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Catalog Guide

4 ����������������� New at ESI

Core Project Management Courses

5 ����������������� Project Management Certificates

6 ����������������� The Project Manager Toolkit

7 ����������������� Managing Projects

8 ����������������� Managing IT Projects

9 ����������������� Project Leadership, Management and Communications

10 ��������������� Scheduling and Cost Control UPDATED!

11���������������� Contract Management Principles and Practices

12���������������� Quality for Project Managers UPDATED!

13 ��������������� Risk Management

14 ��������������� IT Risk Management

15 ��������������� Project Management Applications UPDATED!

IT Project Management Courses

5

����������������� IT Project Management Certificates

8

����������������� Managing IT Projects

14 ��������������� IT Risk Management

Project Management Elective Courses

85

��������������� Budget and Financial Management

16

��������������� Business Process Analysis, Innovation and Design

17���������������� Negotiation Skills for Project Managers

18 ��������������� Unlocking the Power of Earned Value Management

19���������������� Writing Statements of Work: The Heart of Any Contract

20

��������������� Requirements Management: A Key to Project Success UPDATED!

21

��������������� PMP® Exam Power Prep

21

��������������� PMP® Exam Preparation

Courses for Program Managers and Experienced Project Managers

22 ��������������� Program Management Certificate

23 ��������������� Program Management

24 ��������������� Rapid Assessment and Recovery of Troubled Projects UPDATED!

25 ��������������� Leading Complex Projects

26 ��������������� Aligning Project Management with Organizational Strategy

Agile Courses

27 ��������������� Agile Certificates

28 ��������������� The Agile Toolkit

29 ��������������� Agile Projects: Keys to Getting Started

30 ��������������� Delivering Agile Projects with Scrum

31 ��������������� Developing Agile Requirements

32 ��������������� Estimating and Planning Agile Projects

33 ��������������� PMI-ACP® Exam Preparation

34 ��������������� Project Portfolio Management Using Agile

35 ��������������� Agile Practices for Product Owners

Business Analysis Courses

36 ��������������� Business Analysis Certificates

37 ��������������� The Business Analysis Toolkit

38 ��������������� Foundations of Business Analysis

39 ��������������� How to Gather and Document User Requirements

40 ��������������� Business Process Modeling NEW!

41���������������� Developing Use Cases

42 ��������������� Business Data Modeling NEW!

43 ��������������� Object-Oriented Modeling NEW!

44 ��������������� Testing Techniques for Tracing and Validating Requirements

45 ��������������� Facilitation Techniques for Requirements Development

46 ��������������� Strategic Enterprise Analysis

47 ��������������� Developing a Business Case

NEW!

Project Management Professional, PMP and PMI-ACP are registered marks of the Project Management Institute, Inc� © ESI International, Inc� 2014� This catalog is the copyrighted property of ESI International, Inc� All rights reserved�

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Search for the skill set you’re looking to gain!

Contract Management Courses

48 ��������������� Contract Management Certificates

49 ��������������� The Contract Manager Toolkit

50 ��������������� Negotiation Strategies and Techniques

51 ��������������� Contract Pricing

52 ��������������� Contract Closeout

53 ��������������� Cost Estimating

54 ��������������� Project Management for Contracting Professionals

55 ��������������� Source Selection Essentials: Planning, Conducting and Debriefing

19���������������� Writing Statements of Work: The Heart of Any Contract

Commercial Contracting Courses

11���������������� Contract Management Principles and Practices

56 ��������������� International Contracting

Business Skills Courses

57 ��������������� Business Skills Certificate

58 ��������������� Establishing a Business Mindset

59 ��������������� High-Impact Communication

60 ��������������� Critical Thinking and Problem Solving

61���������������� Budget and Financial Management

62 ��������������� Coaching and Mentoring for Improved Performance

63 ��������������� Taking Charge of Organizational Change

64 ��������������� Communicating Up: Winning Strategies for Successful Executive Conversations

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65

��������������� Certificates from ESI and The George Washington University

66

��������������� Why ESI? What do I say to my manager about ESI?

67

��������������� Academic Credit

68

��������������� Corporate Solutions

70

��������������� ESI Learning Options

72

��������������� Indian Testimonials

74���������������� Indian Clientele

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4

New at ESI

JOINTHE

DISCUSSION:

Ward Wired
Ward
Wired

New Website

ESI International has released a new web site designed to allow users to quickly and easily find the solution they’re looking for— whether that’s information about a course or a certification, or how ESI’s products and services can help project teams better execute projects. Visit www.esi-intl.com.

New Resource Rooms

ESI has created five resource rooms that aggregate ESI’s products, services, research and tools/templates to allow site visitors to find the resources they need to solve an immediate problem, find an answer, or understand how ESI can help solve project-related business issues. Resource rooms have been designed for practitioners, L&D leaders, contracting officers, PMOs and business leaders! Dive into our resource rooms today!

2014 Trends

Find out what 2014 has in store for PMs and BAs in our annual top 10 trends reports compiled by the project experts at ESI.

●● Top 10 Project Management Trends for 2014. Download the article or watch the video.

●● Top 10 Business Analysis Trends for 2014. Download the article or watch the video.

New Courses

ESI’s Business Analysis Modeling Suite. Our three-course modeling suite recently underwent a major overhaul resulting in a more current and interactive student experience. Check out the new courses:

●●

●●

●●

●●

Business Process Modeling

Developing Use Cases

Business Data Modeling

Object-Oriented Modeling

New in the Catalog

We’ve added new resources to all of our practitioner toolkits. Check out what’s new in:

●● Project Management

●● Agile

●● Business Analysis

●● Contract Management

New Course Star Ratings

We collected thousands of student evaluations during 2013 and recalculated the learning effectiveness of our courses. Look for the updated star ratings next to the course titles!

New Additions to Virtual Instructor-led Training (vILT)

In an era of conservative travel budgets more and more professionals are learning to love virtual learning. To meet the growing demand we have once again made a few additions to our vILT schedule. Check them out. Don’t see what you’re looking for? Drop us an email at ESI-International@esi-intl.com and tell us what you’d like to see added to the schedule in 2014.

New Digital Course Materials

We are very excited to announce that ESI has transitioned to digital course materials for all of our public instructor-led courses. ESI’s digital materials have been carefully designed to enhance your learning experience. Some of the exciting features and benefits of these digital materials include:

●● Ability to view the materials on the device of your choice

●● Anytime, anywhere access to course material before, during and after class

●● Easy-to-navigate, interactive PDF files

●● Customizable tools and templates

●● Fully searchable text

●● Ability to add electronic notes and highlights

●● Environmentally friendly

For more information or to read our FAQs on the digital transition visit www.esi-intl.com/digital.

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PROJECT

MANAGEMENT

COURSES

Global. Integrated. Complex. Your projects are more challenging than ever. ESI’s project management courses are built to arm you with the tools to fight back.

ASSOCIATE’S CERTIFICATE IN PROJECT MANAGEMENT

COMPLETE THREE COURSES within two years, as follows:

Managing Projects

COURSES within two years, as follows: Managing Projects (REQUIRED) ASSOCIATE’S CERTIFICATE IN IT PROJECT

(REQUIRED)

ASSOCIATE’S CERTIFICATE IN IT PROJECT MANAGEMENT

COMPLETE THREE COURSES within two years, as follows:

Managing IT Projects

(REQUIRED)Managing IT Projects

IT Risk Management

(REQUIRED)IT Risk Management

One course from core Project Management courses.

One course from IT or elective Project Management courses, Agile, Business Analysis or Business Skills courses.

Courses for experienced project managers and exam preparation courses may not be applied.

One course from core or elective Project Management courses, Agile, Business Analysis or Business Skills courses.

Courses for experienced project managers and exam preparation courses may not be applied.

MASTER’S CERTIFICATE IN PROJECT MANAGEMENT

COMPLETE SEVEN COURSES within four years. At least three courses must be taken from the core courses listed below:

Managing Projects

taken from the core courses listed below: Managing Projects Project Leadership, Management and Communications Scheduling

Project Leadership, Management and Communications

Projects Project Leadership, Management and Communications Scheduling and Cost Control MASTER’S CERTIFICATE IN

Scheduling and Cost Control

Management and Communications Scheduling and Cost Control MASTER’S CERTIFICATE IN PROJECT MANAGEMENT WITH A

MASTER’S CERTIFICATE IN PROJECT MANAGEMENT WITH A CONCENTRATION IN IT PROJECT MANAGEMENT

COMPLETE SEVEN COURSES within four years. At least three courses must be taken from the IT-related courses listed below:

Managing IT Projects

Managing IT Projects

IT Risk Management

IT Risk Management

Agile Projects: Keys to Getting Started

IT Risk Management Agile Projects: Keys to Getting Started Risk Management How to Gather and Document

Risk Management

Agile Projects: Keys to Getting Started Risk Management How to Gather and Document User Requirements Contract

How to Gather and Document User Requirements

Risk Management How to Gather and Document User Requirements Contract Management Principles and Practices Quality for

Contract Management Principles and Practices

Requirements Contract Management Principles and Practices Quality for Project Managers At least two courses must be

Quality for Project Managers

Principles and Practices Quality for Project Managers At least two courses must be taken from the

At least two courses must be taken from

the core Project Management courses listed below:

Project Management Applications

Up to four courses may be taken from the following electives:

Business Process Analysis, Innovation and Design

Negotiation Skills for Project Managers

Writing Statements of Work:

Skills for Project Managers • Writing Statements of Work: The Heart of Any Contract • Unlocking

The Heart of Any Contract

Unlocking the Power of Earned Value Management

Requirements Management:

A Key to Project Success

• Requirements Management: A Key to Project Success • IT Project Management courses • Courses for

IT Project Management courses

Courses for experienced

project managers (LIMIT TWO)

PMP® exam prep courses (LIMIT ONE)

Agile courses

Business Analysis courses

Business Skills courses (LIMIT TWO)

Contract Management courses

Project Leadership, Management and Communications

courses Project Leadership, Management and Communications Scheduling and Cost Control Contract Management Principles

Scheduling and Cost Control

Management and Communications Scheduling and Cost Control Contract Management Principles and Practices Quality for

Contract Management Principles and Practices

Cost Control Contract Management Principles and Practices Quality for Project Managers • Project Management

Quality for Project Managers

Principles and Practices Quality for Project Managers • Project Management elective courses • Courses for
Principles and Practices Quality for Project Managers • Project Management elective courses • Courses for

Project Management elective courses Courses for experienced project managers Agile courses

Business Analysis courses

Business Skills courses (LIMIT TWO)

Contract Management courses

PMP® exam prep courses

(LIMIT ONE)

= available online via ESI’s e-Training

= available online via ESI’s Virtual Instructor-Led Training• Contract Management courses • PMP® exam prep courses (LIMIT ONE) = available online via ESI’s

5

The Project Manager PM Resource Room Toolkit ESI has thousands resources in our library and
The Project Manager
PM Resource Room
Toolkit
ESI
has
thousands
resources
in
our
library
and
Learn more about Project Management
in the brand NEW practitioner resource
rooms on ESI’s new and improved
website.
of all
we
combed
through
them.
We
even
opened
VISIT RESOURCE ROOMS
our
catalog
of
course
tools
and
templates,
normally
to our
available
only
students.
Why?
To
provide
you a
to add to your PM toolkit.
of our
handpicked
selection
of
tools,
NEW! ESI Annual Project
Manager Salary &
Development Survey
tips
and
resources
Top 10 Project Management
Trends for 2014
Leadership is a key theme throughout many
of this year’s PM trends. Project, program and
portfolio leadership skills are in short supply as
companies struggle to implement Agile meth-
ods, complete large projects, manage vendors
and create more value through their project
management offices (PMOs).
ESI International surveyed 1,800 Project Managers
to get a glimpse into how organizations are build-
ing and growing their project communities. The
goal of the survey is to answer critical questions
surrounding the most effective and efficient ways
of building a project community.
READ NOW
Cost
READ THE TRENDS
WATCH THE VIDEO
NEW! Collaborating for
Successful EVM
Use this sample cost table to identify different
kinds of direct and indirect costs during the cost
estimating process. Even if some cost categories do
not apply to your project, going through this list will
reduce the possibility of missing important costs.
DOWNLOAD ESI’S COST TABLE HERE
For many organizations, planning, measure-
ment and control, the basic tenets of successful
project management, can be difficult to put
into action. Successful EVM requires action and
cooperation from virtually every person who
touches the project. Learn the five key areas of
responsibility in EVM and examine the need for
these roles to work together.
Getting Started with the
Project Charter
READ NOW
The project charter is the first official document of
a project. Learn about the importance of a project
charter and its five major elements in this self-
paced learning module. Then watch as a project
sponsor explains the importance of filling out the
project charter. WATCH NOW

6

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Lastly, if your organization doesn’t have a project charter template of its own, consider using ours.

a project charter template of its own, consider using ours. DOWNLOAD ESI’S PROJECT CHARTER TEMPLATE +91

DOWNLOAD ESI’S PROJECT CHARTER TEMPLATE

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Managing Projects

YOU WILL LEARN TO:

●● Use essential project management tools and techniques and apply fundamental project management principles

●● Describe the roles and responsibilities of project managers across the project life cycle

●● Define and develop the foundations of a project plan, including the project requirements document (PRD), work breakdown structure (WBS), budget, schedule and other resources

●● Manage and control the project against the baseline

●● Close out a project effectively

COURSE SYNOPSIS

Obtain a solid understanding of project management methods with this comprehensive introductory course. Gain practical experience applying proven project management techniques and discover a wealth of valuable, flexible tools that you can use immediately to ensure the success of any project in any type of organization.

Covering the entire project life cycle, this course is built around best practices currently used in today’s fast-paced business environment. In addition, you will receive Dictionary of Project Management Terms by J. LeRoy Ward, PMP, PgMP.

You will learn project management skills through case studies and hands-on exercises that can immediately be applied to your job.

Reminder: Participants taking this course should not take Managing IT Projects.

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KEY TOPICS

Introduction to Project Management ●● What is project management? ●● Project constraints ●● The project life cycle ●● Project management process groups ●● Project manager responsibilities and skills

Project Initiation ●● Influences on a project ●● Key stakeholders ●● Understanding the role of senior management ●● Project selection ●● Assessing business needs ●● Developing SMART objectives ●● Functional and technical requirements ●● Project requirements document ●● Project charters

Project Planning ●● Scope planning ●● The work breakdown structure ●● Estimating formulas and techniques ●● Schedule planning ●● Network diagramming (CPM) ●● Project management planning documentation ●● Cost planning ●● Resource planning tools and techniques ●● Risk planning and response strategies ●● Procurement planning ●● Communication and quality planning ●● Baselines

Project Implementation ●● Developing and managing the project team ●● Organizations and team structures ●● Assessing and monitoring project performance ●● Earned value and variance ●● Speeding up the schedule ●● Sunk costs ●● Managing change ●● Managing risk ●● Reserves ●● Performance reporting ●● Scope verification and customer acceptance

Project Closeout ●● Administrative and contract closeout ●● Transferring lessons learned to future projects

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DIGITAL

COURSE

MATERIALS

*Credits may vary by delivery method�

7

DIGITAL

COURSE

MATERIALS

*Credits may vary by delivery method�

8

Managing IT Projects

YOU WILL LEARN TO:

● ● Apply essential project management tools, techniques and principles

● ● Describe the roles and responsibilities of project managers

across the IT project life cycle

● ● Define and develop the foundations of a project plan, including the project requirements document (PRD), work breakdown structure (WBS), budget, schedule and other resources

● ● Manage and control the project against the baseline

● ● Close out a project effectively

COURSE SYNOPSIS

This course addresses all areas of IT project management, as well as the role of the project manager and the project team at each phase of the project life cycle. This will help you gain the foundation, basic experience, techniques and tools to manage each stage of your project. You will learn techniques to determine customer requirements, set goals tied directly to stakeholder needs, get the most from your project management team, and utilize project management tools to get the work done on time

and within budget.

By extending traditional project management concepts into the IT arena, this course will help you gain an understanding of the strategies and skills necessary to manage IT projects of any size. You will take home powerful tools to enhance your IT project management capabilities, as well as written text in your course binder explaining the concepts in each unit for reference. In addition, you will receive Dictionary of Project Management Terms by J. LeRoy Ward, PMP, PgMP.

You will learn IT project management skills through hands-on exercises, interactive case studies and relevant discussions with your peers and an experienced IT project management instructor.

This approach allows you to practice new skills and ask questions as you assimilate a broad array of practical experiences that can immediately be applied when you return to the workplace.

Reminder: Participants taking this course should not take Managing Projects.

PgMP is a registered mark of the Project Management Institute, Inc�

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KEY TOPICS

Overview of IT Project Management ●● Definition and characteristics of IT project management ●● Common reasons why IT projects fail ●● Critical factors for IT project success ●● The IT project life cycle ●● Project processes common to all projects

Concept Phase ●● Selecting and funding IT projects ●● Identifying key project stakeholders ●● The purpose and content of an IT business case ●● Preparing a project charter

Requirements Phase ●● Identifying and articulating customer requirements ●● Functional vs. technical requirements ●● Methods for gathering requirements ●● Developing a requirements traceability methodology

Planning Phase ●● Key components of the project plan ●● Constructing a work breakdown structure ●● Building a project schedule ●● Estimating duration, resources and costs ●● Risk management and response planning ●● Subsidiary management plans

Design Phase ●● Major activities of the preliminary and detailed design activities ●● The technical specification document ●● Design techniques used in developing the technical solution ●● Make or buy decision methodology

Construction Phase ●● Developing a project team ●● Quality assurance activities, testing and audits ●● Assessing project performance ●● Developing and using a change request methodology ●● Developing risk response strategies

Delivery Phase ●● Key activities of the delivery phase ●● Four major product/system conversion strategies ●● Understanding the “go-live” transition responsibilities of the project manager ●● Developing scope verification and customer acceptance strategies

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Project Leadership, Management and Communications

YOU WILL LEARN TO:

●● Lead project teams through effective communication

●● Identify motivational value systems to improve productivity and cooperation

●● Recognize the role of business and personal ethics in leadership

●● Utilize a powerful four-stage collaborative negotiation process

●● Define predictable change stages and identify appropriate leadership strategies for each stage

●● Create a personal Leadership Development Plan

KEY TOPICS

Leadership and Management ●● What is leadership? ●● The difference between leadership and management ●● Assessing your leadership competencies and developmental needs ●● Processes for establishing direction, aligning people and motivating ●● Identifying different leadership styles

Leading Effective Teams ●● What is a team? ●● The stages of team development ●● Leading and maintaining effective, productive teams ●● Evaluating team progress and coaching team members as necessary

Building Relationships ●● How individual differences affect your ability to lead ●● Identifying your motivational patterns using the Strength Deployment Inventory® (SDI®) ●● How to be more influential by understanding motivational patterns ●● Using an understanding of individual differences to help you manage conflict more effectively

Ethics and Leadership ●● The definition of ethics and the link between ethics and trust ●● The role of ethical behavior and leadership ●● The difference between personal and organizational ethics ●● The effect of the triple constraint on ethics

Negotiating Conflict ●● Major sources of conflict in project teams ●● The five modes of handling conflict ●● Competitive vs. collaborative negotiation ●● Conflict scenarios and strategies for initiating conflict resolution ●● Power bases used in typical organizations ●● How to plan and conduct collaborative negotiation

Leading Change ●● Your role in a changing organization ●● Predictable stages of adjusting to change ●● Appropriate leadership strategies for each stage ●● Developing a change management plan

COURSE SYNOPSIS

Project Leadership, Management and Communications is an interac- tive course designed to provide a solid foundation in key leader- ship competencies and to afford you the opportunity for a truly transformational leadership experience. As a participant, you will complete a self-assessment of your leadership skills, then master the basics of these leadership competencies: setting direction, aligning people, motivating and inspiring, leading teams, com- municating, building relationships, facilitating ethical conduct, negotiating and leading change.

You will learn how to empower yourself and other team members through more effective negotiation based on an understand- ing of the differences between competitive and collaborative negotiation approaches—and you will gain an appreciation of the importance of a collaborative “win/win” negotiation process. You will also gain a clear understanding of why communication is so important—regardless of how a project is organized. And you will discover how business and personal ethics can influence your leadership style and personality.

Strength Deployment Inventory® and SDI® are registered trademarks of Personal Strengths Publishing, Inc�

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DIGITAL

COURSE

MATERIALS

*Credits may vary by delivery method�

9

DIGITAL

COURSE

MATERIALS

*Credits may vary by delivery method�

10

Scheduling and Cost Control

YOU WILL LEARN TO:

●● Use the work breakdown structure to develop a network diagram

●● Calculate the schedule and cost estimates using PERT and CPM

●● Plan for schedule, scope, and cost variations

●● Predict future project performance based on historical data

●● Predict, assign and tabulate resource requirements

●● Monitor changes and close out projects on time

COURSE SYNOPSIS

In this course you will focus on managing the constraints you face in any project: limits on time, human resources, materials, budget and specifications. Discover proven ways to work within your identified constraints, without letting predefined limits curtail creativity or innovation.

You will gain hands-on experience, practicing your skills in build- ing project requirements and the work breakdown structure. You will learn a sound, logical framework for scheduling and control- ling project activities. And you will master techniques for estimat- ing, forecasting, budgeting, monitoring, controlling, analyzing and reporting costs and interpreting the meaning of earned-value data.

Individual and small-group exercises feature scenarios that help hone these skills, and a comprehensive toolkit provides practical field guidance.

Recommendation: Please bring a calculator to class. Participants should have taken Managing Projects or Managing IT Projects, or have a foundational knowledge of project management concepts before attending this course.

Participants in this course will receive ESI’s Earned Value Formula Finder.

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Updated!

KEY TOPICS

Essential Background ●● Overview of the project management life cycle ●● The project constraints ●● Planning tools ●● Project requirements—a review ●● The work breakdown structure—a review

Resource Allocation and Estimating ●● Using estimates for scheduling and cost control ●● The basic rules of estimating ●● Levels of estimating and estimate types ●● Four estimating methodologies ●● Identifying controllable costs ●● Planning for risk with contingency ●● Building the project resource pool ●● Time-controlled estimates ●● Resource-limited estimates

Scheduling ●● Network scheduling ●● Validating schedules ●● Precedence diagrams ●● Basic scheduling and network calculations ●● Advanced precedence relationships ●● Alternative constraints ●● Gantt and milestone charts

The Baseline ●● Establishing baselines ●● Understanding types of baselines ●● Time-phased distribution of costs ●● Cumulative cost curves

Managing Change Within the Project ●● The process of control ●● Identifying sources of change ●● Screening change ●● Updating the project plan ●● Communicating change

Evaluation and Forecasting ●● Causes of variances ●● Establishing the “data date” for evaluation ●● Controlling costs and schedule late in the project ●● Components of the project audit ●● Establishing a monitoring system ●● Earned value

The Exit Strategy: Closing the Project ●● Steps in completing the project ●● Scope verification ●● Contract closeout ●● Administrative closure

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Contract Management Principles and Practices

YOU WILL LEARN TO:

●● Determine contract components and understand the process from start to finish

●● Select the right contract type for your project

●● Decipher contract legalese

●● Determine which offer will result in the best value for the buyer

●● Agree on objectives, requirements, plans and specifications

●● Negotiate favorable contract terms and make revisions

●● Apply rules of contract interpretation in project disputes

●● Administer contracts appropriately, and know when and how to terminate

COURSE SYNOPSIS

Project managers, contract managers and other professionals involved in the world of contracts must be able to work effectively together and with customers, contractors and subcontractors to accomplish key organizational objectives. Because contracts are developed in an increasingly complex environment, including the rising use of contracted supplies and services throughout gov- ernment and industry, a solid understanding of the contracting process is critical and can give you an advantage whether you are on the buyer’s or seller’s side.

This course explores vital issues from the manager’s perspective, highlighting key roles and responsibilities to give you greater influ- ence over how work is performed. You will also discuss actions that can be taken to help ensure that contractors or subcontrac- tors perform as required under the contract.

Lectures are combined with case studies, exercises and negotia- tion role-playing to maximize the learning experience. Plus, you will receive a comprehensive course materials package, including reference materials specific to each unit of the course.

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KEY TOPICS

The Contract Management Process ●● Contract management definition ●● Description and uses of contracts ●● Buyer and seller perspectives ●● Concept of agency ●● Types of authority ●● Privity of contract ●● Contractor interpretation

Contracting Methods and Contract Types ●● Contracting methods—competitive and noncompetitive ●● Simplified methods ●● Sealed bidding, two-step sealed bidding, competitive negotiation and competitive proposals ●● Reverse auctions ●● Single-source vs. sole-source negotiation ●● Uncertainty and risk in contract pricing ●● Categories and types of contracts ●● Selecting contract types

Preaward Phase ●● Needs assessment ●● Contract planning ●● Evaluation criteria

Award Phase ●● Source selection process ●● Selection criteria ●● Evaluation standards and procedures ●● Negotiation objectives ●● Negotiating a contract

The Postaward Phase ●● Key contract administration policies ●● Compliance with Ts & Cs ●● Tasks for buyers and sellers ●● Contract analysis ●● Performance and progress ●● Records, files and documentation ●● Managing change ●● Resolving claims and disputes ●● Contract closeout and lessons learned

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DIGITAL

COURSE

MATERIALS

*Credits may vary by delivery method�

11

DIGITAL

COURSE

MATERIALS

*Credits may vary by delivery method�

12

Quality for Project Managers

YOU WILL LEARN TO:

●● Integrate quality management into the entire project life cycle for products, processes or services

●● Plan effectively for quality management in the project

●● Assess and improve your organization’s current quality capabilities to help ensure that projects will meet required quality standards

●● Monitor results using quality control tools to help ensure

customer satisfaction

●● Apply quality management tools and techniques to real-world quality management situations

●● Enhance customer expectations through communication, requirements elicitation, stakeholder analysis and planning of quality management

COURSE SYNOPSIS

In Quality for Project Managers, you will learn to apply quality principles to project management, as well as to the products and services resulting from projects. This course brings to the forefront the essentials of project quality management and their vital link to business success, with a focus on process improvement, regardless of industry. You will learn how to integrate quality management concepts with project management practices to create a successful quality management program to support your business success. The course presents a five-step model for success- fully planning, assuring and controlling a project. You will use and take away a comprehensive quality management toolkit, all of which you can immediately apply to your work environment. With a strong emphasis on exercises, this course gives you the opportunity to apply quality strategies and skills to real-world scenarios. The strategies of quality management and continuous improvement dovetail with project management concepts to increase your control over objectives, work and performance. Mas- ter these proven methods and discover how quality greatly contributes to and enhances project success.

Updated!

KEY TOPICS

Quality Management Principles in the Project Environment ●● What is quality? ●● Quality and the project constraints ●● What is project quality management? ●● The evolution of quality ●● Systems thinking ●● The cost of quality ●● Formal quality systems

Quality Planning ●● What is quality planning (QP)? ●● QP inputs, tools and techniques ●● Stakeholders and customers ●● Project quality requirements and standards ●● Benchmarking and quality metrics ●● Quality function deployment (QFD) ●● QP deliverables

Quality Assurance ●● What is quality assurance (QA)? ●● QA inputs, tools and techniques ●● Developing QA activities ●● Investigating QA capabilities ●● Process improvement ●● QA activities and the project quality management plan ●● Quality audits ●● Quality path vs. critical path ●● QA and change control ●● QA deliverables

Quality Control ●● What is quality control (QC)? ●● Major questions of QP, QA and QC ●● QC inputs, tools and techniques ●● The voice of the customer and the voice of the process ●● “Good enough” approach ●● Taguchi’s loss function ●● Quantum innovation vs. continuous improvement ●● Plan-do-check-act (PDCA) cycle ●● Basic quality control toolkit ●● Quality audits and lessons learned ●● QC deliverables

www.esi-intl.in

+91 80 4114 1344

+91 99 8099 3385

Risk Management

YOU WILL LEARN TO:

●● Implement a practical, eight-step process to manage project risk

●● Identify threats and opportunities and determine their relative value to your project

●● Control multiple risks using concise strategies

●● Overcome psychological barriers to risk in stakeholders and team members

●● Make risk and opportunity integral components of your next project plan

COURSE SYNOPSIS

Projects involve many risks such as cost, schedule and resources. For example, you could have a delay in the schedule causing your project to be delayed by two weeks, and a resource that was not available when you started the project is now available at a lower cost. As a project manager you need to be aware of any and all risks that could affect your project.

In this Risk Management course, you will work through the proactive approach to threat and opportunity—based on a clear understanding of the powerful nature of both qualitative and quantitative approaches to risk management.

Risk Management examines threat and opportunity from both a top-down and bottom-up perspective using ESI’s proven eight- step risk management process. Using effective tools, including ESI’s highly regarded risk assessment model, you will learn how to evaluate and respond to risk at the project and task levels.

By applying these tools you will be able to identify, quantify, control and respond to risk in the context of the project life cycle through a risk management plan. This plan will enable you to monitor and control risks throughout the execution of the project by identifying new risks, reassessing existing risks and monitoring risk triggers.

You will end the course with new practices to apply in your envi- ronment and new insights on the implications and advantages of applying risk management well.

KEY TOPICS

Foundations of Risk

● ● Definition and characteristics of “risk”

● ● Elements and factors of risk

● ● Types of risk

● ● Components of risk management

● ● Risk factors specific to IT projects

Planning for Risk Management and Identifying Risks

● ● Risk management planning

● ● Risk identification

● ● Idea generation tools and techniques

Analysis Fundamentals

● ● Probability and impact

● ● Presenting risk

● ● Probability analysis

Analyzing and Prioritizing Risk

● ● Analyzing risks and impact

● ● Establishing and evaluating profitability

● ● Risk-based financial tools and techniques

● ● Expected-value analysis

● ● Decision trees

● ● Probability analysis

● ● Risks vs. opportunities

● ● Prioritizing risks

Planning Responses to Risk

● ● Risk response strategies for threats (avoid, transfer, mitigate and accept)

● ● Risk response strategies for opportunities (accept, enhance, share, exploit)

● ● Establishing reserves

Execution, Evaluation and Update

● ● Risk response monitoring and controlling

● ● Execute risk strategies

● ● Contingency plans and workarounds

● ● Risk evaluation

● ● Reassessing risk

● ● Risk documentation

Closeout

● ● Closing out the risk process

● ● Expectations of the project [risk] manager

Reminder: Participants taking this course should not take IT Risk Management.

+91 80 4114 1344

+91 99 8099 3385

www.esi-intl.in

DIGITAL

COURSE

MATERIALS

*Credits may vary by delivery method�

13

DIGITAL

COURSE

MATERIALS

*Credits may vary by delivery method�

14

IT Risk Management

YOU WILL LEARN TO:

●● Implement a practical, eight-step process to manage IT project risk

●● Identify threats and opportunities and determine their relative value to your project

●● Develop practical response strategies for common IT project risks

●● Overcome stakeholder and team member roadblocks to risk strategy implementation

●● Make risk and opportunity integral components of your next project plan

COURSE SYNOPSIS

The unique challenges of IT projects make it mandatory that an IT

project manager be a skilled risk manager. Risk will always exist in

IT projects given the need to deal with challenging requirements

and expectations, complex and ever-changing technologies and business needs, and aggressive schedules and budgets to support business success.

In

IT Risk Management, you will learn to look at risk management

as

a way to seize opportunities, minimize threats and achieve

optimum results. You will work through the proactive approach

to

threat and opportunity—based on a clear understanding

of

the powerful nature of both qualitative and quantitative ap-

proaches to risk management.

Using effective tools, including ESI’s highly regarded risk assess- ment model, you will learn how to evaluate and respond to risk at the project and task levels. Using these tools, you will analyze and classify risks, determine how to establish an acceptable level of risk and develop a practical risk response plan.

A multi-part case study takes you from a risk overview at the be-

ginning of an IT project through the challenges of ongoing assess- ment and reassessment of threats and opportunities throughout the project.

You will leave this course prepared to face the challenges and opportunities of risk management with new practices to apply

in your environment and new insights on the implications and

advantages of applying risk management well.

Reminder: Participants taking this course should not take Risk Management.

www.esi-intl.in

+91 80 4114 1344

KEY TOPICS

Foundations of Risk ●● Definition and characteristics of “risk” ●● Elements and factors of risk ●● Types of risk ●● Components of risk management

Planning for Risk Management and Identifying Risks ●● Risk management planning ●● Risk identification ●● Idea generation tools and techniques

Analysis Fundamentals ●● Probability and impact ●● Presenting risk ●● Probability

Analyzing and Prioritizing Risk ●● Analyzing risks and impact ●● Establishing and evaluating profitability ●● Risk-based financial tools and techniques ●● Expected-value analysis ●● Decision trees ●● Probability analysis ●● Risks vs. opportunities ●● Prioritizing risks

Planning Responses to Risk ●● Risk response strategies for threats (avoid, transfer, mitigate and accept) ●● Risk response strategies for opportunities (accept, enhance, share, exploit) ●● Establishing reserves

Risk Execution, Evaluation and Update ●● Risk response monitoring and control ●● Execute risk strategies ●● Contingency plans and workarounds ●● Risk evaluation ●● Reassessing risk ●● Risk documentation

Closeout ●● Closing out the risk process ●● Expectations of the project [risk] manager

+91 99 8099 3385

Updated!

Project Management Applications

PERFORM EACH PHASE OF PROJECT MANAGEMENT AS YOU:

●● Apply key project management competencies and team- building techniques

●● Build a cohesive and productive project team and deal with the practical and emotional issues involved with team building

●● Develop a comprehensive project management plan

●● Control a project in a resource-constrained environment while juggling competing project constraints of time, cost, resources, risk and quality

●● Transfer lessons learned back to the real job

COURSE SYNOPSIS

Watch basic concepts come to life in this course, a comprehensive synthesis of core project management principles designed to reinforce skills learned throughout the core curriculum. Whether you attend the classroom or online course, you will work in teams to complete an extensive, realistic project case study.

You will propose, plan and execute a full-scale project under typi- cal organizational constraints. Follow your project through the life cycle, resolving issues of performance, scheduling and control as you address questions of leadership and management. Each team member will take a turn as project manager, defining objectives and performing tasks and producing deliverables critical to the project’s success.

Confirm your mastery of the core principles of project manage- ment in this experiential course and gain the hands-on confidence to practice new skills in your organization.

Reminder: This practice-based course integrates the knowledge, skills and competencies that are gained in the other ESI core project management courses. Having a foundation in industry standard project management practices is a vital component to your success in this course. Typically, this can be achieved by com- pleting at least four ESI project management courses.

Recommendation: Please bring a calculator to class.

+91 80 4114 1344

+91 99 8099 3385

KEY TOPICS

Project Management Competencies

● ● Identifying and applying key project management competencies to a real project

Project Management Simulation Overview

● ● Stages of team development

● ● Ground rules for communication and feedback

● ● Reviewing key project planning concepts and tools

Team Formation

● ● Beginning the team-building process

● ● Translating preliminary project information into responsibilities and initial team structure decisions

Preproposal Analysis and Planning

● ● Building a productive team

● ● Applying influence strategies and tactics

● ● Preliminary risk analysis

● ● Developing a plan to complete the proposal

Proposal Preparation

● ● Managing the team dynamic and commitment

● ● Writing a winning proposal

● ● Delegating to team members

Postaward Planning

● ● Preparing for and conducting a project kickoff meeting

● ● Detailed project planning

Negotiation

● ● Negotiation preparation

● ● Negotiation best practices

● ● Conduct a negotiation

Implementation

● ● Measuring performance

● ● Managing risk and uncertainty

● ● Reporting progress and following up

● ● Managing change and achieving project control

● ● Leveling resources

Closeout

● ● Team: review, closeout and reassignment

● ● Project documentation and lessons learned

● ● Organization

● ● Client sign-off, “ownership” and revenue enhancement

www.esi-intl.in

DIGITAL

COURSE

MATERIALS

*Credits may vary by delivery method�

15

DIGITAL

COURSE

MATERIALS

WHAT IS THIS? INSTRUCTOR-LED TRAINING 3 days 9:30 a�m�–6 p�m� COURSE CODE PMC-DNG COURSE SCHEDULE
WHAT IS
THIS?
INSTRUCTOR-LED
TRAINING
3 days
9:30 a�m�–6 p�m�
COURSE CODE
PMC-DNG
COURSE
SCHEDULE
PDUs: 22�5
CEUs: 2�25
CPE credits: 27
On-site delivery available
under GS-02F-0058P�

16

Business Process Analysis, Innovation and Design

YOU WILL LEARN TO:

●● Avoid the management “dead zone” lurking in every process redesign project

●● Facilitate a paradigm shift within your organization

●● Set realistic “stretch targets” for the transition

●● Evaluate the organization culture’s readiness for change

●● Maintain a constancy of purpose despite declining morale and hostile attitudes in some stakeholders

●● Assess the effectiveness of current processes

●● Reinvent effective processes for the future

COURSE SYNOPSIS

To survive in the twenty-first century, organizations must become lean, flexible, innovative and customer-driven. To do this, most companies need to analyze and redesign core business processes. They must abandon old ideas about how organizations should be managed and rethink how to do things faster, better, cheaper—or whether to do them at all.

Business process analysis and design can tremendously improve an organization’s productivity, profitability, responsiveness and customer satisfaction.

Learn practical techniques for designing critical processes in corporations, government agencies and nonprofit organizations in this valuable course. Get answers to fundamental questions about process innovation: what it is, what benefits it affords, and why it necessitates rethinking an organization’s use of information technology and management control mechanisms.

You will leave the course prepared to begin business process analysis and redesign with realistic expectations and sound strategies that provide a foundation for success.

www.esi-intl.in

+91 80 4114 1344

KEY TOPICS

Defining Business Process Innovation ●● A model for process invention ●● A business process innovation road map ●● Six guidelines for success

A Historical View ●● Deciding when to redesign a process ●● Leaping the curve of process change ●● Making the case for process innovation

Process Analysis and Redesign as a Business Strategy ●● An enterprise model for change ●● Analyzing current change strategy ●● Process innovation value-added ●● Strategic process capability

The Process-Centered Organization:

Leadership and Change Acceleration ●● The change acceleration model ●● Process innovation and leadership styles ●● Recruiting the process design team

Analysis and Evaluation of Current Systems and Processes ●● Assessing organizational readiness ●● Mapping the existing processes ●● Process analysis tools ●● Assumption busting

Functional Process Diagnosis ●● Symptoms of process disease ●● Cause-and-effect analysis ●● Improve it, fix it or obliterate it?

Designing the Optimal Process ●● The return on investment (ROI) of process redesign ●● Templates for process reinvention ●● Process design tools ●● Developing the desired process ●● Analyzing the risk of change ●● Anticipating barriers and identifying accelerators ●● Highlighting communication tactics

Overcoming Resistance to Change ●● Making the benefits real ●● Dealing with fear and anxiety ●● Avoid common costly mistakes

+91 99 8099 3385

Negotiation Skills for Project Managers

YOU WILL LEARN TO:

●● Recognize the naturally occurring structure of a negotiation in order to develop an efficient and effective methodology for preparing and conducting a negotiation

●● Explore negotiation in the context of project management

●● Leverage your negotiating competencies to improve your strengths

●● Gain insight into how to better manage yourself, your emotions and your relationship with the other party

●● Better prepare for complex and difficult negotiation situations

COURSE SYNOPSIS

Negotiation is an invaluable skill for any project manager. Not only do you negotiate agreements with vendors and contractors, but you must effectively negotiate with stakeholders, customers and team members throughout the life of a project. This three-day, highly interactive experience covers the dynamics, processes and techniques of internal and external negotiation situations.

Short on lecture and long on practice, this course provides par- ticipants the opportunity to experience one-on-one negotiations. You will learn how to analyze negotiation styles, diffuse conflict and turn it into an advantage, and negotiate more effectively. Participants will receive coaching and feedback from the instruc- tor and the other participants.

By the end of the course, you will have explored the dynamics of both the competitive and collaborative models of negotiation as well as some of the implications of team negotiations. Not only will you gain new skills, but also, you will gain experience using them in realistic situations. To ensure you maintain and build these skills, the course includes a personal action plan that will ensure the integration of new knowledge and skills in both your personal and professional life.

+91 80 4114 1344

+91 99 8099 3385

KEY TOPICS

Negotiation Fundamentals ●● Defining key negotiation terms ●● Competitive and collaborative approaches to negotiation ●● Competitive styles ●● Dynamic and static issues

Negotiation in the Project Management Context ●● Negotiation during the project life cycle ●● Power and politics ●● Negotiating collaboratively ●● Analyzing and negotiating with stakeholders ●● Project constraints during negotiation ●● Negotiation and the project constraints

Influencing Styles ●● Diagnosing your own preference for negotiation using the Myers- Briggs Type Indicator (MBTI®) ●● Observational techniques to read the influencing style of the other party

Collaborative Negotiation: The Basic Elements ●● Applying behaviors to build trust ●● Positions vs. interests ●● Establishing criteria acceptable to both parties to evaluate and select the best option ●● Breakthrough strategies for overcoming obstacles to agreement ●● Preparing to negotiate collaboratively

Negotiation Challenges and Complexities ●● Complexity vs. difficulty in negotiations ●● Power in negotiations ●● Negotiating across cultures ●● Team negotiations ●● Negotiating up ●● Electronic negotiations ●● Strategies for negotiating in challenging situations

www.esi-intl.in

DIGITAL

COURSE

MATERIALS

*Credits may vary by delivery method�

17

DIGITAL

COURSE

MATERIALS

WHAT IS THIS? INSTRUCTOR-LED TRAINING 2 days 9:30 a�m�–6 p�m� COURSE CODE PMC-DGX COURSE SCHEDULE
WHAT IS
THIS?
INSTRUCTOR-LED
TRAINING
2 days
9:30 a�m�–6 p�m�
COURSE CODE
PMC-DGX
COURSE
SCHEDULE
PDUs: 15
CEUs: 1�5
CPE credits: 18
On-site delivery available
under GS-02F-0058P�

18

Unlocking the Power of Earned Value Management

YOU WILL LEARN TO:

●● Harness the power of EVM to control your project

●● Indicate work progress in a more objective way within and across projects

●● Properly relate cost, schedule and technical accomplishment

●● Relate time-phased budgets to specific tasks and/or statements of work to create a useful and realistic baseline

●● Provide managers with a practical level of summarization

●● Prepare an action plan and create an immediate impact to your organization’s ability to effectively control projects

COURSE SYNOPSIS

Management has been pushing you to explain what is really going on in your projects, and to tell them how you know that what you are telling them is true. What you really need is a more objective way to evaluate and control your project and to provide management accurate summary information.

This course will take you beyond the calculations you have already learned. You will review key project documents to gain an understanding of their relationship to effective project evaluation and control using EVM. You will explore the challenges and approaches involved in establishing a baseline and obtain- ing accurate, timely and useful information to measure project performance with EVM.

Working through an integrated Earned Value Management Implementation Plan throughout each module of this course will help you determine a realistic assessment of where your project actually stands. This approach allows you to practice new skills and ask questions as you assemble a real-time document to implement when you return to the workplace.

Reminder: Prior to taking this course, you should have a good understanding of standard project management control tools such as network diagrams and responsibility matrices. In addition, a basic background in applying and managing cost and schedule metrics is desirable.

www.esi-intl.in

+91 80 4114 1344

KEY TOPICS

Evaluation and Control in a Project Environment ●● What is the difference between evaluation and control? ●● The challenges of evaluation and control ●● How do you accomplish effective evaluation and control? ●● Developing your EVM plan for implementation

Effective Earned Value Management ●● EVM speak—know the language ●● How to get “the numbers” ●● OBS and WBS: What are they and why are they important? ●● Estimating cost and schedule honestly and accurately ●● Setting the Performance Measurement Baseline (PMB) ●● Developing your EVM plan for implementation

Data Collection, Change Management and Baseline Maintenance

Earned Value in Action ●● Formulas for control ●● Variance tolerances and thresholds ●● Are you in control? ●● EVM rules ●● Developing your EVM plan for implementation

EVM Reporting ●● EVM reports ●● Tracking ●● Project reviews ●● Developing your EVM plan for implementation

Implementation of EVM ●● Requirements of the organization ●● Challenges to implementation ●● Developing your EVM plan for implementation

Participants in this course will receive ESI’s Earned Value Formula Finder.

Recommendation: Please bring a calculator to class.

+91 99 8099 3385

Writing Statements of Work: The Heart of Any Contract

YOU WILL LEARN TO:

●● Identify common errors found in inappropriate, confusing or misconstrued narratives

●● Employ easy techniques and “best practice” methods that will maintain high quality in your SOW documents

●● Recognize what a “breach of contract” entails

●● Assist others in critiquing SOWs for quality, clarity and completeness

●● Utilize information on how the courts historically interpret disputes in contract language according to long-standing principles

KEY TOPICS

The Basics of SOWs in Business ●● The essential elements of a contract ●● Basic concepts in contract law ●● Categories and types of contracts ●● Uncertainty and risk in contracting ●● Conflicts in contracts ●● Contract interpretation guidelines

The Purpose of the SOW ●● Common elements of a Master Agreement ●● Relationship between Master Agreement and SOW ●● Buyer versus seller perspective of the SOW ●● Importance of the SOW

The Evolution of the SOW ●● Determining needs from wants ●● Leveraging objectives into requirements ●● Purpose of the Statement of Objective ●● The work breakdown structure (WBS) relationship to requirements and the SOW

Preparing for an SOW ●● SOW outline ●● Different approaches to SOWs ●● Goals in writing an SOW ●● A well-written SOW

Creating the Narrative ●● Initial questions for an SOW ●● Problems associated with poor writing and poor construction ●● Guidelines for writing the SOW

Quality Assurance through the Use of the Master Checklist ●● The purpose/rationale of the SOW master checklist

Changes to a Signed SOW ●● Administering the contract ●● Managing changes to the SOW ●● Constructive SOW changes ●● How to keep issues and disputes at bay

Standard Tools Used for Preparing Quality SOWs ●● Standard outline for a typical SOW ●● SOW template ●● Checklist for identifying typical problems or poor or complicated narratives ●● Master checklist for the SOW writer

COURSE SYNOPSIS

Widely considered the “heart of the contract,” the Statement of Work (SOW) is the foundation of the relationship between buyers and sellers. The purchase or sale of products and services can only be executed by skillfully creating the SOW document. This course is designed for practical use by requirements developers, in-house SOW team members and other project managers and contract managers whose responsibilities include properly iden- tifying needs and turning them into quality contracts. It provides the information you need, including basic contract management concepts, to consistently develop and administer effective SOWs.

This course employs challenging team exercises and case studies that will take you through the process of building a solid state- ment of work. First you will start out understanding the relation- ship between the Master Agreement and the SOW. Next comes the evolution of the SOW and how a Statement of Object (SOO) and/or a SOW outline is needed in preparation of the SOW. This is followed by breaking down poorly written and constructed SOWs and/or sections of SOWs and re-writing them using best practices and guidelines. After that, the team will build a multi-page SOW from scratch. Finally you will learn what needs to occur regarding the SOW when there is change in the project that does not meet the SOW.

The skills learned in this practical course can be immediately applied by anyone involved in writing, negotiating, awarding or administering SOWs.

+91 80 4114 1344

+91 99 8099 3385

www.esi-intl.in

DIGITAL

COURSE

MATERIALS

WHAT IS THIS? INSTRUCTOR-LED TRAINING 3 days 9:30 a�m�–4:30 p�m� COURSE CODE PMC-CWN COURSE SCHEDULE
WHAT IS
THIS?
INSTRUCTOR-LED
TRAINING
3 days
9:30 a�m�–4:30 p�m�
COURSE CODE
PMC-CWN
COURSE
SCHEDULE
PDUs: 18
CEUs: 1�8
CPE credits: 21�5
On-site delivery available
under GS-02F-0058P�

19

DIGITAL

COURSE

MATERIALS

*Credits may vary by delivery method�

20

Updated!

Requirements Management:

A Key to Project Success

YOU WILL LEARN TO:

● ● Introduce a requirements management process

● ● Implement key methods in requirements management that will increase successful completion of projects

COURSE SYNOPSIS

Requirements are the foundation of any project, yet the number of project failures attributed to inadequate re- quirements development and management is staggering. As projects progress, “scope creep” often occurs due to the inability to manage constant change. Customers’ needs and the project sponsor’s needs frequently seem to be at odds. How does the project manager cope with all the turmoil?

Requirements Management: A Key to Project Success takes the project manager beyond the basics—to all aspects of the requirements management process, from concept through closeout. Participants will learn practical techniques for requirements management and a recommended require- ments management process, including proper selection of tools and techniques for specific types of projects. Explore evaluation techniques to verify requirements early in the project life cycle so as to prevent costly rework downstream. Even with a solid process for managing re- quirements, fallout may still result from the battle between important project stakeholders. Participants will practice methods of effective relationship management and nego- tiation to ensure agreement on functional requirements.

An action-packed, integrated case study will provide experienced project managers, who already have experi- ence with the basics of requirements management, the opportunity to practice new skills in a supportive learning environment.

Reminder: Participants should have a basic understanding of project management processes and how to identify, analyze and write requirements prior to taking this course.

KEY TOPICS

Requiremens Factors Influencing Project Problems

● ● Defining requirements

● ● Tools and techniques for generating ideas

The Requirements Management Process

● ● The project, system development and requirements management life cycles

● ● Steps in the requirements management process

● ● Fixed and evolving requirements

● ● Requirements identification and analysis

● ● Managing changes to requirements

Stakeholder Assessment

● ● Identification and categorization

● ● Relationship management

● ● Communication plan

● ● Risk factors

Requirements Stakeholders

● ● Conducting a stakeholder analysis

● ● Identifying risks and mitigation strategies

● ● Stakeholder action plan

● ● Relationship management process

Requirements Identification

● ● The importance of requirements

● ● Identify types of requirements: functional, nonfunctional requirements and global requirements

● ● Design and project constraints

● ● Risk analysis

Requirements Derivation

● ● Methods for deriving requirements

● ● Conducting a difficult interview

● ● Business process analysis

● ● Use case scenario planning

● ● Structured analysis

● ● Requirements traceability

● ● Kano analysis

Analysis, Review and Approval

● ● Requirements baseline

● ● Ensuring complete requirements documentation

● ● Requirements documentation methods

● ● Requirements analysis by type

● ● Methods for reviewing requirements

Change Management

● ● Managing requirements changes

● ● Requirements change management process

● ● Impact analysis

Test Project Deliverables

● ● Test planning and execution

● ● Types of testing for requirements verification

● ● Acceptance criteria

Requirements Closeout Procedures

● ● Closing out requirements documentation and the project

● ● Closeout summary report

www.esi-intl.in

+91 80 4114 1344

+91 99 8099 3385

PMP® Exam Power Prep

THIS COURSE IS FOR YOU IF:

● ● You want an in-depth topic review, structured study time, and expert coaching

● ● You want to ensure exam success with five power-packed days of preparation

● ● You have met the requirements on PMI’s PMP® Credential Application

Take PMI’s PMP® certification exam within 60 days of the PMP® Exam Power Prep course and we will stand behind your success. Should you fail to pass the exam on your first try, we will give you free access to the online version of our popular and effective PMP® Exam Preparation course to support your additional focused preparation. (You must enroll within 30 days after having taken the PMP® certification exam; you will be given standard course access.)

COURSE SYNOPSIS

Immerse yourself in ESI’s PMP® Exam Power Prep and you will be well on your way to passing PMI’s PMP® certification exam. This intensive, five-day course is packed with topic reviews, practice questions, and structured individual study time including targeted coaching by a PMP® certified instructor and project management expert.

Review exam “trouble-spots” and learn insightful test-taking strategies to accelerate your learning and pave your way to success on the PMP® certification exam.

You will receive a comprehensive workbook, including drills and practice exams, as well as PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide, 5th Edition).

+91 80 4114 1344

+91 99 8099 3385

PMP® Exam Preparation

www.esi-intl.in

*Credits may vary by delivery method�

COURSE SYNOPSIS

Improve your chances of passing the grueling PMP® certification exam on the first try with this well-proven and successful course. You will find out exactly what components of your project management background will be tested so you know where to focus your attention during the vital weeks of preparation. You will become familiar with the makeup and format of the exam itself with access to a precourse assessment plus four 200-ques- tion timed practice tests that model the real PMP® certification exam. Plus, you will get a chance to explore the rationale behind answers and receive coaching and guidance from your instructor, a certified Project Management Professional®.

To support your studies, you will receive a digital copy of PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide, 5th Edition) as well as several readings and study aids.

Learn from the project management experts at ESI how to make the most of your limited study time.

PMI is a registered mark of the Project Management Institute, Inc�

+91 80 4114 1344

+91 99 8099 3385

www.esi-intl.in

DIGITAL

COURSE

MATERIALS

WHAT IS THIS? INSTRUCTOR-LED TRAINING 5 days 9:30 a�m�–6 p�m�, except last day 9:30 a�m�–1:30
WHAT IS
THIS?
INSTRUCTOR-LED
TRAINING
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21

COURSES FOR PROGRAM MANAGERS AND EXPERIENCED PROJECT MANAGERS

Let’s face it… the use of complex projects and programs within organizations is growing rapidly. Not many have the skills to meet the demand. As a program manager you need to see beyond each individual project and think about the bigger picture— business results. ESI’s Program Management curriculum will help you develop the project management, business and leadership skills needed to focus on high-level, strategic business goals.

MASTER’S CERTIFICATE IN PROGRAM MANAGEMENT

COMPLETE SEVEN COURSES within four years, as follows:

 

Program Management

  Program Management (REQUIRED)

(REQUIRED)

 

Complete six courses from the following:

 

Courses for

Select

Core Business Skills courses

 

Select Project Management elective courses

Select Contract Management courses

experienced

Business Analysis

project managers

courses

(LIMIT ONE)

 

Rapid Assessment and Recovery of Troubled Projects

• Rapid Assessment and Recovery of Troubled Projects

Developing a

Establishing a Business Mindset

 

Negotiation Skills for Project Managers

• Negotiation Skills for Project Managers

Source Selection Essentials:

Business

 

Planning, Conducting and

Case

Case • High-Impact • Business Process Analysis, Debriefing

High-Impact

Business Process Analysis,

Debriefing

Leading Complex

Strategic

 

Communication

• Leading Complex • Strategic   Communication Innovation and Design • Managing Performance-

Innovation and Design

Managing Performance-

Projects

Projects Enterprise Analysis • Critical Thinking and   • Writing Statements of Work: Based Service Awards

Enterprise

Analysis

Projects Enterprise Analysis • Critical Thinking and   • Writing Statements of Work: Based Service Awards

Critical Thinking and

 

Writing Statements of Work:

Based Service Awards

Aligning Project

Problem Solving

• Aligning Project Problem Solving The Heart of Any Contract • Subcontract Management

The Heart of Any Contract

Subcontract Management

Management with

   

in Government Contracting

Organizational

Budget and Financial Management

 

Unlocking the Power of Earned Value Management

Strategy

Strategy  
 
 

Coaching and Mentoring for Improved Performance

Requirements Management:

A Key to Project Success

A Key to Project Success

Taking Charge of Organizational Change

• Taking Charge of Organizational Change
   
 

Communicating Up: Winning Strategies for Successful Executive Conversations

Select Agile course

Project Portfolio Management Using Agile

course • Project Portfolio Management Using Agile = available online via ESI’s Virtual Instructor-Led

= available online via ESI’s Virtual Instructor-Led Training

Program Management

YOU WILL LEARN TO:

●● Increase your effectiveness and efficiency as a program manager in achieving the strategic value of a program

●● Follow a systematic approach to managing programs

●● Apply proven tools and techniques to program management

●● Recognize benefits management as the primary responsibility of the program manager

●● Use a standard vocabulary for program management

●● Distinguish between projects, programs and portfolios; and project management, program management and portfolio management

●● Describe the program life cycle and recognize the value of following this approach

●● Understand the critical success factors of program management; maintaining alignment with strategy, managing benefits and stakeholders and executing program governance

COURSE SYNOPSIS

Program management does not simply entail managing interrelated projects—rather, it is about managing programs to maximize benefits realization while ensuring that programs (and their components) align with organizational strategy and overall strategic objectives. Whether you are new to the field or a seasoned practitioner, this course offers a hands-on approach to program management.

The course contains an integrated case study and walks par- ticipants through the life cycle of a typical program, identifying critical success factors at each step in the process. In addition to the latest insights from PMI’s Standard for Program Management, 3 rd edition, and Managing Successful Programmes (MSP), this course is packed with practical application tools, techniques and best practices for managing programs. You will learn to initiate a program, develop a solid business case, manage stake- holders at all levels, develop a detailed roadmap (including program and governance plans), and define key deliverables and outputs needed for realizing program benefits. You will also manage change and program challenges, and close out the program effectively.

KEY TOPICS

Introduction to Program Management ●● Relationships and differences between projects, programs and portfolios ●● Program life cycle ●● Interdependencies between projects and programs ●● Critical success factors for program management

Program Proposal ●● Strategic benefits of programs ●● Organizational mission, vision and values, and how they influence strategy ●● Alignment of program objectives and organizational objectives ●● High-level business case ●● The program manager’s role

Program Initiation and Approval

●● Characteristics of effective program managers ●● Program charter ●● Stakeholder management plan

Schedules

Cost estimates

●● Program approval

Program Planning ●● Program management plan

Define program scope, including project and non-project work

Program architecture

Benefits realization plan

●● Plan for the remainder of the program ●● Program infrastructure setup, including governance tools, PMO, facilities and other processes ●● Metrics for measuring and controlling the program

Delivery of Capabilities and Benefits ●● Governance structure for monitoring and controlling program components ●● Factors for project sequencing in order to meet program objectives and realize benefits ●● Program coordination, management and monitoring ●● Response to program changes and execute corrective actions when necessary ●● Coordinate activities between program components/projects ●● Management of changes and benefits impacting the organization

Program Closure ●● Stakeholder communication ●● Program closure and benefits realization ●● Program closure activities ●● Transition to operations and maintenance ●● Lessons learned

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www.esi-intl.in

DIGITAL

COURSE

MATERIALS

*Credits may vary by delivery method�

23

DIGITAL

COURSE

MATERIALS

*Credits may vary by delivery method�

24

Rapid Assessment and Recovery of Troubled Projects

YOU WILL LEARN TO:

●● Perform a rapid assessment of a project to determine its status

●● Determine whether stabilization is possible

●● Establish a stabilization plan

●● Lead a transition to a stabilized project

●● Define a continuous improvement system

KEY TOPICS

Introduction to Assessment Methodology ●● Identifying the early warning signs of troubled projects ●● Assessment benefits and challenges by assessment type ●● Overview of the Rapid Assessment Model ●● Assessment and stabilization charter

Develop the Assessment Plan ●● Rapid assessment planning meeting and approach ●● Documentation review and the project team ●● Assessment planning tools ●● Identifying threats, opportunities and problems

Conduct the Assessment ●● Tools and processes for conducting interviews and questionnaires ●● Analyzing project data, metrics, processes ●● Affinity diagramming ●● Prioritization of threats, opportunities and problems

Develop the Stabilization Plan ●● Inchstone planning ●● Addressing the people, process, product and timing ●● Stabilization conceptual overview ●● Developing a plan for stabilization

Conduct the Stabilization ●● Executing, monitoring and updating the inchstone plan ●● Techniques for prioritizing threats, opportunities and problems ●● Rebaselining the project plan ●● Implementing project control metrics

Establish a Continuous Improvement Framework ●● Avoiding classic mistakes ●● Establishing a plan for continuous improvement

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 criti- cal 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 to 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.

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

www.esi-intl.in

+91 80 4114 1344

+91 99 8099 3385

Leading Complex Projects

YOU WILL LEARN TO:

●● Adopt leadership techniques to increase your odds of success

●● Apply the concepts of complexity science to project management

●● Utilize 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

COURSE SYNOPSIS

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 to anticipate 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?

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

You will learn to use ESI’s unique Complexity Indicator and Com- plex Project Model to increase your effectiveness in controlling the complexity in your project. The Complex Project Model pro- vides 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 complex- ity and leverages use of the remaining complexity for positive results—in short, to stack the odds of success in your favor!

The exercises and readings are designed to give you hands-on experience from a new perspective while determining the true level of project complexity. Among the tools provided is 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 weak- nesses of your project against the nine areas of PMBOK® Guide. This course is a must for the experienced project manager who needs a leg up in managing the seemingly unmanageable!

+91 80 4114 1344

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KEY TOPICS

Understanding Complexity in Projects ●● Elements of complexity theory ●● Leadership approaches and techniques

The Complex Project Model and Process ●● ESI’s Complex Project Model ●● ESI’s Complex Project Process ●● Knowledge of complexity ●● Communication ●● Leadership ●● Project management

Determining Project Complexity ●● ESI’s Complexity Indicator ●● Assessing complexity levels ●● Applying the indicator

Designing for Complex Projects ●● OBS, PBS, WBS ●● Design tasks ●● Planning for project execution

Leading Complex Projects ●● Leadership levels ●● Clear vision ●● Principles and disciplines for leading complex projects

www.esi-intl.in

DIGITAL

COURSE

MATERIALS

*Credits may vary by delivery method�

25

DIGITAL

COURSE

MATERIALS

*Credits may vary by delivery method�

26

Aligning Project Management with Organizational Strategy

YOU WILL LEARN TO:

●● Reinforce top-level strategy formulation

●● Link organizational strategy from business strategy to portfolio development to project implementation

●● Ensure project credibility by aligning your project with your organization’s goals, objectives and strategies

●● Develop and implement an appropriate strategy for your project

●● Communicate your strategy to the project team, the customer and other project stakeholders

●● Manage stakeholder expectations to maintain portfolio/project alignment

KEY TOPICS

Organizational Strategy in Context ●● Strategy defined ●● Strategy as a way to achieve organizational success ●● Paradigm shifts and their impact—how change influences strategy ●● Forces for business change ●● The impact of organizational constraints on strategy

Organizational Strategy: Approaches and Techniques ●● Strategy as a key to organizational success ●● Elements of a successful strategy ●● The relationship between strategy and achievability ●● Strategy assessments ●● Classic approaches and techniques for level- setting strategic thinking ●● Setting up a culture of strategic thinking

Portfolio Management: Strategic Context ●● Defining a portfolio ●● Identifying projects included in a portfolio ●● The impact of portfolio management on strategy ●● Challenges and benefits of portfolio management ●● Influential roles in portfolio management

Portfolio Set Up and Selection ●● Setting up a successful project portfolio ●● Organizational influences of portfolios ●● Generating potential portfolio projects ●● Selecting and prioritizing portfolio projects

Maintaining Portfolio Project Alignment with Organizational Strategy ●● Integrating new projects into an existing portfolio ●● Project performance and project gateway reviews ●● Project closeout

Strategic Project Management ●● Strategic PM process and paradigm ●● Aligning projects with strategy ●● The role of the project team ●● Managing change in strategic projects ●● Anticipating and managing stakeholder expectations and resistance

COURSE SYNOPSIS

Today’s business climate is characterized by unprecedented changes in technology and globalization, as well as by complex business relationships and the unrelenting drive for competitive success. In this highly stressful environment, it is essential for proj- ect managers to think and act strategically. How does an organiza- tion formulate a strategy to achieve competitive success? How do projects contribute to the implementation of the organization’s strategy? How should a project manager develop a project strat- egy that supports organizational strategic and business goals?

Aligning Project Management with Organizational Strategy gives you an in-depth analysis of the process leading from business strategy formation to portfolio development to the project and project manager’s role. Learn how to link your project to the business strategy, apply and maintain alignment of the project strategy, and manage the expectations and interests of those who have a stake in the project outcome.

Thought-provoking discussions and stimulating exercises high- light this dynamic, timely course.

You will learn how to use a project ranking tool that can be used within your organization to prioritize strategic projects. This tool can help you, the project manager, ask the questions to understand how your project fits into your organization’s strategic initiatives.

www.esi-intl.in

+91 80 4114 1344

+91 99 8099 3385

AGILE

COURSES

Iterations. Anticipation. Adaptation. Agile methods utilize cohesive teams to continuously release deliverables. ESI’s Agile courses build competencies around Agile so you can be part of the Agile team. Explore our NEW Agile courses online at www.esi-intl.com/AG.

ASSOCIATE’S CERTIFICATE IN AGILE PRACTICES

COMPLETE THREE COURSES within two years, as follows:

Agile Projects: Keys to Getting Started Delivering Agile Projects with Scrum

orKeys to Getting Started Delivering Agile Projects with Scrum At least one course must be taken

At least one course must be taken from the following:

Agile courses

course must be taken from the following: • Agile courses • Any ESI learning program MASTER’S

Any ESI learning program

MASTER’S CERTIFICATE IN AGILE PRACTICES

COMPLETE SEVEN COURSES within four years. You must complete one of the following:

Agile Projects: Keys to Getting Started Delivering Agile Projects with Scrum

orKeys to Getting Started Delivering Agile Projects with Scrum At least four courses must be taken

At least four courses must be taken from the Agile courses below:

Developing Agile Requirements

Estimating and Planning Agile Projects

PMI-ACP® Exam Preparation

Agile Practices for Product Owners

Project Portfolio Management Using Agile

for Product Owners Project Portfolio Management Using Agile • Core Project Management courses • IT Project

Core Project Management courses IT Project Management courses Courses for experienced project managers Business Analysis courses

project managers • Business Analysis courses = available online via ESI’s Virtual Instructor-Led

= available online via ESI’s Virtual Instructor-Led Training (vITL)

The Agile Toolkit ESI has thousands of resources our library and of them. in own
The Agile Toolkit
ESI
has
thousands
of
resources
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library
and
of them.
in own Why?
we
combed
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To
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start building
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Agile start building resources to your Agile toolkit. NEW! Strengths and Challenges Use this brainstorming tool

NEW! Strengths and Challenges

Use this brainstorming tool to identify and evaluate organizational forces to help/hinder a transition into an Agile project management environment.

a transition into an Agile project management environment. DOWNLOAD NOW NEW! Successful Solutions Through Agile

DOWNLOAD NOW

NEW! Successful Solutions Through Agile Project ManagementNEW!

In the highly iterative and incremental environment of Agile, communication between the project team and customer is critical. This paper highlights an approach for adopting the agile project management framework, identifies key challenges to implementing Agile approaches, and show- cases the roles of project management and business analysis in that context.

READ NOWof project management and business analysis in that context. Agile Resource Room Learn more about Agile

management and business analysis in that context. READ NOW Agile Resource Room Learn more about Agile

Agile Resource Room

Learn more about Agile project management in the brand NEW practitioner resource rooms on ESI’s new and improved website.

resource rooms on ESI’s new and improved website. VISIT RESOURCE ROOMS Agile vs. Traditional Curious if

VISIT RESOURCE ROOMS

on ESI’s new and improved website. VISIT RESOURCE ROOMS Agile vs. Traditional Curious if your next

Agile vs. Traditional

Curious if your next project is appropriate for Agile? Use our checklist to determine which approach is better suited to your project.

DOWNLOAD ESI’S TRADITIONAL VERSUS AGILE CHECKLISTdetermine which approach is better suited to your project. Agile Readiness Is your team ready to

project. DOWNLOAD ESI’S TRADITIONAL VERSUS AGILE CHECKLIST Agile Readiness Is your team ready to go Agile?

Agile Readiness

Is your team ready to go Agile? Use our Team Readiness Radar to determine their level of proficiency for working in an Agile environment.

level of proficiency for working in an Agile environment. DOWNLOAD ESI’S TEAM READINESS RADAR NEW! Agile

DOWNLOAD ESI’S TEAM READINESS RADAR

an Agile environment. DOWNLOAD ESI’S TEAM READINESS RADAR NEW! Agile in Government: Can Agencies Make it

NEW! Agile in Government:

Can Agencies Make it Work?

Agile is quickly becoming a necessary method for government project managers to know and adopt. The US CIO’s 25-point plan and section 804 of the National Defense Authorization Act are requiring the move to Agile. Now the question is, can Agile work in government?

READ NOWto Agile. Now the question is, can Agile work in government? Agile Project Management Metrics: Finding

Now the question is, can Agile work in government? READ NOW Agile Project Management Metrics: Finding

Agile Project Management Metrics: Finding the Right Tools for the Job

The switch to Agile Project Management requires an entire mindset change. Not only are methods changing, but metrics need to be measured and looked at differently. Is Agile, and the mindset shift that comes with it, something your organization is ready for? Are you using the right tools and metrics to report your process correctly in an Agile environment?

to report your process correctly in an Agile environment? READ NOW 2 8 www.esi-intl.in +91 80

READ NOW

28

www.esi-intl.in

+91 80 4114 1344

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Agile Projects: Keys to Getting Started

YOU WILL LEARN TO:

●● Select which projects are suitable for an Agile environment

●● Determine the readiness of an organization, team, customer and project manager

●● Define user stories and how to elaborate and define test cases to assure the customer’s requirement

●● Plan releases, estimate iterations by providing story point estimates for each feature and determine the team’s velocity

●● Provide status reports to management through burndown charts, iteration tables, Agile earned value management and so on

●● Adapt changes based on the customer’s request and effectively enhance the process to manage those changes

●● Determine when a project should be terminated

COURSE SYNOPSIS

Today, global businesses want and need to be able to deliver products to the market faster. As new projects are selected by the organization or management, it is important to determine whether a traditional or Agile project management approach is appropriate. For a project to succeed, the organization needs to support the process, customers need to be involved daily, teams need to be creative and self-disciplined, and project managers need to be able to facilitate and lead the team. Working in an Agile environment means being able to quickly deliver the customers’ features on time and be able to respond to their needs by balancing flexibility and stability in this ever-changing world.

Agile Projects: Keys to Getting Started will help you:

●● Decide if your organization is ready to accept estimates and status reports that are different from previous projects

Determine whether your customer will be an ac- tive participant on a daily basis

Identify any shortcomings your global team may have

Determine if your project managers have the skills and characteristics needed to lead an Agile project

Through an integrated case study, participants will have the oppor- tunity to select a project for Agile development and work through the life cycle of an Agile project.

This may apply toward PMI’s Agile Certification hours.

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KEY TOPICS

Introduction to Agile Project Management

● ● History of Agile movement

● ● Agile manifesto

● ● Principles behind the Agile manifesto

● ● Common myths about Agile project management

● ● Characteristics of an Agile project

● ● When not to use Agile development

● ● Strengths and challenges of Agile development

Traditional Approach Versus Agile Approach

● ● Traditional project management

● ● Agile project management

● ● Traditional vs. Agile methods

● ● Phases of an Agile project

● ● Agile project skills

Developing the Agile Environment

● ● Agile culture

● ● Management challenges to Agile adoption

● ● Transition process for management

● ● Team challenges to Agile adoption

● ● Distributed team challenges

● ● Stakeholder/customer challenges to Agile adoption

● ● Agile approach to hybrid environments

Envisioning the Agile Project

● ● Agile approach to the requirement process

● ● The envisioning process

● ● User story development

● ● Release planning

● ● Prioritizing feature for a release

● ● Iterations in releases