The Training Portfolio for

Project Management ExcellenceOctober - December 2011

The course focuses on the five basic functions of project management: Planning, Organizing and Staffing, Directing and Leading, Controlling, and Reporting. Risk management is also examined throughout the course. Real world examples are presented to emphasize the importance of each element and how the presence or lack of these functions has affected leading organizations. The course includes numerous workshops and presentations in which participants apply the tools and techniques of the methodology to typical company projects.

Objectives• Structure projects by setting realistic goals and identifying milestones en route• Use effective tools for scheduling, avoiding both panic and slack time• Use resources more efficiently by planning accurately • Implement control systems for more effective decisions• Build project teams, and motivate team members• Adjust your management style to the situation • Develop effective communication across project teams• Manage cross-functional and cross-cultural project team• Use simple, friendly-user risk management tools

Who Should AttendThe course is mainly targeted to new project managers, team members as well as to business and functional managers and generally the people who support projects. Experienced project managers who wish to refresh their knowledge and apply a common project management language to their working environment will also benefit from this course.

Course Leader Antony Eve, PMP, MAPM, P2 Practitioner, Vice President of BMC’s Consulting Division.

This course is also available as an e-learning solution (8-10 weeks duration, 16-18 PDUs)

The Project Management Method• Project management as a management

method – nature of a project• Why projects typically fail• Managing client expectations

Participation: The Assessment Inventory for Project ManagementTM Kit. Participants using this unique 360 degree evaluation tool, baseline their current skills in applying the basics of project management and identify areas of improvement.

Effective Project Planning• Five basic project planning elements and

behaviors• Management tools, customer

requirements, verifiable objectives, task assignments and requests

• Statement of work (SOW), Work breakdown structure (WBS) Project organizational structures, and linear responsibility charts (LRC)

• System Development Life Cycle (SDLC)

Workshop: Structuring and organizing a project. Participants select a typical project with which they all can associate and they organize it in two contrasting ways (WBS).

Scheduling and Budgeting• Developing realistic schedules• Differences in phasing and paralleling• Scheduling: Gantt Charts, Critical Path,

ADM and PDM networks • Analysing networks using PERT or CPM• Scheduling slack or float to accommodate

project risk• A performance baseline, budgeting • Allocating and balancing resources• The project execution plan (PEP)

Workshop: Scheduling and Budgeting. Par-ticipant work with the WBS they’ve selected in the first workshop to develop a Project Execution Plan, using PDM or ADM networks, the critical path and Gantt chart, they assign resources and they create a baseline budget.

Organization and Staffing• The people side of Project Management:

responsibilities, authority and network of alliances

• Responsibility without authority• Matrix and semi matrix management• Organizational relationships and the project

team

Directing and Leading – Creating and Building the Project Team• Project leadership• Project team building – high performance

teams, team decision making for consensus and effective problem solving

• Effect of management styles• Phases of team problem solving styles• Team and client communications • Project team members motivation and

coaching

Participation: An assessment of your problem-solving style. Participants determine their personal problem solving styles and learn techniques to build on their strengths and capitalize on the contrasting strengths of other.

What do we mean by “risk”?• Risk policies, methodologies and process• Risk identification• Risk Analysis: Quantitative vs Qualitative

risk assessment. Risk Matrix, project risk contingencies

• Risk mitigation, contingency plans

Workshop: Develop a risk management approach. Participants working in groups will use the techniques learned to perform a risk analysis and mitigation on the project that they planned in earlier workshops.

Project Control Techniques• Support system requirements• Management information systems• Controlling quality, schedules, and budgets• Controlling a system of people• Earned value metrics and activity-based

performance measurement techniques• Controlling project product configurations• Version assignment, change control process

and audit tracking• Designing a control system appropriate to

the projectWorkshop: The “Fine” Project Participants apply PMBOK® Guide project control concepts for schedule and cost control to a typical project task. Participants decide what to measure and when to measure it.

Reporting• Using reports for team and client

communications• Management reports• How often should reports be prepared• Designing appropriate reporting systems

Workshop: Creating a Management Reporting System. Develop appropriate reporting (method, formats, information) to control typical projects.

Project ClosingProfessional Responsibility

Exercise: Matching the Project Management Methodology techniques learnt to the issues and problems identified earlier in the course.

Developing a personal action plan

>>

The Project Management Method in IT projects• Why IT projects succeed and fail• The role of the IT project manager• The IT project manager’s clients• Orchestrating a project without authority

Participation: The Assessment Inventory for Project ManagementTM Kit. Participants using this unique 360 degree evaluation tool, baseline their current skills in applying the basics of project management and identify areas of improvement.

Effective Project Planning • Five basic project planning elements and

behaviours• How much planning should we do?• Developing project objectives• Getting client requirements• Statement of work (SOW), Work

breakdown structure (WBS)• Project organizational structures, and linear

responsibility charts (LRC)• System Development Life Cycle (SDLC)

Workshop: Structuring an IT project. Participants develop the initial WBS of a typical IT/IS project.

Scheduling and Budgeting• Breaking down your IT project into tasks,

issues in phasing and paralleling• Gantt charts, CPM and PERT Network

techniques• Using Gantt charts (eg.MS Project) in

management reports• Allocating and balancing resources, matching

them to tasks• Budget and performance baseline (budgeting

checklists and tips)• The project execution plan (PEP)

Workshop: Develop a risk management approach. Participants use the techniques learned to perform a risk analysis and mitigation on the IT project that they planned in earlier workshops.

Project Control Techniques• Controlling IT quality, schedules, and

budgets• Activity-based performance measurement,

earned value metrics• Version assignment, change control process

and audit tracking• Designing a control system appropriate to

the project

Workshop: The “Fine project”Participants apply PMBOK® Guide project control concepts for schedule and cost control to a typical project task. They decide what to measure and when to measure it.

Reporting• Using reports for team and client

communications• How often should reports be prepared?• Types of reports and displaying progress• Management reports• Designing appropriate reporting systems

Workshop: Creating a management reporting system. Forecasting completion time and level of effort of an IT Project.

Project Closing

Professional Responsibility

Exercise: Matching the Project Management Methodology techniques learnt to the issues and problems identified earlier in the course.

Developing a personal action plan

This workshop gives you a practical approach to managing the technical challenges in typical software/telecom industry projects – so you can more effectively deal with deadlines, resources, team issues and technical complexity. The course focuses on project initiating, planning, executing, controlling, closing and building the cross-functional, multi-disciplinary project team. In workshops, participants will apply the techniques to typical IT project situations and present their approach, while the course leader provides additional practical insight and input.

Objectives• Apply project management techniques to manage all aspects of delivering IT projects on time and within budget • Understand each phase of an IT project to enable effective forward planning• Harness the support of your clients and team members to meet the project objectives• Use effective project reporting system so that your clients and team know what stage the project is at and any changes that

have been agreed• Motivate and empower team members• Use simple, friendly-user risk management tools• Develop a personal action plan in the future to keep you focused on your tasks to become a successful IT project manager

Who should attendThis course is targeted to project leaders and technical project team members, members of contracted IT organization services and technical functional managers involved in the delivery of IT/IS/Telecom projects.

Course Leader Antony Eve, PMP, MAPM, P2 Practitioner, Vice President of BMC’s Consulting Division.

Workshop: Scheduling, budgeting an IT project. Participants work with the WBS and Project Organization they’ve developed in the previous workshop, and they create a Project Execution Plan. They use PDM/ADM networks, Critical Path and Gantt Chart, they assign resources and they create a baseline budget.

Organizing Staff• Functional, project, matrix organizations• Project managers in different corporate

structures• Roles and responsibilities of line and

project managers, team members

The Project Leader/Manager• Project leadership• Project team building • Effect of management styles• Phases of team problem solving styles• Team and client communications • Motivating project team members• How to deal with responsibility without

authority• Managing conflicts, dealing with difficult

people• Improving project manager/senior

management interface

Participation: An assessment of your problem-solving style. Participants determine their personal problem solving styles and learn techniques to build on their strengths and capitalize on the contrasting strengths of other.

Risk Management• What do we mean by “risk”? • Risk policies, methodologies and process• Sources of risk in projects • Quantitative vs Qualitative risk assessment.

Risk Matrix, risk contingencies• Risk mitigation and writing of contingency

plans

This seminar is a survival guide for managers and project team members who are about to embark upon a “mission impossible” effort. Extreme Project Management is concerned with five key aspects of a project: Politics, people, process, project-management, tools.

Objectives• Define an extreme project and its basic nature• Learn practical rational negotiation tools and tradeoffs• Manage extreme peopleware issues• Define, prioritize and create commitment for processes within an extreme project• Practice on modeling extreme projects through “war game” simulations• Measure and control progress of an extreme project• Obtain a minimal toolset for an extreme project• Establish an “extreme” culture of managing projects to deal with extreme project situations• Use simple, friendly-user risk management tools

Who Should Attend• IT Project Managers• Systems Analysts• Designers and programmers involved in high-risk projects

Course LeaderEd Yourdon is a computer software consultant and IT expert witness in his own firm, NODRUOY Inc., as well as co-founder of the Cutter Consortium, and Editor Emeritus of the Cutter IT Journal. He has worked in the software field for more than 45 years, and has published 27 computer-related books and over 550 technical articles. Yourdon has programmed, designed, and tested numerous software applications and programmer-productivity products; has managed numerous projects as a first-level project leader and also as a senior IT executive; and has reviewed numerous software development projects for clients during his consulting career.

Introduction• Definition and characteristics of an Extreme Project• Why are Extreme Projects occurring today• Why would anyone want to be involved in such a project

Extreme Politics• Identifying the owners, customers, shareholders, and stakeholders

in the Extreme Project• Determining the basic nature of the project:”mission impossible”

(we succeed and live happily ever after) versus “kamikaze project” (the project succeeds but we’ll all be dead at the end) vs “suicide mission” (overwhelming political forces want the project to fail, and we’re the sacrificial lambs)

• Levels of commitment to an Extreme Project

Extreme Negotiations• Identifying acceptable tradeoffs between schedule, budget, staff

resources, quality, and other constraints• Tools for rational negotiation of tradeoffs• What to do when rational communication is impossible

Extreme Peopleware issues• Putting the best possible people on the project• Identifying loyalty and commitment issues: to oneself, one’s family,

the project, the company, etc.• The importance of communicating the urgency, priorities,

constraints, and risks of the project• Team-building issues: team roles, helping the team “gel”, keeping

teams together from one Extreme project to another etc.• The Manager’s role in an Extreme team: hands-on Managers who

live in the project “war-room”, vs hands-off Managers who allow the team to manage its own day-to-day affairs

Extreme Processes• Formal versus informal processes: the contrast between the SEI

process model, and the “mad-world” model popularized by the shrink-wrap software industry

• The importance of getting the project team to “ own” the process they use in the project

• The importance of prototyping • Using simulation models to explore the impact of different process

strategies before the project begins

The Dynamics of Processes• Models of software development processes: mental models,

spreadsheet models, static versus dynamic models• Visual models• An example: Tarek Abdel-Hamid’s Software Process model• New research from Ray Madachy

Simulators and “war games” for modeling Extreme Projects• The concept of “war-games”• Benefits and advantages of conducting “war-game” exercises• Techniques for conducting software development “war-games”

with simulation models

Extreme Project Control• Management styles for different types of Extreme Projects:

innovative, high-intensity but “traditional” application development etc.

• Measuring, managing, and controlling progress• The importance of a “daily build” to establish credible progress

milestones in large, complex Extreme Projects• The essence of Risk Management, distilling the key ideas published

by Charette, Jones, Thomsett etc.

Extreme Tools• Identifying a minimal toolset for Extreme Projects; what are the

most crucial tools that the team must have?• A checklist of tools in the area of prototyping, configuration

management, groupware, testing, etc. • The risks of choosing new tools in an Extreme Project

Extreme as a way of life• What if this Extreme Project is just the first of many?• Establishing an Extreme “culture” within the organization• Extreme training and annual visits to the Extreme “flight simulator”

Every audit job, whether a planned audit, a new business process, or a special investigation, is a project in its own right. The strategic audit plan is a program of projects. Auditors need to understand and be able to apply project program and project management techniques to their work.

Using project management tools is more than simply allocating time or recording. It requires an understanding of objectives and resource management as well as target achievement, some of which may be outside the direct control of the auditor. The project plan needs to incorporate how the audit interacts with and in some cases depends on other areas of the business. This workshop will deal with project management techniques in the context of the audit life cycle.

The workshop uses a case study to reinforce the theoretical aspects. To reinforce the theory that is presented in class, the course uses case studies that require participants to apply project management techniques to the strategic and tactical audit of a world-wide resource monitoring and billing system. Participants will be working in syndicate groups of four or five.

Objectives

• Identify their role as auditors when managing, implementing or participating in any part of an audit project• Understand the difference between a strategic audit plan and an individual audit project• Specify audit goals and deliverables for the different types of audit project• Plan an audit program or project• Estimate resources and cost• Identify key performance indicators• Monitor the phases of an audit project • Use monitors and early warning indicators• Produce relevant progress reports • Confront any challenges during the audit project• Identify and resolve problems during the project

Who should attendAudit managers, senior auditors and others involved in the audit planning and delivery process.

Course LeaderJohn Mitchell is an international authority on corporate & IT governance, the management of audit departments and the impact of regulatory and compliance issues on the delivery of assurance services. He has over 30 years practical audit experience and an international reputation for advising organisations on their governance strategies and associated methodologies.

The challenges

• The role of audit• Delivering on time, on budget• Delivering what is required• Within audit’s control• Outside of audit’s control• Strategic program• Tactical project

Group work: Scope exercises (strategic and tactical)

The Audit project

Type of audit project• Assurance• Conformance• Performance• New process• Investigation

Estimation• Audit staff time• Client staff time• Travel time• Expenses

Group work: Recovery Rate Exercise

Project components• Planning• Fieldwork• Reporting• Follow-up

Group work: Staffing Exercise

Resolving issues within the audit project• Embedded monitors• Early warning indicators• Resolution

Group work: Change exercise – dealing with unforeseen changes requested by the clientGroup work: Change exercise – changes in scope

Project Reporting• Key concepts• What really matters?• Frequency

Group work: Reporting exercise

This 3 day course is specifically designed to help experienced project managers and team leaders to master the PMBOK® Guide content and pass the PMP certification exam.

Course prerequisites

• Study thoroughly the PMBOK Guide 4th Edition prior the course. • You must be familiar with the basic elements of WBS, Activity Network Diagrams and activity duration estimating, cost

estimating, contracting, earned value management, quality management, risk management and organizational structures for projects. Our courses: “The Art of Project Management®”, “The Art of Project Management® for IT/IS Projects”, “Project Management: from Initiation to Closure”, (all offered in classroom and in e-learning format), are ideal prerequisites to assist the participants in meeting the exam registration requirements.

Course benefits

• The course is taught in English by experienced certified project managers and trainers so that you become more familiar with PMI’s terminology and philosophy of test questions

• Minimize study time by summarizing the critical points from all PMI recommended test preparation texts, plus recent issues of the PMI Journal

• Find out what you know, focus on what you do not know, and benchmark your knowledge by taking several practice tests• Study with a workbook of over 600 pages and over 650 questions with fully explained answers• Get 50 to 60 “Examination Tips” for questions that always seem to appear on the test in some form• You can retake the course free of charge within 6 months if you don’t pass the PMP exam

The course is taught by instructors who have a proven track record of successful participant first time pass rates around the world.

Course LeadersGeorge Merguerian, PMP, Dr. Dave Adkins, PMP, Tony Eve, PMPAntony Eve, PMP, MAPM, P2 Practitioner, Vice President of BMC’s Consulting Division

Overview of PMI, PMBOK Guide, and PMP Certification

The Project Management Framework, terms and organizations• Context and Processes from the, PMBOK® 4th Edition

Initiating Processes• Project initiation• Project Charter• Develop preliminary scope statement

Core Project Planning Processes• Develop a Project Management Plan• Collect Requirements• Define Scope• Create WBS• Define Activities• Sequence Activities• Estimate Activity Resources• Estimate Activity Durations• Develop Schedule• Estimate Costs• Determine Budget

Practice TestParticipants will have 43 minutes to answer 36 example PMP test questions

Project Planning Processes• Plan Quality• Develop Human Resource Plan• Plan Communications• Plan Risk Management• Identify Risks• Perform Qualitative Risk Analysis• Perform Quantitative Risk Analysis• Plan Risk Responses• Plan Procurements

Project Executing Processes• Direct & Manage Project Execution• Perform Quality Assurance• Acquire Project Team• Develop Project Team• Manage Project Team

Distribute Information• Manage Stakeholder Expectations• Conduct Procurements

Practice TestParticipants will have 89 minutes to answer 74 example PMP® test questions

Project Monitoring and Controlling Processes• Monitor & Control Project Work• Perform Integrated Change Control• Verify Scope• Control Scope• Control Schedule• Control Costs • Perform Quality Control• Report Performance• Monitor and Control Risks• Administer Procurements

Closing Processes• Close project or Phase• Contract and procurement closure

Professional ResponsibilityUnderstand how to answer the 17 questions you are likely to get on your exam in this area. Review the code of conduct.

• Professional responsibility tips• PMP Code of Professional Conduct• Sample questions from PMI

Preparing for the Exam: Get information on qualifications, domain contents, pass rates, the exam itself, reasons people fail, logistics and methods for taking the actual exam.

Practice ExamParticipants will have 108 minutes to answer 90 example PMP® test questions

Part I – The PRINCE2 Foundation course will train participants on the PRINCE2 Processes, Components and Techniques. The course will also prepare the participants to take the Foundation exam at the end of Day Three.

Content• Projects and project management• The Benefits of a Structured Approach to project

management • Overview of PRINCE2 • The PRINCE2 Processes and Components• The Project Organisation• Change Control and Configuration Management• Managing Project Risks• Project Plans and Product Based Planning• Controlling projects• Managing Quality in Projects

The examination is taken on site and evaluated by the instructor. Participants receive test results immediately, in order to proceed to Part II of the program.

Part II – The PRINCE2 Practitioners course will refresh participants on all areas of PRINCE2 processes, components and techniques as well as planning, control and risk assessment. A prerequisite for participation is the passing of the PRINCE2 Foundation Examination. The course will prepare participants to take the examination through a series of case study examples and examination sample question exercises. The examination is taken on site but evaluated in the UK.

Content• Review of the PRINCE2 Project Management Method• Revision of the 8 Management Processes, 8 Management

Components and 3 Techniques• The PRINCE2 Exam format and typical questions• Preparation to take the PRINCE2 Practitioner Exam –

sample exams, tips, hints, recent questions, etc.

The Prince2 5-day Practitioners Course includes: pre-course instructions and essential pre-course reading, course material, PRINCE2® manual, case studies, sample exam questions, Examination and Examination fees.

Explore MS Project 2007, 21 October 2011, 2 December 2011 (8 PDUs)

Upon completion of this course you will be able to confidently build and track project schedules with precision.This is a hands-on training with personal computers. Participants work on their own PCs to become familiar with menus, views and reports with sample project data. The course combines a review of the Tools and Techniques of Project Planning and Control with hands-on individual work using the software.

Objectives• Plan a project: WBS, PDM networks, Gantt Charts• Allocate tasks and resources• Optimize schedules• Deal with multiple projects• Monitor and control your schedules and projects• Track and evaluate performance• Handle variances and generate reports

PrerequisitesWe strongly recommend participating in one of our fundamental project management courses in order to understand what data a project manager should look for before starting entering numbers and tasks into the software.

Course LeaderGerasimos Kontaxis, MS Trainer

Course Outline

Introduction to MS Project 2007• Getting started (Project title, etc)• Introduction to MS Project Menus• Introduction to MS Project Views and Tables

Planning• A brief review of team building behaviors during planning

(accountability, responsibility, control, communication)• Developing project goals and objectives (stakeholder

agreement)• Creating a WBS by outlining: criteria analysis (task control)

The project organization and scheduling• Entering project data (from team’s brainstorming sessions)• Building a project schedule using PDM networks and Gantt

Charts• Scheduling basics• Evaluating and adjusting the schedule – some hints• Creating resource pools• Allocating resources to the schedule• Creating summary tasks and sub-projects

Control• Tracking progress – some hints• Earned Value metrics• The 50/50 rule for percent complete of work in progress

Computer workshop #1

Multi-projects, controlling, variances, and reports• Dealing with multiple projects• Freezing the baseline plan• Project monitoring and controls• Tracking and evaluating performance (timecards vs estimates to

complete)• Comparing actual work and earned value of deliverables to the

baseline• Variance analysis• Types of computer-generated reports

Computer workshop #2

Course Outline

Course LeaderAlan Wade, MCIPD, MIET, PRINCE2 Practitioner and PRINCE2 Approved Trainer

Participation is limited to 12 persons, therefore please register on time.

PRINCE® is a Registered Trade Mark of the Office of Government Commerce in the UK and other countries.

We offer a 5 day prep course with examinations in association with an ATO. The course consists of 3 days of preparation and examinations for the Foundation Certificate and 2 days of preparation and examination for the Practitioners Certificate.

Payment DetailsPayments are made to the Hellenic American Union. For bank deposit/transfer information please contact the Hellenic American Union. Please always quote your company’s name or the delegate’s name in the transfer instructions.Please invoice my company Cheque Bank Deposit/TransferPlease charge my credit card: Visa Mastercard Diners

Cancellation PolicyPayment is due upon registration. Delegates who cancel after registration, or who don’t attend, are liable to pay the full course fee and no refunds can be given. A replacement is always welcome.Disclaimer: Hellenic American Union reserves the right to change or cancel any part of its published programme due to unforeseen circumstances.Confidentiality: The information you provide will be safeguarded by the Hellenic American Union, who may use it to keep you informed of relevant products and services. If you do not wish to receive this information from the Hellenic American Union by telephone fax e-mail or mail . Please check the appropriate box and send this form to the Hellenic American Union, fax nr: 210-3633174 or notify us at tel: 210-3680927, or notify the person in charge of sending this information. We will ensure that you do not receive any further information, unless you instruct us otherwise.

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Complete and send this registration form to HAU office, fax: 210-3633174, the latest by 15 working days prior the course(s) start.

I wish to register for the following course(s)

Core Level Dates FeesThe Art of Project Management® for IT/IS Projects 17-19 Oct-11 1150

The Art of Project Management® 7-9 Nov-11 1150

Διαχείριση Έργου: απο το σχεδιασμό ώς την ολοκλήρωση(Project Management Fundamentals)

8-9 Dec-11 690

Project Management for small scale projects e-learning 950

Project Management tools & techniques e-learning 750

Intermediate LevelExtreme Project Management 13-14 Oct-11 750

Audit Extreme Project Management 17-18 Oct-11 750

Explore MS Project 2007 21 Oct-112 Dec-11

150

Certification Prep CoursesPMP 10-12 Nov-11 1240

PRINCE2® Practitioners Prep Course & Examinations 31 Oct - 04 Nov-11 2400

Special Offers:Certification prep courses: Participate in one of our public courses and earn 10% discount* on our certification preparation courses and on the Explore MS Project 2007 workshop. You can also attend a second time a certification prep course free of charge.

Group discounts: For more than 2 participants of the same company you can save 10% discount on total charges.

Student discounts: Students of public and private higher education academic institutions are entitled to a 30% discount on certification prep courses.

Events benefits: Participate in one of our public courses and earn 40% discount on our annual Project Management Best Practices Conference fee.In house solutions: If you have 7 or more colleagues who would be interested to attend in one of our courses, we can tailor the course to your group training needs and adjust total cost to meet your training budgetary constraints. Plus, you have complete control on the training content and you decide when it is run.

*Prince2® training and examination package is not included in above special discount offers

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