TwentyEighty Strategy Execution Course Catalog

4 ��Build Your Bridge to Greatness
6 ��Stay in the Know!
7 ��New Thought Leadership!
Core Project Management Courses
8 ��Project Management Certificates
9 ��Managing Projects
10 ��Managing IT Projects
11 ��Project Leadership, Management and Communications
12 ��Scheduling and Cost Control
13 ��Contract Management Principles and Practices
14 ��Quality for Project Managers
15 ��Risk Management
16 ��IT Risk Management
17 ��Project Management Applications
IT Project Management Courses
8 ��IT Project Management Certificates
10 ��Managing IT Projects
16 ��IT Risk Management
Project Management Elective Courses
18 ��Business Process Analysis, Innovation and Design
19 ��Negotiation Skills for Project Managers
20 ��Unlocking the Power of Earned Value Management
21 ��Writing Statements of Work: The Heart of Any Contract
22 ��Requirements Management: A Key to Project Success
23 ��PMP®
Exam Power Prep
Catalog Guide
Courses for Program Managers and Experienced Project
Managers
24 ��Program Management Certificate
25 ��Program Management
26 ��Rapid Assessment and Recovery of Troubled Projects
27 ��Leading Complex Projects
Agile Courses
28 ��Agile Certificates
29 ��Agile Projects: Keys to Getting Started
30 ��Delivering Agile Projects with Scrum
31 ��Developing Agile Requirements
32 ��Estimating and Planning Agile Projects
33 ��Project Portfolio Management Using Agile
34 ��Agile Practices for Product Owners
Business Analysis Courses
35 ��Business Analysis Certificates
36 ��Foundations of Business Analysis
37 ��How to Gather and Document User Requirements
38 ��Business Process Modeling
39 ��Developing Use Cases
40 ��Business Data Modeling
41 ��Object-Oriented Modeling
42 ��Testing Techniques for Tracing and Validating Requirements
43 ��Facilitation Techniques for Requirements Development
44 ��Strategic Enterprise Analysis
45 ��Developing a Business Case
PMP is a registered mark of the Project Management Institute, Inc.
© 2016 TwentyEighty Strategy Execution. All rights reserved.
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Search for the skill set you’re looking to gain!
Contract Management Courses
46 ��Contract Management Certificates
47 ��Applied Administration of Government Contracts
48 ��Contract Closeout
49 ��COR Training Program
50 ��FAR Part 15: Negotiated Acquisition
51 ��Government Contract Law
52 ��Managing Cost-Reimbursement Contracts
53 ��Managing Performance-Based Service Awards
54 ��Market Research and Commercial Item Acquisition
55 ��Performance-Based Acquisition: Preparing Work Statements
56 ��Project Management for Contracting Professionals
57 ��Source Selection Essentials: Planning, Conducting and
Debriefing
58 ��Subcontract Management in Government Contracting
21 ��Writing Statements of Work: The Heart of Any Contract
Commercial Contracting Courses
13 ��Contract Management Principles and Practices
59 ��International Contracting
Business Skills Courses
60 ��Business Skills Certificate
61 ��Establishing a Business Mindset
62 ��High-Impact Communication
63 ��Critical Thinking and Problem Solving
64 ��Coaching and Mentoring for Improved Performance
65 ��Communicating Up: Winning Strategies for Successful
Executive Conversations
Certificates and Career Advancement
66 ��Certificates from TwentyEighty Strategy Execution and The
George Washington University
67 ��Why TwentyEighty Strategy Execution?
68 ��Academic Credit
On-Site Learning Solutions
69 ��Corporate Solutions
Learn It Your Way
70 ��Learning Options
72 ��Attending a Course
73 ��Discounts and Pricing
74 ��Indian Testimonials
75 ��Indian Clientele
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BUILD YOUR BRIDGE
TO GREATNESS
No bridge is stable without a
strong base, nor can it sustain
itself without the cables that allow
for flexibility and agility in the face
of winds and waves.
Your career is your bridge to
greatness. Without a strong
technical foundation you will
not be able to continue to build
higher. Once your technical skills
are solid, you will need leadership
and advanced strategic skills to
accelerate in your career and
realize your full potential.
Be the project manager who is
counted on to execute successfully.
Build your skills and knowledge
through sound, project based
education.
We help you improve performance by aligning your execution
with your strategy and transforming the way you think,
lead and execute project-based work.
strategyex.in

PROJECT
MANAGEMENT
SKILLS
The technical
foundation and skills to
manage and execute
projects successfully.
COMMUNICATION
SKILLS
The tools to
create open
communication and foster
successful relationships
within your project team.
ADVANCED
STRATEGY
EXECUTION SKILLS
The advanced skills
needed to execute business
strategies effectively.
ADVANCED
LEADERSHIP
SKILLS
The knowledge to become
more effective leaders and
to strategically execute
projects, programs and
portfolios.
LET US HELP
YOU BUILD YOUR
BRIDGE
Why does strategy fail? Without the right tools and
resources, organizations and project teams fail to execute
the strategy correctly. Execution lies with the project
managers who run the critical business functions. Without
the proper knowledge and tools in the technical areas and
the communication and leadership space, execution will suffer.
Only 56% of
strategic initiatives
are successful
88% of
executives agree
on the importance
of strategy
TECHNICAL
RELATIONAL
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ESI International is now
TwentyEighty Strategy
Execution
ESI International and IPS Learning have recently integrated to
form TwentyEighty Strategy Execution. The combined organization
provides a broad set of curricula that can help anyone—regardless
of where they are in their career—improve their performance and
help them more effectively execute strategy.
We are now part of one of the world’s leading and largest
workforce learning organizations, TwentyEighty, which has
expertise in sales, leadership and credit compliance as well as
strategy execution.
ESI and IPS bring strong partnerships with globally recognized
universities.
We have a global infrastructure to ensure seamless delivery
wherever you need us.
ESI’s broad curricula and IPS’s in-depth program create a
product that can take any PM from technical knowledge through
advanced project leadership.
Course Star Ratings
We collected thousands of student evaluations and calculated the
learning effectiveness of our courses. Look for the updated star
ratings next to the course titles!
Additions to Virtual Instructor-Led
Training (vILT)
In an era of conservative travel budgets, more and more
professionals are learning to love virtual training. To meet
the growing demand we have made a few additions to our
vILT schedule and are working on adding even more course
options this year. You can find our updated schedule at
www.strategyex.com/virtual. Don’t see what you are looking
for? Drop us an email at strategyex@strategyex.com and tell
us what you’d like to see added to the schedule!
Join the Discussion
You can find TwentyEighty Strategy Execution on social sites!
Please join our conversations and share your thoughts and insight!
www.facebook.com/strategyex
www.twitter.com/2080strategyex
http://bitly.com/strategyexyoutube
https://www.linkedin.com/groups/27045
Stay in the Know!
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It is our mission to equip our students with the skills and knowledge to make everyday tasks easier to tackle efficiently, and to make larger
project and program opportunities great! While our courses and curricula offer the most in-depth and comprehensive education, our
thought leadership offers free, fast and relevant information to get you the tips you need NOW!
Hot topics
Top 10 PM Trends
Throughout the years the profession of project management
evolved from a niche, technical-based discipline to a fully embedded
approach to the way work gets done. Smart organizations
continuously embrace new trends to stay ahead of the competition
and continue to innovate. TwentyEighty Strategy Execution
put together a panel of experts to identify the top 10 project
management trends for 2016. This year’s trends center around the
evolving role of the project manager, the skills required to fill that
role and how project-based work gets done most effectively.
Top 10 BA Trends
Business analysts are experiencing a paradigm shift of their roles
and moving away from being characterized as simply a tactical,
check-the-box process. In this evolution, practitioners of the business
analysis discipline have ever-increasing opportunities to contribute
to their organization’s overall process and in doing so, advance
the profession and deliver business value to the businesses they
serve. The Top 10 Trends in Business Analysis for 2016 examines
the evolving ways in which BA practitioners can help organizations
realize better business outcomes for the organization and the shifts
needed within the BA discipline.
Execution success
Strategy Execution Trends
Businesses are speeding along the information highway, always
trying to stay ahead of the competition while constantly managing
rapid change and driving innovation. Given this constantly evolving
business climate, TwentyEighty Strategy Execution has assembled
a panel of experts to compile the top 10 strategy execution trends
for 2016. These trends focus on what smart organizations and
business leaders are employing to shift from old school routines to
progressive school practices.
A new take on things
Adopting a Jazz Mindset for Strategic Execution and
Leadership
Drawing inspiration from jazz leaders, this Insider Insight will help
you shift focus from a rule-following “classical” mindset to a more
strategic, dynamic and adaptive mindset. You’ll learn how to apply
a jazz mindset to adapt to changes while managing projects,
programs and portfolios, how to respond to mistakes by using them
as inspiration instead of failures, and what a work environment can
look like when errors are viewed as a valuable component of the
overall creative process.
Leadership Principles for Mastering Agility in a Disciplined
Environment
This Insider Insight will teach you how to strike the balance
between discipline and agility with a business framework that
helps organizations make faster, more effective decisions. It is
designed to help leaders adopt the right strategies to equip their
organizations to be more effective and adaptable in today’s need-
for-speed environment. Using real-life examples, the paper will
discuss scenarios in which organizations have successfully blended
discipline and agility for faster results.
Good to great
The Top Five Commercial Skills Needed to be a Great
Business Analyst
We have identified certain skills and attributes of business analysts
that separate the good from the great. The business analyst
needs to be aware of the what, why, when, how, where and who
throughout the project lifecycle; and more importantly, the BA needs
to be able to mobilize all those areas to produce a finished product
that elicits support and approval from their clients and stakeholders.
Fourteen Keys to PM Success
While technical know-how is essential to successfully complete
certain tasks, it is the 14 core skills outlined in this Insider Insight
that are key to executing larger projects.
Thought Leadership New!
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Global. Integrated. Complex. Your
projects are more challenging than
ever. TwentyEighty Strategy Execution’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
THIS ONE COURSE MUST BE TAKEN:
Managing Projects e v
AT LEAST ONE COURSE MUST BE TAKEN FROM THE FOLLOWING:
Core Project Management courses
ONE COURSE MAY BE TAKEN FROM THE FOLLOWING:
IT or elective Project Management, 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 FOLLOWING:
Managing Projects e v
Project Leadership, Management and Communications e v
Scheduling and Cost Control e v
Risk Management e v
Contract Management Principles and Practices e v
Quality for Project Managers e v
Project Management Applications v
UP TO FOUR COURSES MAY BE TAKEN FROM THE FOLLOWING:
Business Process Analysis,
Innovation and Design v
Negotiation Skills for Project
Managers v
Writing Statements of Work:
The Heart of Any Contract v
Unlocking the Power of Earned
Value Management v
Requirements Management:
A Key to Project Success v
IT Project Management courses
Courses for experienced
project managers (LIMIT TWO)
PMP®
Exam Power Prep
Agile courses
Business Analysis courses
Business Skills courses (LIMIT TWO)
Contract Management courses
MASTER’S CERTIFICATE IN PROJECT
MANAGEMENT WITH A CONCENTRATION
IN IT PROJECT MANAGEMENT
AT LEAST THREE COURSES MUST BE TAKEN FROM THE FOLLOWING:
Managing IT Projects e v
IT Risk Management e v
Agile Projects: Keys to Getting Started v
How to Gather and Document User Requirements e v
AT LEAST TWO COURSES MUST BE TAKEN FROM THE FOLLOWING:
Project Leadership, Management and Communications e v
Scheduling and Cost Control e v
Contract Management Principles and Practices e v
Quality for Project Managers e v
UP TO TWO COURSES MAY BE TAKEN FROM THE FOLLOWING:
Project Management
elective courses
Courses for experienced
project managers
Agile courses
Business Skills courses (LIMIT TWO)
Contract Management courses
PMP®
Exam Power Prep
v = available online via TwentyEighty Strategy Execution’s Virtual
Instructor-Led Training
PROJECT
MANAGEMENT
COURSES
ASSOCIATE’S CERTIFICATE IN
IT PROJECT MANAGEMENT
THESE TWO COURSES MUST BE TAKEN:
Managing IT Projects e v
IT Risk Management e v
THE REMAINING ONE COURSE MAY BE TAKEN FROM THE FOLLOWING:
Core or elective Project Management, Agile, Business Analysis or
Business Skills courses.
COURSES FOR EXPERIENCED PROJECT MANAGERS AND EXAM PREPARATION COURSES
MAY NOT BE APPLIED.
e = available online via TwentyEighty Strategy Execution’s e-Training

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HEAR FROM A TWENTYEIGHTY
STRATEGY EXECUTION INSTRUCTOR
ABOUT THIS COURSE
CLASSROOM VIRTUAL ILT E-TRAINING COURSE CODE CREDITS
3 days
9 a.m.–5:30 p.m.
3 days
9 a.m.–5:30 p.m.
42 days of access PMC-CPM
PDUs: 22.5*
CEUs: 2.25*
CPE credits: 27*
CDUs: 22.5*
*Credits may vary by delivery method.
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, CSM, GWCPM, SCPM.
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.
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)
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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3 days
9 a.m.–5:30 p.m.
3 days
9 a.m.–5:30 p.m.
42 days of access ITP-DBR
PDUs: 22.5*
CEUs: 2.25*
CPE credits: 27*
CDUs: 22.5*
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, CSM, GWCPM, SCPM.
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.
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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3 days
9 a.m.–5:30 p.m.
3 days
9 a.m.–5:30 p.m.
42 days of access PMC-DBQ
PDUs: 22.5*
CEUs: 2.25*
CPE credits: 27*
CDUs: 22.5*
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
COURSE SYNOPSIS
Project Leadership, Management and Communications is an
interactive course designed to provide a solid foundation in key
leadership 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,
communicating, 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 understanding 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.
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

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HEAR FROM A TWENTYEIGHTY
STRATEGY EXECUTION INSTRUCTOR
ABOUT THIS COURSE
4 days
9 a.m.–5:30 p.m.
4 days
9 a.m.–5:30 p.m.
42 days of access PMC-BVZ
PDUs: 28*
CEUs: 2.8*
CPE credits: 33.5*
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 building
project requirements and the work breakdown structure. You will
learn a sound, logical framework for scheduling and controlling
project activities. And you will master techniques for estimating,
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. A device that
can use Microsoft®
Excel®
will also benefit you. 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 TwentyEighty Strategy
Execution’s Earned Value Formula Finder.
Microsoft and Excel are registered trademarks of Microsoft Corporation in the United
States and/or other countries.
KEY TOPICS
Essential Background
–– Overview of the project
management life cycle
–– The project constraints
–– Planning tools
–– Project requirements
–– The work breakdown
structure
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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3 days
9 a.m.–5:30 p.m.
3 days
9 a.m.–5:30 p.m.
42 days of access PMC-DF3
PDUs: 22.5*
CEUs: 2.25*
CPE credits: 27*
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
government 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
influence over how work is performed. You will also discuss actions
that can be taken to help ensure that contractors or subcontractors
perform as required under the contract.
Lectures are combined with case studies, exercises and negotiation
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.
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
–– Resolving claims and disputes
–– Contract closeout and lessons learned

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3 days
9 a.m.–5:30 p.m.
3 days
9 a.m.–5:30 p.m.
42 days of access PMC-CTM
PDUs: 22.5*
CEUs: 2.25*
CPE credits: 27*
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 successfully 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. Master these proven
methods and discover how quality greatly contributes to and
enhances project success.
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

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3 days
9 a.m.–5:30 p.m.
3 days
9 a.m.–5:30 p.m.
42 days of access PMC-CTL
PDUs: 22.5*
CEUs: 2.25*
CPE credits: 27*
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 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 qualitative and quantitative approaches to
risk management.
Risk Management examines threat and opportunity from both a
top-down and bottom-up perspective using a proven eight-step risk
management process. Using effective tools, including TwentyEighty
Strategy Execution’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 environment
and new insight on the implications and advantages of applying risk
management well.
Reminder: Participants taking this course should not take IT Risk
Management.
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
–– 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

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3 days
9 a.m.–5:30 p.m.
3 days
9 a.m.–5:30 p.m.
42 days of access ITP-DBP
PDUs: 22.5*
CEUs: 2.25*
CPE credits: 27*
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
qualitative and quantitative approaches to risk management.
Using effective tools, including TwentyEighty Strategy Execution’s highly
regarded risk assessment 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 beginning
of an IT project through the challenges of ongoing assessment 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 insight on the implications and advantages of
applying risk management well.
Reminder: Participants taking this course should not take Risk
Management.
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
–– 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

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CLASSROOM E-TRAINING COURSE CODE CREDITS
4 days
9 a.m.–5:30 p.m.
42 days of access PMC-BTP
PDUs: 28*
CEUs: 2.8*
CPE credits: 33.5*
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 typical
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 management 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 TwentyEighty Strategy
Execution 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
completing at least four TwentyEighty Strategy Execution project
management courses.
Recommendation: Please bring a computer with a USB drive to class.
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

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New!
CLASSROOM VIRTUAL ILT COURSE CODE CREDITS
3 days
9 a.m.–5:30 p.m.
3 days
9 a.m.–5:30 p.m.
PMC-DNG
PDUs: 22.5
CEUs: 2.25
CPE credits: 27
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.
KEY TOPICS
Defining Business Process Innovation
–– A model for process invention
–– A business process innovation roadmap
–– 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

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3 days
9 a.m.–5:30 p.m.
3 days
9 a.m.–5:30 p.m.
PMC-CW3
PDUs: 22.5*
CEUs: 2.25*
CPE credits: 27*
CDUs: 22.5*
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
also, 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
participants with 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
instructor and the other participants.
By the end of the course, you will have explored the dynamics of
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 your personal and
professional life.
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

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New!
2 days
9 a.m.–5:30 p.m.
2 days
9 a.m.–5:30 p.m.
PMC-DGX
PDUs: 15*
CEUs: 1.5*
CPE credits: 18*
UNLOCKING THE POWER OF EARNED VALUE MANAGEMENT
YOU WILL LEARN TO:
Harness the power of Earned Value Management (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 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 obtaining accurate, timely and
useful information to measure project performance with EVM.
Working through an integrated Earned Value Management
Implementation Plan, 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.
Participants in this course will receive TwentyEighty Strategy Execution
Earned Value Formula Finder.
Recommendation: Please bring a calculator to class.
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)
Data Collection, Change Management and Baseline Maintenance
Earned Value in Action
–– Formulas for control
–– Variance tolerances and thresholds
–– Are you in control?
–– EVM rules
EVM Reporting
–– EVM reports
–– Tracking
–– Project reviews
Implementation of EVM
–– Requirements of the organization
–– Challenges to implementation

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New!
3 days
9 a.m.–5:30 p.m.
3 days
9 a.m.–5:30 p.m.
PMC-CWN
PDUs: 18*
CEUs: 1.8*
CPE credits: 21.5*
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
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 identifying 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 statement of work.
First you will start out understanding the relationship 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.
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

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3 days
9 a.m.–5:30 p.m.
3 days
9 a.m.–5:30 p.m.
PMC-CVG
PDUs: 22.5*
CEUs: 2.25*
CPE credits: 27*
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 requirements 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 requirements
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 requirements, fallout may still result from the battle
between important project stakeholders. Participants will practice
methods of effective relationship management and negotiation to
ensure agreement on functional requirements.
An action-packed, integrated case study will provide experienced
project managers, who already have experience 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 stakeholder
analysis
–– Identifying risks and
mitigation strategies
–– Stakeholder action plan
–– Relationship
management process
Requirements Identification
–– The importance of
requirements
–– Identify types of
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

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5 days
9 a.m.–5:30 p.m.
5 days
9 a.m.–5:30 p.m.
42 days of access PMC-DJ4
PDUs: 36*
CEUs: 3.6*
CPE credits: 43*
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
COURSE SYNOPSIS
Immerse yourself in TwentyEighty Strategy Execution’s PMP®
Exam Power Prep and you’ll be well on your way to passing PMI’s
PMP®
certification exam. This course is for you if you’ve met PMI’s
requirements put forth in the PMP®
Credential Application.
This intensive, five day course integrates in-depth topic reviews
with morning instructor-led lecture and afternoon structured
personal study time, including individual assistance from your
PMP®
certified instructor. You’ll thoroughly review exam “trouble
spots,” use highly effective drills to accelerate your learning,
receive invaluable test taking tips, and take and review practice
exams.
You’ll 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). You’ll also
receive access to online practice exams and flashcards through
the Strategy Execution Center of Excellence.
Take PMI’s PMP®
certification exam within 30 days of the PMP®
Exam Power Prep course and we’ll stand behind your success.
Should you fail the exam on your first try, we’ll give you free
access to the online version of our PMP®
exam prep 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.)
PMBOK is a registered mark of the Project Management Institute, Inc.
KEY TOPICS
Project Management
Process Groups
–– Initiating processes
–– Planning processes
–– Controlling processes
–– Executing processes
–– Closing processes
Project Integration Management
–– Develop project charter
–– Develop project
management plan
–– Direct and manage
project work
–– Monitor and control
project work
–– Perform integrated
change control
–– Close project or phase
–– Other project
management concepts
Project Scope Management
–– Plan scope management
–– Collect requirements
–– Define scope
–– Create WBS
–– Validate scope
–– Control scope
Project Time Management
–– Plan schedule management
–– Define activities
–– Sequence activities
–– Estimate activity resources
–– Estimate activity durations
–– Develop schedule
–– Control schedule
Project Cost Management
–– Plan cost management
–– Estimate costs
–– Determine budget
–– Control costs
Project Quality Management
–– Plan quality management
–– Perform quality assurance
–– Perform quality control
–– Other key quality topics
Project Human Resource
Management
–– Plan human resources
management
–– Acquire project team
–– Develop project team
–– Manage project team
Project Communications
Management
–– Plan communications
management
–– Manage communications
–– Control communications
–– Other communications
management issues
Project Risk Management
–– Plan risk management
–– Identify risk
–– Perform qualitative analysis
–– Perform quantitative analysis
–– Plan risk responses
–– Control risks
Project Procurement Management
–– Plan procurement management
–– Conduct procurements
–– Control procurements
–– Close procurements
Project Stakeholder Management
–– Identify stakeholders
–– Plan stakeholder management
–– Manage stakeholder
engagement
–– Control stakeholder engagement
Studying for and Taking the Exam
Updated for the PMP®
exam! New exam offered starting Jan 12, 2016!

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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.
TwentyEighty Strategy Execution’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
Program Management v
AT LEAST FIVE COURSES MUST BE TAKEN FROM THE FOLLOWING:
COURSES FOR EXPERIENCED
PROJECT MANAGERS
Rapid Assessment and
Recovery of Troubled
Projects v
Leading Complex
Projects v
SELECT BUSINESS
ANALYSIS COURSES
Developing a
Business
Case v
Strategic Enterprise
Analysis v
SELECT PROJECT MANAGEMENT
ELECTIVE COURSES
Negotiation Skills for Project
Managers v
Business Process Analysis,
Innovation and Design v
Writing Statements of Work:
The Heart of Any Contract v
Unlocking the Power of Earned
Value Management v
Requirements Management:
A Key to Project Success v
SELECT AGILE COURSE
Project Portfolio
Management Using
Agile
SELECT CONTRACT MANAGEMENT
COURSES
Source Selection Essentials:
Planning, Conducting and
Debriefing
Managing Performance-
Based Service Awards v
Subcontract Management in
Government Contracting v
Business Skills courses
COURSES FOR
PROGRAM
MANAGERS
AND EXPERIENCED
PROJECT MANAGERS
v = available online via TwentyEighty Strategy Execution’s Virtual Instructor-Led Training

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3 days
9 a.m.–5:30 p.m.
3 days
9 a.m.–5:30 p.m.
PMC-DK4
PDUs: 22.5*
CEUs: 2.25*
CPE credits: 27*
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
participants through the life cycle of a typical program, identifying
critical success factors at each step in the process. In addition to
the latest insight from PMI’s Standard for Program Management,
3rd
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 stakeholders
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
–– Program approval
Program Planning
–– Program management 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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3 days
9 a.m.–5:30 p.m.
3 days
9 a.m.–5:30 p.m.
PMC-CVR
PDUs: 22.5*
CEUs: 2.25*
CPE credits: 27*
CDUs: 22.5*
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
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 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, cost control and risk management before taking this
course.
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

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3 days
9 a.m.–5:30 p.m.
3 days
9 a.m.–5:30 p.m.
PMC-DFZ
PDUs: 22.5*
CEUs: 2.25*
CPE credits: 27*
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 TwentyEighty Strategy Execution’s Complexity Indicator to
assess your project’s complexity level
Create an innovative framework for managing project complexity
using TwentyEighty Strategy Execution’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 techniques 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 TwentyEighty Strategy Execution’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 limits the level of
complexity 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 TwentyEighty Strategy
Execution’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 PMBOK®
Guide. This course
is a must for the experienced project manager who needs a leg up in
managing the seemingly unmanageable!
KEY TOPICS
Understanding Complexity in Projects
–– Elements of complexity theory
–– Leadership approaches and techniques
The Complex Project Model and Process
–– TwentyEighty Strategy Execution’s Complex Project Model
–– TwentyEighty Strategy Execution’s Complex Project Process
–– Knowledge of complexity
–– Communication
–– Leadership
Determining Project Complexity
–– TwentyEighty Strategy Execution’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

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MASTER’S CERTIFICATE
IN AGILE PRACTICES
AT LEAST FOUR COURSES MUST BE TAKEN FROM THE FOLLOWING:
Delivering Agile Projects with Scrum v
Developing Agile Requirements v
Estimating and Planning Agile Projects
Agile Practices for Product Owners
Project Portfolio Management Using Agile
TWO COURSES MAY BE TAKEN FROM THE FOLLOWING:
Core Project Management courses
IT Project Management courses
Courses for experienced project managers
ASSOCIATE’S CERTIFICATE
IN AGILE PRACTICES
ONE COURSE MUST BE TAKEN FROM THE FOLLOWING:
Delivering Agile Projects with Scrum v
AT LEAST ONE COURSE MUST BE TAKEN FROM THE FOLLOWING:
Agile courses
Any TwentyEighty Strategy Execution learning program
Iterations. Anticipation. Adaptation.
Agile methods utilize cohesive teams
to continuously release deliverables.
TwentyEighty Strategy Execution’s Agile
courses build competencies around Agile so
you can be part of the Agile team.
AGILE
COURSES
v = available online via TwentyEighty Strategy Execution’s Virtual Instructor-Led Training
or
Delivering Agile Projects with Scrum deliveries offered
prior to January 1, 2016 can qualify as the required
course in lieu of Agile Projects: Keys to Getting Started.

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New!
3 days
9 a.m.–5:30 p.m.
3 days
9 a.m.–5:30 p.m.
AGX-D77
PDUs: 22.5*
CEUs: 2.25*
CPE credits: 27*
UPDATED
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.
Through an integrated case study, participants will have the
opportunity to select a project for Agile development and work through
the life cycle of an Agile project.
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
Building an Iteration
–– Iteration planning
–– Allocating work
–– How far in advance do you plan?
–– Estimating for an iteration
–– Rough order of magnitude
–– Velocity
Managing Iteration Changes
–– Introducing change to an iterative process
–– Integrating change into the product
–– Balancing change
–– Closing out an Agile project
–– Early termination of an Agile project
–– Project closeout retrospective

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New!
2 days
9 a.m.–5:30 p.m.
2 days
9 a.m.–5:30 p.m.
AGX-D54
PDUs: 15*
CEUs: 1.5*
CPE credits: 18*
UPDATED
DELIVERING AGILE PROJECTS WITH SCRUM
YOU WILL LEARN TO:
Describe the difference between Agile and Scrum roles and
traditional roles and responsibilities
Plan your release and build a backlog
Identify and write good stories
Prioritize and size stories
Implement and carry out sprint 0, sprint planning and task
estimating, and sprint review and retrospective
Explain why Agile and Scrum are adopted and how Agile can fail
COURSE SYNOPSIS
Project managers have heard about Agile and Scrum. You know
the theories behind it and the pros and cons of using the approach.
It is easy to understand why a project team or organization would
choose to use Agile and Scrum to execute their project, but do you
know how?
It is one thing to see and an entirely different thing to do. This
course is intended for every member of a project team and is
designed to teach you how to implement Agile and Scrum in your
projects now. You will review real-world techniques that dozens of
teams from organizations of all sizes have used. Every step of the
Agile project life cycle will be covered and adapted to a sample
project or your current project.
You know what Agile and Scrum is, now it is time to use it! No more
reading from a text book, learn how it works from actual examples,
best practices, tips, and tricks gleaned from the successful
implementation of Agile and Scrum in Fortune 500 companies’
projects. This is an interactive course that will leave you with the
knowledge and skills to use these powerful methods.
KEY TOPICS
Overview of Scrum
–– Traditional vs. Agile
project management
–– Agile principles
–– Scrum overview
–– Other Agile methods
–– Scrum team and roles
From a Vision to a Roadmap
–– Product backlog
–– User story life cycle
–– Sprint zero
–– The roadmap
Prioritizing the Backlog
–– MoSCoW
–– Kano
–– Sprint timing
–– User stories
–– User story formula
–– User story life cycle
–– Scrum of Scrums
–– Breaking down large stories
–– Compound stories
–– Complex stories
–– Scrum work breakdown
process
–– Acceptance criteria
–– Release planning meeting
Sprint Planning and
Backlog Grooming
–– Capacity and sprint planning
–– Estimating and relative sizing
–– Story points
–– Planning poker
–– Team velocity
–– Estimating initial velocity
–– Velocity and points
–– Estimating with
business value
–– Backlog grooming
The Daily Stand-Up
–– The daily stand-up/
daily Scrum
–– Best practices for
a daily Scrum
Sprint Review and
Retrospective
–– Sprint review
–– Sprint retrospective
–– Best practices for a
sprint retrospective
–– Final course retrospective

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New!
2 days
9 a.m.–5:30 p.m.
2 days
9 a.m.–5:30 p.m.
AGX-D55
PDUs: 15*
CEUs: 1.5*
CPE credits: 18*
DEVELOPING AGILE REQUIREMENTS
YOU WILL LEARN TO:
Compare and contrast traditional and Agile methods, roles and
responsibilities
Plan a process for gathering requirements at multiple levels
Create visions for projects, user roles and requirements
Elicit and break down Agile project requirements
Prioritize Agile project requirements
Elaborate on and test requirements
Manage requirements change
COURSE SYNOPSIS
One of the leading causes of project failure is unclear or undefined
requirements. It is pertinent for everyone associated with projects
to understand how to gather requirements to ensure a successful
project outcome.
This course focuses on the process of requirements gathering in an
Agile environment as well as providing you the tools and techniques
to record, collect and organize critical information. You will cover
visual modeling and tips on how to engage stakeholders. You will
understand how to differentiate the levels of requirements and how
to gather the right level at the right time. This course is designed to
be interactive. Participants will practice how to truly read into the
full extent of what stakeholders are saying, so no requirements are
overlooked.
Large requirements or too many requirements can also hinder
a project’s realization. You will learn how to break down hefty
requirements and prioritize so no essential requirements are
missed.
Projects cannot succeed without properly defined and prioritized
requirements. Be sure you know how to gather and manage this
vital part of the project process.
KEY TOPICS
Overview of Agile
–– Agile manifesto
–– Agile principles
–– Agile roles
–– Why use Agile?
–– Benefits of Agile
A Day in the Life of
an Agile Team
–– The project life cycle
–– The iteration process
–– Story points
–– Iteration planning
–– Collaboration
–– Visible tracking
Planning for Requirements
Gathering
–– Agile requirements
characteristics
–– Agile requirements principles
–– Agile requirements
elicitation techniques
–– The levels of requirements
Visioning
–– Creating a vision statement
–– Conditions of satisfaction
–– User roles
–– Personas
–– Requirements visioning
–– Backlog management
Requirements Brainstorming
and Breakdown
–– Requirements
brainstorming techniques
–– Nonfunctional
requirements
–– Proof of concept
requirements
–– Requirements breakdown
Requirements Prioritization
–– Levels of prioritization
–– Building a product
roadmap
–– Using value buckets
–– Release prioritization
–– Dependency prioritization
Requirements Deep-
Dive and Testing
–– Story details
–– Acceptance tests
–– Types of tests
–– Role of the tester
Requirements Change
Management
–– Tracking scope
changes visibly
UPDATED

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CLASSROOM COURSE CODE CREDITS
2 days
9 a.m.–5:30 p.m.
AGX-D56
PDUs: 15
CEUs: 1.5
CPE credits: 18
ESTIMATING AND PLANNING AGILE PROJECTS
YOU WILL LEARN TO:
Describe challenges associated with traditional methods for
planning and estimating
Explain ways in which Agile planning and estimating methods
overcome traditional challenges
Write effective user stories
Utilize a variety of estimation and sizing methods
Explain concepts associated with velocity
Build a release plan
Explain considerations for multi-team program planning
COURSE SYNOPSIS
Delve deeper into Agile planning and estimating at the release
and program management levels. This course is designed to give
participants a more complete and in-depth understanding of Agile
planning and estimating topics that are commonly a source of
struggle and frustration within project teams.
Specifically, this course addresses what constitutes ‘just enough’
when it comes to upfront requirements, upfront sizing and
design, and planning. By incorporating real-world examples and
approaches into the curriculum, participants are able to think
practically about these issues.
Participants will learn the six levels of planning which include:
strategic, portfolio, roadmap, release, iteration and daily.
Reminder: To take this course you should have basic Agile
knowledge and experience, as this is not a beginner-level course.
KEY TOPICS
Overcoming Challenges with
Agile Estimating and Planning
–– Top challenges with
planning and estimation
–– Agile estimation
vs. traditional
–– Agile planning and
estimating principles
–– Who should estimate
–– Six planning levels
Writing User Stories
–– What is a story?
–– Guidelines for user stories
–– Levels of Agile requirements
–– Story writing workshops
–– Slicing stories
Estimation and Sizing Methods
–– The “right method”
for “the right time”
–– Agile estimating techniques
–– Affinity estimating
–– Methods for deriving
an estimate
–– Story sizing
Understanding Velocity
–– What is velocity?
–– Measuring velocity
–– Estimating initial velocity
–– Factors affecting
team velocity
Building a Release Plan
–– Release planning session
–– Planning fixed for scope
–– Planning for fixed date
–– Re-estimation and
calibration
Multi-Team Program Planning
–– Agile programs
–– Multi-team program
–– Building a product
road map
–– Multi-team release
planning sessions
–– Release planning with
distributed teams
–– Structuring teams
–– Measuring project success
Agile Budgeting Best
Practices and Planning Pitfalls
–– Cost/budget estimation
–– Budgeting per team
per iteration
–– Tracking actual cost
–– Common estimating pitfalls

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CLASSROOM COURSE CODE CREDITS
3 days
9 a.m.–5:30 p.m.
AGX-D62
PDUs: 22.5
CEUs: 2.25
CPE credits: 27
PROJECT PORTFOLIO MANAGEMENT USING AGILE
YOU WILL LEARN TO:
Describe the basics of Agile portfolio planning
Define the strategic vision of an organization
Build a strategic portfolio backlog
Qualify ideas for portfolio inclusion
Rank and prioritize portfolio projects
Explain the concepts of capacity planning and budgeting
Describe ongoing portfolio management activities
COURSE SYNOPSIS
You know how the saying goes, “Hindsight is 20/20.” Although there
is no way to predict the future and know with certainty what will
happen, shouldn’t you and your organization be looking at the full
picture?
When diving into projects it is pertinent to know basic enterprise
information to avoid overusing your resources, including employees,
and losing sight of the most critical pieces of your project.
This course is for experienced project portfolio managers, business
sponsors, and those responsible for managing the project portfolio.
It is designed to teach you how to apply Agile, Lean and Kanban
to your portfolio planning and management. We will arm you
with new methods for planning, prioritizing, sizing and managing
your portfolio. You will discuss new ways of looking at enterprise
capacity planning by planning around teams, measuring velocity
and establishing a pull method from your portfolio backlog.
Learn from real-world examples and leave feeling confident and
knowledgeable about managing your Agile portfolio.
KEY TOPICS
Agile Portfolio Planning Basics
–– Principles of Lean
development
–– Principles of Lean
portfolio management
–– Program team backlog
–– Portfolio team backlog
Strategic Visioning
–– Strategic planning
Building and Aligning Your
Enterprise Backlog
–– Building your initial backlog
–– Identifying the authorized
and un-authorized
work in progress
–– What is strategic alignment?
–– Dealing with non-
aligning items
–– Break ‘projects’ down to
deliverables/themes
–– Agile requirements levels
Idea Qualification and
Feasibility with Kanban
–– Agile portfolio planning
Kanban wall
–– Consensus on idea
qualification filter
–– Qualifying a sample idea
–– How do we determine
objectively what is valuable?
–– Prioritizing using business
value buckets
–– Steps for measuring
business value
–– Actually measuring
value post release
–– Idea feasibility checklist
–– Non-functional expectations
–– Alternative solution analysis
–– High-level sizing—
t‑shirt sizing
Portfolio Prioritization,
Ranking and Roadmapping
–– Portfolio ranking and
roadmapping
–– Factors affecting ranking
–– Portfolio ranking—biggest
bang for the buck game!
–– The portfolio roadmap
Capacity Planning
and Budgeting
–– Capacity planning
–– Stable teams
–– Capacity planning
by portfolio
–– Tips for structuring the teams
–– Budget planning
–– Budgeting per team
per iteration
–– Budgeting for the
enterprise portfolio
Ongoing Portfolio
Management Activities
–– Ongoing portfolio grooming
–– Portfolio execution
Kanban wall
–– Ongoing portfolio
management
–– Metrics worth tracking
–– Tracking velocity
–– Tracking actual cost
–– Measuring program progress
–– Additions to the
enterprise backlog
–– Who does what?

TwentyEighty Strategy Execution Course Catalog

TwentyEighty Strategy Execution Course Catalog

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TwentyEighty Strategy Execution Course Catalog