2013 alliance and collaboration management course catalog

C o l l a b o r a t i v e N e t w o r k s A l l i a n c e M a n a g e m e n t C o l l a b o r a t i v e A b i l i t y

LEARNINGPROGRAMS

ALLIANCE andCOLLABORATION MANAGEMENT9 On-s ite CoursesGain the skills, insight, and techniques

management a core competency

2013 COURSE CATALOG

All iance and Collaborat ion Management Learning Programs 2013 Course Catalog

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here are many courses on forming alliances and plenty of workshops that teach alliance “best practices.” The Rhythm of Business is the only place that offers a comprehensive curriculum for organizations serious about making their ability to succeed through alliances and collaboration a core competency and a competitive advantage.

It’s no longer news that alliances and other collaborations have become foundational building blocks of most corporate strategies. As companies grapple with turmoil in their industries and uncertainty in the global economy, they are increasingly turning to alliances and collaborative networks to build new businesses, reach new customers and carry-out their research and devel-opment agendas. Achieving success with this strategy requires developing a new corporate capability – an alliance and collaborative capability.

A very wise alliance executive once said, “If you’ve seen one alliance, you’ve seen one alliance.” Likewise, every organization must build its capability and manage its relationships in a way that fits best with their organization and partner portfolio – and must ensure that the capability can adapt as the orga-nization and portfolio changes. Our courses are shaped to fit your specific needs and are delivered in-house for maximum learning and an ability to discuss confidential information. Think of them as mini-consulting projects – designed just for you – but drawing on vast expertise and a comprehensive framework that forms the core of the developing discipline of alliance and collaboration management. You’ll leave with a blueprint of how to proceed. We blend theory with practice to give you understanding and actionable insight.

We can include your partners, too. Our course on Alliance Governance can easily be shaped to work on the governance of a specific alliance, producing a plan of action that both you and your partner agree to take forward to the JSC for endorsement. We can also work with you and key colleagues to develop a governance template for a specific type of alliance.

Preparing for a big alliance to launch? Our new course on the start-up process can become a day of facilitated planning for both you and your partner.

The Rhythm of Business is passionate about alliances. Our 2013 Course Catalog gives you a cost-effective way to move beyond best practices and create a comprehensive and systematic approach to alliances and collabora-tion that will become a competitive advantage for your company.

Call us today to get started on creating the alliance and collaboration management learning programs for your company.

A Message from Jan and Jeff . . . . . . . . . 3

For alliance managers:

Building and Managing Alliance Management Capability . . . . . . . . . . . 4

Key Processes and Activities Throughout the Alliance Lifecycle . . . . . 5

Alliance Governance Operating Principles and Design Considerations . . 6

The Alliance Start-up Process . . . . . . . . 7

Alliance and Collaboration Management Assessment Tools . . . . . . 8

Measuring and Managing the Alliance Portfolio . . . . . . . . . . . . . . 9

For alliance team and governance committee members:

Introduction to Alliances and Collaboration . . . . . . . . . . . . . . . . . 10

Collaboration: An Essential Strategic Ability . . . . . . . . . . . . . . . . 11

Governance Committee Bootcamp . . . 12

About The Rhythm of Business . . . . . . . . 13

A MESSAGE FROM JAN AND JEFF


3Jan and Jeff

Never before has the modern world depended so heavily on the success of collaboration as a strategy and a way of working to achieve desired outcomes. Alliances and collaboration have also been embraced as a core strategy for growth in an era when businesses are fighting against many forces that stymie that growth. Whether in the context of developing new prod-ucts, expanding into new markets, finding breakthrough cures for disease, or taking action to stem global warming, it rarely happens without collaboration, partnership, and alliances among different entities.

Companies increasingly understand that the capability for successfully engag-ing in alliances and collaborations must be integrated into how work is done and not an afterthought. But few can really say they have an organization-wide collaborative capability. Many don’t yet have a comprehensive understanding of how partnering is contributing to current revenue, future growth and innova-tion. Perhaps more importantly, they don’t have a full appreciation of the risks their companies are exposed to because of partnering. It is safe to say that if the scope of activity isn’t understood, it is not being optimally managed.

The spotlight is shining on alliance management, and companies are depend-ing upon it to provide the leadership and performance required to deliver the value companies need to achieve their strategic objectives. This requires driving the discipline of alliance and collaboration management deep into the organization so that appropriate skills, processes and behaviors result in a corporate capability.

These learning programs, which we offer to be shaped and customized to meet your unique needs, represent the core of our understanding of the man-agement philosophies, policies, and processes that must be in place to run an organization that is largely dependent on alliances and other collaborations. Informed by more than a decade of hands on work with clients in many indus-tries, they are practical and action oriented. At the same time, they draw upon a comprehensive, consistent, and integrated logical framework that moves beyond best practices to provide a basis that can be adapted for any situation without losing integrity.

You can decide what you need the most, how to design a program, and who you want involved. You’ll finish the sessions with a greater understanding of how your organization can best realize the value of its alliances and collabo-rations and manage their complexity. You’ll have a blueprint for what needs to be done to get there. Join us on our mission of innovating the management of alliances and collaborations and you’ll gain insight, tools, and techniques to make alliance and collaboration management a core competency and com-petitive advantage for your organization

The spotlight is burning brightly. How will your performance measure up?

Jeff Shuman, CSAP, PhD

Jan Twombly, CSAP

“It is a pleasure to work withThe Rhythm of Business! They have been our partnersin establishing alliance management within Astellas,growing the collaborativeability of our organization,and supporting us in expand-ing our influence. They arealways there for us, no matter the challenge.”

Mary Jo Struttmann, Sr. Director,Alliance Management, Astellas


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Building and Managing AllianceManagement CapabilityFocus

Designing and building an alliance management capability – whether ornot anchored by a specific alliance management function. Consider thistwo-day course if you are:

• Evaluating the company’s needs or assembling the first alliance management team

• Assessing the adequacy of a current alliance management function,either because of a re-organization or growth in the alliance portfolio

• Expanding the types of relationships that the alliance managementteam supports

Overview

This course provides a systematic approach to assessing a company’s alliance management needs in relationship to its portfolio of alliances. It offers a framework for making key strategic decisions including:

• What is the scope of alliance management responsibility?

• Where in the corporate structure and hierarchy should alliance management be based?

• What is the proper balance between dedicated expertise and dispersed knowledge?

• How are the role and accountability of an alliance or collaborationmanager defined?

• What support systems, such as knowledge sharing capabilities, document libraries and training will be required?

We examine the range of possibilities and help participants define thebest model(s) for their particular situation. As pre-work for the course, aquestionnaire to help gather relevant information is provided so that youleave the session having worked on your specific task.

Participants also engage in discussion and exercises to determine how alliance management will relate to other functions, especially business development and those with product/program and financial responsibility.You will develop your “elevator pitch” so that regardless of your decisionsas to what alliance management should be within your company, you’llbe ready to gain others’ input and support.

• Making the business case for alliance management

• Defining the alliance portfolioand scope of alliance management

• Using a Capability DesignModel to shape essential decisions in structuring an alliance management capability, including organization, staffing, and reporting relationships

• Aligning capability needs with the alliance portfolio(s)

• Allocating alliance management resources over growing and increasingly complex alliance portfolios

• Defining roles, responsibilities,and accountabilities for alliance managers

• Building partnerships with other key functions

• Determining the support structures necessary

• Building a 90 day action plan

“I have heard nothing but praisefrom those participating... We look forward to having you back in Houston and sharing your message withmany others in Shell.”

Lisa L. Egan, Manager Training and Learning Services, Shell

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Key Processes and ActivitiesThroughout the Alliance LifecycleFocus

Describing and adapting specific processes, activities, and tools that are used throughout the alliance lifecycle to implement flawless gover-nance, align internal stakeholders, create value and minimize complexity. Consider this two-day course if you are:

• Moving from alliance management based on an individual’s abilitiesto a more systematic and consistent alliance management practice

• Building an alliance management function

• New to the job of alliance manager

Overview

The specific activities of an alliance manager change over the lifecycle ofan alliance. This course guides participants in designing the processesand tools they will use at various stages in the lifecycle.

Using a comprehensive case study of a complex alliance, we speed up time and take a journey through the lifecycle, building repeatableprocesses for:

• Evaluating a potential partner

• Participating in due diligence and contract negotiation

• Planning and implementing the start up process

• Designing and managing governance

• Planning and conducting the work of the alliance

• Designing and implementing an alliance reporting and accountability system

• Transitioning or exiting an alliance

Our case study will help participants define what is meant by alliancemanagement within their company. It takes the first step in shaping whatis meant by “a well managed alliance” in ways that can be documented,taught to new alliance managers, repeated, and measured. At the conclu-sion of the course, participants will have a framework for building theircompany’s alliance management operating procedures.

• Defining partner selectioncriteria and evaluating potential partners

• Planning and implementingthe start-up process – thecritical first 100 days

• Staffing of alliance teamsand establishing the properrelationship between governance and day-to-daywork of the alliance

• Building an alliance strategic plan and alliancemanagement work plan

• Understanding and usingthe alliance contract

• Building and implementinginternal and external communication plans

• Gaining alignment amonginternal stakeholders

• Managing the contract andidentifying value creatingopportunities

• Evaluating alliance results

• Creating and implementingan exit plan

“The Cell Development ResearchTeam learned much in ourwork with you and believesthat as a result we will bemuch more collaborative andproductive.”

Amy Wagers, PhD, Harvard StemCell Institute, Developmental and Stem Cell Biology at Joslin Diabetes Center and Assistant Professor of Pathology at Harvard Medical School

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Alliance GovernanceOperating Principles and Design ConsiderationsFocus

Designing and operating effective alliance governance structures andprocesses; establishing expectations of executives; roles and responsibilities.Consider this one-day course if you are:

• Trying to shift governance from “review and comment” to true leadership

• Finding governance to be more of a hindrance than help

• Focusing on increasing the value of alliance management to your company

Overview

A core responsibility of alliance management is the governance of alliances.Alliances meld at least two entities’ processes, policies, capabilities, peopleand other resources to achieve a specific purpose or purposes and providebenefit for all concerned. The governance system of any alliance has thetask of organizing these resources and managing their activities to achievethe alliance’s purpose.

This course discusses governance as a set of core guidelines, processes,and frameworks supported by a flexible infrastructure. We explore a rangeof different alliance types to think about what would constitute an agile governance system. You’ll identify how to align alliance governance withcorporate structure and processes and consider how to work with your part-ner(s) to ensure the governance meets each of your needs.

Governance is only effective if the people who comprise it understand theirroles and responsibilities and appropriate behavior in a governance setting.You’ll develop a set of operating principles that can serve as a starting pointfor your alliances. Using real situations, we’ll build strategies for preventing“bad behavior” and minimizing its impact should it occur.

• Designing a governanceframework

• Defining the roles and responsibilities of governanceparticipants, including the alliance manager, Joint Steering Committee, Executive Sponsor, other governance committees and working teams

• Aligning alliance governancewith corporate governance

• Creating and implementing operating principles for meeting conduct, decisionmaking, communication, and conflict resolution

• Knowing when and what to escalate

• Conducting effective pre-governance meeting alignment sessions

• Implementing effective post-governance committee communications

• Documenting governance pro-ceedings – and the legal pit-falls in documenting too muchor too little

• Identifying the signals of dysfunctional governance

“Very thorough and layeredpresentation. Integrated big picture and nuts and bolts effectively.”

Participant in Keane Executive Forum

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Alliance Start-Up ProcessThe First 100 DaysFocus

Setting the foundation for the success of an alliance by preparing the internal organization and establishing a shared understanding with the partner of the objectives of the alliance and how it will operate. Consider this one-day course if you are:

• Responsible for putting in place a consistent, approach to the alliance start-up process

• Preparing for the company’s first major alliance• Training new alliance managers

Overview

The start-up process lays the foundation for success of every alliance. The alliance start-up process has three distinct phases, beginning prior to the sign-ing of an agreement, anchored by a joint kick-off meeting, and ending about 100 days from the announcement of an alliance. This interactive workshop prepares alliance managers to effectively launch a new alliance by examin-ing the three phases and what should occur within them based on the nature of the alliance.

The start-up process is the time when alliance managers can best shape the culture of the alliance and can identify the joint processes that must be devel-oped, put measurement and evaluation routines into place and plan for the key decisions that must be made by examining potential “what-ifs” and contingencies.

Using a comprehensive case study we will examine the various work streams in the start up process:

• Staff and launch governance• Prepare internal teams and functions• Plan and hold kick-off meeting• Develop work plans• Create alliance documents and communication plans

Additionally, tools and templates for all aspects of the process will be intro-duced and provided as part of the course material. At the conclusion of the course, participants will have a road map that can be applied to the start-up of any collaborative relationship, setting it on the path to success.

• Recruiting governance and working team personnel

• Building team charters and establishing operating principles

• Establishing communication protocols both internally and with the partner

• Ensuring clarity in roles and responsibilities and decision authority

• Orchestrating the kick-off meeting and building its agenda

• Designing and introducing metrics

• Building an initial work plan for the alliance managers, focused on necessary joint processes that must be developed and key near-term decisions to be made by the alliance

“Many companies are realizing that the relentless forces driving collaborative business are too powerful to ignore, and they're trying to jump in any way they can. Shuman and Twombly can give those companies not only the broad perspectives they'll need to make it work, but also a set of tactical and tangible tools that'll help them measure their progress against their objectives.”

Bob EvansEditor-In-Chief, InformationWeekSenior Vice President, CMP Media

Alliance and Collaboration Management Assessment Tools


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• How to design, implement,and utilize metrics in an alliance construct

• How to analyze and manage the alliance portfolio relative to the job of the alliance manager

• How to gain actionable feedback on the value of the alliance managementfunction

• How to move beyond alliance health and examine the operating effectiveness of each alliance

• How to design an alliancescorecard that gets buy in

“The Rhythm of Business frame-work for value exchangethrough collaboration has enabled us to begin to changetraditional behaviors and shiftour thinking. We’ve used thatinsight to engage in activitiesthat are resulting in increasedvalue for all concerned. By changing the conversationswe have improved communi-cation in a way that is allow-ing us to realize previouslyunreachable objectives.”

Gary Smith, Petroleum Engineer,ConocoPhillips

Focus

Introduces a number of tools to evaluate the performance of alliances andalliance management. Consider this one-day course if you are:

• Formalizing and driving consistency in the management processes of an existing alliance management group

• Becoming more proactive in your approach to delivering valuethrough alliance management

• Managing a portfolio of alliances that is growing in number and/or complexity

Overview

Using assessment tools to evaluate and analyze alliances is a proven ap-proach to making them more effective. Believing in the adage “If it can’tbe measured, it can’t be managed,” The Rhythm of Business has investedconsiderable resource over the past decade in building a suite of insightful,measurable, and actionable metrics and measurement approaches, includ-ing alliance team member assessment of alliance management (PositiveImpact Score™), alliance portfolio analysis (Look Up, Look Down™), evaluating the effectiveness of individual alliances (VitalSigns™), and alliance scorecards. Because alliances are highly contextual and no twoare the same, the process of analysis and improvement is an essential component of maximizing the value of both individual alliances and theoverall portfolio.

This course introduces you to the concepts behind each of these measure-ment processes and using examples of each, demonstrates how analysisof the results can be put to use to drive better outcomes.

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Measuring and Managingthe Alliance PortfolioFocus

Evaluating the alliance portfolio, as well as individual alliances based on a framework of potential value and management complexity, thus linking the analysis directly to the key aspects of the job of the alliance manager. Consider this two-day course if you are:

• Managing a portfolio of alliances that is growing in number and/or complexity

• Reorganizing the alliance management function• Implementing an alliance management model that has many

relationships managed within the business units

Overview

Increasingly, alliance managers are being asked to do more with less. Larger alliance portfolios. More complex collaborations. Fewer organizational resources. Taking a new perspective on the potential value and management complexity of your alliances and other collaborations gives the insight needed to make smart decisions about how to prioritize resources and efforts.

A portfolio is defined as the totality of something such as securities holdings, or an artist’s work. In alliance management, it implies managing multiple alliances as a whole, in addition to managing individual alliances. Manag-ing across a portfolio allows leadership to ensure that its alliance partners, in totality, are providing the desired strategic and financial benefit. Measuring across the portfolio provides a consistent basis to compare like alliances so that the portfolio may be managed.

This course introduces participants to a methodology for measuring the portfolio that has been adapted and implemented in many industries and with collaborations of many types. The analysis it produces can be used to:

• Assess the strategic contribution of each alliance within the portfolio and of the portfolio overall

• Leverage value creating opportunities within the portfolio• Allocate alliance management resources amongst the various

individual alliances• Consider the portfolio implications of new partners• Identify systemic management and organizational challenges that are

preventing individual alliances from achieving intended value

Participants in the course will learn two, related tools:

1. The value/complexity portfolio evaluation profile and matrix 2. A specific work plan for an individual alliance drawn directly from the

profile so that your everyday efforts are spent creating financial value, mitigating risk, and reducing the cost of time by improving alliance effectiveness

• Why a value/complexity profile is an appropriate approach to evaluating an alliance portfolio

• How to identify the specific criteria that make up the profile

• How to score and map the portfolio

• How to analyze the scores and maps

• Building a portfolio management plan and individual alliance work plans tied directly to the portfolio evaluation

“We used your presentation on Portfolio Management as fodder for developing our own portfolio management metrics at SAS. Your scoring methodol-ogy was most helpful in determining a weighted scoring algorithm for our measures. It’s an excellent way for us to assess status of current partnerships and to set objectives for future direction with partners. We’re also using this work as a founda-tion for our next steps in the process – determining cover-age models. Thanks again for you insights!”

Donna Peek, CSAPGlobal Alliance DirectorSAS Institute

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An Introduction to Alliances and Collaboration

Focus

Providing an overview as to how and why working in an alliance or other collaborative relationship requires different ways of working and behaviors from traditional commercial relationships. Consider this one-day course if you are:

• Entering into an alliance for the first time• Expanding the business or entering new businesses by developing

strategic relationships with previously arms-length supply chain partners• Developing an enterprise approach to alliances and collaboration

Overview

An alliance is an “entity” that must exist within the strategies, structures, processes and cultures of each of its partners. In many companies, alliances generate more than half of both revenue and product pipeline. However, partnering brings specialized management challenges. Alliances require crossing traditional boundaries and integrating activities, resources, cultures, risk profiles, and ways of working to achieve results. Alliances share risks and costs. They provide access to customers, markets and capabilities. They are a discrete scope of business: virtual entities that co-exist within the businesses of at least two companies. It requires certain behaviors and ways of working to take hold in an organization in order to realize their potential value.

This learning program is designed to introduce the concepts of alliances and collaboration to various audiences throughout a company. Case studies and scenarios are used to communicate key messages, providing participants with practical experience in situations they are likely to encounter.

Participants will learn:

• What an alliance is and isn’t• What differentiates a collaborative relationship from a commercial

relationship• Key components of a collaborative mindset and culture• How to effectively engage with an alliance counterpart• The risks of working collaboratively

• What is meant by partnering and why it is increasingly becoming a central compo-nent of strategy

• Types of collaborative relationships and the value they bring

• Key success factors for collaborative relationships

• Risks inherent in collabora-tive relationships, with a particular focus on the challenges of transitioning from a traditional commer-cial relationship to a more strategic posture

• The alliance lifecycle and process for designing, negotiating and entering into a partnership

• Introduction to the practice of alliance and partner management

• The alliance mindset and culture

“As the web of the extended enterprise increases in complexity, managers and entrepreneurs need more than good instinct to conduct business relationships profit-ably. Jan and Jeff provide a smart, practical framework and tool that we can use today for measuring and extracting fair value from the relationships we rely on to meet our business goals.”

Gregory K. Ericksen, Global Director, Entrepreneur of the Year, Ernst & Young

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Collaboration:An Essential Strategic Ability

Focus

Developing the essential competencies of collaborative behavior. This courseis intended more for alliance team members or a broader audience andless so for alliance managers. Consider this one-day course if you are:

• Implementing an alliance and collaboration skills development program

• Your company is new to alliances or other strategic collaborations

Overview

Today, collaborative ability is as important as core competency or technicalskill. However, collaboration is usually thought of as team work, or that itmeans getting along and communicating effectively. The reality is that collaboration is about leveraging resources to accomplish objectives. Thiscourse helps participants understand how to use give and get thinking toaccomplish your goals while helping others accomplish theirs. It offers scenarios drawn from typical alliance examples for participants to practicekey collaborative competencies, such as developing shared meaning, understanding motivations, de-escalating conflict, and demonstrating trustworthiness.

Develop an understanding of when you should collaborate and how to goabout it with both co-workers and counterparts. Gain new insight into theresources at your disposal to capitalize on diversity of thought and balancecompeting interests. The mindset, skillset, and toolset of collaboration will empower you to navigate the complexities of today’s business environment.

Note

The course can also be shaped for alliance managers and cover more advanced topics, including dealing with intransigence, fostering a collab-orative culture, aligning senior leadership messaging, and incenting collaborative behavior.

• Working in a collaborativeculture

• Using collaborative competencies

• Mastering give and get thinking

• Achieving alignment

• Prioritizing collaboration

• Applying the iterative process of working collaboratively

• Understanding the differencesbetween collaborating withco-workers and collaboratingwith external partners

• Linking collaborative behaviors to strategic outcomes

“The Rhythm of Business'comprehensive understandingof collaboration has providedus with a useful framework for measuring the capacity ofthe globalscot network to aid Scotland's economic develop-ment agenda. At the same time,they've provided us with toolsand techniques for engagingthe network more fully, thuscontributing to increasing its capacity. This is the network effect in action. “

Mark Hallan, Head of globalscot,Scottish Enterprise

Focus

Orientation for new alliance governance committee members in their roles and responsibilities. Consider this one-day learning program if:

• A consistent process for on-boarding governance committee members is desired

• Existing governance committee members have differing degrees of experience

Overview

It is often said that many alliance managers stumble into the role. They don’t have the title, it isn’t included in performance objectives, and they don’t have any training in it. Practically, the same can be said for execu-tives asked to serve on governance committees. The simple fact is that most people who assume a governance committee post for the first time are not really sure what is expected of them. Governance committee members who don’t understand the role they have are in a position to inadvertently cause damage by making commitments that shouldn’t have been made, saying something that shouldn’t have been said, or doing something that undermines trust.

Participants will come away with an understanding of:• What alliance governance is and how it interfaces with

corporate governance• Their role as governance committee member

The program uses scenarios to illustrate key points and a case study to stage a mock alliance governance committee meeting, with the partici-pants playing various roles in the case study.

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Governance Committee Bootcamp• What alliance governance

is and why it is important

• Representing multiple constituencies

• Expectations of alliance governance committee members

• Crafting a proactive agenda for governance committee meetings

• Meeting minutes and docu-mentation – and why this is not an administrative task

• Dealing with challenging partners

• Using an internal cross-functional alliance leadership team to drive alignment


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“There are not many goodmetrics for measuring collab-oration. The Collaborating toWin assessment gave us anexcellent combination ofquantitative and qualitativeinformation. The excellentsynthesis provided us withvaluable insight, affirmation,and a clear path moving forward. We will continue to measure our CollaborativeIndex!”

Eric Talbott, Vice President, Sales Strategy, Novartis Pharmaceuticals Corporation

ABOUT THE RHYTHM OF BUSINESS

The Rhythm of Business partners with global companies to advance their alliance and collaboration management capability. We provide expert alliance and collaboration management consulting and education services to businesses, not-for-profit organizations, and government agencies. We guide organizations through the earliest stages of developing their alliance capability, and work with the leaders and pioneers of alliance management to reach higher performance levels and extend their alliance capability enterprise-wide.

Informed by our groundbreaking research and more than a decade of hands-on work with clients across diverse industries, The Rhythm of Business supports our clients through all the steps required to design, implement, govern, expand, optimize, measure, and assess strategic alliances and other collaborative networks.

Our customized learning programs and other educational offerings blend theory and practice, providing you with a blueprint for alliance success. Think of The Rhythm of Business as your own Center of Alliance Excellence.

Cofounders Jeffrey Shuman, PhD, and Janice Twombly have coauthored numerous books, articles, and white papers and speak at a variety of venues around the world on the ongoing transformation of organization structures into collaborative networks. They hold the Certified Strategic Alliance Profes-sional (CSAP) designation conferred by the Association of Strategic Alliance Professionals (ASAP). Twombly is also a member of the Executive Committee of the Association. Their methodologies inform Shuman’s popular MBA courses on Managing Collaborative Relationships and Entrepreneurial Thinking at Bentley University, where he is professor of management.

“ I would like to thank you again very much for giving our Alliance Management team a very instructive and most informative training.All the feedback from the team is very positive. They really appreciated and enjoyed the way you animated and led this workshop, combining theory and practice and facilitating the interactions between all of us.”

Christian de la TourVice President, Global Strategic Alliances,Ipsen

2013 alliance and collaboration management course catalog

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