Achieving APMC Certification
In order to be awarded APMC certification,
participants must:
Complete three required courses and three
of the elective courses (see box on right).
Achieve a passing score of at least 70% on
a 30-question online exam for each course
(questions are in a multiple-choice format).
Work with one of our educational advisors to

choose from select courses in our catalogue
- or mix and match them with courses offered
by your company - and create your own customized APMC curriculum.
Build Your APMC Program

Combine your choice of three electives with the
three required courses for a total of 66 hours of
credit. The color of the course title denotes the
section of the catalogue in which it appears:
purple = Advanced Project Management;
brown = Leadership and Interpersonal Skills;
green = Business Analysis; red = Lean Six
Sigma; turquoise = PM for IT Professionals.
APMC Curriculum
APMC
Required Courses
The Future of Project Management with
Dr. Harold Kerzner (p. 31)
Program Management: Successfully Managing
a Group of Related Projects (p. 41)
Performance Focus
With IIL, you learn from experts who are also
practitioners. The APMC program focuses on
analyzing current best practices from some of
the most successful companies so you learn
how they manage projects. You will also learn
how to prepare your teams for the next frontier
in project management; the secrets of balancing project/program objectives against organizational politics; and the ins and outs of supporting global projects/programs, both from a
pragmatic and an interpersonal perspective.

Organizational Boundaries (p. 82)
Electives - Choose Three
Requirements Management (p. 32)
Advanced Project Risk Management (p. 33)
Advanced Project Quality Management (p. 34)
Advanced Project Procurement (p. 35)
Vendor Relationship Management (p. 36)
IIL Virtual Classroom Environment

Thousands of companies have chosen IILs
Virtual Classroom as a preferred learning
method to meet the increased global
training needs of their organizations. Benefit
from our experience in the Virtual Classroom
space, where we have been active for the past
ten years. Our Virtual Classroom provides companies and individuals with interactive, efficient,
quality training that is also cost-effective.
Earned Value Management Systems (p. 37)
The online classes are led by our trainers in realtime, so you get the benefits of a live classroom
situation in your office. The classes have a good
balance of instructor-led learning, multimedia
events, discussion, and a wide range of interactive exercises from self-reflection to team-based
activities.
Stakeholder Relationship Skills for Project

Managers (p. 74)
Worried about schedule conflicts?

Dont be. APMC courses are offered to you
real-time or recorded. If you cannot attend a
live class, simply go to the archived class any
time and you are all caught up.
Developing the Business Case (p. 92)
Global Project Management (p. 38)

Managing Multiple Projects (p. 40)
The Project Management Office (p. 42)
Project Portfolio Management (p. 43)
(p. 52)
Conflict Resolution for Project Managers (p. 78)

Leadership Skills for Project Managers (p. 79)
Documents (p. 89)
Lean Six Sigma Yellow Belt (p. 97)
30



#8800/ 66 hours
Course numbers vary based on selection

#PA8800 / 66 hours
APMC and The Kerzner Approach are registered trademarks of International Institute for Learning, Inc. PMI and PMP are registered marks of the Project Management Institute, Inc.
Preparing the Next Generation Project Manager

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

management will change over the next
decade to help companies find solutions
to complex projects.
The goal of this course is to give
participants an overview of what the future of
project management might look like.
Prerequisites
Good understanding of project management
Course Level
Intermediate to advanced
Who Should Attend
This course is for project managers, line
managers, sponsors, team members, executives
who also function as stakeholders and anyone
else involved in projects who is interested in
learning more about what changes may take
place in project management over the next
decade.
What You Will Learn
Youll learn how to:
Recognize the complex projects of the future
Improve stakeholder management
Understand the necessity for flexible project
management methodologies
Recognize the importance of value in making
project decisions
How Project Management Has Changed

Todays view of project management
How Request for Proposal (RFP) requirements
have changed
How executive support has changed
Managing Complex Projects
Defining complex projects
Traditional versus non-traditional projects
Importance of engagement project
management
Stakeholder Management
Defining stakeholder management
Making bad assumptions about
stakeholder loyalty
Stakeholder identification and classification
Critical stakeholder management issues
Why stakeholder management often fails
Managing Crisis Projects

Understanding crisis management
Cases in crisis management
Enterprise Project Management
Methodologies (EPM) and Frameworks
An Introduction to Project Givebacks (Best
Practices)
The Future of Project Management with Dr. Harold Kerzner
The Project Office (PO)/Center of Excellence

(COE)
Characteristics of excellence in a Project
Office
Measuring the return on investment (ROI) of
a Project Management Office (PMO)
Summary
Why Some Projects Fail

The definition of project success and failure
The difficulty in canceling projects
The need for an exit champion
The Management of Scope Creep
Understanding scope creep
Causes of scope creep
Ways to minimize scope creep
Performing Project Health Checks
Critical health check issues
Misconceptions about health checks
Course Overview
Getting Started
Introductions
Course structure
Foundation Concepts
How project management has changed
over the years
Managing complex projects
Stakeholder management
Value-driven project management
Understanding why some projects will fail
How to recover failing projects
The importance of managing scope creep
Managing crisis projects
Recovery Project Management (Managing

Distressed Projects)
Looking for early warning signs
Dangers in the continuation of the death
spiral
Value-Driven Project Management
Importance of value
Changing values in project management and
our view of success
Identifying the Key Performance Indicators
(KPIs)
The need for value measurement
Designing KPI dashboards
Performing value measurement




#8010 / 1 Day

APMC and The Kerzner Approach are registered trademarks of International Institute for Learning, Inc.
31
Requirements Management
Managing Project Scope from Concept to Completion
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.
Prerequisites
managing projects
Course Level
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 life cycle
Verify requirements during the testing and
acceptance phase of the project
Course Overview
Who Should Attend

You 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
member
Getting Started
Introductions
Course structure
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
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
What You Will Learn

Youll 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
Requirements 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
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 Changing 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
Summary
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 (WBS)
- Requirements definition document
- Procurement statement of work
Contracts and plans
32




#5001 / 2 Days

Working with Uncertainty in Projects

Have you been surprised by unplanned events

during your projects? Are you and your project
team frequently fighting fires? Well, you are not
alone. Uncertainty exists in any project
environment.
While it may not be possible to predict project
outcomes with 100% certainty, you can influence the outcome, avoid many potential risks
and be ready to calmly and efficiently respond
to unavoidable challenges instead of reacting
to them and possibly making things worse.
With the proper knowledge, risk can be identified, assessed, planned for and controlled.
What You Will Learn

Youll learn how to:
Demonstrate how the PMBOK Guides risk
management processes apply to your
projects environment
Adapt these processes for a particular highrisk project teams 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 Overview
The goal of this course is to teach the specific

knowledge needed to set up risk management
in your projects and to help you implement risk
management processes to achieve consistent
and predictable results in organizations where
a higher level of risk management is required.
This course is aligned with A Guide to the Project
Management Body of Knowledge (the PMBOK
Guide).
Prerequisites
managing projects
Course Level
Who Should Attend
This course is designed for:
Project and 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
Getting Started
Introductions
Course structure
Perform Quantitative Risk Analysis

Adapting quantitative risk analysis for highrisk projects
Risk analysis and data quality assessments
Building a foundation for quantitative risk
analysis
Using discrete quantitative tools
Using continuous quantitative tools
Wrapping up quantitative risk analysis for
high-risk projects
Advanced Project Risk Management
Plan Risk Responses

Adapting risk response planning for highrisk projects
Optimizing active risk response strategies
Leveraging contingencies for high project
performance
Wrapping up risk response planning for
high-risk projects
Foundation Concepts
Risk-related definitions
The risk management process
High-risk projects and project failures
Classical failures in implementing risk
management
Monitor and Control Risks

Adapting risk monitoring and control for
high-risk projects
Optimizing risk plan maintenance
Weaving risk reassessment into the projects
progress
Maintaining a continuous vigil in high-risk
project environments
Plan Risk Management

Project risk management and governance
Risk management planning for high-risk
projects
High-risk variations on a risk management
plan
Summary
Identify Risk
Adapting the risk identification process for
high-risk projects
Recognizing risks spontaneously
Confirming and structuring risk events for
treatment
Wrapping up risk identification for high-risk
projects
Perform Qualitative Risk Analysis
Adapting qualitative risk analysis for highrisk projects
Accelerating risk analysis
Clearing risk action
Wrapping up qualitative risk analysis for the
next level




#8140 / 2 Days

APMC and The Kerzner Approach are registered trademarks of International Institute for Learning, Inc. PMBOK is a registered mark of the Project Management Institute, Inc.
33
Advanced Project Quality Management

Planning, Assurance, Control and Improvement
In todays environment, quality is the

responsibility of everyone. Project success is
no longer just the fulfillment of a project on
schedule, on budget and within the scope.
Projects arent successful unless the customer
needs are met at the highest level of quality and
at the lowest cost to the organization. Project
managers must know customer needs and
manage to them throughout the project life
cycle in order to gain acceptance.
This course provides an interactive, handson environment for participants to practice
identification of critical quality requirements
(Quality Planning), fulfillment of those
requirements through well designed processes
(Quality Assurance) and statistical awareness of
technical specifications of project deliverables
(Quality Control).
Prerequisites
managing projects
Course Level
Who Should Attend
If your role is to gain customer acceptance at
project completion, this course is an absolute
must. It will help you identify, plan, monitor
and control high-quality outcomes and the
processes that support project management
initiatives.
Project and program managers, managers of
project managers and executives who must
ensure that all customer needs are met at the
lowest possible cost will find this course to be
exactly what they need.
Performance Focus
Capturing the critical-to-quality requirements
through the Voice of the Customer
Planning the processes to deliver
requirements at lowest possible cost
Monitoring and controlling key outputs (Ys)
and inputs (Xs)
Managing project progress and process
through data (management by fact)
The concept of variation: common and

special causes
Tracking key measurements: control charts
Root cause analysis
Descriptive statistics
Summary
What You Will Learn

Youll learn how to:
Identify and validate customer needs and
prioritize requirements
Document and standardize key project
management processes
Collect accurate and useful project data
Improve and error-proof project processes
and deliverables
Identify variation and take appropriate steps
to reduce the variation causing defects
Set up and monitor control charts on key
project measures
Course Overview
Getting Started
Introductions
Course structure
Foundation Concepts
Quality defined: financial focus
Quality management
Process management
Cost of quality
Quality Planning
The project managers role in planning
Voice of the Customer
Data collection: data types
Measurement of system accuracy:
operational definitions
Quality Assurance
Process management: flow charts
Process analysis
Value-Added Analysis
Error-proofing (Poka-Yoke)
Failure mode and effect analysis
Quality Control
34




#8009 / 2 Days

Buyer/Seller Relationships and Contracts

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.
Prerequisites
managing projects
Course Level
Who Should Attend
This 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 Learn
Youll learn how to:
Apply procurement and contract
management techniques to the PM process
Select the right sellers based upon a concise
Request for Proposal (RFP), with clear
selection criteria that lead to easy evaluation
of proposals
Develop and apply a procurement plan by

choosing the right procurement strategy for
the project situation and assigning the right
responsibilities to the right people
Describe the elements of a proposal and
how they help you determine 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 Overview
Getting Started
Introductions
Course structure
The 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
Conduct Procurements
Key pre-bid activities
Methods to request seller responses
Proper form and format of proposals
Elements of a proposal
Joint venture procurements
Organize for review of bid proposals
Techniques for contract evaluation
Contract negotiation strategies
Contract award and contract creation
methods
Advanced Project Procurement Management
Administer Procurements
Administer procurements responsibilities
Principles of contract interpretation
Primary contract components
Project management processes applied to
contract administration
Close Procurements
Formal acceptance and closure
Contract termination
Resolution of contract claims
Contract audits and lessons learned
Contract litigation
Summary
Plan Procurements
Establishing the procurement team
Organizational procedures and procurement
Selection of contract type
Identifying potential bidders
Contracting document options
Standard forms and conditions
Source selection criteria
Special and general conditions
Procurement management plan
Define Procurement Requirements
Scope management and the procurement
requirements link
Types of procurement requirements and
attributes
How requirements interrelate
Procurement Statement of Work (SOW)
The impact of improperly defining
requirements




#5003 / 2 Days

35
Vendor Relationship Management: Collaborating for Success

Working with Vendors to Achieve Peak Performance
Many times the success of a project is

dependent upon the contribution of vendors.
After the selection and procurement of a
vendor, the project manager assumes the
responsibility for managing the vendor
relationship.
Course Overview
Managing vendor performance and the

vendor relationship can make or break a
project. Through case scenarios and an
interactive workshop, this course deals with
the challenging task of delivering a successful
project involving vendors.
Foundation Concepts
Brief overview of the principles of
procurement
Relationship between risk, requirements
stability, contract type and cost, quality and
project management
Prerequisites
A good understanding of project
managing projects
Looking at Things from the Vendor

Perspective
The engagement management process
Due diligence
Defining high-level requirements
Course Level
Who Should Attend
This course is designed for project and program
managers, as well as functional managers and
others who have the responsibility of managing
relationships with vendors.
What You Will Learn
Youll learn how to:
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
Getting Started
Introductions
Course structure
Starting on the Right Path

Defining the engagement approach
Defining warranties 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 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
Summary
lasting benefits.
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 and relationship reviews
Accountability
Termination
36




#4044 / 2 Days
CEU Credits: 1.4 / PDU Credits: 14 / CPE Credits 16

Incorporate Best Practices for Program and Project Management Systems

The EVMS processes incorporate best practices

for program and project management systems
that require strong applications for program or
enterprise planning and control.
The processes include integration of program
scope, schedule and cost objectives;
establishment of a baseline plan for
accomplishment of program objectives;
and use of Earned Value Management
techniques for performance measurement
during the execution of a program. EVMS
provides a solid platform for risk identification,
corrective actions and necessary management
replanning.
The emphasis of this course is on the latest
EVMS principles and concepts in accordance
with changes and guidelines for Earned
Value Management in A Guide to the Project
Guide). These concepts may be applied to any
project, whether government or commercial.
Prerequisites
Participants should have a working knowledge
of general project management principles and
some familiarity with the concept of Earned
Value.
Course Level
Who Should Attend
All program managers, project managers
and project team members who need
to apply EVMS criteria to current or
future contracts, whether commercial or
governmental
Technical staff who are involved in
Integrated Baseline Reviews or Earned Value
reporting
All program managers, project managers
and technical staff applying Earned Value as
an integral part of fixed asset planning
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
Performance Focus
The goal of this course is to provide you with
the knowledge and understanding needed to
properly implement EVM within your
organization.
What You Will Learn
Youll 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 Overview
Getting Started
Introductions
Course structure
Foundation Concepts
Definition and benefits of EVM
History of EVM and Cost and Schedule
Control System Criteria (C/SCSC)
Project applications of EVM
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
Earned Value Management Systems (EVMS)
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 EVM
Requirements for an EVMS
Tailoring the EVMS
EVMS light
Summary
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




#5017 / 2 Days

APMC and The Kerzner Approach are registered trademarks of International Institute for Learning, Inc. PMBOK is a registered mark of the Project Management Institute, Inc.
37

Managing a Project with Global Stakeholders
Managing a project where customers and

support organizations are spread over multiple
countries and continents is a major challenge
in todays increasingly global environment.
There are different needs for communication,
an awareness of different customs and work
expectations, as well as real legal differences
which must be considered.
From identifying stakeholders and gathering
requirements to planning and controlling the
project, a global project has its own unique set
of challenges.
What You Will Learn

Youll learn how to:
Identify unique characteristics of global
projects
Identify and analyze global stakeholders for
a project
Communicate effectively with global
stakeholders
Identify cultural differences and determine
how to handle them during the project
Control global projects
Close a global project
Monitoring and Controlling the Global Project

Procurement control
Progress control
Stakeholder control
Closing the Global Project
Lessons learned for global projects
Closing contracts
Administrative closure
Summary
Course Overview
that you can establish effective management
and leadership in an environment with a
diverse set of stakeholders.
Prerequisites
management, as well as exposure to project
leadership issues
Course Level
Who Should Attend
Project managers and all project team
members responsible for initiating, planning
and controlling a global project
Performance Focus
Identifying stakeholders, gathering their
requirements and creating an effective
communications plan with them
Leveraging the most appropriate tools
and techniques for operating in a global
environment
Customizing stakeholder interaction and
project control based on local customs and
laws
Getting Started
Introductions
Course structure
What is a global project?
Why is it different from other projects?
Initiating the Global Project
Starting a global project
Identifying and analyzing stakeholders
The communication plan
Selecting the project manager
A global project charter

lasting benefits.
Planning the Global Project

Requirements gathering for a global project
Defining the scope
Estimating and scheduling difficulties for
global projects
Staffing the global project
Developing the risk plan
Executing the Global Project
Team building for a global project
Cultural issues
Communication styles
Procurement on a global basis
Legal issues
38




#3031 / 2 Days

Get Derailed Projects Back on Track!

If it seems that your projects are often in trouble
when assigned to you, this workshop will be of
value to you. Most seasoned project managers
have had their share of experiences with
difficult or troubled projects and unless they
are careful, they will encounter more. The focus
of this workshop is to help the professional
project manager more rapidly recognize the
potential for trouble and correct the course
early enough to avoid major problems.
While the first and most important order of
business is to prevent problems, we know
that if you are in trouble RIGHT NOW, the first
thing you want to know is how to recover. To
meet that need, the first half of this course
addresses recovery. The second half of this
course addresses prevention, either by managing a recovered project to completion without
further problems or improving your prospects
on future projects.
This workshop does not focus on failed
projects but rather on projects headed for
failure without appropriate intervention. This is
an exercise-driven, no-nonsense, professional
practice-focused workshop, positioning you to
immediately apply tools and lessons learned.
Prerequisites
A basic understanding of and experience with
key PM principles and tools, including stakeholder assessment and requirements definition,
integrated configuration management and
change control, precedence diagramming and
critical path scheduling, statistical estimating,
Earned Value techniques and human resource
management. In addition, a PMP credential
(or global equivalent) is recommended.
Course Level
Who Should Attend
The ideal participants for this program include:
Project or program managers who regularly
manage complex, high-visibility, highpriority projects, programs or multi-project
portfolios
Project team members who are involved
with these same situations and want to make
a difference on their teams
Managers of project managers in a Project
Management Office (PMO) or managers for
whom the major part of their day-to-day
work is project management-based
Performance Focus
Early recognition of troubles
Stakeholder alignment
Problem-solving mindset
Recovery plans
Grassroots prevention focus
Key competencies for preventing or
managing through troubles
What You Will Learn
You will learn to:
Recognize the major factors that contribute
to a potentially at risk project
Develop a readily useable checklist of
specific causes leading to troubled projects
Categorize symptoms of a troubled project
so as to correctly associate them with root
causes
Formulatie plans for mitigating and/or
eliminating root causes
Assess the effectiveness of prevention and
recovery actions and plans
Course Overview
Getting Started
Introductions
Course structure
Foundation Concepts
Characterizing troubled projects
Distinguishing troubled versus successful
projects
Developing a roadmap to recovery and
beyond
The Recovery Process Defined
Ready, set, recovery
Stage A: stakeholder realignment
Stage B: recovery blueprint
Stage C: repairs and restoration
Critical success factor: effective decision
making
Recovery in Action: Stakeholder Realignment
Overview of stakeholder realignment
Assessing key stakeholders
Establishing realistic stakeholder
expectations
Establishing realistic team expectations
Recovery in Action: Recovery Blueprint
Blueprint overview and summary of options
Qualitative analysis of root cause
Surveying options versus circumstances
Balancing on scope and productivity

Balancing schedule and cost
Selecting the best combination using the
three Ps: people, process and product
Recovery in Action: Repairs and Restoration
Repairs overview and setting the stage for
change
Implementing repairs through people,
process and product changes
Transition to managing
Preventing, Recovering and Managing Troubled Projects
Prevention Process Defined

Prevention overview
Greater maturity
Better performance through superior
planning
Better performance through managing with
a focus on risk
Prevention Maturity
The maturity myth
Intensive care for troubled projects
Preventive medicine for troubled projects
An action plan
Overview of planning phases
Key decisions for high-level planning
Key techniques for detailed planning
Prevention Managing Risk
Final leg of the roadmap
Emphasizing ongoing risk management
Manage stakeholder expectations
Monitoring and controlling requirements
An action plan for preventing, recovering
and managing your own troubled projects
Summary

lasting benefits.




#4039 / 2 Days

PMP is a registered mark of the Project Management Institute, Inc.
39
Managing Multiple Projects

An Exercise-Driven Workshop
Does your organization work on more than

one project at a time? Are there limitations
to the type and amount of human and other
resources for project assignments?
Are your projects taking longer and longer
to complete? Are results less than optimal
because of time pressures on resources?
Would you like to increase project
throughput?
Succeeding in todays competitive marketplace
often requires cycle time reduction - reducing
the duration of projects and getting results
faster. This workshop will address managing
multiple projects within the context of
program or product management.
Planning and managing individual projects is
challenging. When introducing the real-life
limitation of resources and other outside
influences into the multi-project environment,
those challenges are magnified and new
challenges are introduced.
This interactive workshop will position you for
immediate action. The goal of this course is to
equip you with the necessary knowledge, skills
and techniques so that you can effectively and
productively manage multiple projects.
Prerequisites
managing projects
Course Level
Who Should Attend
You should attend this workshop if you
manage a single project that is affected by
other projects within your organization,
participate in or lead resource assignment
decisions across multiple projects, support
portfolio management decision-making
processes for the selection and prioritization of
projects or manage multiple projects at your
company.
What You Will Learn

Youll learn how to:
Manage stakeholder relationships and
expectations
Prioritize and sequence multiple projects
Manage time and stress within a multiproject environment
Effectively navigate the multi-project
environment
Use appropriate methods to plan and
control multiple projects
Apply scheduling and estimating techniques
Maintain a dynamic multi-project schedule
Course Overview
Getting Started
Introductions
Course structure
Foundation Concepts
Portfolio, program and project management
principles
The multiple project environment
The MMP process model
Developing the Multi-Project List
Multi-project portfolio management
Project selection
Project categories and types
The multi-project list
Multi-Project Logical Dependencies
Project dependencies
Types of multi-project portfolios
Categories of logical dependencies across
multiple projects
Project priorities in the multi-project
schedule
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 and maintaining the multi-project
plan
Controlling in the multi-project environment
Tools in multi-project management
Multi-Project Communications
Effective communication in the multi-project
environment
Common communication barriers
Multiple project communications plan
Resolving multi-project conflicts
Summary
lasting benefits.
Multi-Project Resource Management

Multi-project resources and resource
management concepts
Multi-project resource loading
Resource pool and resource database
Multi-project resource issues and
outsourcing
Critical chain resource management,
including drum resources and multi-tasking

40

#8114 / 2 Days

Successfully Managing a Group of Related Projects

Program managers coordinate the efforts of

marketing groups, project teams, product
delivery, support, operations and people
from other functional groups, including
multiple suppliers and business partners.
Their goal is to ensure that proposed business
changes, complex products and processes
are implemented to deliver on the programs
strategic benefits and objectives.
necessary knowledge, skills and techniques
to set up, plan, manage and control programs
based on the most recent PMI Standard for
Program Management. You will learn and
apply the principles of program management
through a case study and up to thirteen
exercises.
Prerequisites
We recommend that participants have
between three and five years of project
management experience. Additionally, PMP
certification - or a good working knowledge
of A Guide to the Project Management Body of
Knowledge (the PMBOK Guide) - is also
desirable.
Identify the characteristics of a successful

project
Create an initial project plan
Identify and perform the major aspects of
project initiation, project control and closeout
Identify and describe cultural change issues
in implementing project management
Performance Focus
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; sequence projects; estimate,
schedule and optimize resources; set up
communication, collaboration and reporting
structures; and coordinate ongoing
operations with various projects
How to align program objectives with those
of the organization, as well as with the
community within which it will operate and
produce results
Course Overview
Getting Started
Introductions
Course structure
Course Level
Advanced
Who Should Attend
You should attend if you plan, control or
manage the execution of complex projects or
programs made up of multiple projects often
with operational activities. Roles of suggested
participants include: IT application managers,
product managers, event managers and
consultants. Others who can benefit from this
course include those who manage projects
within programs, aspiring program managers,
portfolio managers, program management
officers, project management officers,
functional managers, marketing directors,
consultants or researchers.
What You Will Learn
Youll learn how to:
and its benefits
terminology
Project Management Context and 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 processes
Characteristics of program life cycle
Benefit management and program life cycle
Program governance and program life cycle
Five phases of program life cycle
Initiating the program

Authorizing constituent projects
Initiating a team
Planning the Program
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
Program Management
Executing the Program

Directing and managing program execution
Acquiring and developing the program team
Performing Quality Assurance and
information distribution
Managing procurement activities
Monitoring and Controlling the Program
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
Closing the Program
Closing the program
Closing components
Closing contracts
Interim and post-program reviews
Summary
lasting benefits.




#5035 / 2 Days

APMC and The Kerzner Approach are registered trademarks of International Institute for Learning, Inc. PMI, PMBOK and PMP are registered marks of the Project Management Institute, Inc.
41
The Project Management Office

A Building Block for Achieving and Managing PM Effectiveness
This course addresses the complex issues of

how to integrate a Project Management Office
(PMO) into the organization while avoiding
bureaucracy, turf wars and other resistance to a
disciplined and flexible PM process throughout
the enterprise. Working with our experts, you
will assess the needs of your organization for a
PMO, be ready to design the kind of PMO that
will be most effective for you and define the
path to PM maturity and competency.
Issues addressed include: multiple levels of
PMOs, project autonomy, the methodology role
of the PMO and whether the PMO should be
the home of project managers or an enabling
organization that supports project excellence
and portfolio management.
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 Overview
Prerequisites
managing projects
Getting Started
Introductions
Course structure
Course Level
Foundation Concepts
Defining a PMO and EPM
The importance of a PMO
The desired organizational environment
Key characteristics of a PMO
Who Should Attend

The 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 Focus
necessary knowledge and skills to establish,
improve and work with a PMO that will be the
catalyst for enterprise project management
excellence.
What You Will Learn
Youll 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
enterprises projects
Project Success: 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- and enterprise-focused functions
The PMO and Project Control, Audit and
Recovery
Establishing a control process to identify
troubled projects
Describing the PMOs role in review, audit
and recovery
Identifying troubled projects and

conducting a project audit
Supporting project recovery
The PMOs Role in Project Management
Competency Development
Definition of competency
The importance of competency in project
management
The PMOs role in performing a competency
analysis
The PMOs 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
Summary
lasting benefits.

42

#8135 / 2 Days

How to Increase the Return on Your Organizations Project Management

This workshop defines the strategy, processes,

information, analysis and deliverables of an
effective portfolio management approach. You
will learn how to proactively identify, select,
de-select and nurture a balanced and desirable
mix of projects. Effective portfolio management
improves the multi-project flow through the
organization (speed and quality) by minimizing
unnecessary multi-tasking and priority changes.
The goal of this course is to provide you with
knowledge of the components, importance and
challenges of implementing enterprise-level
project portfolio management (PPM) based
upon your organizations strategic business
goals.
Prerequisites
We recommend that participants have between
three and five years of project management
experience.
Course Level
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)
Performance Focus
Defining the objectives of PPM and project
portfolio process
Strategic planning as it relates to portfolio
management
Linking the project portfolio with the
resource and asset portfolios
Prioritizing projects, improving project flow
and return on investment (ROI)
Managing resource pools and the strategic
resource(s)
Avoiding the trap of becoming too involved
in the details
Defining and facilitating the roles and
responsibilities of the PMO, executives and
others
Ensuring project ownership and sponsorship
What You Will Learn

Youll learn how to:
Define the five fundamental components of
the enterprise-level PPM process
Identify the components of PPM, including
information requirements, principal
performers and the relationship among the
major activities
Relate the principles of enterprise-level PPM
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 Overview
Getting Started
Introductions
Course structure
Portfolio Management Framework
Portfolios, programs and projects
A closer look at portfolio management
Why portfolio management is important
The enterprise portfolio management model
Defining the Portfolio Management Process
Portfolio management models and
approaches
Portfolio management process steps
Challenges of multi-project management
What is business strategy?
Applying business strategy to the portfolio
Stepping through a strategic decision
Implementing business strategy using PM
(UPMM) approach to strategic decisions
Acquiring the Right Information

Key portfolio data elements
Relating the portfolio data
Measuring portfolio performance
Portfolio information checklists
Analyzing, Balancing and Optimizing the
Portfolio
What is a balanced portfolio?
Portfolio selection methods
Analysis and optimization
Ways to view the portfolio
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
Summary
lasting benefits.
Organizational Factors and Influences

PM and organizational change
Creating the right environment
Stakeholder perspectives
The enterprise PMO




#8108 / 2 Days

APMC, The Kerzner Approach and Unified Project Management are registered trademarks of International Institute for Learning, Inc. UPMMTM is a trademark of International Institute for Learning, Inc.
43
Prep Course for the PMI-RMP Exam

Learn the Risk Management Practice Standard
This workshop is designed for project
managers as well as project participants and
line managers who work directly with risk
management and who wish to prepare for
the PMI Risk Management Professional
(PMI-RMP) exam.
Prerequisites
management, some experience managing
projects and a basic understanding of A Guide
to the Project Management Body of Knowledge
(the PMBOK Guide)
Course Level
Who Should Attend
This course is designed for project, product
and program managers and anyone else
interested in learning more about PMIs Risk
Management Practice Standard and taking the
PMI-RMP exam.
Performance Focus
The overall goals of this course are to:
Define the scope of the PMI-RMP credential
Assist participants in successfully preparing
to achieve the credential
What You Will Learn
Youll learn how to:
Explain the value and benefits of the PMIRMP credential
Perform a self-assessment of your
knowledge and skills
Prepare a study plan that will allow you to
pass the exam
Course Overview
Getting Started
Introductions
Course structure
Foundation Concepts
Basic risk concepts
Project risk characteristics
PMBOK Guides risk management processes
Scope of the RMP exam
Risk Governance
Overview of risk governance domain
Pre-project life cycle (PLC) governance tasks
Governance tasks performed during the PLC
Post-PLC governance tasks
Risk Communication
Overview of risk communication domain
Value of project risk management
Stakeholders sensitivity to project risks
Common understanding of project risks
Status reports that focus on project risks
Risk Analysis Domain Identification Process
Risk identification overview
Risk identification techniques
Risk identification outputs
Risk Analysis Domain Qualitative Process
Qualitative risk analysis overview
Analyzing probability and impact
Analyzing urgency
Assessing data quality
Prioritizing risks qualitatively
PMI-RMP Certification Qualifications

Candidates for PMI-RMP who hold a Bachelors degree or
the global equivalent must have a minimum of 30 hours of
classroom and/or eLearning instruction in the area of project risk management. They must also have 3,000 hours of
professional project risk management experience within
the last five consecutive years. Candidates who have a high
school diploma, Associates degree or global equivalent
must have a minimum of 40 hours of classroom and/or
eLearning instruction in the area of project risk management. In addition, they must have 4,500 hours of professional project risk management experience within the last
five consecutive years. All candidates should complete and
submit the PMI-RMP certification application directly to PMI,
and they must also pass the 3.5-hour computer-based 170question exam. For more information, go to www.pmi.org.
Each participant will receive a copy

of Practice Standard for Project Risk
Management.
Risk Analysis Domain Quantitative Process

Overview of quantitative analysis
Using quantitative techniques
Prioritizing risks quantitatively
Establishing control limits
Risk Response Planning
Risk response planning overview
Developing risk response strategies
Developing contingency approaches
Presenting recommendations to key
stakeholders
Exam Preparation, Recap and Closing
Exam application and preparation
Recap of risk exam sources and domains
Review of PMBOK Guides risk processes
Summary of risk interactions with other
PMBOK Guide Knowledge Areas
Practice exam
Course closure
44




#5029 / 2 Days

PMI, PMBOK and PMI-RMP are registered marks of the Project Management Institute, Inc.
Learn the Scheduling Practice Standard

This workshop serves as a PMI Scheduling
Professional (PMI-SP) intensive exam preparation course. It also presents scheduling practice
standards to help a scheduling practitioner
become more effective. This workshop is kept
up to date with the framework of knowledge
outlined by the Practice Standard for Scheduling,
the PMI Scheduling Professional Examination
Specification and PMIs A Guide to the Project
Guide).
Participants are encouraged to obtain a copy
of the PMBOK Guide as a supplemental study
source prior to taking the exam. The guide may
be downloaded for free by all PMI members.
You do not need the guide to attend the course,
as all materials are provided.
Prerequisites
management, some experience managing
projects and a basic understanding of the
PMBOK Guide
Schedule Domains
Schedule mission management
Schedule creation
Schedule maintenance
Schedule analysis
Schedule communication/reporting

Human resource processes
Components of the human resource plan
Techniques for obtaining a project team
Techniques for developing the project team
Resolving team conflicts

Role of organizational process assets
Role of enterprise environmental factors
Project charter
Project management plan
- Project baseline
- Subsidiary plans
Managing changes
Reviewing and correcting project work
Closing the project or phase

Communication processes
Defining a communication approach
Communication models/methods
Communication management plan
Reporting to others
Performance reports

Project scope statement components
Role of the Work Breakdown Structure (WBS)
Managing changes
Becoming a PMI-SP
Overview of the PMI-SP credential
Eligibility requirements
The PMI-SP application process
Benefits of achieving certification

Scheduling processes integrated with other
PMBOK Guide processes
Defining activities
- Enterprise environmental factors
- Organizational process assets
- Decomposing the WBS
Sequencing activities
- Arrow diagramming method
- Precedence diagramming method
Estimating activity resources
- Determining resource needs
- Using various techniques to plan for
resource needs
Estimating activity durations
- Differentiating between various
estimating techniques
- Calculating an estimate from a formula
Developing the schedule
Conducting the forward pass/backward pass
Calculating the critical path
Controlling the schedule
- Conducting performance reviews
- Analyzing variances
- Updates to various project documents
Scheduling Concepts and Standards

Role of The Practice Standard for Scheduling
The schedule development process
Essential elements of a schedule
Scheduling components
Schedule conformance and scoring

Role of the schedule in cost estimating
Techniques for estimating
Budgeting techniques
Cost performance baseline
Course Level
Who Should Attend
Individuals who plan to take the exam but
need some guidance to create a study path
Individuals who are studying for the exam
and want to identify gaps in their knowledge
Individuals who are interested in a refresher
course before sitting for the exam
Course Overview
Getting Started
Introductions
Course structure
Prep Course for the PMI-SP Exam

Risk management processes
Planning for risks
Controlling risks
PMI-SP Exam Review
Recommended books
Exam blueprint
Study tips
The PMI-SP credential examination
Sample exam questions
Course Summary and Next Steps
PMI-SP Certification Qualifications
Candidates for PMI-SP who hold a Bachelors degree or the
global equivalent must have a minimum of 30 hours of
classroom and/or eLearning instruction in the area of project
scheduling. They must also have 3,500 hours of professional
project scheduling experience within the last five consecutive years. Candidates who have a high school diploma,
Associates degree or global equivalent must have a minimum of 40 hours of classroom and/or eLearning instruction
in the area of project scheduling. In addition, they must
have 5,000 hours of professional project scheduling experience within the last five consecutive years. All candidates
should complete and submit the PMI-SP certification application directly to PMI, and they must also pass the 3.5-hour
computer-based 170-question exam. For more information,
go to www.pmi.org.
Each participant will receive a copy of

The Practice Standard for Scheduling.




#3100 / 2 Days

PMI, PMBOK and PMI-SP are registered marks of the Project Management Institute, Inc.
45
Prep Course for the PgMP Exam

Learn the Program Management Standard
The aim of this course is to prepare
professionals who are familiar with the
principles of program management for the
PMI Program Management Professional (PgMP)
examination. Designed and developed by
PgMP-certified consultants and instructors,
the curriculum is based on PMIs Standard for
Program Management, and A Guide to the Project
Guide).
In addition to preparing for the PgMP exam, you
will gain a thorough understanding of program
management. You will also learn about the role
of program managers, the interface between
project and program managers, the competencies of a program manager and the relationship
between program and portfolio managers.
You will understand how program managers
align and manage benefits, engage and involve
stakeholder groups and establish governance
across the program life cycle.
Prerequisites
We recommend that participants have between
three and five years of PM experience. PMP
certification or a good working knowledge of
the PMBOK Guide is also desirable.
Course Level
Advanced
What You Will Learn
Youll learn:
The interrelationships between some of the
42 project management processes and 47
program management processes
Details on the five phases of the program
management life cycle
Tasks, knowledge and skills of a program
manager at each phase and in each process
of the program life cycle
Content of and interrelationships between
the 12 knowledge areas
What an examination blueprint looks like and
how to prepare for the PgMP exam
Course Overview
Getting Started
Introductions
Course structure
Foundation concepts
Programs, projects and portfolios: definitions,
differences and how they relate
Program management life cycle
Role of program manager and Program
Office
Program management skills and knowledge
areas
Program Process Groups
Five process groups and linkage to five
program management phases
Linkage with six performance domains as
described in the examination specification
Linkage with 12 knowledge areas
Program Integration Management
Initiate program
Develop program management plan
Develop program infrastructure
Develop and manage program execution
Manage program resources
Monitor and control program performance
Close program
Sample exam questions
Program Scope Management
Plan program scope
Define program goals and objectives
Develop program requirements
Develop program architecture
Develop program Work Breakdown Structure
Manage program architecture
Manage component interfaces
Monitor and control program scope
Program Time Management
Develop program schedule
Monitor and control program schedule
Program Communications Management
Plan communications
Report Program: Program Risk Management
Plan program and risk management
Identify and analyze program risks
Plan program risk responses
Monitor and control program risks
Program Procurement Management
Plan program procurements
Conduct program procurements
Administer program procurements
Close program procurements
Program Financial Management

Establish program financial framework
Develop program financial plan
Estimate and budget program costs
Monitor and control program financials
Program Stakeholder Management
Plan program stakeholder management
Identify program stakeholders
Engage program stakeholders
Manage program stakeholders
Program Governance
Plan/establish program governance structure
Plan for audits and program quality
Approve component initiation
Provide governance oversight
Manage program benefits
Monitor and control program changes
Approve component transition
Program Management Professional (PgMP)
Examination
Application process and eligibility criteria
Multi-rater assessment
IILs online learning tool sample exam
PgMP examination overview and
specification
PgMP Certification Qualifications
Candidates for PgMP who hold a Bachelors degree or the
global equivalent must have a minimum of four years (6,000
hours) of unique non-overlapping project management
experience. They must also have a minimum of four years
(6,000 hours) of unique non-overlapping program management experience. . Candidates who have a high school
diploma, Associates degree or global equivalent must have
a minimum of four years (6,000 hours) of unique non-overlapping project management experience in addition to a
minimum of seven years (10,500 hours) of unique non-overlapping program management experience. All candidates
should complete and submit the PgMP certification application directly to PMI, and they must also pass the 3.5-hour
computer-based 170-question exam. For more information,
go to www.pmi.org.
Each participant will receive a copy of

The Standard for Program Management.
46




#5039 / 2 Days

PMI, PMBOK and PgMP are registered marks of the Project Management Institute, Inc.
Project Management for IT Professionals
www.iil.com
The ability to shift and adapt in fast-paced, dynamic surroundings

is a critical skill for information technology (IT) professionals. For
project practitioners, achieving success means integrating timely
application of technical and interpersonal skills with innovation.
IIL offers a Project Management curriculum customized for leaders
in the IT industry to ensure that you remain current and effective.
Course topics include: The Fundamentals of PM for IT, Requirements and Risk Management, Managing Multiple IT Projects, Managing the Systems Development Process, Agile, Scrum and ITIL.
Be the IT Corporate Leader

Why wait for other departments or organizations to set the agenda and direction? Learn to define your program or
projects course. IIL provides training in emerging and evolving standards, methodologies and best practices for IT
managers and professionals. These learning opportunities offer enhancements to IT management skills for program
requirements gathering, product development, management, production and support that can help you establish your
departments reputation for foresight and planning.
Introduce New Approaches
Todays market forces are driving the emergence of project and program methodologies that aim to deliver
production-ready materials in abbreviated timeframes. These disciplines are enhanced by a new generation of Agile
software development methods which dissolve functional barriers, promote collaboration and enhance role-focused
views for the application life cycle.
Agile methods welcome changing requirements, even late in development. Scrum is a framework for managing
complex projects that is often used in Agile development. It teams up the customer and technical staff so that
software can rapidly arm the business to secure and maintain its competitive edge.
Improve Your Level of Service
The IT Infrastructure Library (ITIL) is a set of best practice standards for IT service management.
Leaving room for innovation, ITIL advocates graceful adaptation under changing conditions.
ITIL employs rough designs and broad parameters rather than rigid frameworks, so that solutions to user
demands become emergent.
IIL offers ITIL 2011 Edition Introductory Level courses, including ITIL Foundation (ITIL Foundation Classroom, ITIL
Foundation On-Demand) and ITIL Awareness, as well as two streams of ITIL Intermediate Level courses Service
Capability Courses and Service Lifecycle Courses. In addition, we offer the capstone course of the ITIL Intermediate
series, Managing Across the Lifecycle, successful completion of which allows you to earn your ITIL Expert Qualification.
IT Infrastructure Library and ITIL are Registered Trade Marks of the Office of Government Commerce in the United Kingdom and other countries. PoleStar is a Trademark of G2G3 Propulsion.
47
Project Management Fundamentals for IT Professionals

Developed for Information Technology Environments
A number of factors impact the project
managers role within information technology
(IT) for instance, the need to fully integrate IT
into the business improvement process and the
advent of distributed technology and Business
Process Reengineering. As a result, the range
of activities required of a project manager has
greatly increased, as well as the range of people
with whom s/he interacts. This workshop enables
you to minimize the problems inherent in
managing a systems development project.
Prerequisites
experience
Course Level
Basic
Who Should Attend
Information technology professionals
Product managers
Systems and software developers
Systems analysts and IT managers
Business people who are involved in IT
projects
Performance Focus
A 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 Learn
Youll learn how to:
Articulate the benefit of using project
management methodology, processes and
various life cycles for IT projects
Articulate various standards and maturity
models that provide benefits to performing
organizations that manage IT projects
Describe governance, gating and the
processes required for project origination
Conduct a stakeholder analysis and describe
its benefits throughout the project life cycle
Gather good requirements, develop a work
breakdown structure (WBS) and establish a

baseline project plan
Execute against the baseline project plan
while managing change and configuration
items
Monitor and control project activities using
the baseline project plan and Earned Value
Management concepts
Close the project by conducting scope
verification, procurement audits, gathering
lessons learned, archiving project records and
releasing resources
Planning project communications

Planning project procurements
Executing, Monitoring and Controlling
Executing
Monitoring and controlling
Project Closing
Summary
Course Overview
Getting Started
Introductions
Course structure
Case study
Foundation Concepts
Key definitions and concepts
Methodologies, processes and project life
cycles
Project success factors and the benefits of
standards and models

lasting benefits.
Read more about ITSM simulation on page 54.
Originating and Initiating

Originating projects
Initiating projects
Planning Scope and Quality
Planning project scope
Planning project quality
Planning Time
Planning project time
Identifying schedule activities
Sequencing schedule activities
Estimating activity resources and time
Developing the project schedule
Planning Risk and Cost
Planning for project risks
Planning project costs
Estimating project costs
Developing a project budget
Planning Human Resources
Planning Human Resources
Developing a project team
Developing effective leadership skills
Planning Communication and Procurement

48

#8144 / 3 Days

#PA8864 / Six 3-hour sessions
Managing Project Scope from Concept to Completion

The causes of the majority of failed information
technology (IT) projects can be traced to poor
definition and understanding of requirements.
Changing requirements create more delays
than any other factor. If you want to improve
project performance, you must improve the
way you define and manage requirements.
They are the bridge between the customer who
will describe, pay for and use the system and
the technical community who will specify and
provide the system.
Prerequisites
Course Level
Intermediate
Who Should Attend
This workshop is designed for systems
professionals or business associates who will
take part in defining requirements for
computer systems development, business
reengineering, procedural change or other
activities that require the analysis of a business
system. There are no technical prerequisites.
Participants do not need prior experience in
Business Analysis.
Performance Focus
You will cultivate the skills needed to identify
and get full business information from the
right sponsors, clients, users and others
You will acquire structured and objectoriented modeling techniques and
templates to identify and present business
and systems requirements clearly and
effectively
What You Will Learn
Youll 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 and create the User
Requirements Specification (URS) document
Develop user and functional Use Cases
Create the Software Requirements
Specification (SRS) document
Course Overview
Getting Started
Introductions
Course structure
Introduction 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
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
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 Specification
Software Requirements Specification
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
Requirements Management for IT Professionals
Summary

lasting benefits.
Requirements Analysis
Structured analysis
Context diagrams
Data flow diagrams
Entity relationship diagrams
Structured English
Data dictionary
Decision table and decision tree




#5027 / 2 Days

49
Risk Management for IT Professionals

Information technology (IT) projects can have
direct bottom-line impact on companies, cost
millions of dollars, cause organizational change
and shift the way the company is perceived by
clients. Many IT projects are notoriously hard to
predict and are filled with risk.
This course takes a comprehensive look at
IT project risk management using the Risk
Management Model found in PMIs A Guide
(PMBOK Guide) within the context of IT Project
Life Cycle (PLC) phases.
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 Overview
Prerequisites
Basic project management training, as well as
one to three years of managing projects in an
IT environment
Getting Started
Introductions
Course structure
Course Level
Intermediate
Foundation Concepts
Basic concepts and purpose
Risk and project constraints
Risk and corporate cultures
Risk management and IT PLC standards
Who Should Attend

This program is designed for:
IT managers, IT project leaders and IT project
or program managers
Business Analysts, Systems Analysts and
other IT professionals who are responsible
for planning, controlling and risk
management
Project coordinators and liaisons who
represent non-IT organizations in IT projects
Performance Focus
Assess project risk more effectively, avoid
and mitigate risks in project performance
and learn from your experience
Identify risks; evaluate those risks from
multiple perspectives, qualitatively and
quantitatively; determine which risk
responses and mitigation strategies are
most appropriate and how to control project
risk throughout the project life cycle
What You Will Learn
Youll learn how to:
Describe the risk management process,
using the PMBOK Guides 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
Plan Risk Management for IT Projects

Plan Risk management process
Plan Risk management activities
- Design a standard template
- Assess the project-specific needs
- Tailor the template
- Produce a project-specific risk
management plan
- Gain consensus
A risk management plan of IT
projects
Plan Risk Response for IT Projects

Plan risk response overview
Active risk response strategies for IT projects
- Avoidance
- Mitigation
- Transference
Acceptance and contingency reserves
Contingency planning for IT projects
Plan risk responses for IT projects
Monitor and Control Risks for IT Projects
Monitor and control risks overview
Monitor and control risks tips for IT projects
Earned value management system
Technical performance measurement
systems
Risk management implementation for IT
projects
Summary
lasting benefits.
Identify Risks for IT Projects

Identify risk process overview
Risk categories and examples
Risk identification tools
Risk events by project life cycle phases
Perform Risk Analysis for IT Projects
Perform 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
50




#5028 / 2 Days

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

Managing multi-projects is a critical capability
in any information technology (IT) organization.
Multi-project management relates to project
managers work in balancing projects in process
while handling requests for new work and
juggling priorities.
Course Overview
Prerequisites
Course Level
Intermediate
Introduction
Systems thinking taking a holistic view
Theory of Constraints and IT multi-project
management
Key definitions
Multi-project management issues
Who Should Attend

The workshop is designed for:
Program managers
Project managers and portfolio managers
Relatively senior people with a practical
involvement in program and portfolio
management
The Context Organization Structure and

Project Types
Structure as a 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
Issues to be addressed include implications

of systems infrastructure and application
architectures in portfolio management and
program and multi-project management.
What You Will Learn
Youll 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
Getting Started
Introductions
Course structure
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
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
Managing Multiple IT Projects
Multi-project Quality Management and

Organization Change
Understanding, avoiding and addressing
resistance to change
Product and cross-project process reviews
Lessons learned and continuous
improvement
Summary
lasting benefits.
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 versus 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




#8113 / 2 Days

51

Introducing Agile Development and Its Relationship to Project Management
The concept of Agile software development

incorporates the principles and precepts
of a number of software development and
quality management methods that are based
on speeding the time to market. The Agile
development approach enables cycle time
reductions through lower process overhead and
more efficient and responsive practices.
Prerequisites
Basic understanding of object-oriented terms
and techniques
Course Level
Basic/Intermediate
Who Should Attend
Developers interested in learning Agile
concepts and practices
IT managers
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 Learn
Youll learn how 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 Overview
Getting Started
Introductions
Course structure
Foundation Concepts
Software Development Environment and
Systems Development Life Cycles (SDLCs)
Agile approach to software development
Overarching Agile principles: Agile

manifesto, its principles and 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 and Design)
From Agile values to Agile practices:
translating the Manifesto into specific
practices, starting with those that are
technical and relate to solving the business
problem
Agile requirements practices
Agile analysis and design practices
Influencing beyond our reach (starting from

the top down for an Agile method or even
within a more Agile organization, what we
CAN we do to influence the process for better
results?)
Summary
Product-focused Agile Development Practices

(Development, Testing and Deployment)
Introduction to the technical practices
associated with building the software
product
Agile development, (post-development)
testing and deployment
Process-focused Agile Development Practices
(Agility and Project Management)
Introduction to leadership/directional Agile
practices
The Agile environment: Agile analogs to
PMIs Organizational Project Management or
Program Management concerns
Agile initiating, following the PMBOK Guide
structure to explore Agile analogs to the five
project management process groups
Agile planning, executing, monitoring,
controlling and 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 the
bottom-up option to implement an Agile
method, project by project
52




#5105 / 2 Days

PMI and PMBOK are registered marks of the Project Management Institute, Inc.
A Practical Approach for All Team Members
Scrum is an iterative, incremental framework

for developing software products. It allows
teams to deliver a potentially shippable set of
functionality for each iteration, providing the
agility needed to respond to rapidly changing
requirements. These characteristics have led
to Scrum becoming the most popular method
in the world of Agile software development.
Prerequisites
Course Level
Basic/Intermediate
Who Should Attend
This course is valuable for all members or
potential members of Scrum teams, or for
those who are considering implementing
Scrum on projects in their environment.
Among those who can benefit from this course
are: Scrum Masters, product owners, software
development managers, developers, testers,
Business Analysts, architects, customers and
users.
What You Will Learn
Youll learn how to:
Describe the Agile values and principles
Explain Scrum roles and responsibilities
Conduct Scrum ceremonies
Estimate and plan Scrum projects
Develop user stories to document
requirements
Create release and Sprint plans
Design conditions of success for
implementing Scrum in your environment
Describe a process for scaling Scrum for
large projects
Course Overview
Getting Started
Introductions
Course structure
Scrum Basics
Scrum overview
Agile values and principles
Contrasting Agile and waterfall
development
Scrum roles and responsibilities

The Scrum team environment
Stakeholder and user roles
Activity: Identify stakeholder and user roles
Initiating a Scrum Project

Sprint Zero activities
Creating a vision statement
Activity: Define the vision
Creating the product Backlog
Guidelines for writing user stories
Activity: Write user stories for the Product
Backlog
Writing acceptance tests for user stories
Implementing and Scaling Scrum

Conditions of success for implementing
Scrum
Implementing Scrum
Sprint metrics
Introducing Scrum to your organization
Scaling Scrum
Sprint retrospectives
Activity: Conduct a workshop retrospective
Implementing Scrum for Agile Software Development
Summary
Planning Releases
Planning releases
Estimating user stories
Planning Poker
Activity: Estimate user stories using Planning
Poker
Prioritizing user stories
Prioritizing themes for releases
Activity: Prioritize user stories
Selecting a Sprint length
Estimating velocity
Creating a release plan
Activity: Create a release plan
Planning a Sprint
The Sprint planning meeting
Creating a Sprint plan
Creating the Sprint Backlog
Activity: Create the Team Board and Sprint
Backlog for the first Sprint
Commitment and velocity-driven Sprint
planning
Running a Sprint
Conducting a Sprint
The Daily Scrum
Using burndown charts to track progress
The Team Board
Activity: Hold a Daily Scrum, update the
Team Board and create a burndown chart
Negotiating changes during the Sprint
Techniques for splitting user stories
The Sprint Review Meeting
Managing changes to the Product Backlog
Release software into production
Closing the Scrum project




#5106 / 2 Days

53
PoleStar ITSM Simulation

Propelling the Enterprise to Faster, Better Technology Results
Performance Focus
The goal of this course is to improve
the organizational appreciation for and
performance of project management
by building energized and successful IT
organizations, accelerating understanding
of IT service management best practices and
promoting the use of these practices toward
IT and, in turn, enterprise and organizational
success.
This interactive simulation is a high-impact,
energetic and fun way to accelerate
understanding, involvement and acceptance of
Information Technology Service Management
(ITSM) best practices in an organization.
Facilitated over one day in the fast world of
global online retail, this exciting course brings to
life the IT-based behavioral and process issues
faced by organizations. Authenticity is achieved
through realistic scenarios to which participants
can directly relate and with which they will be
surprisingly familiar.
Normally delivered over five rounds, the
PoleStar ITSM simulation introduces key IT
service management components using fastpaced, highly-interactive gaming dynamics.
Progressing through the rounds, participants
gain increasing operational maturity and
a holistic understanding of quality service
management along the way. The simulation
experience continues between rounds through
defined service transition phases, which engage
participants in planning for strategic and
operational continuous service improvements.
Prerequisites
Any experience working in or being impacted
by IT projects
Course Level
Basic/Intermediate
Who Should Attend
learning experience are IT project managers,
IT project team members, Business Analysts, IT
operational staff, end users, executive sponsors
and members of steering committees for
projects relying upon technology.
What You Will Learn

Youll learn how to:
Create shared energy for ITSM success
Gain buy-in and commitment for ITSM
programs
Implement best practice initiatives
successfully - in particular, IT Infrastructure
Library (ITIL) V3
Become service-focused, as opposed to
technology-focused
Course Overview
Round One
Working in silos (IT and the Business)
Facing communication issues and chaos
Introducing the Service Desk and Incident
Management
Round Four
Introducing Financial Management
Maturing Configuration Management
Round Five
Demonstrating the importance of processes
and their relationships
Reviewing how ITSM maturity has evolved
and the benefits it brings to the business
The PoleStar Simulation
The PoleStar Simulation is a high-impact,
energetic way to accelerate understanding, involvement and acceptance of ITSM
best practices - particularly ITIL - within
your organization.
Facilitated in a highly-realistic high
technology industry scenario, the simulation brings to life the behavioral and process issues faced by IT organizations. This
unique experiential learning approach
causes breakthrough understanding of
ITSM and ITIL concepts and transforms
learning into an engaging, fun and highly
memorable shared experience.
Round Two
Refining and improving Incident
Management
Introducing Problem Management,
Knowledge Management and Trend Analysis
Introducing Availability and Capacity
Management
Introducing Configuration Management,
Change Management and Service Level
Management
Facing Business Relationship Management
issues
Round Three
Maturing the Service Desk and Incident
Management
Maturing Problem Management and the
Knowledge Base
Realizing the importance of Change and
Release Management
Introducing Service Continuity Management
and Event Management
Introducing Supplier Management and
Information Security Management



#3040 / 1 Day
54
PoleStar is a Trademark of G2G3 Propulsion.. IT Infrastructure Library and ITIL are Registered Trade Marks of the Office of Government Commerce in the United Kingdom and other countries. The Swirl logo is a Trade Mark of the Office of Government Commerce.
Key Principles for a Quality IT Infrastructure

This IT Infrastructure Library (ITIL) V3
Foundation course is designed to enable
participants to understand the key principles,
processes, functions, roles and benefits that
enable Service Management staff to deliver and
support quality IT services to their customers.
This course prepares participants for the entrylevel ITIL V3 - ITIL Foundation - qualification.
Prerequisites
While previous knowledge of ITIL is not required
to complete this course, Service Management
knowledge is beneficial.
Course Level
Basic
Who Should Attend
Individuals who require a fundamental
understanding of the ITIL V3 framework
and how it may be used to improve the
quality of IT Service Management within an
organization
IT professionals who are working within an
organization that has incorporated, or will be
incorporating, the ITIL V3 framework
All other staff involved in delivering IT
services that use the ITIL V3 methodology
Performance Focus
Service Management and the importance of
ITIL V3
Business and IT integration
The importance of Service Operation and
Service Transition phases
Service design and strategy
Continuous Service Improvement
Preparation for the ITIL V3 Foundation exam
What You Will Learn
Upon completion, participants will be able to
demonstrate knowledge and understanding
of an internationally recognized best practice framework that if correctly adopted and
adapted will help an organization create a more
structured value-add IT infrastructure.
Course Overview
Getting Started
Introductions
Course structure
Service Management as a Practice

Overview of service life cycle importance
Key definitions
Process models and characteristics
Generic roles and responsibilities
Service Strategy
The three tensions of value creation
Utility and warranty
Capabilities and resources
Service provider types
Processes
- Service Portfolio Management (SPM)
- Demand Management (DM)
- Financial Management (FM)
Technology and main output
Benefits
Service Design
The four Ps and five major aspects
Processes
- Service Catalogue Management (SCM)
- Service Level Management (SLM)
- Capacity Management (CM)
- Availability Management
- IT Service Continuity Management
(ITSCM)
- Information Security Management (ISM)
- Supplier Management (SM)
Benefits
Service Transition
Key principles
Processes
- Change Management (CM)
- Service Asset and Configuration
Management (SACM)
- Release and Deployment
Management (RDM)
- Knowledge Management (KM)
Benefits
Service Operation
Conflicting priorities
Key principles
Processes
- Event and Incident Management
- Request Management
- Problem Management
- Access Management
Functions
- Service desk
- Technical management
- IT operations management
- Application management
Benefits
Continual Service Improvement
Service measurement and Key Performance
Indicators (KPIs)
Baselines and benchmarks
Deming cycle
CSI model and knowledge management
Benefits
ITIL Foundation Course
Summary
The service life cycle
Service life cycle governance
Operational Elements
Service technology benefits
Generic benefits
The ITIL qualification scheme
Review and next steps
About the ITIL Foundation Exam
The ITIL Foundation exam consists of 40 questions in a
multiple-choice format. Delivery is online or paper-based,
and participants must achieve a passing score of 65% or
above. The maximum duration of this closed book exam
is 60 minutes.

lasting benefits.



#5103 / 3 Days
IT Infrastructure Library and ITIL are Registered Trade Marks of the Office of Government Commerce in the United Kingdom and other countries. The Swirl logo is a Trade Mark of the Office of Government Commerce.
55
Managing the Systems Development Process

This workshop explores the overall Systems
Development Process (SDP) to give you a
comprehensive overview of the process from
initiation to post-implementation and insight
into the critical techniques and principles in and
around the process.
Prerequisites
Course Level
Intermediate
Who Should Attend
The workshop is designed for technical staff,
analysts, project and product managers, and
user/client team members who take part in
information technology (IT) projects. Specific
technical skills are not required. The workshop
is appropriate for members of in-house systems
groups and for members of vendor or
consulting firms.
Performance Focus
The goal of this course is to improve systems
development performance by stepping through
the Critical Success Factors used in addressing
best practices on individual projects, across
multiple projects and with respect to critically
interdependent peer processes, i.e., portfolio
management and operations management.
Strategic Management
Explain how the corporate strategy and
product management relate to the systems
development process
Describe how project governance/portfolio
management and operations management
interrelate to the systems development
process
Define the role of a project management
office in bridging the gap between strategic
management and the other critical success
factors and evaluate its effectiveness in your
environment
Adapt some critical analytical techniques

that can be applied to resolving complex
organizational issues inherent in your own
SDP environment
Describe the importance of enabling
organizational change in your home SDP
environment
Suggest ways to integrate organizational
change management into your SDP
methodology
Summary
Process Management
Process management standards and
techniques
- Alternative SDP approaches (linear, iterative
and Agile)
- Taxonomy of IT project types and
approaches
- Specific SDP areas
Requirements definition
Technical solution and product
integration
Verification and validation
Evaluate an existing or potential life cycle
model with respect to a particular systems
development situation
Lead and/or support the development
and/or improvement of an SDP life cycle
for a particular systems development
environment
Course Overview
Getting Started
Introductions
Course structure
Foundation Concepts
Describe the four critical success factors for
managing the systems development process
(MSDP):
- Strategic management
- Process management
- Project management
- Organization management
Define basic concepts necessary for
identifying key challenges and ultimately
achieving these critical success factors
Project Management
Identify the most critical project
management processes, tools and
techniques to enable an effective SDP
Describe the specific challenges of using
these tools and techniques for systems
development project managers in todays IT
environment
Lead and/or support an initiative to integrate
a project management methodology into an
existing SDP
Organization Management
Identify the characteristics of, and take small
steps toward, building a more effective
organizational environment for a particular
SDP environment

#8819/ Four 3-hour sessions
56


#5013 / 2 Days

PRINCE2, MSP, M_o_R and P3O
www.iil.com
The APM Group (APMG) is a leading accreditation, certification and

qualification organization and serves as the Official Accreditor of
the Cabinet Office.
An APMG Accredited Training Organisation (ATO) for Projects in
Controlled Environments (PRINCE2), IIL offers Foundation and Practitioner Level training in four APMG certifications: PRINCE2, Managing Successful Programmes (MSP), Management of Risk (M_o_R)
and Portfolio, Programme and Project Offices (P3O).
Project in Controlled Environments (PRINCE2)PRINCE2 is a structured, process-based approach for project management, providing an easily-tailored and scalable methodology for the management of all types of projects.
Published by the Cabinet Office, PRINCE2 is a standard frequently used for project management in the UK
and more than 150 countries worldwide.
IILs PRINCE2 Foundation and PRINCE2 Practitioner courses are designed to equip you with the necessary knowledge,
skills and processes to set up, plan, manage and control projects. Fully aligned with the latest edition of the Cabinet Office
Managing Successful Projects with PRINCE2, these courses also prepare you to earn the respective PRINCE2 qualifications.
PRINCE2 Passport is an interactive, on-demand learning package encompassing both Foundation and Practitioner level
training. Included in this package are the PRINCE2 manual, exam simulations and full Accredited Trainer support.
Managing Successful Programmes (MSP) The MSP methodology focuses on bringing together related
projects to manage their interdependencies. MSP Foundation and Practitioner is a four-day course
that prepares you to take both the Foundation and Practioner exams. The course is aligned with the most
recent edition of the Cabinet Offices Managing Successful Programmes and is run in partnership with AFA,
an APMG Accredited Training Organisation for MSP.
Management of Risk (M_o_R) Within project and programme environments, there will always be risks
which need to be identified, analyzed and managed. M_o_R provides guidance around risk which can
be used across an organization. IILs M_o_R Foundation and M_o_R Practitioner courses are aligned
with the latest version of the Cabinet Offices Management of Risk: Guidance for Practitioners and are run in
partnership with AFA, an APMG Accredited Training Organisation for M_o_R.
Portfolio, Programme and Project Offices (P3O)P3O is the latest best practice guidance from the
Cabinet Office. The P3O model provides a decision enabling/delivery support structure for all change
within an organization. P3O Foundation and P3O Practitioner are aligned with the latest edition of the
Cabinet Offices Portfolio, Programme and Project Offices and are run in partnership with AFA, an APMG
Accredited Training Organisation for P3O.
PRINCE2, MSP, M_o_R and P3O are Registered Trade Marks of the Cabinet Office. The Swirl logo is a Trade Mark of the Cabinet Office.
57
PRINCE2 Foundation
Learning the Basics and Foundation Exam Preparation

Projects fail for a variety of reasons including
poor planning, lack of defined quality
criteria, poor understanding of the business
drivers, inadequate control and lack of senior
management involvement. In other words,
lack of a structured, best-practice approach to
project delivery.
PRINCE2 is process-based approach for
project management that provides an easilytailored and scalable methodology for the
management of all types of projects.
The goals of this three-day course are to
provide you with a thorough grounding in
the PRINCE2 methodology - which offers a
structured, best-practice approach - and to
prepare you to take the PRINCE2 Foundation
exam.
Prerequisites
In addition to between eight to ten hours of
pre-course reading, participants are encouraged to study for approximately two hours per
evening during the course.
Course Level
Basic to Intermediate
Note: This course may be purchased in conjunction with
the two-day PRINCE2 Practitioner course as part of
IILs five-day PRINCE2 Certification program.
Who Should Attend

This accredited course is suitable for any
organization or individual requiring a
controlled and completely scalable
approach to managing projects. It is
particularly suited to individuals newlyappointed to project roles or those wishing
to gain formal qualifications after previous
project management experience. The course
would be of benefit to those with project
support office or project assurance roles,
project board members who wish to be handson and team members aspiring to a more
senior role.
Performance Focus
Identifying the PRINCE2 principles, themes,
processes, techniques and management
products and how they work together
Tailoring PRINCE2 to best meet your project
needs
Preparing to take and pass the PRINCE2
Foundation exam
What You Will Learn
Youll learn how to:
Identify the benefits and principles
underlying a structured approach to project
management
Define the PRINCE2 method in-depth,
including its principles, themes and
processes
Prepare and practice for the PRINCE2
Foundation exam
PRINCE2 Processes
The PRINCE2 process model mapped to the
four levels of management
The PRINCE2 process model Starting up a
Project (SU), Initiating a Project (IP), Directing
a Project (DP),
Controlling a Stage (CS), Managing Product
Delivery (MP), Managing a Stage Boundary
(SB), Closing a Project (CP)
PRINCE2 Foundation Exam Preparation
Review of and practice with APMG sample
questions and test papers
PRINCE2 Foundation Exam
IIL is an APM Group (APMG) Accredited Training
Organisation (ATO) for PRINCE2.
Course Overview
Getting Started
Introductions
Course structure
About the PRINCE2 Foundation Exam

Multiple choice format
75 questions per paper
5 questions to be trial and not counted in scores
35 marks required (out of 70 available) to pass - 50%
Overview of PRINCE2
Structure (principles, themes, processes and
tailoring) and benefits of PRINCE2
Key management products
Overview of the PRINCE2 Foundation and
Practitioner exams
PRINCE2 Principles and Concepts
Continued business justification
Learn from experience
Define roles and responsibilities
Manage by stages
Manage by exception
Focus on products
Tailor to suit the project environment
PRINCE2 Themes
Business case
Organization
Quality
Plans
Risk
Change
Progress


#2054 / 3 Days
2.1 CEUs / 21 PDUs / 21 PD Hours / 21 CDUs
58
PRINCE2 is a Registered Trade Mark of the Cabinet Office. The Swirl logo is a Trade Mark of the Cabinet Office.

Going Beyond the Basics and Practitioner Exam Preparation

The goal of this two-day course is to take those
who have a basic knowledge of PRINCE2 to the
next level of understanding and application
of the methodology as set forth in the official
PRINCE2 manual, Managing Successful Projects
with PRINCE2. This course will prepare you to
take and pass the PRINCE2 Practitioner exam,
which is held on the afternoon of the second
day.
Using sample exam papers and project case
studies provided by the APM Group (APMG),
you will learn how to apply the knowledge
you gained during the PRINCE2 Foundation
course. You will also have the opportunity to
deepen and refine your learning before taking
the Practitioner exam, which is aimed at testing
your ability to apply PRINCE2 in an actual
project environment.
Prerequisites
Completion of IILs PRINCE2 Foundation course
(or its equivalent) and a passing mark of
50% or higher on the most current PRINCE2
Foundation exam.
In addition to pre-course reading, there will
be approximately two hours of study required
after the first day of the workshop.
Course Level
Advanced
PRINCE2 Practitioner is the highest level

qualification within PRINCE2. As per the
Office of Government and Commerce, this
designation qualifies individuals to apply
PRINCE2 to the running and managing of a
non-complex project within an environment
supporting PRINCE2.
Performance Focus
Identifying the PRINCE2 principles, themes,
processes, techniques and management
products and describing how they work
together
Tailoring PRINCE2 to best meet your project
needs
Developing a facility with the PRINCE2
approach so as to pass the PRINCE2
Practitioner exam
What You Will Learn
Youll learn how to:
Tailor and apply the principles, themes,
process structure, techniques and
management products of PRINCE2 within a
work environment via carefully selected case
studies
Define the PRINCE2 method at the
Practitioner level
Prepare for and take the Practitioner exam
PRINCE2 Practitioner Exam Preparation

Review of and practice with APM Group
(APMG) sample questions and test papers
Sample project case study scenarios to apply
the concepts in practice and deepen the
learning
PRINCE2 Practitioner Exam
PRINCE2 Practitioner
IIL is an APMG Accredited Training Organisation

(ATO) for PRINCE2.
About the PRINCE2 Practitioner Exam
The PRINCE2 Practitioner exam is in the Objective Testing
format, a style of complex multiple-choice examination.
9 questions per paper with 12 marks available per
question all question items will be worth 1 mark,
making the total number of marks available per paper
108
2.5 hours allowed (no reading time has been added)
Open-book examination (only the PRINCE2 manual
is allowed)
Course Overview
Note: This course may be purchased in conjunction with

the three-day PRINCE2 Foundation course as part of
IILs five-day PRINCE2 Certification program.
Who Should Attend

This accredited course has been especially
designed for participants who have received
their PRINCE2 Foundation qualification (based
on the most recent version of the guidance).
This course would be of benefit to those with
project assurance roles, team members,
project board members who wish to be handson and team members aspiring to a more
senior role.
Getting Started
Introductions
Course structure
Tailoring PRINCE2
Controlled Start
Controlled Progress
Controlled Close
Product-based Planning



#2060 / 2 Days
59
PRINCE2 Passport
On-Demand Training for PRINCE2 Foundation and Practitioner
If you are interested in obtaining PRINCE2 qualifications but would prefer to learn at your own pace, our PRINCE2 Passport is the perfect
solution for you. Accredited by the APM Group (APMG), the three packages below support interactive, on-demand learning for the PRINCE2
Foundation and Practitioner exams.
You may obtain individual or multiple-user licenses on any of the packages below. From the time you purchase a license, you have 12 months to
complete your learning.
All of the packages include:
60
The PRINCE2 manual (Managing Successful Projects with PRINCE2)

12 modules with associated lessons
Video presentations for each lesson
Notes to support each lesson and references to the PRINCE2 manual
Module level exam simulation directly aligned to the PRINCE2 syllabus
PRINCE2 Foundation and Practitioner exam simulations
Interactive exercises to consolidate the learning
Extensive Exam Approaches module
Passport Foundation
Passport Practitioner
Passport Plus
In addition to the features above, this

eLearning package includes Accredited
Trainer Support.
In addition to the features above, this

eLearning package includes Accredited
Trainer Support.
The PRINCE2 Foundation Exam fee is also

covered in the course price.
The PRINCE2 FoundationExam fee and the

PRINCE2 Practitioner Exam fee are both
covered in the course price.
Passport Plus is available only to groups

of five or more. In addition to the features
above, this eLearning package also includes
Accredited Trainer Support and a one-day
classroom event. Both the PRINCE2
Foundation and the PRINCE2 Practitioner
Exam fees are covered in the course price.



#PS253
#PS254
#PS255
Building Proficiency in MSP and Foundation/Practitioner

Exam Preparation
MSP programme management brings
related projects together to manage their
interdependencies. MSP provides those
responsible for managing programmes with
a structure to help them deliver the business
benefits. This course is a mixture of input
and practical sessions and is facilitated by an
APM Group (APMG) approved trainer with
practical experience in programme and project
management.
Built around the APMG syllabus, this course is
formally accredited by APMG.
The goal of this four-day course is to provide
participants with an understanding of the MSP
philosophy and how it can be applied to live
programmes. In addition, the course prepares
participants to take and pass the Foundation
exam (given at the end of class on the third
day) as well as the Practitioner exam (given at
the end of class on the fourth day).
Prerequisites
equivalent experience, as well as a basic
understanding of programme management
In addition to between eight to ten hours of
pre-course reading, participants are encouraged to study for approximately two hours per
evening during the course.
Course Level
Intermediate
Note: This course can also be offered as two separate
courses onsite.
Who Should Attend

This accredited course is recommended for
managers working towards a role with
full-time responsibility within a programme
environment.
Performance Focus
Principles, governance themes and
processes (known as the Transformational
Flow) for use when managing a programme
Benefits of using a structured and consistent
approach to programme management
Preparation and practice for both the
Foundation and Practitioner exams
What You Will Learn
Youll learn how to:
Identify and utilize MSP principles,
governance themes and processes when
managing a programme
Define the benefits of using a structured
and consistent approach to programme
management
Prepare for and pass the Foundation exam
Prepare for and pass the Practitioner exam
Course Overview
Getting Started
Introductions
Course structure
Programme Management Principles
Governance Themes
Organisation
Vision
Leadership and stakeholder engagement
Benefits realisation management
Blueprint design and delivery
Programme planning and control
The Business Case
Risk management and issue resolution
Quality management
MSP Foundation Exam Preparation

MSP Foundation Exam
MSP Practitioner Exam Preparation
Managing Successful Programmes (MSP)

Foundation & Practitioner
MSP Practitioner Exam

This course is run in partnership with AFA, an
APMG Accredited Training Organisation (ATO)
for MSP.
About the MSP Foundation Exam
40-minute closed-book exam
50 multiple-choice style questions
25 correct answers or more are required to pass
(30 correct answers required to progress to the
Practitioner examination level)
About the MSP Practitioner Exam
2.5 hours open-book exam (manual only)
Objective Testing Exam (OTE) multiple-choice
questions
9 questions
180 marks available
90 marks or more are required to pass
Transformational Flow
Identifying a programme
Defining a programme
Managing the tranches
Delivering the capability
Realising the benefits
Closing a programme
Programme Office



#2062 / 4 Days
MSP is a Registered Trade Mark of the Cabinet Office. The Swirl logo is a Trade Mark of the Cabinet Office.
61
Management of Risk (M_o_R)

M_o_R Foundation / M_o_R Practitioner
M_o_R Foundation
M_o_R Practitioner Course
In project and programme environments, risks always need to

be identified, analyzed and managed. M_o_R provides guidance
around risk which can be used across an organisation.
Prerequisites
Completion of M_o_R Foundation course and a passing mark of
50% or higher on the M_o_R Foundation exam
Prerequisites
A basic understanding of projects and programmes
Course Level
Advanced
Course Level
Intermediate
Who Should Attend

This course will benefit managers with full-time responsibilities for
corporate governance or those who are charged with enhancing
an organisations risk management culture.
Who Should Attend

Managers, team members or executives with responsibilities for
corporate governance and/or risk management
What You Will Learn
Youll learn how to:
Identify the principles, perspectives and techniques underlying
a structured approach to assessing and managing risk
Identify and control exposure to different types of risk, including
Strategic, Programme, Project and Operational
Take and pass the M_o_R Foundation exam
What You Will Learn

Youll learn how to:
Understand risk management maturity and risk specialisms
Develop Practioner-level risk management techniques
Select risk management software tools
Take and pass the M_o_R Practitioner exam
Both M_o_R courses are run in partnership with AFA, an APMG
Accredited Training Organisation (ATO) for M_o_R.
#2059 / 2 Days
#2058 / 3 Days
Portfolio, Programme and Project Offices (P3O)

P3O Foundation / P3O Practitioner
P3O Foundation
P3O Practitioner
P3O is the latest best practice guidance from the Cabinet Office.
The two P3O courses on this page explore the P3O model, which
provides a decision enabling/delivery support structure for all
change within an organisation.
Prerequisites
Completion of P3O Foundation course and a passing mark of 60%
or higher on the P3O Foundation exam
Course Level
Advanced
Prerequisites
A basic understanding of project, programme and portfolio
management is helpful.
Who Should Attend

Portfolio, programme or project office staff or those aspiring to
manage or direct the capability of a support office.
Course Level
Intermediate
Who Should Attend

Anyone in a portfolio, programme or project office role
#2065 / 2 Days
What You Will Learn
Price: USD 1295
Identify why, when and how to use
P3O models
IIL/University
Price: USD 1595
Describe the value P3Os bring to the organisation, including a
business case, funding models and performance measures
Take and pass the Foundation exam
#2055 / 3 Days
62
What You Will Learn

Tailor the P3O models within a work environment
Apply P3O tools and techniques at the Practitioner level
Take and pass the Practitioner exam
Both P3O courses are run in partnership with AFA, an APMG
Accredited Training Organisation (ATO) for P3O.
#2065 / 2 Days
M_o_R and P3O are Registered Trade Marks of the Cabinet Office. The Swirl logo is a Trade Mark of the Cabinet Office.
Microsoft Project Certifications
www.iil.com
IIL is a Microsoft Partner with a Microsoft Gold Project and Portfolio

Management competency, and we are dedicated to providing
individuals, teams and companies with the training they need to
successfully manage projects and programs using the Microsoft
Project and Project Server solutions.
We keep our courseware aligned with the needs of the advancing
project manager, as well as those of progressive organizations looking
to be competitive in the global marketplace by increasing their project
management maturity level and capabilities.
IIL and Microsoft: a Rich History
Beginning in 1998, IIL has been offering Belt certification for Microsoft Project. Since that time, we have certified almost 7,000
practitioners. Beginning with the 2007 version of Project and Project Server, IIL helped Microsoft develop its own certification
program, which consists of three credential exams. In addition, Microsoft selected IIL to develop the Microsoft Official Curriculum
(MOC) for this new certification.
IILs Project Belt Courses
IILs Project Belt courses prepare project managers for Microsoft Official Certification(s), as well as industry-recognized IIL Project Belt
certifications. Our series of Belt courses is progressive, with successful completion of one Belt course (or the equivalent) being a
prerequisite to enrollment in the next level.
Project White Belt earns you IILs White Belt Certification and complements Project Orange Belt in preparing you
for the Microsoft Certified Technology Specialist (MCTS) credential. This course is targeted to individuals relatively new
to scheduling.
Project Orange Belt is a bit more advanced, equipping you with the knowledge and skills to build, maintain and control wellformed project plans. The Orange Belt course earns you IILs Orange Belt Certification and fully prepares you for the MCTS exam.
Project Blue Belt teaches you how to initiate, plan, execute, monitor and control enterprise projects using the Project Server
Enterprise tool, earning you IILs Blue Belt Certification.
Project Black Belt addresses the management of complex projects using Project Server and Project Professional. This course
earns you IILs Black Belt Certification.
Microsoft Project and Project Server 2010
IILs Project 2010 courseware focuses on best practices gathered from thousands of customers and trainers around the world.
In addition to Project White Belt 2010: Getting Started with Microsoft Project 2010, IIL offers Project Orange Belt 2010: Managing
Projects with Microsoft Project 2010, Fast-Track Project Orange Belt 2010: On-Demand Prep for the MCTS Exam and Project Blue
Belt 2010: Managing Projects with Microsoft Project Server 2010.
Microsoft Excel
Two Excel courses - Microsoft Excel in Depth and Microsoft Excel Visual Basic for Applications - will help you
deepen your understanding of the intricacies and capabilities of Excel.
Microsoft, Excel and Visual Basic are registered trademarks of Microsoft Corporation in the United States and other countries. Project White Belt, Project Orange Belt, Project Blue Belt and Project Black Belt are registered trademarks of International Institute for
Learning, Inc.
63
Project White Belt 2010

Getting Started with Microsoft Project 2010
This workshop serves as an introduction to
scheduling using Microsoft Project. It is suitable
for anyone with a need to use scheduling
software such as team members, planners,
project leaders, project managers or other
scheduling practitioners.
Apply individual and global formats to views

and charts
Create a summary or executive timeline
Prepare the schedule for printing, reporting
and sharing through other file formats
Entering and Assigning Resources

Resource planning
Creating a list of available resources
Techniques for assigning resources
Displaying task costs
Hands-on exercise
Course Overview
This workshop is kept up to date with the
framework of knowledge outlined by the
Project Management Institutes (PMIs)
Practice Standard for Scheduling and A Guide
(PMBOK Guide).
This course will be led by an IIL certified
instructor who will outline the benefits of the
software, provide tips on using various features
and common shortcuts, recommend guidelines and discuss the application of scheduling
concepts to manage project work. Participant
materials include a comprehensive workbook
with screen captures of various software features for ease of reference after class.
Prerequisites
Course Level
Basic
Who Should Attend
Anyone new to Microsoft Project
Individuals who would like to learn more
about the scheduling process using
Microsoft Project
Individuals on a project management career
path who need to sharpen their skills in
scheduling
Excel and SharePoint users
What You Will Learn
Youll learn to:
Define key scheduling concepts and terms
Effectively navigate the user interface and
interpret common views
Configure essential elements of a new
schedule
Enter and modify a task list
Record unplanned or partially planned
activities
Set dependencies between tasks
Create a resource list and generate
assignments
Getting Started
Introductions
Course structure
Scheduling Concepts
Project management concepts
Scheduling concepts
The Critical Path method
Navigating the User Interface and Views
Working with the ribbon
Working with the quick access toolbar
Setting general and display options
Gantt chart view
Calendar view
Network diagram view
Getting help
Hands-on exercise
Setting up a New Schedule
Creating new schedules
- From existing files
- From a template
- From a SharePoint task list
- From an Excel workbook
Providing the schedule start date
Working with the standard calendar
Hands-on exercise
Entering, Modifying and Outlining Task Data
Entering and correcting task activities
Entering an unscheduled task
Techniques for entering estimates
Organizing tasks
Outlining tasks
Adding supplemental text
Hands-on exercise
Formatting Gantt Chart View

Single and global text formatting
Single and global Gantt bar formatting
Working with Gantt chart styles
Adding drawings/objects to the chart area
Hands-on exercise
Communicating Information
Creating a basic timeline view
Rich data exchange
Printing views
Creating basic reports
Creating Excel, PDF and XPS Files
Hands-on exercise
White Belt certification
- Exam structure
- Registering for the exam
- Taking the exam
- Certification award
Recap of learning objectives
This course is also available for Microsoft Office
Project 2007 and 2003.
Note: Courses in Microsoft Project also qualify as required
education hours for the PMI-SP (Scheduling Professional)
certification (course information on page 45). Contact your
education consultant or local IIL company for more information.
Also available in a 7-hour self-paced format.

#PS301
CEU Credits: 0.7/ PDU Credits: 7
Creating Dependencies by Setting Links

Dynamic schedules and dependencies
Methods for linking tasks
Switching the scheduling mode
Hands-on exercise
64




#8288 / 2 Days

Microsoft, Excel and SharePoint are registered trademarks of Microsoft Corporation in the United States and other countries. Project White Belt is a registered trademark of International Institute for Learning, Inc. PMBOK is a registered mark of the Project
Management Institute, Inc.
Managing Projects with Microsoft Office Project 2007

This course provides participants with the
knowledge and skills to build, maintain and
control well-formed project plans as well as
preparing them for the Microsoft Certified
Technology Specialist (MCTS) exam.
Prerequisites
A familiarity with key project management
concepts and terminology is recommended,
as well as basic Windows navigation skills and
prior experience managing projects using
Microsoft Project.
Course Level
Intermediate
Who Should Attend
This course is intended for both novice and
experienced project managers and schedulers,
or any user of Project 2007 stand-alone desktop
features (this course excludes Project Server
features). Participants may be involved in or
responsible for scheduling, estimating, coordinating, controlling, budgeting and staffing of
projects and supporting other users of Project
2007.
What You Will Learn
Youll 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 Project 2007 views
Create project reports and analyze project,
resource and task data
Manage multiple projects
Course Overview
Getting Started
Introductions
Course structure
How to Enter Data into Project 2007
Understanding the nature of projects
Understanding Project 2007 file types
Navigating the Project 2007 interface
Getting help and guidance
Configuring options
How to Create and Set Up Projects

Creating and saving projects
Defining properties and options
Creating and organizing the task list
Importing data
Modifying and applying calendars
Setting scheduling options
Entering task estimates
Using a Program Evaluation and Review
Technique (PERT) Analysis to estimate task
durations
Linking and unlinking tasks
Adding lag or lead time
Creating and modifying deadlines,
constraints and task calendars
Identifying critical tasks
Working with task drivers
How to Work With Resources and Project
Budgets
Introducing resources, assignments and
budgeting
Adding resources to the resource sheet
Creating and modifying resource
assignments
Entering project budgets
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
How to Analyze Resource Utilization and
Track Project Progress
Introducing resource utilization concepts
Viewing resource assignments, allocation
and utilization
Managing resource availability
Optimizing and leveling resource
assignments
Working with baselines
Entering duration, work and cost updates
Discovering variances
Troubleshooting and getting back on track
Formatting screen elements

Creating and modifying templates,
calendars, fields, tables, formulas, filters,
groups and custom views
How to Manage 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
To attend this course, you will need to bring a laptop with

Microsoft Office Project 2007 Standard or Professional edition with
the latest service packs. You may obtain a trial version of this software from Microsoft. You will also need a CD-ROM drive and the
power supply for your laptop.
Project Orange Belt 2007

Managing Projects with Microsoft Office Project
2007
Prepares you for the Microsoft Office Project
2007 MCTS certification exam
Project Orange Belt 2010 is also available.
How to Create, Customize and Format

Reports
Selecting, editing and creating basic reports
Configuring print and page setup options
Setting options to correct printing issues
Exporting reporting data
Creating and modifying visual reports




#4960 / 3 Days

Microsoft is a registered trademark of Microsoft Corporation in the United States and other countries. Project Orange Belt is a registered trademark of International Institute for Learning, Inc.
65
Project Blue Belt 2007
Managing Projects with Microsoft Office Project Server 2007

This course provides participants with the
knowledge and skills to initiate, plan, execute,
monitor and control enterprise projects by
using the Microsoft Office Project Server 2007
enterprise tool. This is the second course
in the Microsoft Office Project 2007 Official
Curriculum series and covers the Microsoft
Enterprise Project Management (EPM) Solution.
It also prepares participants for Microsofts
Server 2007 MCTS exam.
Prerequisites
Project Orange Belt course is required
before taking Project Blue Belt; however,
participants may skip this if they can
demonstrate successful completion of the
equivalent Microsoft certification exam.
Experience using Project 2007 to create
project schedules
Experience with the Microsoft Windows XP
or Windows Vista operating system
Experience with Excel
Familiarity with key PM concepts and
terminology in A Guide to the Project
Guide)
Course Level
Who Should Attend
This course is intended for experienced project
managers and schedulers. These individuals
are capable of managing projects in the Project
2007 EPM environment, including project and
non-project efforts, risks, issues, documents,
task progress and timesheets. These individuals
should be familiar with key project management concepts and terminology found in
the PMBOK Guide and should have advanced
knowledge and capabilities with Project 2007.
What You Will Learn
Youll learn how to:
Initiate projects
Understand the project planning processes
Plan projects through scope, schedule and
staffing management plans
Plan resource assignments
Plan projects through cost, risk and other
planning documents
Execute projects through processes,
resources and deliverables
Execute projects by managing timesheets
and personal settings
Monitor and control projects through

processes and baselines
Monitor and control projects by tracking
task and project progress
Monitor and control projects through
measuring project performance and
reporting progress
Close projects
Course Overview
Getting Started With Project 2007 and Project
Server 2007
Describing the Enterprise Project
Management context
Discovering Project Server 2007
Differentiating the users of Project Server
2007
Working with Project Professional 2007 and
Project Server 2007
How to Initiate 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
How to Plan Projects
Understanding the project management
plan
Differentiating the Project Server 2007 client
software
Developing components of the scope
management and schedule management
plans
Working with deliverables
Understanding the Staffing Management
Plan
Building a project team
Analyzing and managing resource
availability
Understanding resource assignments
Resolving resource overallocation with
enterprise resources
How to Develop Cost, Risk and Other
Planning Documents
Developing components of the cost
management plan
Developing components of the risk
management plan
Linking planning documents and using the

team discussion feature
How to Execute Projects and Manage
Processes, Resources and Deliverables
Understanding executing processes
Managing resources and deliverables
Working with timesheets
Reporting administrative time
Configuring personal settings
Understanding Monitoring and Controlling
Working with the baselines
Working with task progress and updates in
Project Web Access
Working with task progress using Project
2007
Tracking and viewing task information using
Outlook 2007
Measuring Performance and Reporting
Progress
Understanding status reports
Reviewing performance metrics and
progress reports
Working with the baselines
How to Close Projects in the Enterprise
Understanding the closing process
Summary
Project Blue Belt 2007

Managing Projects with Microsoft Office Project
Server 2007
Prepares you for the Microsoft Office Project
Server 2007 MCTS certification exam
Project Blue Belt 2010 is also available.
66




#4970 / 3 Days

Microsoft, Windows XP, Excel, Outlook and VistaTM are registered trademarks or trademarks of Microsoft Corporation in the United States and other countries. Project Blue Belt and Project Orange Belt are registered trademarks of International Institute for
Learning, Inc. PMBOK is a registered mark of the Project Management Institute, Inc.
Managing Projects and Programs with Microsoft Office Project Server 2007
This course will address managing complex
projects and programs using Project Server
2007 and Project Professional 2007. It requires
practitioners to apply project management
methodology and experience to the
management of projects and program
schedules in a Microsoft Office Enterprise
Project Management (EPM) 2007 environment.
Perform Earned Value Management (EVM)

Report and analyze the program data
Manage project workspaces for programs
and the queue
Close the program and refine the
environment
Prerequisites
A solid understanding of key project
management concepts and terminology
as found in PMIs A Guide to the Project
Guide) is recommended. Extensive hands-on
experience is also recommended in both
Project Professional 2007 and Project Web
Access 2007.
How to Manage Enterprise Projects,

Programs and Portfolios
Managing projects, programs and portfolios
in an enterprise
Understanding program management
standards and terminology
Understanding the EPM solution
Navigating the EPM solution interfaces
Project Orange Belt and Project Blue Belt

courses are required before taking Black Belt.
However, participants may skip these prerequisite courses if they can demonstrate successful
completion of the equivalent Microsoft
certification exam(s).
Course Level
Who Should Attend
This course is intended for project managers,
program managers, members of the Project
Management Office as well as those
participating in the deployment of an EPM
solution who are responsible for managing,
analyzing and reporting on projects and
programs in the Microsoft Office EPM
environment. Course participants should be
able to recommend Office EPM environment
configurations to create solutions for business
problems.
What You Will Learn
Youll learn how to:
Manage enterprise projects, programs and
portfolios
Work with the Microsoft EPM 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
Course Overview
Understanding Program Management

Program management in the organization
Defining the policies and procedures of
program management
Program life cycle process and phases
Defining and Creating the Enterprise
Environment
Reviewing the default settings of Project
Server 2007
Implementing changes in an enterprise
environment
Working with and setting up a program
Customizing permissions and enterprise
custom fields
How to Plan the Program
Developing a detailed plan of the program
Establishing project interdependencies in a
program
Finalizing the program plan
Adding and deleting a project and resetting
the baseline
Proposing and implementing updates to
improve the planning process
How to Manage Enterprise Resources
Updating the enterprise resource pool and
replacing resources
Refining the program plan by identifying
critical resources
Managing and configuring timesheets and
task progress
Proposing improvements to timesheet and
task progress configurations
Reporting time and managing timesheets
and task progress
How to Perform Earned Value Management

Applying EVM
Using EVM in Microsoft Project 2007
Creating and modifying views and reports
for EVM analysis
Project Black Belt 2007
Understanding, Reporting and Analyzing

Program Data
Customizing the enterprise fields and views
to track a program
Proposing changes to the look and feel of a
program
Working with an Online Analytical
Processing (OLAP) Cube and a data analysis
view
Generating and modifying data analysis
views
Configuring a workspace for a project in a
program
Managing the queue
How to Close the Program and Refine the
Environment
Closing and archiving a program
Refining an enterprise environment
Making changes to an EPM environment
Summary
Project Black Belt 2007

Managing Projects and Programs with Microsoft
Office Project Server 2007
Prepares you for the Microsoft Office Project Server
2007 MCITP certification exam



#8980 / Eight 3-hour sessions

#4980 / 4 Days
#PA8980 / Eight 3-hour sessions

Microsoft is a registered trademark of Microsoft Corporation in the United States and other countries. Project Black Belt, Project Blue Belt and Project Orange Belt are registered trademarks of International Institute for Learning, Inc. PMBOK is a registered mark of
the Project Management Institute, Inc.
67
Microsoft EPM Role-based Courses

Organization-Specific Support for the Deployment of Microsoft Office Project Server 2007
Microsoft EPM 2007 for Project Managers
Microsoft EPM 2007 for Team Members
Microsoft EPM 2007 for Resource Managers
Prerequisites
Some experience managing projects using
Microsoft Project is recommended.
Prerequisites
There are no prerequisites for this course.
Prerequisites
A good understanding of project and resource
management is recommended, as well as prior
experience managing projects using Microsoft
Project.
Course Level
Basic
Course Level
Intermediate
Who Should Attend
Project managers who are planning to
use Project Professional and Project Web
Access in a Microsoft Enterprise Project
Management (EPM) environment.
Performance Focus
This two-day course offers PMs the information they need to effectively manage projects
in Microsoft Project Server. Participants will
become familiar with Project Web Access
and its collaborative features for managing
project documents, risks and issues and for
receiving task updates from resources.
What You Will Learn
Discuss how the key roles within Project
Server 2007 fit in the EPM workflow
Create a schedule connected to Project
Server 2007 and assign resources from the
Enterprise Resource Pool
Create master project schedules and set
cross-project links to manage programs
Collaborate with and manage project
team members on the list of tasks and
assignments for each project
Utilize Project Web Access to configure
desired project views and to manage
alerts, reminders and published jobs
Collaborate with resource managers to
maximize resource effectiveness
Enter project ideas using proposals and
create activity and resource plans for
potential future projects
Simplify the team-building process by
using the Resource Substitution Wizard
Receive task updates and publish progress
updates to the schedule
Manage the project workspace and
collaborate with others using documents,
risks and issues
Understand the dashboard views,
portfolio views and data analysis views
Conduct real-time manipulation of data
analysis views including configuration in
Excel
Who Should Attend

Project team members who need to report
hours spent on project and non-project
work to a resource manager and progress
made towards completing assigned tasks
to project managers by using Project Web
Access.
Course Level
Intermediate
Performance Focus
This half-day course is designed to introduce the Enterprise Project Management
(EPM) solution to project team members
and demonstrate how to directly interact
with Project Web Access. Attendees will
configure personal settings and use Project
Web Access to report hours worked by using
timesheets and report task progress by using
task updates.
Performance Focus
This half-day course covers the necessary elements for effective resource management in
both Project Web Access and Microsoft Project.
Participants learn how to create and maintain
resources and assign them to projects, receive
timesheets submitted by team members and
approve project and administrative time. This
course explores the resource capacity model
and uses data analysis views to analyze resource
allocation and recommend changes to enterprise resources.
What You Will Learn

Understand the architecture and
benefits of Microsofts EPM Solution and
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
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 Outlook
Adjust the timesheet view in Microsoft
Project Web Access
Who Should Attend

Resource managers who are planning to use
Microsoft Project and Project Web Access in a
Microsoft EPM environment.
What You Will Learn

Describe the different types of resources and
their main attributes: work, material, local,
cost, enterprise generic and enterprise actual
resources
Set up and maintain 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 ROI
Collaborate with project managers to build
teams on projects using 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.
68



Microsoft, Excel and Outlook are registered trademarks of Microsoft Corporation in the United States and other countries.
Becoming Proficient in the Details of Excel
This practical course gives participants a solid

background in the features of Excel, as well as
a deeper understanding of the best ways to
use Excel.
This is not a beginners course in Excel.
Participants will learn some advanced features
such as Pivot Tables, Charting, Tables, Sorting,
Filtering, Functions and more.
The goal of this course is to give participants
a deeper understanding of the intricacies of
Excel and a new ability to use it efficiently to
produce the solutions theyre seeking.
Prerequisites
A solid working knowledge of Excel and a
desire to become more knowledgeable about
its features and benefits
Course Level
Intermediate/ Advanced
Who Should Attend
This course is for anyone with a basic working
knowledge of Excel who wishes to enhance
their understanding of the myriad features of
Excel and when to use them.
What You Will Learn
Youll learn how to:
Use functions like IF, AVERAGE, SUMIF,
SUMIFS, SUMPRODUCT, INDEX, MATCH,
CHOOSE, DATE and many more
Create meaningful charts
Use Pivot Tables
Use Conditional Formatting and Data
Validation
Take advantage of using Named ranges, do
sorting, filtering, tables
Course Overview
Getting Started
Introductions
Course structure
Excel Overview
Excel Functions VLOOKUP, IF, INDEX,
MATCH, CHOOSE, SUMIF, SUMIFS,
SUMPRODUCT, DATE, so many more
Using Named ranges, Data Validation,
Sorting, Filtering
Learn the Name manager
Learn the difference between local and
global names
Ensure correct access to linked workbooks
Ensure data accuracy
Learn how to use cascading data validation
(for example, once a user chooses cars,
another cell allows only Ford, Toyota, etc.)
Sorting by more than 3 fields
Filtering by font, pattern or value
See your data based on things like dates in
the third quarter, or fields where quantity x
price is greater than some fixed value
Array formulas
Learn how to use the most powerful
formulas in Excel
How to combine many formulas into one
compact array-formula
Learn the real power of these formulas and
why regular formulas cant do the job
Using built-in array formulas, like TREND or
TRANSPOSE
Microsoft Excel in Depth
Summary
What did we learn, and how can we implement
this in our work environments?
Conditional Formatting and Data Formatting

Make relevant data stand out
Isolate highs and lows
Make error cells invisible
Learn about Data bars and Icon sets
Color Scales
Highlight differences between worksheets
Learn all the codes in the Format/Number
list, like (#,##0.00_);(#,##0.00)
Using cell styles
Learn all about alignment, protection,
borders, colors and more
Pivot Tables
How to summarize large amounts of data
with a few clicks
Learn various ways of presenting the data
Pivot table tools
How to customize and format a pivot table
to suit your needs
How to group data
Using the various options to present your
data
Charts
Learn how to create a chart with one
keystroke!
The 11 types of built-in charts
How to customize the charts to make the
information tell the right story
Using the design, layout and formatting
available to charts in Excel
Embedded charts versus chart sheets
How to modify all the pieces of a chart



Price: USD 850
Microsoft and Excel are registered trademarks of Microsoft Corporation in the United States and other countries.

69
Microsoft Excel Visual Basic for Applications (VBA)

Mastering Automation - Making Things Happen Fast!
Course Level
Intermediate/ Advanced
Get information to/from a workbook

- How to design a User Form
- When to use it, when not
- How to get information to/from a
User Form
- Learn the various controls on a User
Form (button, checkbox, textbox, etc.)
- Using Input boxes and getting messages
to a user
Make repetitive tasks happen without
errors and quickly: for example, updating a
monthly report using new data
Create your own set of personal utilities
which are available to you in every
workbook
Create your own functions in addition to
Excels wide set, like a weighted average
function
Debugging
Prevent a workbook from being saved or
printed unless all required fields are filled in
Who Should Attend

This course is for anyone with a solid working
knowledge of Excel.
Summary
This practical course provides a solid background in the capabilities and usage of Visual
Basic for Applications (VBA) programming.
It explores macro recording, editing, writing
macros from scratch, making User Forms and
creating user-defined functions.
The goal of this course is to provide access to
the programming environment of Excel and
enable participants to make macros that are
always available to make their usage of Excel
easier.
Prerequisites
A solid working knowledge of Excel, and a
desire to get more deeply into the
programming language built in to Excel Visual Basic for Applications.
What You Will Learn

Youll learn how to:
Record macros
Edit macros
Debug macros
Create and use User Forms
Create user-defined functions
Explore Event-driven macros (macros which
run when some event occurs, like printing or
saving or using a right-mouse click)
Course Overview
Getting Started
Introductions
Course structure
Macros and User Forms
Record, edit and maintain your macros
Learn what can and cannot be recorded
A quick look at syntax
A discussion of functions and User Forms
Course Outline
Record macros
Examine and learn about the VBE (Visual
Basic Environment) - the place where
macros are stored
70





Microsoft, Excel and Visual Basic are registered trademarks of Microsoft Corporation in the United States and other countries.
Leadership and Interpersonal Skills
www.iil.com
Project managers are routinely charged with leading challenging and

complex projects. Over the course of a project life cycle, they have to deal
with a wide range of people - including sponsors, team members, clients,
suppliers and internal department heads - who often have conflicting
goals and competing priorities. They may also be located in different
countries and speak different languages.
Todays project managers must have the leadership and interpersonal skills
necessary to work in a culturally sensitive way with a variety of people and
personalities. IILs Leadership and Interpersonal Skills curriculum prepares
you to handle even the most demanding project and personnel situations.
An Integrated Skill Set

The world in which project managers work today is very different than it was a decade - or even a few years - ago.
Emerging technology has quickened the pace of communication and condensed the global working environment.
Team meetings may be face-to-face or virtual, and it is critical for project managers to appreciate diversity and
understand the challenges of working across cultures, time zones and geographies.
Technical expertise alone is no longer enough to effectively manage projects and programs. Communication,
negotiation and conflict resolution skills are as necessary as planning, scheduling and analysis. The best leaders are
those who possess Emotional Intelligence and have the ability to ask the right questions, consult with their team
members and listen. In addition, Project managers need to use the left (sequential, logical and analytical) and right
(creative, intuitive, holistic) hemispheres of their brains the way they use their left and right legs to walk.
Leadership and Interpersonal Skills Curriculum
The courses in this section of the catalogue are highly interactive and focus on guiding you to develop your own
personal leadership style and potential. They also help you maximize your competence and comfort level in the
interpersonal arena.
Advancing your leadership skills in both traditional and virtual settings will not only improve your teams performance
- it will increase stakeholder engagement and commitment. Leadership Skills for Project Managers is a great introductory course, while Managing and Leading Projects Across Organizational Boundaries is targeted to leaders with
a bit more experience. If you work with teams across geographical boundaries, take a look at Leading Cross-Cultural
Virtual Teams, or learn how to increase engagement and empower your team in Leadership and The Power of Acknowledgment.
Other courses in this section will enhance your ability to motivate and inspire those around you; strengthen your ability to deal with negativity, resistance and conflict; and maximize your ability to influence, facilitate, mentor, network
and coach. They will also help you communicate the right information to the right people at the right time, using the
most effective channels.
The Power of Acknowledgment is a registered trademark and Leadership Acknowledgment Self-Assessment is a trademark of International Institute for Learning, Inc.
71
Effective Communication Skills

Blending Processes, Tools and Interpersonal Skills
Communication is the single most critical
success factor in projects. It provides the
foundation for defining and managing project
objectives and scope, planning project
performance, executing, controlling and
closing projects. This workshop gives project
stakeholders at every level the performance
edge to make their projects successful.
Prerequisites
Course Level
Basic/Intermediate
Who Should Attend
Those who lead project teams or work with
managers, peers, customers and/or vendors
would benefit from this course. It is particularly
designed for project managers and members
of a Project Management Office (PMO).
Performance Focus
This course will use role play, case studybased exercises and interactive dialogue to
ensure that we address both practical and
situational applications 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. These 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 Learn
Gather and distribute the right information
to the right people, in the right media and
at the right time to keep the project on track
for 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 Overview
Getting Started
Introductions
Course structure
Foundational Concepts
Communication: definition and process
Communication: challenges in the project
environment
An Effective Project Communications (EPC)
success model
Impact of Values on Effective
Communication
Overview of values-based impacts on
communication
Behavioral and thinking styles
Paradigms and attitudes
Responsiveness and Emotional Intelligence
Focus on Basic Communication Skills
Overview of basic communication skills
Basic oral informal/conversations
Basic written informal/e-mail
Basic written formal/professional
deliverables
Basic written formal/document
management
Focus on Interpersonal Communication Skills
Overview of interpersonal communication
skills
Nonverbal skills (body, face, voice)
Listening skills: focusing and filtering
Skills for building trust: initiating individual
relationships
Skills for building trust: giving/receiving
feedback
Impact of Infrastructure on Effective

Communication
Overview of infrastructure-based impacts on
communications
Using stakeholder analysis in
communications management planning
Developing the project communications
management plan
Conducting virtual meetings and effectively
managing documents
Practicing Situational Project
Communications
Overview of practice environment
Conducting communications exercises in
various situations
Solution templates
Situation debriefs
Summary
lasting benefits.
Focus on Team Communication Skills

Overview of interpersonal communication
skills
Building trust with project teams
Conducting project business: general
meeting skills
Conducting project business: specific project
meeting tips
Meeting major challenges: interacting within
the virtual environment
Meeting major challenges: respecting
diversity
72




#5016 / 2 Days

Create and Deliver Outstanding Presentations

For some people, making a presentation is
something they dread. Just getting through
the event is all that they are focused on and
effectiveness does not even enter their minds.
However, with todays results-oriented, crossfunctional team working environment, the
ability to present information effectively is
a must have rather than something to be
survived, if success is to be your ultimate goal.
This highly interactive two-day course is
designed to help you minimize obstacles when
creating and delivering effective presentations,
allowing you to focus on achieving your desired
outcomes. During this course you will have
ample opportunities to present and learn from
practical experience.
Prerequisites
Course Level
Basic/Intermediate
Who Should Attend
This program is designed for project managers,
program managers, portfolio managers,
Business Analysts, functional/line managers and
anyone else responsible for making business
presentations.
Performance Focus
Delivering an effective presentation can mean
the difference between business success and
failure. Whether you gain the commitment of
your colleagues, boss, team or stakeholders will
directly impact your ability to be successful in
your job. Those who can clearly and effectively
communicate information in a compelling and
meaningful way often achieve their desired
business and personal goals. Organizations
tend to value and reward individuals whose
performance exhibits these behaviors.
What You Will Learn
Youll learn how to:
Clearly state the goal of your presentation to
produce the result you desire
Recognize the preferred communication
style of your target audience
Construct an opening, body and closing
for your presentation that accommodate
the preferred communication style of your
audience
Structure a presentation that is focused on

the overall goal and provides the necessary
detail to keep your audience engaged
Give presentations in multiple formats
and receive constructive feedback that
will immediately help to improve your
presentation skills
Use ten effective ways to open a
presentation
Follow an effective three-step process to
close a presentation
Use a technique that 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
Use visual aids to support and not detract or
replace your message
Practice Review
Feedback and improvements
Course Overview
Summary
Getting Started
Introductions
Course structure
Ensuring Effective Delivery

Controlling nervousness
Reacting to audience signals
Handling questions
Maintaining audience rapport
Using the power of your voice
Effective Presentation Skills for Project Managers
Using Visual Aids

The payoffs and pitfalls of using visual aids
Creating effective visuals
Practice/Applying What Youve Learned
Preparation
Delivery
Feedback
Opportunity to put into practice the
program content and receive a video copy
Confronting the Task

Understanding the reactions to making
presentations
Identifying the barriers and pitfalls of
presentations
How bad can it be? getting in the right
frame of mind
Impromptu speaking
Understanding Your Audience
Identifying your audiences 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



#5031 / 2 Days
73
Stakeholder Relationship Skills for Project Managers

Improve Your Project Relationships
This two-day course is designed to equip you

to analyze the complexities of major
stakeholder relationship categories. You will
also learn to apply the most appropriate
interpersonal relationship skills to different
categories of relationships and align the
dynamic needs of stakeholders with a
projects objective throughout the project life
cycle.
Prerequisites
Course Level
Basic/Intermediate
Foundation Concepts
Successful project teams
Stakeholder relationship skills and project
team performance
Traditional approach to managing
stakeholder relationships
Dynamic Stakeholder Relationship Model
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
Summary
lasting benefits.
Who Should Attend

This program is designed for functional/line
managers, program managers, project
managers and anyone else who deals with
various stakeholders on a regular basis.
Performance Focus
The focus of this course is on developing and
refining interpersonal and communication
skills to help you get the most out of your
relationships with project stakeholders.
What You Will Learn
Youll learn how to:
Describe the characteristics of project
relationships as they apply to specific types
of stakeholders across the project life cycle
Apply a consistent method and approach to
the identification of stakeholders
Use a relationship-based stakeholder
assessment tool 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 Overview
Getting Started
Introductions
Course structure
Project Advocacy Skills

Overview of the advocacy family of
relationship skills
Promoting project value
Cracking business cultures
Negotiating for resources
Project Leadership Skills
Overview of the leadership family of
relationship skills
Influencing the project team
Facilitating project team results
Mentoring and coaching the project team
Practicing leadership skills
Project Rapport Skills
Overview of the rapport family of
relationship skills
Establishing rapport with clients
Enabling change the preparation and
action stages
Practicing rapport skills
Project Harmony Skills
Overview of the harmony family of
relationship skills
Exploring the primary harmony skills
- Networking
- Creative problem solving
- Balancing to keep project objectives
Integrating harmony skills into the project
managers repertoire
74




#6010 / 2 Days

APMC is a registered trademark of International Institute for Learning, Inc.
Develop a Team Poised for Success

This course pulls together the most current and
popular theories and writings on this complex
topic and presents an amalgamated view in a
highly-interactive workshop using an activitybased approach. Students will understand and
gain the skills required to build and participate
in high-performance project teams and will
possess the insight to proactively affect change
within their respective organizations. They will
learn how to transform their existing culture
into one that promotes high performance.
Prerequisites
Course Level
Intermediate
Who Should Attend
This two-day workshop is designed for:
Department heads
Program managers
Project managers
Team leaders
What You Will Learn
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 of 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 As 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 highperformance teams
Course Overview
Getting Started
Introductions
Course delivery strategy
Discussion: participant expectations
Team activity building a bridge
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
Guiding behaviors of high-performance
teams
Team activity characteristics of highperformance teams
- Purpose and values
- Empowerment
- Relationship and communication
- Flexibility
- Optimal performance
- Recognition and appreciation
- Morale
Communication strategies
Decision making, authority and
accountability
Resources
Team activity
Summary
Building High-Performance Project Teams
Understanding Team Development

Stages of team development Model 1
Stages of team development Model 2
Team activity
Designing a High-Performance Culture
Corporate cultures
- Cultural characteristics
- The cost of culture
- Designing high-performance cultures
- Assessing your culture
Corporate leadership
Leadership tips
Establishing the Attributes of High
Performance
Choosing the right people
Team effectiveness
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



#7005 / 2 Days

75
Effective Negotiating Skills for Project Managers

The Fast Track to Yes!
Become skillful at dealing with unworkable
differences situations where there appears
to be no acceptable compromise. This course
shows you how to work toward agreements
where all parties are pleased with the outcome.
Regardless of whether you bring your most
challenging situations to this workshop or
work through the compelling real-life class
examples, you will enhance your personal and
professional life with powerful new skills.
Prerequisites
Course Level
Who Should Attend
Among those who can benefit from this course
are:
Project managers
Program and portfolio managers
Project team members
Line managers
Specialists
Other staff engaged in project negotiations
on a regular basis
Performance Focus
The goal of this course is to improve your
negotiation skills by helping you to identify
your own preferred negotiation strategies so
that you may adapt this to the progress and
format of any given negotiation.
The course is also designed for you to
experience typical negotiation situations at
certain key points of the life cycle of a project,
enabling you to develop an awareness of
your effectiveness during negotiations at
these stages. The majority of time in this
course is spent on practicing newly-presented
negotiation techniques and receiving feedback
on application for further development and
improvement.
What You Will Learn
Youll learn how to improve the chance of
successful win-win negotiation by:
Identifying, formulating and applying
effective negotiation strategies
Recognizing each phase of the negotiation
process and utilizing tactics and tools to
effectively move through each phase
Applying the basics of a principled

negotiation approach
Developing and using a negotiation
checklist
Each attendee will receive a

complimentary copy of the bestseller Getting to Yes: Negotiating
Agreement Without Giving In, by
Roger Fisher and William Ury.
Course Overview
Getting Started
Introductions
Course structure
Establishing personal learning objectives
Negotiation Basics
Understanding the foundational concepts of
negotiation
Developing an awareness of your own
negotiation strategies
Negotiation phases
Common approaches to negotiating
Principled negotiating basics
Personal negotiating strategies
Project Negotiation Simulation
Different levels of complexity in negotiations
Working within negotiation phases and
identifying when to move into the next
phase
Practice in adapting negotiation strategy to
the dynamics of the negotiation
Optimizing negotiation skills
Simulation role play one: negotiating a
project charter
Simulation role play two: negotiating for
project resources
Simulation role play three: negotiating for a
specific project resource
From Training Course to Practical Application
Reviewing personal learning objectives
Assessing development progress
Committing to transfer a minimum of three
new behaviors to work environment
Peer exercise: achievements
Personal commitments
Summary
76



#5000 / 2 Days

Action-oriented Decision Making and Problem Solving

The overall goal of this course is to build the
experienced project managers competency in
decision making and problem solving.
This course will provide the knowledge and
tools to enhance timely decision making and
problem solving skills within the framework of
the project life cycle.
Prerequisites
Course Level
Who Should Attend
This program is designed for project managers,
program managers, portfolio managers,
Business Analysts or functional/line managers
who would like to enhance their decision
making and problem solving capabilities.
Performance Focus
Incisive decision making, strategic questioning,
creative problem solving and solution
development are some of the main areas of
focus of this course.
What You Will Learn
Upon completion, you will be able to:
Reinforce the importance of making a sound
decision in a timely manner
Apply the concept of separating facts from
perceptions
Describe a structured problem-solving
approach
Identify the concepts of root cause analysis
and be able to use some fundamental tools
Develop perceptive questions and describe
their importance in solving problems
Course Overview
Getting Started
Introductions
Course structure
Summary
Foundation Concepts
Identify the impact of indecision
Identify key drivers to decision making
Identify the root causes of indecision
Identify next steps to take
Decision Making and Problem Solving for Project Managers
Decision Making Model

Making an appropriate decision for the
situation
How to translate requirements into action
How to action a plan
Problem Solving Overview
The critical elements of problem solving and
different approaches
How to translate requirements into action
How to action a plan
Analyzing the Problem
Who wins - the Tortoise or the Hare?
Root cause analysis
Prioritizing the root causes
Cause-effect relationships
Solution Development
Defining components of a solution
Testing a solutions viability
Critical elements of an implementation plan
Risk mitigation planning
Gaining approval
Sustaining Improvement
Impact and elements of effective change
Operational critical parameters
Transition plans




#5930 / 2 Days

77
Conflict Resolution for Project Managers

Strengthen Your Leadership and Communication Skills
The human factor is a major challenge

in every project. If conflicts and negative
behavior are affecting your teams ability to
work cooperatively toward its goal, then this
workshop is a must for you!
Successful people must, as Stephen Covey
suggests, be proactive, think win-win, seek first
to understand and then to be understood. This
workshop provides you with the day-to-day
tools to become a highly successful person and
leader.
The goal of this course is to provide participants
with the skills to set the context for and
diagnose specific conflict situations; then, to
evaluate and implement enlightened (win/win)
solutions.
Prerequisites
Course Level
Who Should Attend
This two-day workshop is designed for project
and team leaders, executives, supervisors,
managers, union leaders, program managers
and anyone else who wants to be more
successful in working with others.
Performance Focus
Each participant practices building personal
mastery in:
Achieving a personal conflict paradigm shift
Aligning conflict stakeholders expectations
Agreeing on specific paths 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 Learn

Youll 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
Disposition Stage
Disposition stage overview
Solution synergy
Solution roadmap
Stakeholders enlightenment
Practicing disposition
Summary
Course Overview
Getting Started
Introductions
Course structure
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
78




#7008 / 2 Days

Leading Profitable Business Change in Projects and Programs

Over the past several decades, the focus for

both project and program managers has been
simply to manage. In todays environment,
project and program managers are increasingly
called upon to be both effective managers and
leaders. However, management and leadership
are two distinctly different areas of expertise.
Knowing the difference between management
and leadership, as well as how and when to
switch between the two, is more crucial than
ever to sustaining profitable business change.
Prerequisites
Course Level
Who Should Attend
Project and program managers
Project Management Office personnel
Business stakeholders with various roles in a
project and/or program
Performance Focus
Developing your leadership skills and abilities
in both traditional and virtual settings will
result in improved team performance, as well
as increased stakeholder engagement and
commitment. The focus of this course includes
learning to communicate with and manage
stakeholders more effectively, raise team
morale and increase clarity around the business
value contribution of various members of your
project team.
What You Will Learn
Youll learn how to:
Clearly recognize and describe the
differences between leadership and
management
Effectively communicate organizational
mission, vision, goals and objectives
Understand proven rules of leadership and
know which are appropriate in various realworld situations
Classify, analyze and practice proven types
and styles of leadership
Identify what leaders really do
Understand and know when to utilize key L
competencies
Review and evaluate leadership within

the context of project and program
management
Explore the key aspects of leadership and
communication regarding stakeholder
relationship management
Leadership Enablers and Hindrances

Review the enablers of successful leadership
Review the hindrances of successful
leadership
Impact of environmental factors such as risk,
culture, colleagues
Course Overview
Key Underlying Leadership Competencies in

the Project and Program Contexts
Business case for effective leadership
List of the key leadership competencies
The impact of leadership style on delegation
approaches
Leadership as a form of influencing
Team development as a critical leadership
competency
Detailed review
Conduct exercises on the top five
competencies
Getting Started
Introductions
Course structure
Foundational Concepts
Class exercise describe leadership and
management
Leadership and management defined
The real and significant differences
Situational leadership application
Class discussion on leadership within the
participants settings
The synergistic overlap
Colin Powell leadership primer
Role play exercise
Proven Leadership Styles
Class discussion:
- What are the primary leadership styles
within your setting?
- Why do the styles work and/or not
work?
Transactional leadership
Transformational leadership
Situational role play exercise practicing
transactional and transformational
leadership
Other styles to consider
Leadership is confusing: evaluate the top
ten of the Top 50 Rules of Leadership
Leadership Skills for Project Managers
Key Leadership Skills

Identify the most important leadership skills
Conduct practice exercises for the top five
Summary
Selecting the Appropriate Leadership Style

Class discussion: name and describe various
leadership styles. How do you know what
type of leadership is appropriate?
Criteria for selecting the right style
Role of self-awareness
Situations that match leadership styles
Class discussion: primary leadership styles in
participants settings
Team exercises on applying leadership styles
- Results when matched to the situation
- Results when not matched to the situation




#5037 / 2 Days

79
Leadership and The Power of Acknowledgment

How to Engage, Motivate and Inspire
Effective leaders make a difference by finding
ways to sustain peoples level of commitment
and support, especially in the difficult periods
all organizations experience at one time or
another. Sustaining momentum is a key
leadership domain.
Typically people cannot sustain their levels of
commitment to, and engagement in, organizational purpose and goals on their own. This
non-engagement results in poor performance,
limited productivity and an erosion of the
bottom line. People need consistent affirmation
of their value and contribution to the organization in order to know that their efforts are
appreciated. This can be accomplished through
acknowledgment.
Leaders can tap into the power of personal
commitment and dedication by acknowledging people in an authentic, heartfelt manner.
Leaders who model true acknowledgment
behavior will inspire others to do the same and
to want to dramatically increase their levels of
contribution to the organization.
This program is highly interactive and
includes a Leadership Acknowledgment SelfAssessment, case studies, role play and a personal leadership action plan.
Prerequisites
Course Level
Basic/Intermediate
Who Should Attend
Senior and mid-level managers who
want to improve their leadership skills
by using acknowledgment to enhance
their interpersonal and communication
capabilities
New managers who are being prepared for
higher levels of leadership
Anyone with hands-on supervisory or
managerial experience and responsibility
Anyone with a current or impending role as
an organizational change agent
Anyone who aspires to be a candidate for a
leadership position
Performance Focus
Linking effective leadership and business
sustainability
Strengthening interpersonal relationships
Motivating teams and corporate
stakeholders
Developing personal leadership capabilities
Assessing and developing personal
acknowledgment skills
What You Will Learn
This workshop is designed to assist participants
in accomplishing these objectives:
Understanding the need for
acknowledgment in creating a culture of
appreciation within an organization or team
Defining acknowledgment and
understanding its benefits
Overcoming the barriers to using
acknowledgment
Demonstrating the language and subtleties
of authentic and heartfelt acknowledgment
behavior
Describing the principles of
acknowledgment in the context of your
personal leadership style
Describing how to coach teams, managers
and other corporate stakeholders in using
the Power of Acknowledgment to produce
breakthrough results
Employing the Power of Acknowledgment

Consciousness, courage, choice,
communication, commitment
Overcoming barriers to acknowledgment
The seven principles of acknowledgment
The acknowledgment process
Applying the Principles of Acknowledgment
Within the Context of Your Personal
Leadership style
Case studies
Creating your Power of Acknowledgment
Personal Leadership Action Plan
Creating a vision statement for
your organization that incorporates
acknowledgment into your corporate culture
Summary
Each participant will receive

a copy of The Power of
Acknowledgment by Judith
W. Umlas, as well as a workbook.
Course Overview
Getting Started
Introductions
Course structure
The Leadership Acknowledgment SelfAssessment
The Workforce Engagement Sustainability
Challenge
Employees who are engaged, not engaged
and actively disengaged
The costs of non-engagement
Meeting the engagement sustainability
challenge
Acknowledgment, Engagement and
Leadership
Acknowledgment and its benefits
Recognition versus acknowledgment
Maslow, Blanchard and Covey: how
acknowledgment fits into these models
Leadership and acknowledgment
Testimonials
Project managers all over the world... engaged
with Judy during her presentation and greatly
benefited from the training provided, as
evidenced by the survey results and praise we
received from attendees .
- Tresia Eaves, MHR, PMP
Chair Emeritus, 2008 - PMI IS SIG
Many attendees [at the PMI Keystone Chapter
Professional Development Day] including
myself found great benefit in the content
that was shared and the various exercises we
performed. I would strongly recommend you
plan to have [Judy] speak to your organization
very soon.
- Myles Miller, CEO and Owner
Milo Service Enterprises LLC

80

#5040 / 1 Day
The Power of Acknowledgment is a registered trademark and Leadership Acknowledgment Self-Assessment is a trademark of International Institute for Learning, Inc.

Meet Project Objectives Through Effective Global Virtual Teaming
High-performing teams are a must in this world

of intense competition and high expectations.
Global virtual teaming has become a necessity
as organizations become increasingly
distributed and suppliers and clients actively
engage in joint projects.
Course Overview
Teams work across geographical and

organizational boundaries to deliver solutions
and services to global users where distance
and differences, both geographic and cultural,
amplify the effect of issues and factors that are
relatively straightforward when managing a
team of people in the same location. This course
delivers practical concepts and techniques that
participants will start using immediately on their
global projects.
Foundation Concepts
Basic definitions
Critical success factors for leading crosscultural virtual teams
A road map to success for leading crosscultural virtual teams
Prerequisites
Participants should have experience working on
or managing projects that span cultural and/or
geographical boundaries.
Course Level
Who Should Attend
This program is designed for program
managers, project managers, team leaders and
others responsible for managing and working
on cross-cultural global projects or tasks and
with teams that work predominantly in virtual
mode. Different versions of the course can be
presented to participants at different management levels within an organization.
What You Will Learn
Youll learn how to:
Recognize and address the range of issues
and pressures that are unique to global,
remote and virtual team leadership
Effectively address the challenges of working
across cultures, time zones and countries
Make the most of virtual technologies in
order to become a better leader in what
will soon become the normal mode for
managing in the 21st century
Getting Started
Introductions
Course structure
Leadership Excellence in any Project

Environment
Overview of core leadership skills
Hub of trust
Conflict management as lubricant
Communication, power, empathy and
transformation
Situational Leadership and Personal Diversity
Ways to improve sensitivity to personal
diversity through deeper levels of listening
Address issues related to differences in
communication styles
Managing the project interaction challenges
inherent in different learning styles
Common sense methods for leveraging
affiliation-based diversity clues in project
interactions
Best practices for conducting virtual team

meetings
Virtual processes and technology using
technology solutions to support effective
virtual team work
Tools and techniques to improve virtual
leadership and ways to improve your ability
to lead virtual teams
Leading Cross-Cultural Virtual Teams
The Cross-Cultural, Virtual Team-Friendly

Environment
Defining the cross-cultural, virtual teamfriendly environment
The major steps necessary to enable initial
success in leading cross-cultural virtual teams
Creating an environment that respects
diversity
Continuously improving the cross-cultural
virtual team environment
Summary
Exercise: Action planning
Recap of course goals and objectives
Situational Leadership and Cultural Diversity

Overview of cultural (heritage-based)
diversity
Applying selected cultural learning to specific
situations using cultural dimensions
Overcoming differences in cultural
orientations
Identifying personal strengths and
opportunities using a Cultural Orientation
Framework
Situational Leadership and Virtual Diversity
Overview of virtual diversity
Six centrifugal forces of virtual diversity
Virtual time management applying selected
tools and techniques to improve your abilities
to manage time zone issues




#5033 / 2 Days

81
Managing and Leading Projects Across Organizational Boundaries

Achieving Project Success in Complex Environments Through Collaborative Skills
Significant projects today are performed by

teams of people from multiple organization
units and, often, multiple companies. When
project managers, team leaders or technical
professionals seek collaborative relationships
across organizational boundaries, they often
encounter a daunting array of challenges.
These challenges must be dealt with effectively
across business, political, team, interpersonal
and personal levels to successfully meet project
objectives. The goal of this course is to provide
participants with a framework for improving
project performance by successfully navigating through the turbulence of organizational
cultures.
Prerequisites
Course Level
Who Should Attend
course are:
Project managers, project component
leads or project team members
Program and portfolio managers
Anyone who needs to get work done in the
context of a complex organizational culture
Technical managers
Business unit managers
Executives
This course is highly relevant to people in
virtually any industry, function or discipline
involved in projects where they must reach
across organizational boundaries (i.e., departments, functions or business units) for
collaboration, resources or support and who
have little or no formal authority to do so.
Performance Focus
necessary knowledge, skills and techniques to
help you plan and implement a tailored,
systematic approach for improving your
interpersonal skills in gaining support,
resources and collaboration from individuals in
organizations where you have little or no formal
influence.
What You Will Learn

Youll learn how to:
Assess an organizational cultures challenges
and adapt your interpersonal skills and
political acumen to meet them
Apply basic tools and techniques for building
relationships and gaining influence across
organizational boundaries
Plan a tailored, systematic approach for
gaining support, resources and collaboration
from individuals in organizations where you
have no formal influence
Course Overview
Getting Started
Introductions
Course structure
Foundation Concepts
Overview of key course concepts
Managing and leading: the balance and
evolution
Managing and leading projects versus
ongoing work
Organizations defined and a project
managers outlook across the structures
The Path to Competency in Managing and
Leading Projects Across Organizational
Boundaries (MLPAOB)
Organizational Cultures and Behaviors
Overview of organizational culture and
behaviors
Organizations and change
Organizational grassroots changes
Gaining Influence
Overview of gaining influence
Step 1: Determine influence needs
Step 2: Assess influence assets
Step 3: Plan approach
Step 4: Implement plan
Step 5: Manage progress
Planning and Implementing Your Approach
Overview of Implementation Approach and
Continuous Improvement (IA&CI)
Enhancing Primary MLPAOB skills through:
- Identifying and sampling auxiliary MLPAOB
skills
- Practicing MLPAOB skills
Self-reflection: developing a personal action
plan (optional - time permitting)
Summary
lasting benefits.
Political Acumen
Overview of role and impact of political
acumen
Role of politics in organizations
Political behaviors
How to improve your political acumen skills
Building Relationships
Strategies for building relationships
Balance emotion with reason
Try to understand
Inquire, consult and listen
Reliability and building trust
82



#8867/ Four 3-hour sessions

#5026 / 2 Days

Moving Beyond Installation to Realization

Selecting the right project through welldisciplined portfolio management and
effective project execution using project
management best practices is only part of
the recipe for success. As companies mature
in project management by implementing
Project Management Offices (PMOs), portfolio
management and developing more certified
project managers, they begin to realize a major
gap in the process: successful implementation
happens through committed users.
Realizing the true business benefits promised
by the business cases of corporate projects
is accomplished through the people who
ultimately have to buy in, use the new product
or process and make it produce the desired
results. This can only be measured after the
project is completed and integrated into a
companys operations in other words, during
its life cycle.
The degree of success in realizing these
benefits depends on how effective the
project was in paving the way for the
users to adopt and use the product. In this
workshop, we examine a comprehensive
process for Organization and People Change
Management (OPCM) and how it integrates
into the five project management process
groups.
Prerequisites
managing projects
Course Level
Performance Focus
Providing 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 OPCM
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 Learn
Youll 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 Duration, Integrity, Commitment,
Effort (DICE) analysis model, including
interpretation of results and required next
steps
Explain how to identify and build OPCM
activities into the project Work Breakdown
Structure (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 Overview
Who Should Attend

This program is designed for project, product
and program managers; project leaders and
administrators; team leaders and members;
field staff members; project, design, industrial
and manufacturing engineers; operations,
sales and functional managers; systems
analysts; software and system developers;
human resource executives; information
technology professionals; research and
development managers; marketing
directors; project support staff; or others
involved directly or indirectly with projects for
virtually any industry.
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
Organization and People Change Management
Executing Process
Communication execution
Training
OPCM audit
Monitoring and Controlling Process
Training control
Sponsor control
OPCM communication control
Closing Process
Remedial training
OPCM effectiveness survey
Final communication
Action Planning
Leveraging your investment in OPCM
Leading and managing OPCM
Transitioning measurement responsibilities
to the functional groups
Summary
Getting Started
Introductions
Course structure
Change 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




#4041 / 2 Days

83
IIL Webinars 2.0

Choose from more than 200 Webinars to earn PDUs!
Combining top-quality content with a state-of-the-art virtual classroom and
a cadre of trainers who are the best in their fields is a recipe for success...
YOUR success. Improve your business, leadership and project management
skills with IIL's live, interactive webinars.
Earn valuable PDUs and build your skill set one hour at a time. Choose from
over 200 webinars on topics including:
Project Management
Business Analysis
Information Technology
Agile and Scrum
Microsoft Project
Lean Six Sigma
Risk Management
Earn 20 PDUs for USD $199 on your own time with this convenient,
on-demand package of 20 of our most popular webinars! Open doors to
new possibilities and learn about a wide range of interconnected topics
within all of IIL's business practice areas.
With the PDU PowerPack you'll learn to:
Improve your project results with Lean Six Sigma
More effectively manage conflict in a virtual environment
Sharpen your skills in stakeholder management and communication
Brush up on Business Analysis techniques like elicitation and enterprise
analysis
Get up to speed on the latest in Agile and Scrum and
Enhance your Emotional Intelligence quotient
Go to www.iil.com/webinars and sign up by filling out

a short profile or simply browse our webinar catalog
and jump-start your career today!
Business Analysis
Over the last several years, the field of Business Analysis has
experienced exponential growth. More and more, Business
Analysts are joining project teams to manage the scope of the
product and solution, leaving project managers with more time
to manage the scope of the project itself.
BAs help organizations improve how they conduct their functions
and activities in order to reduce overall costs, provide more efficient
use of scarce resources and better support the customer and the
solutions needed to remain competitive in a global economy.
IILs Business Analysis curriculum is aligned with A Guide to the Business Analysis Body of Knowledge (BABOK Guide),
so you will familiarize yourself with the content of the BABOK Guide while attending our courses. This will be helpful
for those who aspire to take the Certified Business Analysis Professional (CBAP) exam sponsored by the International Institute of Business Analysis (IIBA). Our new CBAP Boot Camp course will fully prepare you to pass the IIBA
exam and obtain your CBAP credential.
Managing projects and their respective solutions can no longer be handled using the silo mentality of the 90s and
early 2000s. A holistic approach is needed that includes Business Analysis and project management. Whether you
have substantial Business Analysis experience or are new to BA and want to learn where it fits in the bigger picture
of the project life cycle, take a look at our wide array of courses in this section.
If you are looking to boost your career with professional credentials, you will want to pursue our BACP program.
IILs BACP Certificate provides industry-recognized value to companies and employers, as well as helping to ensure
skill-based competencies for participants. Our BACP program provides proven standards and best practices in the
areas of requirements management, business process modeling, writing and managing requirements and
facilitating requirements workshops.
A Business Analyst can provide value to an organization in many ways, including assisting in the development of
the technical and business justification for projects. IIL offers two courses that will assist you in this process.
Developing the Business Case will provide a road map, tools and techniques to build an acceptable business case,
and Effective Business Process Improvement will guide you through optimizing the development of the current
business process.
We also offer three courses that deal with different aspects of requirements management, including: Business
Process Modeling, Writing and Managing Requirements Documents and Business Analysis Facilitation.
A Guide to the Business Analysis Body of Knowledge, BABOK, CBAP and IIBA are registered trademarks owned by International Institute of Business Analysis. BACP is a trademark of International Institute for Learning, Inc.
Business Analysis
bacp
TM
Business Analysis Certificate Program
Be the Architect of Strategic Goals

IILs Business Analysis Certificate Program
(BACP) is designed to provide you with the core
skills, knowledge and hands-on experience
needed to succeed as a Business Analyst in
todays global marketplace.
For participants who opt to take the two-day
Certified Business Analysis Professional (CBAP)
Prep Course (an optional part of the curriculum
and ONLY available to those enrolled in the
BACP), the program will also prepare you to pass
the IIBA Certification exam to obtain your CBAP
credential.
Depending upon the courses that you choose,
the BACP program earns you between 60 and
70 PDUs and can be completed within a time
period of three to 12 months. BACP courses
may be taken in either our Virtual Classroom
or a traditional classroom setting. While we
recommend that you take the courses in the
order shown to the right, you may take them in
an order that best fits your needs, interests and
schedule.
Who Should Attend
You should enroll in the BACP if you work
as a Business Analyst, define and manage
requirements through the development cycle,
elicit information from stakeholders to define
requirements, or if your job involves solving,
defining or analyzing business problems.
What You Will Learn in the BACP Program
Define the product scope
Work with the development team in the
systems testing stage
Ensure the solution is usable in the business
environment
Acquire information necessary to the
definition of requirements
Conduct a requirements informationgathering session
Write and validate a requirements document
Manage the changes to requirements
Document through the Systems Development
Life Cycle (SDLC)
Work with Unified Modeling Language (UML)
diagrams
Use process modeling in business
diagramming
Diagram and model business processes
And much more!
bacp
TM
TM
BACP Curriculum
Business Analysis Fundamentals (p. 87)

2-day Classroom or 12-hour Virtual Classroom course
Facilitation Skills for Business

Analysts (p. 88)

Documents (p. 89)
Business Process Modeling (p. 90)

Optional Course
Certified Business Analysis Professional
(CBAP) Prep Course
12-hour Virtual Classroom course (the 12-hour
CBAP Prep Course is only available to participants
in the BACP program)
Bring the BACP to Your Company!

If your organization has a group of 12
or more employees to train, any of our
BACP courses can be delivered in a
private IIL Virtual Classroom or in a
traditional classroom setting at the
location of your choice.
Let us customize a BACP program to
meet your specific business needs. Our
educational advisors will work with you
to design a program aligned with your
training and development goals.
Criteria for Receiving the BACP Certificate

In order to be awarded the BACP Certificate,
participants must:
Complete the four required courses (top
four courses in the box to the left)
Achieve at least a 70% score on each of
the post-course multiple-choice online
exams (a 30-question exam for our two-day
courses; a 45-question exam for our threeday courses)
Performance Focus
With IIL, you learn from experts who are also
practitioners. The BACP program focuses on
analyzing current best practices from some of
the most successful companies utilizing Business
Analysis today. You will learn to better define and
manage requirements, elicit information from
stakeholders, analyze business processes and
find innovative and efficient solutions to even
the most challenging business problems.
Course Delivery Methods
As a participant in the BACP program, you can
choose whether you attend courses in our Virtual
Classroom or in a traditional classroom setting.
IIL Virtual Classroom Environment
Thousands of companies have chosen IILs
Virtual Classroom as a preferred learning
method to meet the increased global
training needs of their organizations.
Benefit from our experience in the Virtual
Classroom space, where we have been active
for the past ten years. Our Virtual Classroom
provides companies and individuals with
interactive, efficient, quality training that is
also cost-effective.
Online classes are led by our trainers in real-time,
so you get the benefits of a live classroom
situation in your office. For an optimum learning
experience, the courses have a good balance of
instructor-led learning, multimedia events,
discussion and a wide range of interactive
exercises from self-reflection to team-based
activities.
Interested in Obtaining Your CBAP Credential?
For participants who would like to obtain their
CBAP credential, we recommend that you take
the optional BACP course - Certified Business
Analysis Professional (CBAP) Prep Course - in
order to be fully prepared for the examination.
86



#8900 / 60 hours
#3000 / 10 Days
#PA8900 / 60 hours
CBAP and IIBA are registered trademarks owned by International Institute of Business Analysis. BACP is a trademark of International Institute for Learning, Inc.
Solving the Business Problem
bacp
TM
This course is part of IILs Business Analysis Certificate Program (BACPTM), a comprehensive program designed to provide the core skills, knowledge
and hands-on experience needed to succeed as a Business Analyst in todays global marketplace. For more information, see page 86.
This course teaches participants the overall

process of Business Analysis and where it fits in
the bigger picture of the project life cycle and
the business context. The course is interactive
and combines discussion, active workshops
and demonstrations of techniques.
One goal of this course is to teach participants
how to achieve bottom-line results that cut
through real-world problems. Other goals
include improving operations to develop new
systems and products and maximizing results
through project performance.
Prerequisites
There are no prerequisites for this course - it
is suitable for both novices and experienced
people who need a clear Business Analysis
model.
Course Level
Basic/Intermediate
Who Should Attend
It 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
Defining the solution scope
What You Will Learn
Define the solution scope
Ensure the solution is usable in the business
environment
Course Overview
Foundation Concepts
Defining the Business Analyst function
Role of the Business Analyst as change agent
Knowledge areas in the IIBAs A Guide to the
Business Analysis Body of Knowledge (BABOK
Guide)
Business Analyst roles and responsibilities
through the knowledge areas
Business Analyst roles and relationships
through the project life cycle
Business Analysis Planning and Monitoring:
Defining the Process
Overview
Business Analysis planning roles and
responsibilities
Business Analysis planning processes and
tools
Business Analysis monitoring
Business Analysis
Business Analysis Fundamentals
Solution Assessment and Validation:

Supporting the Balance of the Product Life
Cycle
Overview
Design tasks
Testing tasks
Implementation and production tasks
Underlying Competencies
Overview
Analytical thinking and problem solving
Key communication and business skills
Software applications
Summary
Also available in a 10-hour self-paced format.
#PS302
Elicitation: Gathering Information

Overview of elicitation
Requirements elicitation techniques
(targeted, group and physical)
Requirements Management and
Communication: Ensuring Stakeholder
Involvement
Overview
Requirements management
Requirements relationships
Requirements communication
Enterprise Analysis: Defining the Problem
Overview of enterprise analysis
Define the business need (feasibility study)
Business benefit analysis (value versus costs)
Initial phase gate preparation (business case)
Requirements Analysis: Defining the Solution
Model
Overview of requirements
The anatomy of a requirement
Requirements analysis task description
Requirements analysis techniques



#3021 / 2 Days

A Guide to the Business Analysis Body of Knowledge and BABOK are registered trademarks owned by International Institute of Business Analysis. BACP is a trademark of International Institute for Learning, Inc.
87
Business Analysis
Facilitation Skills for Business Analysts

Communication and Problem Solving
bacp
TM
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.
Course Overview
Prerequisites
people who need to elicit business
requirements or solve business problems.
Foundation Concepts
The role of the Business Analyst
Knowledge areas in the IIBAs A Guide to
the Business Analysis Body of Knowledge
(BABOK Guide)
The Business Analyst and the product/
project life cycle
Facilitation skills for the Business Analyst
Course Level
Basic/Intermediate
Who Should Attend
Elicit information from stakeholders to
define requirements
Solve business problems
Performance Focus
Business Analysis
Defining solutions to business
problems
Requirements elicitation
Facilitation of meetings
Negotiation skills and techniques
Decision analysis
What You Will Learn
Acquire information necessary for the
definition of requirements
Conduct a requirements informationgathering session
Identify alternate solutions to business
problems
Obtain agreement that the solution is usable
in the business environment
Getting Started
Introductions
Course structure
Requirements Communication Through

Business Analysis Planning, Monitoring and
Enterprise Analysis
Overview of requirements communication
through Business Analysis planning and
monitoring as well as 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)
Physical Elicitation Techniques for

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
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
communication, negotiating and mediating
Negotiating
Mediating
Summary
Group Elicitation Techniques for

communication and group elicitation
techniques
Cornerstone group elicitation technique
requirements workshops
Other group elicitation techniques
meeting management best practices
facilitating best practices
88




#3022 / 3 Days

A Guide to the Business Analysis Body of Knowledge, BABOK and IIBA are registered trademarks owned by International Institute of Business Analysis. BACP is a trademark of International Institute for Learning, Inc.
Creating the Acceptable, Approvable Requirements Document
bacp
TM
Business Analysis
Writing and Managing Requirements Documents
Once a Business Analyst has completed the

information gathering and analysis to produce
the solution to a business problem, the results
must be documented for all stakeholders to
see and understand. This course will enhance
the skill set needed for writing documents and
managing the complex readership with whom
Business Analysts interact on a day-to-day basis.
Prerequisites
people who need to produce requirements
documents for development.
Course Level
Basic/Intermediate
Who Should Attend
Prepare requirements documents for
development
Performance Focus
Business Analysis
Selecting an audience for written
communication
Requirements writing guidelines
Writing clear, precise, unambiguous
requirements
Managing the requirements document
through the Systems Development Life Cycle
(SDLC)
What You Will Learn
Write a requirements document that is
approvable and acceptable
Validate a requirements document
Manage the changes to requirements
documents through the SDLC
Course Overview
Getting Started
Introductions
Course structure
Foundation Concepts
The IIBAs A Guide to the Business Analysis
Body of Knowledge (BABOK Guide)
Knowledge Areas
project life cycle
The requirements documentation process
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)
Summary
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
Verifying requirements
Validating requirements
Approving requirements




#3023 / 2 Days

A Guide to the Business Analysis Body of Knowledge, BABOK and IIBA are registered trademarks owned by International Institute of Business Analysis. APMC is a registered trademark and BACP is a trademark of International Institute for Learning, Inc.
89
Business Analysis
Business Process Modeling

Diagramming the Business Problem and Solution
bacp
TM
A process model is a description of a process

in terms of its steps or actions, the data
flowing between them and the participants
in the process. A critical Business Analysis skill,
buisness process modeling applies graphical
and text communication techniques to
describe the actions, objects and relationships
acted upon in the process, as well as the steps
that act upon them.
This course teaches the technique of process
modeling and ties together the core methods
of process, behavior and data modeling to
enable Business Analysts to fully describe
business processes in levels of detail from
multiple perspectives.
Prerequisites
This course is aimed at people who are
practicing Business Analysts or who have had
previous Business Analysis training.
Course Level
Who Should Attend
Define business problems
Analyze business processes
Performance Focus
Business Analysis
Workflow modeling
Data modeling and entity relationship
analysis
Use Cases
Unified Modeling Language (UML) diagrams
What You Will Learn
Identify business processes and their
components
Work with UML diagrams
Use process modeling in business
diagramming
Diagram and model business processes
Course Overview
Getting Started
Introductions
Course structure
Foundation Concepts
Knowledge Areas
Business Process Modeling (BPM) and the
Business Analyst
A practical approach to BPM
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
Summary
The Context for Modeling Business Processes

Overview of context for BPM
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 stories
90




#3024 / 3 Days

A Guide to the Business Analysis Body of Knowledge, BABOK and IIBA are registered trademarks owned by International Institute of Business Analysis. BACP is a trademark of International Institute for Learning, Inc.
Business Analysis
Effecting Business Process Improvement

The Proactive Business Analyst
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.
Prerequisites
This course is aimed at people who are
practicing Business Analysts or who have had
previous Business Analysis training.
Course Level
Who Should Attend
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
Managing organizational change
Enterprise analysis
Analytical methods
Work-flow modeling and analysis
Process and data modeling
Business process reengineering
What You Will Learn
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
Getting Started
Introductions
Course structure
Summary
Foundation Concepts
Overview of Business Analysis and process
improvement
Defining the business process
Introducing the proactive Business Analyst
Focusing on business process improvement
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
projects goals and objectives with
organizational strategy
Defining the Current Process
Overview of current process phase
Documenting the business process
Business modeling options: work-flow
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-disciplinary
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




#3025 / 2 Days

91
Business Analysis
Developing the Business Case

Defining the Business Problem and Solution Scope
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, and the business case documents
become parts of proposals, feasibility studies
and other decision support documents.
This course teaches the purpose, structure and
content of a business case. It presents the basic
techniques for determining financial return
on investment, non-tangible benefits and the
probability of meeting expectations.
Prerequisites
people who need to develop and justify the
business case.
Course Level
Basic/Intermediate
Who Should Attend
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
Feasibility study
Business case development
Return on investment (ROI)
What You Will Learn
Prepare a business case
Justify the business investment to solve the
business problem
Perform feasibility studies and ROI analyses
Course Overview
Getting Started
Introductions
Course structure
Summary
Foundation Concepts
A Guide to the Business Analysis Body of
Knowledge (BABOK Guide) knowledge
areas
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
Overview of business case approval
Developing recommendations
Preparing the decision package
documents
Preparing the decision package
presentations
92



1.2 CEUs /12 PDUs /12 PD Hours /12 CDUs
#3026/ 2 Days

A Guide to the Business Analysis Body of Knowledge, BABOK and IIBA are registered trademarks owned by International Institute of Business Analysis. APMC and The Kerzner Approach are registered trademarks of International Institute for Learning, Inc.
Business Analysis
Assuring Quality Through Acceptance Testing

Making Sure that the Business Problem is Solved
The User Acceptance Test Stage Part II
(Execution and Reporting)
Operating guidelines
Execution
Reporting
It is the Business Analysts job to define the

business problem to be solved by information
technology (IT) professionals. It is also the
Business Analysts 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.
What You Will Learn

Create a set of acceptance test cases
Manage and monitor an acceptance test
stage where users perform the testing
Assess the solution once it is in the business
environment
The Business Analyst is not only concerned

with the testing itself, but also with the
management and monitoring of the users
doing the acceptance testing and recording,
analysis and evaluation of results.
Course Overview
Post-Acceptance Testing
Overview
Project implementation
Project transition (project closure)
Production through retirement
Getting Started
Introductions
Course structure
Testing Commercial Off-the-Shelf Software

Overview
Selecting the software
Implementing the software
Foundation Concepts
Summary
Prerequisites
A solid understanding of Business Analysis
and software development, as well as some
experience in both
Course Level
Who Should Attend
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 and test scenarios
Planning an acceptance test
Confirmation of the business solution in the
business environment
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 various roles in software 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 user acceptance testing
Acceptance test planning
Designing user acceptance tests
Developing individual user acceptance test
cases
Building effective user acceptance test
scenarios




#3027 / 2 Days

A Guide to the Business Analysis Body of Knowledge, BABOK and IIBA are registered trademarks owned by International Institute of Business Analysis.
93
Business Analysis
Certified Business Analysis Professional

(CBAP) Boot Camp
Targeted Exam Preparation for IIBA CBAP Exam Candidates
This course provides targeted exam preparation
support for the IIBAs Certified Business Analysis
Professional (CBAP) exam candidates, including
both A Guide to the Business Analysis Body of
Knowledge (BABOK Guide) content review and
an exam preparation tutorial. You will be given
a Knowledge Gap Assessment prior to starting
the course, and your score on this will be
compared to your modular practice exam (by
knowledge area).
Prerequisites
This course is suitable for experienced people
who wish to prepare for the CBAP exam.
In order to attain CBAP certification, you
must meet the standard IIBA certification
qualifications listed at the end of this page.
It is suggested that all participants complete
the Knowledge Gap Assessment prior to
attending the course.
Course Level
Intermediate /Advanced
Who Should Attend
Individuals who are planning to sit for the CBAP
exam
Performance Focus
Knowledge Gap Assessment pre-work
Targeted exam preparation support
BABOK Guide knowledge area overview
Content review (tasks and techniques)
Exam preparation tutorial
Practice exams after each Knowledge Area
Youll learn how to:
Demonstrate familiarity with the structure
and content of the BABOK Guide
Improve your probability of passing the
CBAP exam
Identify your knowledge gaps through the
use of module practice exams
Gauge your readiness for taking the exam by
BABOK Guide knowledge area
Getting Started
Introductions
Course structure
Foundation Concepts for IIBA CBAP Prep

IIBA the organization
Business Analysis the profession
IIBAs BABOK the standard
IIBAs CBAP exam the challenge
The beginning or the end?

Which way do you go? A game that tests
your solution assessment and validation
knowledge
Practice exam
Business Analysis Planning and Monitoring

Overview
Approach activities
Analysis activities
Communication activities
Process activities
Performance activities
Practice exam
Exam Application/Preparation Process

Tutorial
Applying for the exam
Studying for the exam
Sitting for the exam
Reviewing your Knowledge Gap
Practicing for the exam
Elicitation
Overview
Process
Activities
Results
What would you do? a game of knowledge
Practice exam
Version 1.6
A Guide to the
Business Analysis
Body of Knowledge
International Institute of Business Analysis
Requirements Management and

Communication
Overview
Requirements management
Requirements communication
Practice exam
Play the response game to check your
knowledge
Enterprise Analysis
Overview
Defining the business needs
Possible solutions
The business case
Practice exam
Requirements Analysis
Overview
Prioritize requirements
Organize requirements
Specify and model requirements
Validate and verify requirements
A picture is worth one thousand words
Practice exam
A Guide to the Business Analysis Body of

Knowledge (BABOK Guide) is a useful
accompaniment to this course. Prior to
taking the course we recommend that you
obtain a free copy of the BABOK Guide from
www.theiiba.org.
A two-day Virtual Classroom version of this

course is available ONLY to participants in IILs
Business Analysis Certificate Program (BACPTM).
For more information on the BACP, see page 86.
CBAP Certification Qualifications

Candidates for IIBAs CBAP certification must have at least
7,500 hours of Business Analysis work experience in the
last ten years engaged in tasks specifically related to the
knowledge areas as defined within the BABOK Guide. They
must have 900 hours of Business Analysis work experience engaged in tasks specifically related to at least four
of the six BABOK Guide knowledge areas. In addition, they
must have at least a high school diploma or the global
equivalent; 21 hours of professional development over
the last four years; and two references from a career manager, client or CBAP.
For more information, go to www.theiiba.org.
Solution Assessment and Validation

Overview
Proposed solution
Allocation requirements
Getting ready
94



#8929 /Eight 3-hour sessions

#3017/ 4 Days
#PA8929 / Eight 3-hour sessions

A Guide to the Business Analysis Body of Knowledge, BABOK, CBAP and IIBA are registered trademarks owned by International Institute of Business Analysis. BACP is a trademark of International Institute for Learning, Inc.
Lean Six Sigma and Process Excellence
www.iil.com
Lean Six Sigma combines the power of Six Sigma strategic

alignment, customer focus and rigorous analytical tools with
Leans focus on speed, delivering breakthrough results. Six Sigma
encompasses the Design, Measure, Analyze, Improve, Control
(DMAIC) methodology for process improvement.
Poor process trumps good people, so process excellence enables
all employees to consistently deliver superior results. Lean adds
powerful tools for identifying and eliminating waste in processes
and drastically reducing cycle times. Putting the two together
makes a winning combination.
About Lean Six Sigma

World-class companies from around the globe are touting the culture-changing benefits they have experienced through
a Lean Six Sigma approach. Bottom-line savings are grabbing the attention of executives and shareholders. Improved
process delivery allows employees to remove frustration from their work efforts, which creates immediate buy-in to
change. When employees discover that changes are only made when the data validates improved results, the resistance
to change is minimized. And last but certainly not least, customer satisfaction percentages are going up!
How? Cross-functional teams are utilizing the tools and techniques of project management and process improvement to
fix broken processes and eliminate waste and non-value add costs. DMAIC (Define, Measure, Analyze, Improve, Control)
is the recipe or methodology for process improvement, the backbone of Lean Six Sigma and the starting point for most
companies beginning the Lean Six Sigma journey.
Why Do It?
Bottom-line Results + People Development = Competitive Advantage
In todays competitive business environment, even the best companies are searching for ways to gain and maintain an
advantage. Lean Six Sigma allows companies to fully engage those who deliver the products and services to customers:
their employees. Armed with the proven tools and techniques of Lean Six Sigma, cross-functional teams will determine
the critical-to-customer factors from a process and measure the capability of a process to deliver those factors on a
right-first-time basis. This all adds up to customer satisfaction at the lowest possible cost a necessary combination
for world-class status. Leaders engaged in Lean Six Sigma also value the growth and development of their people.
Lean Six Sigma practitioners learn how to ask better questions, get better data, make better decisions and lead higher
performing teams.
IIL Curriculum
IIL integrates Lean tools into the DMAIC methodology to create the Lean Six Sigma courseware. In addition to an
introductory course, Experiencing Lean Six Sigma, we also offer a three-level Belt Certificate program, consisting of
Yellow Belt, Green Belt and Black Belt. If you are a Six Sigma professional interested in learning more about the aspects
of project and change management that are critical to project completion, take at look at Project Management for Six
Sigma Professionals.
95
Experiencing Lean Six Sigma

Learn the Value of Lean Six Sigma Process Improvement
This one-day, highly interactive learning

experience will demonstrate the power
behind the most potent quality improvement
methodology in decades. Lean Six Sigma is not
only about process improvement - it changes
the way you think about the business problems
that challenge leaders, workers and customers.
You will walk away from this session with a
new vision and mindset that will translate into
innovative ways of improving and managing
processes, projects, products and services.
Taking this course is a fantastic way to give
Lean Six Sigma a test drive.
Prerequisites
A basic understanding of Quality
Course Level
Basic
Who Should Attend
Anyone interested in experiencing the
fundamental principles, concepts and
terminology of Lean Six Sigma will benefit from
this event.
Executives, managers, support employees,
account managers, sales representatives and
operational managers who want to know more
about Lean Six Sigma or who support Lean Six
Sigma (either internally or externally through
customers engaged in this initiative) should not
miss this opportunity.
Performance Focus
The most widely recognized benefit of Lean Six
Sigma is process management. Learn the value
of transforming varied and hidden processes
into ones that are uniform and visible.
Discover how different types of companies
in banking, retail, service, manufacturing,
insurance and healthcare have utilized this
methodology to deliver substantial bottom-line
results to shareholders, while simultaneously
improving customer satisfaction and retention.
Experiencing the power of Lean Six Sigma
through interactive exercises will lead you to
aha moments of lasting change.
What You Will Learn

Why companies are selecting Lean Six Sigma
to improve and manage quality
How to tie activity to improved results
How to utilize the proven recipe for
substantial quality improvement: Define,
Measure, Analyze, Improve, Control (DMAIC)
The importance of hearing the Voice of the
Customer
The critical factors driving successful Lean Six
Sigma implementation and projects
That the roadmap to bottom-line
improvement involves reduction in process
variation
Benefits of Lean Six Sigma
Gives leadership a standard, data-driven
approach to improving results
Gives project managers a set of
understandable steps and tools to improve
project effectiveness
Generates higher net income by lowering
operating costs
Improves product and service quality
through defect prevention and reduction
Improves customer satisfaction and
retention by identifying and meeting
customer requirements
Improves employee satisfaction by reducing
rework
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
Course Overview
Getting Started
Introductions
Course structure
Foundational Concepts of Lean Six Sigma
Businesses need a proven approach to
improving results
Costs of poor quality
A quick primer on Lean Six Sigma
Business Process Management
DMAIC and Define, Measure, Analyze,
Design, Verify (DMADV) improvement
methodologies
Return on investment (ROI) of Lean Six
Sigma - financial and cultural benefits
96



#6141 / 1 Day

Build a Knowledge Base of the Facets of Lean Six Sigma

This course is designed to instill an in-depth

understanding of Lean Six Sigma and give
you a clear sense of what is required to define
high impact improvement projects. It will help
you establish Lean Six Sigma measurements
and complete Lean Six Sigma projects using
the systematic and proven Define, Measure,
Analyze, Improve and Control (DMAIC)
methodology.
This course offers you the perfect opportunity
to demonstrate your foundational
understanding of process management and
improvement through the IIL Lean Six Sigma
Yellow Belt Certification.
Prerequisites
tools and techniques necessary for process

improvement. Improved processes will result
in higher quality, lower costs and improved
customer satisfaction.
What You Will Learn
Establish the structure that supports and
sustains Lean Six Sigma Quality
Identify and calculate key Lean Six Sigma
Measurements (Sigma, DPMO and Yield)
Select successful, high-impact projects that
match to strategic objectives
Document, measure and improve key
processes using the DMAIC methodology
Utilize data-based thinking to make key
business decisions
Course Overview
Course Level
Basic
Who Should Attend
Anyone interested in learning the fundamental
principles, concepts and terminology of
Lean Six Sigma will benefit from this course.
Executives, managers, support employees,
account managers, sales representatives and
operational managers who support Lean Six
Sigma (either internally or externally through
customers engaged in this initiative) should not
miss this opportunity. This class is also perfect
for employees about to participate on a Lean
Six Sigma team.
Performance Focus
There are three main facets of Lean Six Sigma:
It is a Business Management Strategy
that aligns your organization through
clearly defined roles and responsibilities;
it also provides a comprehensive set of
measurements to help align projects with
strategic objectives.
Secondly, it measures the capability of any
process to determine the ability to deliver
products and/or services without defects.
Finally, it is a rigorous methodology to
improve or redesign critical processes.
This comprehensive course will teach you the
fundamental aspects of each facet. You will
learn, practice and apply the basic concepts,
Getting Started
Introductions
Course structure
Introduction to the Fundamentals and Vision
of Lean Six Sigma
Lean Six Sigmas focus on the customer, on
quality and on results
The costs of poor quality
Critical factors to consider when deploying
Lean Six Sigma
Lean Six Sigma as a process improvement
methodology
Lean Six Sigma metrics
Why do it return on investment (ROI) and
payback for Lean Six Sigma
Business Process Management
Critical Lean Six Sigma roles and
responsibilities
Main aspects of managing the organizational
change
Project selection
Metrics of Lean Six Sigma and the DMAIC
Model
How to strategically align business metrics
and projects within an organization
How to identify and measure quality
characteristics which are critical to customers
What does the customer (internal or external)
really want from our products and services?
Establishing appropriate teams and setting

those teams up to be successful
What defines a good measurement system?
How are we doing? (the secret to measuring
the right things correctly)
How to improve output measures by
understanding and measuring the process
Where are there defects? (how to properly
select and scope high-impact projects)
Where is the process broken? (the Lean Six
Sigma version of root cause analysis)
How to determine the process efficiency, or
value add, of a process
The appropriate use of quality tools
Understanding the concept of variation and
how to reduce knee-jerk reactions
How to achieve breakthrough results for any
key measure
How can we ensure the identified
improvements will be sustainable? (the
basics of process control)
Lean Six Sigma Yellow Belt Certification Program

Full-Service Coaching and Mentoring
IIL measures our success by the number
of participants who apply the tools,
techniques and concepts taught in our
Lean Six Sigma courses to realize bottomline savings through better quality.
To demonstrate our commitment to
application, IIL includes project coaching
and mentoring in our certification courses
at no additional charge.
When you succeed, we succeed.
Yellow Belt Certification Qualifications

Candidates for IILs Lean Six Sigma Yellow Belt
Certification must attend the Yellow Belt Certification
program and achieve a passing score (70% or higher)
on a 30-question multiple-choice exam.




#6139 / 2 Days

97
Lean Six Sigma Green Belt Certification Program

Become Green Belt Certified
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.
Participants will learn how to collect data
and turn it into useful information using
SigmaXL statistical software provided at
no additional cost. Using a real world project
focus, the series will teach the fundamental
methodology, tools and techniques of the
Define, Measure, Analyze, Improve and
Control (DMAIC) Process Improvement
Methodology.
What You Will Learn

Youll learn how to:
Select high-impact projects
Identify and measure critical customer
requirements
Identify and collect non-biased data
Identify current process capability
Analyze data Using SigmaXL statistical
software
Determine high-impact root causes
Design and test solutions
Make improvements sustainable
Determine the difference between
Common and Special Cause Variation
Improve
Introduction to Improve
Generating and selecting solutions
Design of experiment
Error-proofing
Project management fundamentals
Standardization
Piloting and verifying results
Improve summary
Course Overview
Prerequisites
Getting Started
Introductions
Course structure
Course Level
Intermediate
Introduction to Lean Six Sigma

Project Selection
Who Should Attend

Process experts, team members, project
leaders who will lead smaller projects,
individuals who will support Black Belts with
data collection and future leaders who want
to learn this valuable skill set will all benefit
from this series.
Define
Introduction to Define
Project planning
Process management
The Voice of the Customer
Define summary
Performance Focus
This course will focus on how to select highimpact projects that align to organizational
objectives and strategy. Using hands-on,
interactive exercises and simulations,
instructors will demonstrate when, why and
how Six Sigma tools and techniques are
used to identify and eliminate defect drivers
and Lean tools and techniques are used to
improve speed in critical business processes.
IIL instructors will provide free project
coaching throughout the course.
Measure
Introduction to Measure
Data collection
Graphical statistics for continuous data
Graphical statistics for discrete data
Variation concepts
Process capability
The cost of poor quality
Measure summary
Analyze
Introduction to Analyze
Process analysis
Cause and effect
Advanced analysis
Analyze summary
Control
Introduction to Control
Statistical process control
Transition planning

Green Belt Certification Qualifications

Candidates for IILs Lean Six Sigma Green Belt
Certification must attend the Green Belt Certification
on each of the two 50-question online exams. In
addition, candidates must lead and complete one
project within one year of completing the Green Belt
program.
98



#8914 / Sixteen 3-hour sessions

#6148 / 8 Days
CEU Credits 5.6 / PDU Credits 56
#PA8914 / Sixteen 3-hour sessions

SigmaXL is a registered trademark in Canada.
Become Black Belt Certified
This course is for Green Belts who want

to advance their knowledge and become
IIL Certified Lean Six Sigma Black Belts.
Many participants have gone on to make
Process Improvement their full-time role, and
this class prepares them to lead cross-functional
teams through challenges that traditionally
need more data analysis.
In this class, you will learn how to utilize a more
advanced statistical software program called
Minitab (provided at no additional cost) to
perform advanced statistical analysis. You will
also learn best practices within organizational
change management.
Prerequisites
IILs Lean Six Sigma Green Belt Certification
Program or the equivalent
Course Level
Advanced
and confidence intervals

Describe the difference between long-term
and short-term process capability
Measure rework, waste or scrap by
computing yield metrics
Develop and analyze control charts for both
continuous and discrete data
Perform a measurement system analysis
Apply hypothesis tests to compare variance,
means and proportions
Conduct regression and residual analyses
Design and analyze experiments
Course Overview
Getting Started
Introductions
Course structure
Review Lean Six Sigma Green Belt
Minitab Introduction
Who Should Attend

Previously trained Green Belts who want to
become certified Black Belts
Performance Focus
If advanced statistical analysis is needed to
identify root causes and optimal process
improvements, (Lean) Six Sigma Green Belts
typically ask Black Belts or Master Black Belts to
conduct these analyses.
Green Belts wanting to advance their statistical
abilities will have a considerable amount
of hands-on practice in techniques such
as Statistical Process Control, Hypothesis
Testing, Correlation and Regression, Design of
Experiments and many others.
Participants will also work throughout the
course on a real-world improvement project
from their own business environment. This
provides participants with hands-on learning
and provides the organization with an
immediate return on investment (ROI) once the
project is completed. IIL instructors will provide
free project coaching throughout the course.
What You Will Learn
Youll learn how to:
Use Minitab statistical software
Decide on sampling strategies, sample size
Measurement System Analysis (MSA)

MSA for discrete data
MSA for continuous data
Advanced Process Capability
Sigma value, defect metrics and yield metrics
Long- and short-term capabilities
Capability indices
Advanced Statistical Process Control
Control charts for continuous data
Control charts for discrete data
Batching
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
Lean Six Sigma Black Belt Certification Program
Organizational Change Management

Managing Successful Project Teams
Decision-making approaches
Conflict management
Effective project negotiation
Handling Non-normal Data

Data Sampling
Sampling strategies
Central Limit Theorem
Confidence interval and sample size
calculations for the Mean and Proportions
Confidence interval for standard deviation
and median
Hypothesis Testing
Introduction to hypothesis tests
Tests for means
- t-Test, Analysis of Variance (ANOVA), Tukeys
Test
- Paired data and blocking
Tests for variance (Bartletts, Levenes and FTests)
Black Belt Certification Qualifications

Candidates for IILs Lean Six Sigma Black Belt
Certification must attend the Black Belt Certification
on each of the four 30-question online exams given
over the course of this program. In addition,
candidates must lead and complete two projects
within one year of completing the Black Belt program.



#8917 / Sixteen 3-hour sessions

#6147 / 8 Days
CEU Credits 5.6 / PDU Credits 56
#PA8917 / Sixteen 3-hour sessions
Minitab is a registered trademark in Minitab, Inc.
99
Project Management for Six Sigma Professionals

Get Buy-in for Six Sigma Projects
This valuable learning series is designed
to help Lean Six Sigma project managers
(Black Belts and Green Belts) with the
aspects of change management and project
management that are critically important to
successful project completion. Participants
will utilize successful tools, techniques and
concepts to help ensure that their Lean Six
Sigma projects are successfully completed
with buy-in from those who will maintain the
improvements.
Prerequisites
A basic understanding of Lean Six Sigma
Course Level
Intermediate
Who Should Attend
Individuals responsible for managing, leading,
coordinating and supporting Lean Six Sigma
projects. Additionally, Champions, team
members and sponsors will benefit from
learning these basic concepts, tools and
techniques, while practicing through realworld project simulations.
Performance Focus
One of the core principles of a Lean Six
Sigma organization is to choose the best
and brightest process or subject matter
experts to become Lean Six Sigma project
managers (Black Belts and Green Belts) for
high-impact, strategically selected projects.
Selected projects are carefully aligned to the
annual goals of the organization and must be
successfully completed on time.
While Black Belts and Green Belts are very
effective individuals, they usually have had
little or no training in the principles of project
management or change management.
Learning these important aspects of successful
project completion through trial and error
not only increases project cycle time but also
adds an unnecessary burden to an already
challenging Lean Six Sigma position.
In this course, you will practice using the tools

and techniques necessary to ensure that a
cross-functional team effectively completes a
project on time. These practical skills, concepts
and principles can be taken back to the job
and successfully applied to any Lean Six Sigma
or Design for Six Sigma project.
What You Will Learn
How to develop project charters and
project plans
How to work in cross-functional teams
without direct authority
How to identify and manage threats and
opportunities
How to identify and influence stakeholders
to assure change
How to effectively communicate in and
around a project
How to identify project tasks, task durations
and a project schedule
How to manage project decisions and
project meetings
Project Execution
Choosing the right decision-making
approaches
Planning effective project meetings
Conflict resolution
Effective negotiation for the project
Mobilizing stakeholder commitment
(stakeholder analysis and stakeholder
influencing strategies)
Project Monitoring and Controlling
Project control
Project reporting
Taking corrective action
Project Closure
Learning from experience
Summary
Course Overview
Getting Started
Introductions
Course structure
Foundation Concepts
Introduction to project management
Project management for Lean Six Sigma
The five process groups of projects
The Project Management Institute (PMI)
nine Knowledge Areas

company or team? Enhance the class experience by adding real-world simulation into
the mix. Highly interactive and experiential,
IILs simulation integrates proven learning
theory with leading-edge computer technology and game-based simulation techniques
to deliver lasting benefits.
Project Initiation
Project generation
Project charter
Organizational change management
Assuring project support
Emphasizing shared need for change
Project Planning
Developing the project plan
Communication management
Work Breakdown Structure (WBS)
Estimating schedules and budgets
The network logic diagram
Schedule development and critical path
method
Project risk management
100




#6150 / 2 Days

PMI is a registered mark of the Project Management Institute, Inc.
Online Tools and Assessments
www.iil.com
Where is your company in its journey toward project

management (PM) excellence? Are your business needs fully aligned
with high-impact, results-oriented training and development?
Whether you are a relatively mature organization in your PM capabilities or whether you are considering implementation of a more
structured PM approach, the online tools and assessments in this
section can help you improve your project outcomes, increase your
profits and advance the professional development of your project
managers.
360 Project Management Competency Assessment (360 PMCA)

Is the training that your project managers are getting aligned with the business needs of your organization? What are
their skill gaps, and how are you measuring their growth and development?
Our 360 PMCA incorporates elements from both the Project Management Institute (PMI) and the International Project
Management Association (IPMA) and measures knowledge and expertise based on five domains and 27 competencies.
This convenient assessment is easy to use and will help you create development plans, benchmark performance against
well-defined metrics and measure the effectiveness of improvement efforts.
Kerzner Project Management Maturity Model (KPM3)
How is your company performing in the project management arena? How does this performance compare to that of
your competitors? Developed by Dr. Harold Kerzner, one of the worlds foremost project management experts, the
KPM3 can help your organization achieve superior levels of project management maturity.
This time- and cost-efficient tool gives you an in-depth analysis of the state of your companys PM process at five different levels, factoring in variables such as visibility, consistency and control. Derived from real-life best practices of top
global companies across industries, the KPM3 will generate an actionable plan to guide your organization to a new level
of project management success.
Unified Project Management Methodology (UPMM)
IILs revolutionary UPMM is a comprehensive online project management solution for your entire organization. The
UPMM enables you to leverage our global expertise through a holistic suite of knowledge management tools, and it is
available in three different versions: Standard, Professional and Enterprise.
Containing A Guide to the Project Management Body of Knowledge (the PMBOK Guide) in its entirety, as well as hundreds
of templates, process models, real-world examples, best practice guidelines, policies and procedures, the UPMM is
customizable, flexible and dynamic. Save time and effort developing and deploying your own PM methodology. Take
advantage of this hosted solution that requires no installation or server space and transform the way your company
does business.
Unified Project Management is a registered trademark and UPMM and 360 PMCA are trademarks of International Institute for Learning, Inc. PMI and PMBOK are registered marks of the Project Management Institute, Inc. IPMA is a registered trademark of
International Project Management Association.
101
360 Project Management Competency Assessment (360 PMCA)

Online Tool for Identifying and Assessing Training Needs
Introducing the 360 Project Management Competency Assessment (360 PMCA)
How can I learn more?
When it comes to project management training and development, are the real needs
of your company being met?
For more information or to set up

an assessment, go to:
www.iil.com/360pmca
What are the skill gaps that most need to be addressed? Have you allocated your
development spending to achieve maximum return on investment (ROI)? Are you matching
the right people to the right projects?
Our 360 Project Management Competency Assessment can help you measure
proficiency levels, identify skill gaps and highlight areas of strength and opportunity.
It will then map those needs into a strategic and customized training plan.
As the global demand for project management excellence increases, more and more
companies are utilizing competency models to align their needs with high-impact,
results-oriented training and development.
How can my company benefit from the 360 PMCA?
Incorporating elements from both the Project Management Institute (PMI) and the
International Project Management Association (IPMA), the 360 PMCA measures
knowledge and expertise based on five domains and 27 competencies. It will help
you create development plans, benchmark performance against well-defined metrics
and measure the effectiveness of improvement efforts. Management can use the
assessment as a strategic planning tool for learning about individuals and how they
can improve their skills and enhance their contributions to the organization.
Contact:
Global Products & Services:

gps@iil.com
Tel: +1-212-515-5163 or
1-800-325-1533, ext. 5163
Client PC Requirements
Internet connection of at least

56.6 kbs or DSL
256 MB of RAM
1024 x 786 Screen setting and True
Color (32 Bit)
Windows XP or later, and Internet
Explorer 6.0+ or Firefox 5.0+ with
JavaScript enabled
The user must have Microsoft Excel
installed to view their end-user report.
The 360 PMCA can also be customized for your company.
Actionable Results
Assessment results and analysis
provide the foundation for individual
and organizational action. You will
gain insight into how 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 proficiency and maturity.
102
Easy to Deploy
Secure
IILs 360 PMCA is designed for easy use

and maximum accessibility by the widest
number of users. The application does
not require users to download additional
software or plug-ins beyond those
normally used by an internet browser.
Our 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.
360 PMCA is a trademark of International Institute for Learning, Inc. PMI is a registered mark of the Project Management Institute, Inc. IPMA is a registered trademark of International Project Management Association. Microsoft is a registered trademark of the
Microsoft Coporation in the United States and other countries.
Assess Your Organizations PM Maturity

Where is your company in its journey toward project management (PM) excellence?
How do you rank against your competitors? Where are the gaps in your PM capabilities? What steps can you take to increase profits and improve
project outcomes while maintaining consistent top quality?
Whether you are a veteran or a relative newcomer to the project management arena, the Kerzner Project Management Maturity Model (KPM3) can
help your organization reach a new level of PM excellence.
Kerzner Project Management Maturity Model (KPM3)
What does the KPM3 do?

First, it assesses the way your company is performing and the state of its process at five different levels, factoring in variables such as visibility,
consistency and control. The KPM3 will then give you a detailed breakdown of your organizational score, as well as the scores of your individual
project managers. It also benchmarks your performance against that of other companies in your industry and in the wider marketplace.
Next, it will give you through a list of actionable, high-level recommendations designed to increase your competitive position and advance the
professional development of your project managers.
What makes the KPM3 unique?
The KPM3 is named after Dr. Harold Kerzner, one of the worlds
foremost experts in project management strategies and best
practices. Dr. Kerzner developed the KPM3 over a period of
several years, drawing from his extensive work with top
companies all over the globe. Closely aligned with the PMBOK
Guide, the KPM3 consists of a series of carefully designed
questions on subject areas including common language,
common processes, singular methodology, benchmarking
and continuous improvement.
Can this help me sell project management in my
company?
Yes! If you are having difficulty in this area, let the objective
results of the KPM3 assessment do the talking for you.
Management will see how your organizations PM efforts
compare to those of other companies within and outside of
your industry. Put an end to debates and speculation regarding
your strengths and weaknesses. Instead, spend time and resources on agreeing how you can achieve superior levels of project management maturity.
How can I learn more?
For more information or to schedule an assessment, email us at assessment@iil.com or go to: www.iil.com/pm/kpmmm.
At each of the staged levels in the KPM3, our tool will calculate your results and display how you performed. You will have access to a
breakdown of your organizations and individual project managers scores, how you stack up against others in the industry, and how you
compare to all others who have taken our assessment.
Armed with this information, you will then be provided with actionable high-level recommendations to improve project management
excellence to give you an edge in the marketplace and advance the professional development of your project managers.
Within each of the five levels are a series of multiple-choice questions (totaling 183) that span common language, common processes,
singular methodology, benchmarking and continuous improvement.
The questions have been carefully designed to provide meaningful assessment results to a broad range of industries and project
management experience. At the end of each level, your scores are instantly scored, tabulated and analyzed.
The Kerzner Approach is a registered trademark of International Institute for Learning, Inc. PMBOK is a registered mark of the Project Management Institute, Inc.
103
TM
Unified Project Management Methodology Software Suite
An Adaptable Tool for Consistent, Repeatable Processes
Follow the exact PMBOK Guide Interactive Process
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 todays
competitive business environment. Thats why
companies around the world leverage our
expertise to transform the way they do business.
IILs 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:
Standard Edition
(available as a host-based solution)
UPMM Standard Edition is a complete, mature
and effective project management knowledge
resource for project managers to advance the
success of their projects. This hosted, web-based
tool is accessible anytime, anywhere and offers
hundreds of templates, examples and guidelines
to foster just-in-time learning.
Professional Edition
(available as a host-based solution)
UPMM Professional Edition allows project
managers, project teams and Project
Management Offices (PMOs) to completely
customize the methodology, templates and best
practices. This hosted, web-based tool enables
you to capture, catalogue and distribute lessons
learned, best practices, common processes and
procedures to improve performance.
104
Enterprise Edition
(available as a server installation)
UPMM Enterprise Edition is a robust and scalable
solution that addresses the full range of project
management knowledge, including portfolio
management, program management and
performance methodology. By accessing UPMM
capabilities as a managed service you will receive
continuous updated best practices and gain
exposure to every aspect of project management
knowledge. This tool may be used as a central
repository for a companys project management
knowledge to archive and learn from its
experiences and issue updates on company best
practices, policies and procedures.
Access Knowledge Anytime, Anywhere
Flexible and dynamic, the UPMM solutions
include proven project management expertise
delivered right to your desktop. The PMBOK
Guide-aligned knowledge base guides you
through your projects from start to finish and
offers the ability to review lessons learned.
Use your company-specific Project Type Selection

Wizard
Link to detailed process step screens
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
Obtain hundreds of document templates, checklists

and guidelines
Unified Project Management is a registered trademark and UPMM is a trademark of International Institute for Learning, Inc. PMBOK is a registered mark of the Project Management Institute, Inc.
Unified Project Management Methodology (continued)
An Adaptable Tool for Consistent, Repeatable Processes

ROI realized through improved rate of
project success
of project complexity
Hosted solution that does not require server,

disk space, installation IT staff
Qualified subject matter expert available
to answer project management related
questions
Complete and scaled project management
methodology that saves time and effort
in methodology development and
deployment.
UPMM Suite core features for driving better
performance and efficiency include:
Step-by-step guide to project management,
navigable by process or knowledge area
Interactive, visual and complete process
diagrams and steps scalable for three levels
Excellent training resource contains entire

PMBOK Guide and access to guidelines and
tutorials for every step in the process
Hundreds of templates tied to each step of
the process each with instructions and
multiple examples for use in transferring
and reusing best practices
Glossary includes the entire PMBOK Guide
and IIL terminology fully customizable for
Professional License
An open system that integrates with
other project management systems and
applications (e.g., Microsoft Office Suite)
Full project management knowledge base

complete with IIL content and PMBOK Guide
in Professional and Enterprise editions
Delivering Value
IIL 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.
TM
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.
Online coaching and project management

consulting through PM Mentor and FAQ
management
UPMM Suite of Knowledge Management Tools - Features and Functions

Features
Standard
Professional
Enterprise
No Read and Download Access only
Yes with tools to

customize all content
and diagrams
Yes with tools to

customize all content
and diagrams
PMBOK Guide Methodology
Yes
Yes
Yes
Small PM Methodology
Yes
Yes
Yes
Medium PM Methodology
Yes
Yes
Yes
Large PM Methodology
Yes
Yes
Yes
Interactive Process Diagrams
Yes
Yes
Yes
Step Detail Screens
Yes
Yes
Yes
Templates
Yes
Yes
Yes
Template Instructions and Examples
Yes
Yes
Yes
Customizable?
Unified Project Management

Methodology (UPMM)
Scaled Methodology Types
Methodology Components
Pricing*
UPMM Standard Edition
USD 595 (Yearly Renewal Fee USD 95)
UPMM Professional and Enterprise Editions
Please contact us for more information and pricing.
*Contact your local IIL company for international pricing
PM Knowledge Library
Yes
Yes
Yes
PM Glossary
Yes
Yes
Yes
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 upmm@iil.com or visit
www.iil.com/pm/upmm.
Visit www.iil.com/pm/upmm for an automated demo
or for technical details about UPMM.
Administrator Portal
Create and Edit PM Process
No
Yes
Yes
Create and Edit PLC Processes
No
Yes
Yes
User Administration
No
Yes
Yes
No
Yes
Yes
Visit www.iil.com/pm/upmm to learn more
Diagram Editor
Edit/Create PM/PLC process diagrams
Additional Tools
My Projects a project status tracker
Yes
Yes
Yes
PM Mentor online coaching and Q&A
Yes
Yes
Yes
My Profile Personal preferences
Yes
Yes
Yes
Integration with MS Project

Resides on Clients Server
Yes
Yes
Yes
No Hosted by IIL
No Hosted by IIL
Yes
Unified Project Management is a registered trademark and UPMM is a trademark of International Institute for Learning, Inc. PMBOK is a registered mark of the Project Management Institute, Inc. Microsoft is a registered trademark of Microsoft Corporation in the
United States and/or other countries.
105
30-Day Deal
Get up to 75% off one of our best-selling

courses or products every month.
www.iil.com
Apps
Boost your skill set and study on-the-go

with apps like Agile iCoach.
www.iil.com/iil-apps
Learning Liberation
PDU PowerPacksTM
You can earn PDUs anytime with our

on-demand webinars.
www.iil.com
Take charge of your professional development

with IILs newest learning tools and resources.
Blogs
From the Busy BA to allPM.com find

current perspectives and best practices
on your knowledge area of interest.
www.iil.com/blogs
IIL Publishing
IIL Publishing and IIL Bookstore

Helping Professionals Reach New Heights
Our mission is to deliver quality publications that enable individuals to achieve outstanding performance in their professional lives.
These books can be used on a daily basis and are published in take anywhere size formats. Written by authors who are experts
in their field, these books are clear, concise and handy reference tools that can be used to discover and explore a wide variety of
business topics.
They are conveniently sold through the IIL Bookstore and well-known venues such as Amazon.com, Barnes & Noble and Borders.
IIL/Wiley Publishing Titles

IIL has formed a strategic partnership with John Wiley & Sons, Inc. to co-publish books to keep professionals up to speed on
project management methods, best practices and technologies. IIL/Wiley is expected to generate four to six books a year on
topics such as Project, Program and Portfolio Management, Lean Six Sigma, Business Analysis and Business Strategy.
Prices below are listed in USD. Please contact your local IIL company for international pricing.
What Executives Need

to Know About Project
Management
Harold Kerzner, Ph.D.
and Frank Saladis, PMP
USD 24.95
What Functional Managers

Need to Know About Project
Management
USD 24.95
Value-Driven Project
Management
USD 24.95
Project Management Best

Practices: Achieving Global
Excellence (Second Edition)
USD 75.00
Dynamic Scheduling
with Microsoft
Office Project 2007
Rodolfo Ambriz, PMP
USD 64.95

Tools and Techniques
Parviz Rad, Ph.D., PMP and
Ginger Levin, D.P.A., PMP
USD 19.95
Additional Titles Available from IIL Bookstore
Project Management:
A Systems Approach to
Planning, Scheduling and
Controlling (Tenth Edition)
USD 75.00
Using the Project

Management Maturity
Model: Strategic Planning
for Project Management
(Second Edition)
USD 65.00
Coming Soon!
Keeping Score: Project Management for
the Pros
Frank Ryle, PMP
The Zen Approach to

Project Management:
Working from Your Center
to Balance Expectations
and Performance
George Pitagorsky, PMP
USD 19.95
106
www.iil.com
This isnt Excel, its

Magic! (Second Edition)
Bob Umlas, Microsoft
Excel MVP
USD 14.95
The Power of
Acknowledgment
Judith W. Umlas
USD 14.95
Business Analysis: A Systems Approach to

Successful Business Problem Solving
Steve Blais, PMP
Positive Leadership in Project Management
Frank Saladis, PMP
www.iil.com/publishing
Visit www.iil.com/bookstore for more information about these books and for a complete list of titles.
Dynamic Scheduling and The Power of Acknowledgment are registered trademarks and The Zen Approach is a trademark of International Institute for Learning, Inc.
Microsoft is a registered trademark of Microsoft Corporation in the United States and/or other countries.
The outstanding quality of our faculty serves as a hallmark of IIL, distinguishing us in our profession. Our cadre
of international trainers is located all over the world. Expert facilitation skills complement their extensive industry
background and practical classroom experience, distinguishing them as extraordinary leaders in their fields. In
addition to being trainers, they are also mentors, coaches, key influencers, authors, speakers and thought leaders.
Clients can count on IIL for trainers who consistently deliver measurable value. Our program evaluations point
overwhelmingly to the excellence with which our training staff communicates real-world knowledge based on
multi-industry work experience. The sense of fun and discovery they impart to our classes is also evident. We
recognize and deliver on the need for training to have an impact on participants 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 IIL at its inception, our commitment to trainer excellence extends to each of our
more than 300 educators worldwide.
Harold Kerzner (Ph.D., MS, Engineering and MBA)
is Senior Executive Director with IIL. Dr. Kerzner is a
globally recognized expert on project, program and
portfolio management. A prolific speaker, he is also the
author of many best-selling textbooks, including: Project
Management: a Systems Approach to Planning, Scheduling
and Controlling (now in its tenth edition); Strategic
Planning for Project Management Using a Project Management Maturity Model;
and most recently, Project Management Best Practices: Achieving Global
Excellence and Managing Complex Projects.
Greg Balestrero has been a global advocate for

excellence in performance management and business
results. In a career spanning more than 40years, he
has been a project engineer, project manager, and
for the last 30 years, a senior executive of professional
membership associations related to engineering and
project management. From 2002 2011, he served as
the President and CEO of Project Management Institute (PMI).
Judith W. Umlas is Senior Vice President of Learning

Innovations at IIL. She heads up IIL Publishing, New
York and is the author of The Power of Acknowledgment.
Judith has delivered keynote addresses at many Project
Management Institute (PMI) chapter meetings and
Professional Development Days and has led virtual and
traditional classroom training sessions for numerous
corporations, associations and interest groups. Judith has worked in television
production, marketing and corporate business development for over 30 years
-- at CBS, PBS, cable television and IIL.
Carl Belack (PMP, BS, MA, MPh) is Director of Project,

Program and Portfolio Management at IIL and has
over 30 years of experience as project manager and
consultant. Recently, his focus has been directed at
Enterprise PM - helping organizations to control project
costs, identify and prioritize project portfolios, ensure
cross-functional activity integration throughout the
project cycle, maximize resource utilization, manage project change and
seamlessly transition project results to steady-state operation. He also
co-authored a book with Dr. Harold Kerzner, Managing Complex Projects.
John White (MA, PMP, MCT, MCP, MCTS, MCITP) is

Director of Microsoft EPM Curriculum and Course
Development at IIL. He has over 20 years of EPM
and IT systems experience in the insurance, airline,
pharmaceutical and military industries, including
successful implementations of enterprise-wide
configuration and deployment efforts on Microsoft
Project and Project Server. He is an active member of the Phoenix, Minnesota,
Chicago and New York PMI chapters, as well as a former VP of PMIs
Chicagoland Chapter. An accomplished writer, John is co-author of Dynamic
Scheduling with Microsoft Office Project 2010.
Harry Rever (MBA, CSSBB, CQM, CQC, PMP) is a
Director of Six Sigma for IIL. He has over twenty years of
experience in the field of process improvement, Six Sigma,
Project Management and training. A dynamic presenter
and practitioner of Six Sigma and project management,
Harry has an innate ability to teach the concepts of
quality improvement in an understandable, fun and
- more importantly - applicable manner. People love attending his training
and presentations because he shoots straight and gives practical advice. He
currently authors a monthly column, Ask Harry on allPM.com.
George Bridges (PMP) is a Director of Business Analysis
for IIL. He has over 15 years of experience in business
systems analysis, business process modeling, operations
research and information technology. George teaches
Business Analysis and skills to hundreds of seminar and
class participants every year. He has engaged in analysis,
requirements management and the development of
business systems for many major organizations.
Rodolfo Ambriz (Civil Engineer, PMP, PMI-RMP, PMI-SP, MCTS,

MCITP) is Managing Director of IIL Mexico, S.A. de C.V., and he
is responsible for corporate business in Latin America. With
extensive experience in project management consulting and
training, he is also currently a professor at La Salle University in
Mexico City. Rodolfo was President of the PMI Mexico Chapter
(1998-90), PMI Latin America Director of Regional Advocacy
(2002), PMBOK Guide (3rd Ed.) Spanish translation committee member and REP
Advisory Group Member (2005). Rodolfo is co-author of Dynamic Scheduling
with Microsoft Office Project 2010.
Anne Foley (Master Black Belt and PMP) is a Director of
Lean Six Sigma with IIL and has been active in the fields of
quality and project management for more than 15 years.
Working with General Electric, Anne led 16 DMAIC projects
and helped establish the plan for full-scale deployment of
Six Sigma within the organization. She has also worked
with Motorola, American Express, Carlson Wagonlit
Travel and many other companies to successfully implement and sustain the
management by fact mindset resulting from Lean Six Sigma. A frequent speaker
at conferences on quality and project management, Anne is also the author of
the book The Passages to Peace.
John Winter (B.Ed., Dip.Ed., R.S.A.) is the Vice President
responsible for Global Learning Solutions at IIL. Since 1987,
he has worked in the learning and development functions
of financial, multinational organizations, both in the US and
the UK. Johns work has ranged across diverse topics, from
developing and coaching interpersonal and leadership skills
to implementing enterprise-wide change initiatives. He has
also led and successfully grown a corporate university for a major Fortune 100
company. John received his Bachelors degree in Educational Theory and Practice
from the University of London.
107
IILs Knowledge Leaders
IIL Global Trainers and Thought Leaders
www.iil.com
107
IIL Worldwide
IIL World Headquarters
IIL China
IIL Hong Kong
IIL Mxico
www.iil.com
www.iil.com/china
www.iil.com/hongkong
www.iil.com.mx
E. LaVerne Johnson, President and CEO

Lori Milhaven, Executive Vice President
Barry Schnell, Executive Vice President
110 East 59th Street
New York, NY 10022, USA
Tel: +1-800-325-1533 or
+1-212-758-0177
Fax: +1-212-755-0777
iil.usa@iil.com
Sophie Ma, Managing Director

Yintai Office Tower C ,15th Floor,
Suite 1532 No .2 Jianguomenwai Ave,
Chaoyang District, Beijing
100022, P.R. China
Tel: +86-10-6563-7828
Fax: +86-10-6563-7999
iil.china@iil.com
Jenny Ku, General Manager

Central Plaza, 35 FL - Suite 12
18 Harbor Road, Wanchai
Hong Kong, China
Tel: +852-2593-1128
Fax: +852 2593-1106
iil.hongkong@iil.com
Rodolfo Ambriz, PMP, Managing

Director
Prado Sur 240-303, Lomas de
Chapultepec
Ciudad de Mexico, C.P. 11000, Mxico
Tel: +52 55 55 40 05 45
Fax: +52 55 55 40 05 24
iil.mexico@iil.com
IIL Asia (Singapore)
IIL Europe (United Kingdom)
IIL Hungary
IIL Middle East (Dubai)
www.iil.com/asia
www.iil.com/europe
www.iil.com/hungary
www.iil.com/middleeast
Cathryn Chee, PMP Managing Director

9 Raffles Place
Level 18 Republic Plaza 2
Singapore 048619
Tel: +65-6823-6800
Fax: +65-6823-6900
iil.asia@iil.com
Alex Marson,
Business Development Director
Ryder Court, 14 Ryder Street
London SW1Y 6QB, United Kingdom
Tel: +44-(0)-20-7484-8890
Fax: +44-(0)-20-7484-8899
iil.europe@iil.com
Margot Wensky, General Manager

Nemzetkzi Oktatsi Intzet Kft.
1054 Budapest
Klmn Imre utca 1.
Hungary
Tel: +49 (69) 75 93 71 40
Fax: +49 (69) 75 93 74 70
iil.hungary@iil.com
Marion Duverge, Managing Director

FZ-LLC Office G14, Block 3
Dubai Knowledge Village
PO Box 500704
Dubai
United Arab Emirates
Tel: +971 4434 7186
iil.middleeast@iil.com
IIL Australia
IIL Finland
IIL India
IIL Spain
www.iil.com/australia
www.iil.com/finland
www.iil.com/india
www.iil.com/spain
Cathryn Chee, PMP, Managing Director

Level 39, 2 Park Street
Sydney NSW 2000, Australia
Tel: +61 2 9004 7333
Fax: +61 2 9004 7070
iil.australia@iil.com
Inna Halminen, Managing Director

World Trade Center Helsinki
Aleksanterinkatu 17
00100 Helsinki, Finland
Tel: +358 9 278 3210
Fax: + 358 9 278 3211
iil.finland@iil.com
Apoorva Segu, General Manager

53/A, Golden Square, 16th C main
4th Block Koramangala
Bangalore 560034, India
Tel: +91 80 42613062 / 41
Fax: +91 80 40973872
iil.india@iil.com
Cristina Garca de la Santa, Managing

Director
Puerta de las Naciones
Ribera del Loira 46, Oficina 511
28042 Madrid, Spain
Tel: +34-(0)-91-503-0210
Fax: +34-(0)-91-503-0579
iil.spain@iil.com
IIL Brasil
IIL France
IIL Japan
IIL Global Distribution Center
www.iil.com/brasil
www.iil.com/france
www.iil.com/japan
www.iil.com
Vilca Damiani, PMP, MSF-AD

General Manager
Av Ibirapuera, 2907 Conjunto # 305
Moema, CEP 04029-200,
Sao Paulo, SP. Brasil
Tel: + 55 11 2369 5217
Fax: +55 11 3521 7242
iil.brasil@iil.com
Jennifer Sabine, PMP, Managing

Director
54/56, Avenue Hoche
Paris 75008, France
Tel: +33 (0) 1 56 60 50 46
Fax: +33 (0) 1 56 60 56 00
iil.france@iil.com
Toshi Hirano, General Manager

15 F Tokyo Bankers Club Bldg.
1-3-1 Marunouchi, Chiyoda-ku
Tokyo, 100-0005, Japan
Tel: +81 3 3216 7300
Fax: +81 3 3216 7210
iil.japan@iil.com
Steve Osborn, Executive Vice President

611 13th Street
Monett, MO 65708, USA
Tel: +1-417-236-0992
Fax: +1-417-236-0123
iil.distribution@iil.com
IIL Canada
IIL Germany
IIL Korea (Seoul)
www.iil.com/canada
www.iil.com/germany
www.iil.com/korea
Lori Quinn, General Manager

Royal Bank Plaza, South Tower
200 Bay Street, Suite No. 3240
Toronto, Ontario M5J 2J1, Canada
Tel: +1-416-840-5960
Fax: +1-416-840-5961
iil.canada@iil.com
Margot Wensky, PMP, General Manager

Frankfurter Welle, An der Welle 4
D-60322 Frankfurt am Main, Germany
Tel: +49 (0)69 7593 7778
Fax: +49 (69) 75 93 74 70
iil.germany@iil.com
Allen Jung, Country Manager

41/F Gangnam Finance Center
737 Yeoksam-dong, Gangnam-gu
Seoul, 135-984 Korea
Tel: +82-2-2008-4686
Fax: +82-2-2008-4555
iil.korea@iil.com
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International Institute for Learning, Inc.

INTELLIGENCE, INTEGRITY AND INNOVATION

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

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

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

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

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

Managing Successful Programmes (MSP) Foundation &

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

Management of Risk Foundation (M_o_R) Foundation &

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

Microsoft Project Certifications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63

Introduction to the Organizational Project Management

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

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

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

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

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

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

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

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

Advanced Project Management Certification (APMC) . . . . . . . . . . 30

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

The Future of Project Management with Dr. Harold Kerzner . . . . 31

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

Managing and Leading Projects Across

Advanced Project Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Organization and People Change Management . . . . . . . . . . . . . . . . 83

Advanced Project Procurement Management . . . . . . . . . . . . . . . . . . 35

PDU PowerPacks; Apps; Blogs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84

Vendor Relationship Management:

Earned Value Management Systems (EVMS) . . . . . . . . . . . . . . . . . . . . 37

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

Global Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38

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

Preventing, Recovering and Managing Troubled

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

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

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

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

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

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

Project Management Fundamentals for

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

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

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

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

APMC, The Kerzner Approach, Project Black Belt, Project Blue

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

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

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

PMI, PMP, PMBOK, PMI Agile Certified Practitioner (PMI-ACP),

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

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2012 International Institute for Learning, Inc.

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

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

Project Management Competency Assessment

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

Kerzner Project Management Maturity Model . . . . . . . . . . . . . . . . . 103

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

Unified Project Management Methodology

A Letter From the CEO

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