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PMI REP 1419

Fulfilling Corporate Goals By The Effective Management Of Projects

Advanced Master’s Certificate In Project Management high level, strategic project management training courses for executives, managers and project managers

Earn 150 PDUs from PMI

Taking Charge Of Organizational Change

1

Addressing And Handling Change, And Gaining Support From Key Stakeholders

30 PDUs

23 – 27 February 2014

Brand New Course

Program Management

3

Managing Successful Change By Programs And Projects

27 April – 1 May 2014

30 PDUs

2

30 PDUs

Radisson Royal Hotel, Dubai, UAE

Leading Project Managers Leading And Empowering Change Managers

4

Regaining Control Of Projects – Rapid Assessment And Recovery Of Troubled Projects Troubleshooting Programs And Projects To Ensure Successful Delivery

30 PDUs

15 – 19 June 2014

5

Leading Complex Projects Applying An Adaptive Systems Approach To The Management Of Complex Projects

14 – 18 December 2014

The PMI Registered Education Provider logo is a registered service and collective mark of the Project Management Institute, Inc.

+971 4 335 2437

+971 4 335 2438

register@iirme.com

www.iirme.com/advproject

30 PDUs

9 – 13 November 2014


PMI REP 1419

Advanced Master’s Certificate In Project Management

Programme Overview As the project management profession matures and projects become more complex and sophisticated, high level, specialist skills are imperative

Course Timings Registration will be at 08:00 on the first day of each course. All courses will begin at 08:30 and conclude at 14:30. There will be short breaks for refreshments and lunch will be served at the end of each day’s sessions.

for the project manager who aspires to greater things. The Advanced Master’s Certificate In Project Management series of courses has been developed for professionals who have a strong background in the field, yet wish to expand their knowledge and skills by focussing on today’s higher-level, strategic or specialist project management issues. Backed by The George Washington University School of Business, each course completion certificate recognizes professionals who have obtained a higher readiness for today’s toughest project management challenges.

Requirements To qualify for the Advanced Master’s Certificate In Project Management you must successfully complete five courses, which can

Maintaining Your PMP® Certification All of the courses in the Advanced Master’s Certificate In Project Management series earn Professional Development Units (PDUs) that you can apply toward maintaining your PMP® certification. In addition, Advanced Master’s Certificate holders may qualify for advanced standing status toward a Master of Science in Project Management from The George Washington University. Our Partnership With The George Washington University (GW) Through our partnership with GW, these courses lead to the Advanced Master’s Certificate In Project Management. The Advanced Master’s Certificate is a professional credential that represents the attainment of advanced knowledge and skills. The program does not carry academic credit.

be taken in any order within four years, and meet one or more of the following criteria: • ESI/GW Master’s Certificate In Project Management or Information Technology Project Management • Certificate in project management from an organization that has been approved by ESI • PMP® certification • Project management certification from a formal, client-sponsored, internal certification program that has been approved by ESI

Course Director

The George Washington University School of Business is dedicated to excellence in its teaching and research about management in the public and private sectors within the United States and internationally. The school has a 100-year history of preparing men and women for leadership in both the private and the public sectors. Known internationally for its dedication to academic excellence, the school draws students from all parts of the United States and around the world. Beyond first-class teaching and scholarship, the school’s faculty offers practical experience in the issues and challenges confronting business and government. Its research centers link faculty and students with U.S. and international business and government organizations. Recent distance learning initiatives have expanded the school’s global reach.

Claude Maley Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in change management, and Chairman of a business solutions company. He started his career as a Systems Engineer with IBM, after reading estate management and building construction at the London School of Building, and has held various management positions for international organizations and companies. His functional management and consulting experience with major corporations such as ABB, Alcatel, Areva, BP, Cadbury-Schweppes, Cartier, Caterpillar, Cisco, Ericsson, GE, Hewlett-Packard, IMS International, Motorola, Organon, Overseas Containers Limited, Pechiney, Renault Automobile, Siemens to name but a few, has spanned more than 40 years in engineering, production and manufacturing, distribution, transportation and marketing services sectors. In his professional career, Claude has held responsibility for a significant number of projects. These have involved internal organizational projects, and external commercial projects, ranging in duration from one month to five years, and in budget from $ 50k to $ 500m. Claude has also participated in many projects as team leader of sub-systems and on numerous occasions as an external advisor to the lead project manager. Claude is a PMP® and professional speaker, instructor and lecturer in topics ranging from general organizational, program and project management to sales and marketing, leadership and motivation. In the practice of his consulting and education profession, he has worked with more than 80 different nationalities in more than 60 nations in all continents. Claude is fluent in English, French, Spanish and Italian. Claude is the author of the book “Project Management - Concepts, Methods and Techniques”, educational courses and papers on business solutions, organization management and leadership. Claude is Member of the International Project Management Association, the Project Management Institute and the Association Francophone de Management de Projet. The PMI Registered Education Provider logo is a registered service and collective mark of the Project Management Institute, Inc. PMP is a registered mark of the Project Management Institute, Inc.

+971 4 335 2437

+971 4 335 2438

register@iirme.com

www.iirme.com/advproject


1

Taking Charge Of Organizational Change Addressing And Handling Change, And Gaining Support From Key Stakeholders

30 PDUs

23 – 27 February 2014

Learn How To: • Make change happen within your organization

• Help others deal with change

• Become a change agent and coach others through change

• Create a business case for specific organizational change

• Leverage organizational change for positive outcomes

• Consider other perspectives that impact upon change initiatives

• Apply a framework to plan and lead organizational change

Course Synopsis

5. Planning For Change

Change is constantly occurring in our organizations and to ensure that

• Creating the change team

the transitions are as smooth as possible, we need to know how changes

• Communication plan

originate, how they are planned and what the challenges and risks are

• Strategy for change

inherent in the change process. Learn how to assess whether change is

• Measures and milestones

necessary, what needs to be changed, how to build a business case for

• Articulating the case for change

Brand New Course

change and how to create a mindset and organizational support for change. Explore how to create a compelling vision and strategy to ensure support from

6. Implementing Change

stakeholders and how to develop a winning communication plan, as well as

• Changing business process

how to help people cope with change.

• Coaching and supporting the transition • Helping others transition

Course Topics

• Preparing an implementation plan

1. Change Defined

• Sustaining organisational change

• ESI’s Mindset Model

• Implementing the case for change

• Effects of change • Resistance to change • Core values inventory • Framework for change 2. Being A Change Agent • Assessing personal strengths • Identifying personal barriers • Being inspired by change 3. Need For Change • “As is” and “to be” gap analysis • Deciding what needs to change • Developing a business case for change • Prioritising changes 4. Organisational Readiness • Engaging support • Articulating a compelling vision • Gaining sponsorship • Assessing stakeholders • Identifying key roles and responsibilities • Process and plan a case for change

The PMI Registered Education Provider logo is a registered service and collective mark of the Project Management Institute, Inc. PMP is a registered mark of the Project Management Institute, Inc.

+971 4 335 2437

+971 4 335 2438

register@iirme.com

www.iirme.com/advproject


2

Program Management Managing Successful Change By Programs And Projects

30 PDUs

27 April – 1 May 2014

Learn How To: • • • • • •

Increase the effectiveness of an organization’s approach to program management Initiate and organize a large-scale program strategy Manage stakeholder relationships effectively Manage, execute and control a successful program consisting of multiple, related projects Establish and implement program governance to ensure consistent alignment with organizational strategy Ensure the realization of program benefits

Course Synopsis

4. Maintenance And Support

Program managers are, above all else, change agents. Their role has evolved in most organizations from that of managing multiple projects, to implementing business strategy through an integrated portfolio of projects involving the management of multiple teams of professionals, as well as executive-level stakeholders.

5. Three Themes Of Program Management • Benefits management • Program governance • Stakeholder management

As such, the program manager today requires a refined set of business and leadership skills that is vastly different from that of program managers. Yet, to be an effective program manager generally requires a firm foothold in project management. To many, program management is the next logical step in the career progression of one of the world’s fastest growing disciplines. Using comprehensive and real-life case studies, experienced project, business and technical managers will learn how to succeed as a program manager by focussing on what makes them successful. Numerous studies provide valuable information on what makes program managers successful and these are used and referenced in this course. To be sure, success is not based on technical competence; rather, it is business savvy, leadership and communication skills that separate the winners from the losers. This course provides a set of practical tools and techniques designed to get you up to speed quickly on these issues, thus negating the need for theory-based lecture and time-wasting and elementary “exercises.” This is “real-life” information, directly from the trenches and facilitated by instructors who have “been there, done that.”

Reminder: You must have a basic understanding of project management before taking this course.

Course Topics

6. Program Planning • Basic considerations • Feasibility study • Program management plan • Stakeholder management • Program architecture and benefits map 7. Program Management Office • Purpose and benefits • Process control • Process support • Process improvement • Strategic goal alliance 8. The Program Manager’s Role In Delivering The Benefits • Manage enterprise programs and projects • Manage change • Provide support 9. Reporting Tool • Checking program “health” through program and project reviews 10. Program Risk Identification, Analysis And Response Strategy

1. Defining Program Management • Range of project oversights - Portfolios vs. portfolio management - Program vs. program management - Projects vs. project management 2. Linking Programs To Strategic Goals • Real-world examples • Business case • Program charter • Methods 3. Program Management Life Cycle • Purpose • Stages - Pre-program set-up - Program set-up - Establishing program management and technical infrastructure - Deliver the benefits - Close the program

PMBOK® Guide Knowledge Areas: • Project Integration Management • Project Scope Management • Project Quality Management • Project Time Management • Project Cost Management • Project Risk Management • Project Human Resource Management • Project Procurement Management

“Delineated the subjects very clearly and maintained the enthusiasm and energy throughout the course.” Rajashree Nair, Project Manager, Schlumberger, UAE

The PMI Registered Education Provider logo is a registered service and collective mark of the Project Management Institute, Inc. PMP is a registered mark of the Project Management Institute, Inc. PMBOK is a registered mark of the Project Management Institute, Inc.

+971 4 335 2437

+971 4 335 2438

register@iirme.com

www.iirme.com/advproject


3

Leading Project Managers Leading And Empowering Change Managers

30 PDUs

15 – 19 June 2014

Learn How To: • • • • •

Define the leader’s role in each phase of the project life cycle Outline reasons for project successes Use key performance indicators to monitor ongoing project progress Support project managers and project teams through coaching, mentoring and rewarding success Select the tools and techniques of project management that will help your teams be successful

Course Synopsis

4. Leading And Managing Project Managers • Challenges of leading and managing project managers • Identifying, developing, evaluating and retaining project managers • Rewarding success

As organizational hierarchies give way to dynamic, cross-functional project teams, senior managers find themselves challenged with adopting a “new economy” approach to managing project managers. The leader of project managers must bring order and rationality to a chaotic environment, identify opportunities to influence the direction of projects and provide the means for project managers to succeed. In addition, the leader of project managers must be skilled at managing project portfolios, allocating resources, reviewing projects and communicating appropriately. Above all, the leader of project managers must know the right questions to ask! In this highly facilitated course, you will learn soft and hard skills and approaches that lead to organizational success in the “management by projects” environment. You also will get expert perspectives and review best practices on issues critical to those who lead project managers. You will enjoy lively debate and stimulating conversation that reinforces what you know and what you have learned. This course provides you with a new way of thinking about the best way to lead people in conjunction with the underlying process of project management. It is a “must-attend” for anyone responsible for leading and managing project managers.

Reminder: Participants should have a basic understanding of project management before taking this course. It is assumed that attendees currently or will soon lead project managers, with or without a direct reporting relationship.

Course Topics 1. The Leader Of Project Managers’ (LPM) Role In The Project Life Cycle • Managing the “Stage Gate” process • The project environment • The role of management in each phase of the life cycle • Defining project success within the organization • Organizational factors affecting project management • Knowing the organization’s project management process 2. Managing In A Multi-Project Environment • The importance of rank ordering projects across the organization • Managing multiple project issues • Resource allocation • Issue resolution • Resource pool considerations 3. Project Initiation • Project selection • Project charter • Project funding • Stakeholder considerations • Financial tools • Understanding margins

5. The LPM’s Role In Project Planning • Risk management • Cost estimates • Schedule development • Resource allocation • Communication management • Project plan review • Project plan approval 6. Managing Relationships • Communicating across the organization • Managing expectations • Management styles • Mentoring/coaching • Conducting effective meetings • Supporting project managers of virtual teams • Supporting diversity and cross-cultural teams • Conflict/resolution 7. The LPM’s Role In Project Implementation • Project manager and team performance • Asking the right questions • Management oversight • Determining if earned value is the project performance measuring tool to use • Project reviews • Project audits • Understanding signs of trouble • Project recovery and turnaround • Change management 8. Project Close • Early termination • Project end evaluation • Lessons learned PMBOK® Guide Knowledge Areas: • Project Integration Management • Project Scope Management • Project Quality Management • Project Time Management • Project Cost Management • Project Risk Management • Project Human Resource Management • Project Procurement Management • Project Communication Management

“Claude is very professional in the way he delivers the material.” Ahmed Gelgel, Business Support, Qatar Foundation, Qatar

The PMI Registered Education Provider logo is a registered service and collective mark of the Project Management Institute, Inc. PMP is a registered mark of the Project Management Institute, Inc. PMBOK is a registered mark of the Project Management Institute, Inc.

+971 4 335 2437

+971 4 335 2438

register@iirme.com

www.iirme.com/advproject


4

Regaining Control Of Projects – Rapid Assessment And Recovery Of Troubled Projects Troubleshooting Programs And Projects To Ensure Successful Delivery

30 PDUs

9 – 13 November 2014 Learn How To: • • • • •

Structure and lead the effort to assess project problems rapidly Determine the root causes of identified problems Develop a recovery plan for any troubled project Provide leadership to turn the project around Identify and manage signs of trouble early in a project

Course Synopsis If you are a project manager who is in the trenches every day, sooner or later you will be staring into the face of a troubled project. The project may be your own or may be one you have inherited. Knowing what to do when the time comes will be critical to your success. You will need to take action immediately – with speed, accuracy, power, balance and focus. You will have little time to think about an approach or polish your skills. Rapid Assessment And Recovery Of Troubled Projects demonstrates a proven process project recovery. You will get everything you need (process, tools, techniques) to perform a rapid assessment of a project in trouble, develop a recovery plan and manage the transition to stabilization. Active participation in the case study, designed to simulate the environment and feel of an actual troubled project, will enable you to build your skills in a meaningful way. This course is a must for experienced project managers who need to know what to do when the chips are down.

5. Stabilizing The Project • Steps to conduct stabilization plans • Techniques for prioritizing threats, opportunities, and problems • Rebaselining the project plan • Implementing project control metrics 6. Preventive Measures • Avoiding classic mistakes • Establishing a plan for continuous improvement PMBOK® Guide Knowledge Areas: • Project Integration Management • Project Scope Management • Project Time Management • Project Cost Management • Project Risk Management • Project Communications Management

Reminder: You should have a thorough understanding of scheduling, cost control and risk management before taking this course.

“The trainer Claude has a vast array of knowledge on various subjects.”

Course Topics 1. Introduction To Assessment Methodology • Identifying the early warning signs of troubled projects • The role of the assessment sponsor • Overview of the rapid assessment model

Mashal Al Sayari, Project Manager, ADMA OPCO, UAE

“Claude demonstrated good knowledge of the subject.”

2. Planning The Assessment • The role of the charter in developing an assessment plan • Bridging the gap between the project team and the assessment team • Evaluating project history through critical documentation

Saleh Al Hashmi, Al Hosn Gas, UAE

3. Conducting The Assessment • Developing the interview strategy • Using interviews to determine project reality • Analyzing and validating project data 4. Developing The Stabilization Plan • Stabilization conceptual overview • Recovery strategy options • Develop plans for stabilization • Addressing people, processes, products, and timing

“Theory and practice were well balanced on this course.” Thomas Power, Senior Project Manager, Turner Construction INTL, UAE The PMI Registered Education Provider logo is a registered service and collective mark of the Project Management Institute, Inc. PMP is a registered mark of the Project Management Institute, Inc. PMBOK is a registered mark of the Project Management Institute, Inc.

+971 4 335 2437

+971 4 335 2438

register@iirme.com

www.iirme.com/advproject


5

Leading Complex Projects Applying An Adaptive Systems Approach To The Management Of Complex Projects

14 – 18 December 2014

30 PDUs

Learn How To: • • • •

Select leadership techniques to increase your odds of success Apply the concepts of complexity science to project management Use ESI’s Complexity Indicator to assess your project’s complexity level Create an innovative framework for managing project complexity using ESI’s Complex Project Model and Process

Have you ever taken on a project that appeared just too complex to handle? Just trying to identify the multitude of variables to be managed, let alone anticipating how they might interact to create unexpected challenges, can be overwhelming. So how do you determine the true complexity, with a clear understanding of the variables involved and move forward to develop a plan that provides the right level of control and flexibility for success?

2. The Complex Project Model And Process • ESI’s Complex Project Model • ESI’s Complex Project Process • Knowledge of complexity • Communication • Leadership • Project management

To lead a complex project requires a new way of thinking – a new approach to applying known project management techniques and tools. Leading Complex Projects provides an innovative approach to assess project complexity and to deploy the best techniques to achieve success.

3. Determining Project Complexity • ESI’s Complexity Indicator • Assessing complexity levels • Applying the indicator

You will learn to use ESI’s unique Complexity Indicator and Complex Project Model to increase your effectiveness in controlling the complexity in your project. The Complex Project Model provides valuable insight into the variables that create the complexity of your particular project. It enables you to select existing tools from a new point of view that both limits the level of complexity and governs how the remaining complexity is used for positive results - in short, to stack the odds of success in your favor!

4. Communicating Project Complexity • Communication platforms • Risk and risk response • Change management • Problem solving

Course Synopsis

The exercises and readings are designed to give you hands-on experience from a new perspective while determining the true level of project complexity and using complexity to assist rather than hinder progress. Among the tools provided is an automated template of ESI’s Complexity Indicator. Using your answers to the questions in the Complexity Indicator, this tool automatically calculates your project’s complexity level, and plots the strengths and weaknesses of your project against the nine areas of the PMBOK® Guide. This course is a must for the experienced project manager who needs to manage the seemingly unmanageable!

Reminder: It is highly recommended that participants already have practical project management experience and a thorough understanding of project management tools and techniques.

Course Topics 1. Understanding Complexity In Projects • Elements of complexity theory - Complexity - Self-organization - Emergence - Nonlinear dynamics - Open/closed systems • Leadership approaches and techniques - Competencies - Behaviors - Leaders in complexity

5. Designing For Complex Projects • OBS, PBS, WBS • Design tasks • Planning for project execution 6. Leading Complex Projects • Leadership levels • Clear vision • Principles for leading complex projects • Disciplines for leading complex projects PMBOK® Guide Knowledge Areas: • Project Integration Management • Project Scope Management • Project Quality Management • Project Time Management • Project Cost Management • Project Risk Management • Project Human Resource Management • Project Procurement Management • Project Communications Management

“Complex projects have many variables and are highly risky. On this course we learnt how to deal with complex projects effectively.” Fahad Al Sulaim, Project Manager, Saudi Industrial Property Authority, KSA

“We greatly benefited from this course. It was very interesting.” Khalid Al Obaishi, Saudi Food & Drug Authority, KSA

The PMI Registered Education Provider logo is a registered service and collective mark of the Project Management Institute, Inc. PMP is a registered mark of the Project Management Institute, Inc. PMBOK is a registered mark of the Project Management Institute, Inc.

+971 4 335 2437

+971 4 335 2438

register@iirme.com

www.iirme.com/advproject


Advanced Master’s Certificate In Project Management Radisson Royal Hotel, Dubai, UAE FIVE EASY WAYS TO REGISTER +971 4 335 2437

+971 4 335 2438

register@iirme.com

IIR Holdings Ltd. PO Box 9428, Dubai, UAE

www.iirme.com/advproject WEB BC5527/BC5528/BC5529/BC5530/BC5531

YES, I want to register for: Event

Start Date

End Date

Book 11 Weeks Before

Book 8 Weeks Before

Final Fee

❏ BC5527 Taking Charge Of Organizational Change

23 February 2014

27 February 2014

US$ 4,395

US$ 4,595

US$ 4,895

❏ BC5528 Program Management

27 April 2014

1 May 2014

US$ 4,395

US$ 4,595

US$ 4,895

❏ BC5529 Leading Project Managers

15 June 2014

19 June 2014

US$ 4,395

US$ 4,595

US$ 4,895

❏ BC5530 Regaining Control Of Projects

9 November 2014

13 November 2014

US$ 4,395

US$ 4,595

US$ 4,895

❏ BC5531 Leading Complex Projects

14 December 2014

18 December 2014

US$ 4,395

US$ 4,595

US$ 4,895

Course fees include documentation, luncheon and refreshments. Delegates who attend all sessions will recieve a Certificate of Attendance. For further information and Group Discounts contact +971-4-335 2483 or email a.watts@iirme.com

Discounts ❏ ❏ ❏ ❏

Pay just US$ 18,375 when you register for the entire Advanced Master’s Certificate Pay just US$ 15,180 when you register for 20 training days Pay just US$ 11,885 when you register for 15 training days Pay just US$ 7,890 when you register for 10 training days

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A confirmation letter and invoice will be sent upon receipt of your registration. Please note that full payment must be made upon receipt of the invoice and prior to the event. Only those delegates whose fees have been paid in full will be admitted to the event. You can pay by company cheques or bankers draft in Dirhams or US$. Please note that all US$ cheques and drafts should be drawn on a New York bank and an extra amount of US$ 6 per payment should be added to cover bank clearing charges. All payments should be made in favour of IIR Holdings Ltd.

If you are unable to attend, a substitute delegate will be welcome in your place. If this is not suitable, a US$ 200 service charge will be payable. Registrations cancelled less than seven days before the event must be paid in full.

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Advanced Master’s Certificate In Project Management