1. Gain a certificate
of completion from
GW and PDUs after
each course!
Advanced Master’s Certificate
in Project Management
5
high level, strategic project management training courses
for experienced project managers
1 Aligning Project Management With
Organizational Strategy 30 PDUs
6 – 10 February 2011
2 Program Management 30 PDUs
17 – 21 April 2011
3 Recovery Of Troubled Projects – Rapid Assessment And
Regaining Control Of
Projects 30 PDUs
3 – 7 July 2011
4 LeadingSeptember 2011
18 – 22
Complex Projects 30 PDUs
5 Leading Project Managers 30 PDUs
4 – 8 December 2011
Oryx Rotana Hotel, Doha, Qatar
REP 1419
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2. Advanced Master’s Certificate in Project Management
Dear Project Manager,
Course Timings
As the project management profession matures and projects Registration will be at 08:00 on the first day of each course. All
become more complex and sophisticated, high level, specialist courses will begin at 08.30 and conclude at 14:30. There will be a
skills are imperative for the project manager who aspires to short break for refreshments and lunch will be served at 14.30.
greater things.
The Advanced Master’s Certificate in Project Maintaining Your PMP® Certification
Management series of courses has been developed for All of the courses in the Advanced Master’s Certificate in Project
professionals who have a strong background in the field, yet Management series of courses earn Professional Development
wish to expand their knowledge and skills by focusing on today’s Units (PDUs) that you can apply toward maintaining your PMP®
higher-level, strategic or specialist project management issues. certification.
We offer these courses for the first time in Doha to cater for your
economic growth. In addition, Master’s Certificate holders may qualify for advanced
standing status toward a Master of Science in Project
Backed by The George Washington University School Management from The George Washington University.
of Business, each course completion certificate recognizes
Our Partnership With The George Washington
professionals who have obtained a higher readiness for today’s
University (GW)
toughest project management challenges. Through our partnership with GW, these courses lead to master’s
certification in project management. The master’s certificates
To qualify for the Advanced Master’s Certificate in Project are a professional credential that represent the attainment of
Management you must successfully complete five courses, which advanced knowledge and skills. The program does not carry
can be taken in any order within four years, and meet one or more academic credit.
of the following criteria:
The George Washington University School of Business is dedicated
• ESI/GW Master’s Certificate in Project Management or to excellence in its teaching and research about management in
Information Technology Project Management the public and private sectors within the United States and
• Certificate in project management from an organization that internationally.
has been approved by ESI
The school has a 100-year history of preparing men and women
• PMP® certification
for leadership in both the private and the public sectors. Known
• Project management certification from a formal, internationally for its dedication to academic excellence, the
client-sponsored, internal certification program that has school draws students from all parts of the United States and
been approved by ESI around the world.
Gain leading edge skills and advance your career when you Beyond first-class teaching and scholarship, the school’s faculty
participate in these advanced project management training offers practical experience in the issues and challenges
courses. You will gain the knowledge and ability to tackle the most confronting business and government. Its research centers link
demanding of projects. faculty and students with U.S. and international business and
government organizations. Recent distance learning initiatives
Your expert project directors, Claude Maley and I look forward have expanded the school’s global reach.
to seeing you at these exciting learning experiences in Doha!
Degree Programs
GW offers undergraduate degrees in accountancy, finance, public
Kind regards, administration, public policy, project management and tourism
administration, as well as Master in Business Administration,
Master of Science in Information Systems and Technology, and
Master of Science in Project Management. The Master of Science
in Project Management is offered on campus and in a distance
Farzaneh Majed learning mode to professionals interested in more extensive
Divisional Director – Training preparation for careers in business and government.
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3. 1 Aligning Project Management With Organizational
Strategy 6 – 10 February 2011
30 PDUs
Learn How To: Course Topicss
• Support top-level strategy formulation 1. Organizational Strategy In Context
• Link corporate strategy, from business strategy to portfolio a. Strategy defined
development to project implementation b. Strategy as a way to achieve organizational success
• Ensure project credibility by aligning your project with your c. Paradigm shifts and their impact – how change influences
organization’s goals, objectives and strategies strategy
• Create and implement an appropriate strategy for your project d. Forces for business change
• Understand the need to communicate your strategy to the e. The impact of organizational constraints on strategy
project team, the customer, and other project stakeholders
• Manage stakeholder expectations to maintain portfolio/ 2. Organizational Strategy: Approaches And Techniques
project alignment a. Strategy as a key to organizational success
b. Elements of a successful strategy
c. The relationship between strategy and achievability
Course Synopsis d. Strategy assessments
Today’s business climate is characterized by unprecedented changes in e. Classic approaches and techniques for level-setting strategic
technology and globalization, as well as by complex business thinking
relationships and the unrelenting drive for competitive success. In f. Towards setting up a culture of strategic thinking
this highly stressful environment, it is essential for project managers
to think and act strategically. How does an organization formulate a 3. Portfolio Management: Strategic Context
strategy to achieve competitive success? How do projects contribute a. Defining a portfolio
to the implementation of the organization’s strategy? How should a b. Identifying projects included in a portfolio
project manager develop a project strategy that supports c. The impact of portfolio management on strategy
organizational strategic and business goals? d. Challenges and benefits of portfolio management
e. Influential roles in portfolio management
Aligning Project Management With Organizational Strategy
gives you an in-depth analysis of the process leading from business 4. Portfolio Set-up And Maintenance
strategy formation to portfolio development to the project and a. Setting up a successful project portfolio
project manager’s role. Learn how to link your project to the business b. Organizational influences of portfolios
strategy, apply and maintain alignment of the project strategy, and c. Generating potential portfolio projects
manage the expectations and interests of those who have a stake in d. Steps in selecting portfolio projects
the project outcome. e. Integrating new projects into an existing portfolio
f. Project performance and project gateway reviews
Thought-provoking discussions and stimulating exercises are g. The project filtering process
highlights of this dynamic, timely course. You will receive the book
The Project Manager’s MBA – How to Translate Project Decisions into 5. Strategic Project Management
Business Success, by Dennis J. Cohen and Robert J. Graham. a. Strategic vs. classic project management
b. Aligning projects with strategy
In addition, you will be given a proven project ranking tool that can c. The role of the project team
be used within your organization to prioritize strategic projects and/or d. The importance of managing change that affects strategic
to help you, the project manager, ask the questions to understand projects
how your project fits into your organization’s strategic initiatives. e. Anticipating and managing stakeholder expectations and
resistance
Course Leader Professional Development Units (PDUs): 30
Claude Maley
Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in change
management, and Chairman of a Business Solutions company. He started his career as a Systems Engineer with IBM, after reading estate management
and building construction at the London School of Building, and has held various management positions for international organizations and companies.
His functional management and consulting experience with major corporations such as Alcatel, BP, Cadbury-Schweppes, Cartier, Caterpillar, Cisco,
Ericsson, GE, Hewlett-Packard, IMS International, Motorola, Organon, Overseas Containers Limited, Pechiney, Renault Automobile, Siemens to name but
a few, has spanned more than 40 years in engineering, production and manufacturing, distribution, transportation and marketing services sectors.
In his professional career, Claude has held responsibility for a significant number of projects. These have involved internal organizational projects, and
external commercial projects, ranging in duration from one month to five years, and in budget from $ 50k to $ 500m. Claude has also participated in many
projects as team leader of sub-systems and on numerous occasions as an external advisor to the lead project manager.
Claude is a PMP and professional speaker, instructor and lecturer in topics ranging from general organizational, program and project management
to sales and marketing, leadership and motivation. In the practice of his consulting and education profession, he has worked with more than 80 different
nationalities in more than 60 nations in all continents. Claude is fluent in English, French, Spanish and Italian.
Author of educational courses and papers on business solutions, organizational management and leadership, Claude is Member of the International Project
Management Association, the Project Management Institute and the Association Francophone de Management de Projet.
971-4-3352437 971-4-3352438 register@iirme.com www.iirme.com/advproject
4. 2 Program Management
17 – 21 April 2011
30 PDUs
Learn How To: Course Topics
• Increase the effectiveness of an organization’s
approach to program management 1. Defining Program Management
• Initiate and organize a large-scale program strategy a. Range of project oversights
• Manage stakeholder relationships effectively - Portfolios vs. portfolio management
- Program vs. program management
• Manage, execute and control a successful program
- Projects vs. project management
consisting of multiple, related projects
• Establish and implement program governance to ensure 2. Linking Programs To Strategic Goals
consistent alignment with organizational strategy a. Real-world examples
• Ensure the realization of program benefits b. Business case
c. Program charter
d. Methods
Course Synopsis 3. Program Management Life Cycle
Program managers are, above all else, change agents. Their role a. Purpose
has evolved in most organizations from that of managing multiple b. Stages
projects, to implementing business strategy through an integrated - Pre-program set-up
portfolio of projects involving the management of multiple teams of - Program set-up
professionals, as well as executive-level stakeholders. - Establishing program management and technical
infrastructure
As such, the program manager today requires a refined set of - Deliver the benefits
business and leadership skills that is vastly different from that of a - Close the program
project manager. Yet, to be an effective program manager generally
requires a firm foothold in project management. 4. Maintenance And Support
To many, program management is the next logical step in the career
progression of one of the world’s fastest growing disciplines. 5. Three Themes Of Program Management
a. Benefits management
Using comprehensive and real-life case studies, experienced project, b. Program governance
business and technical managers will learn how to succeed as a c. Stakeholder management
program manager by focusing on what makes them successful.
6. Program Planning
Numerous studies provide valuable information on what makes
a. Basic considerations
program managers successful and these are used and referenced in
b. Feasibility study
this course. To be sure, success is not based on technical competence;
c. Program management plan
rather, it is business savvy, leadership and communication skills that
d. Stakeholder management
separate the winners from the losers.
e. Program architecture and benefits map
This course provides a set of practical tools and techniques designed
7. Program Management Office
to get you up to speed quickly on these issues, thus negating the need
a. Purpose and benefits
for theory-based lecture and time-wasting and elementary
b. Process control
“exercises.” This is “real-life” information, directly from the trenches c. Process support
and facilitated by instructors who have “been there, done that.” d. Process improvement
e. Strategic goal alliance
Reminder: You must have a basic understanding of project 8. The Program Manager’s Role In Delivering The Benefits
management before taking this course a. Manage enterprise programs and projects
b. Manage change
c. Provide support
Course Leader 9. Reporting Tool
Claude Maley a. Checking program “health” through program and project reviews
10. Program Risk Identification, Analysis And Response
Strategy
PMBOK® Guide Knowledge Areas:
• Project Integration Management
• Project Scope Management
• Project Quality Management
• Project Time Management
• Project Cost Management
• Project Risk Management
• Project Human Resource Management
• Project Procurement Management
Professional Development Units (PDUs): 30
971-4-3352437 971-4-3352438 register@iirme.com www.iirme.com/advproject
5. 3 Regaining Control Of Projects – Rapid Assessment And
Recovery Of Troubled Projects 3 – 7 July 2011
30 PDUs
Learn How To: Course Topics
• Structure and lead the effort to assess project problems
rapidly 1. Introduction To Assessment Methodology
A. Identifying the early warning signs of troubled projects
• Determine the root causes of identified problems B. The role of the assessment sponsor
• Develop a recovery plan for any troubled project C. Overview of the rapid assessment model
• Provide leadership to turn the project around
• Identify and manage signs of trouble early in a project 2. Planning The Assessment
A. The role of the charter in developing an assessment plan
B. Bridging the gap between the project team and the
assessment team
C. Evaluating project history through critical documentation
Course Synopsis
If you’re a project manager who is in the trenches every day, sooner 3. Conducting The Assessment
or later you’ll be staring into the face of a troubled project. The project A. Developing the interview strategy
may be your own or may be one you’ve inherited. Knowing what to B. Using interviews to determine project reality
C. Analyzing and validating project data
do when the time comes will be critical to your success. You’ll need to
take action immediately – with speed, accuracy, power, balance and 4. Developing The Stabilization Plan
focus. You’ll have little time to think about an approach or polish your A. Stabilization conceptual overview
skills. B. Recovery strategy options
C. Develop plan for stabilization
Rapid Assessment And Recovery Of Troubled Projects D. Addressing people, processes, products, and timing
demonstrates a proven process project recovery. You’ll get everything
you need (process, tools, techniques) to perform a rapid assessment of 5. Stabilizing The Project
a project in trouble, develop a recovery plan and manage the transi- A. Steps to conduct stabilization plan
tion to stabilization. B. Techniques for prioritizing threats, opportunities, and
problems
C. Rebaselining the project plan
Active participation in the case study, designed to simulate the
D. Implementing project control metrics
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 6. Preventive Measures
experienced project managers who need to know what to do when A. Avoiding classic mistakes
the chips are down. B. Establishing a plan for continuous improvement
Reminder: You should have a thorough understanding of PMBOK® Guide Knowledge Areas:
scheduling, cost control and risk management before taking this • Project Integration Management
course. • Project Scope Management
• Project Time Management
• Project Cost Management
• Project Risk Management
• Project Communications Management
Course Leader Professional Development Units (PDUs): 30
Claude Maley
“The instructor successfully combines theory with experience and assure maximum benefits in delivering the concept.”
Ali Humaid Al Zaabi, Projects Engineer, Abu Dhabi Distribution Company, UAE
“Discussion style promoted exchange of ideas from different areas of business. This was the best of the course.”
Mamoon Fares , PMO Manager, Palestine Cellular, Palestine
“To be a successful Program Manager you must attend this course.”
Hatem Al-Fraiji, VP – IT Sr Officer, Riyad Bank, KSA
“Excellent program and an interesting one, much information. What I liked most was the discussion part.”
Khamis Al Suwaidi, Special Projects Manager, Executive Council Abu Dhabi, UAE
“Theory and practice were well balanced on this course.”
Thomas Power, Senior Project Manager, Turner Construction INTL, UAE
971-4-3352437 971-4-3352438 register@iirme.com www.iirme.com/advproject
6. 4 Leading Complex Projects
18 – 22 September 2011
30 PDUs
Learn How To: Course Topics
• Select leadership techniques to increase your odds of 1. Understanding Complexity In Projects
success a. Elements of complexity theory
• Apply the concepts of complexity science to project - Complexity
management - Self-organization
• Use ESI’s Complexity Indicator to assess your project’s - Emergence
complexity level - Nonlinear dynamics
• Create an innovative framework for managing project - Open/closed systems
complexity using ESI’s Complex Project Model and b. Leadership approaches and techniques
Process - Competencies
- Behaviors
- Leaders in complexity
Course Synopsis
Have you ever taken on a project that appeared just too complex to 2. The Complex Project Model And Process
handle? Just trying to identify the multitude of variables to be a. ESI’s Complex Project Model
managed, let alone anticipating how they might interact to create b. ESI’s Complex Project Process
unexpected challenges, can be overwhelming. So how do you c. Knowledge of complexity
determine the true complexity, with a clear understanding of the d. Communication
variables involved and move forward to develop a plan that provides e. Leadership
the right level of control and flexibility for success? f. Project management
To lead a complex project requires a new way of thinking – a new 3. Determining Project Complexity
approach to applying known project management techniques and a. ESI’s Complexity Indicator
tools. Leading Complex Projects provides an innovative approach b. Assessing complexity levels
to assess project complexity and to deploy the best techniques to c. Applying the indicator
achieve success.
4. Communicating Project Complexity
You will learn to use ESI’s unique Complexity Indicator and Complex a. Communication platforms
Project Model to increase your effectiveness in controlling the b. Risk and risk response
complexity in your project. The Complex Project Model provides c. Change management
valuable insight into the variables that create the complexity of your
d. Problem solving
particular project. It enables you to select existing tools from a new
point of view that both limits the level of complexity and governs how
the remaining complexity is used for positive results—in short, to 5. Designing For Complex Projects
stack the odds of success in your favor! a. OBS, PBS, WBS
b. Design tasks
The exercises and readings are designed to give you hands-on c. Planning for project execution
experience from a new perspective while determining the true level of
project complexity and using complexity to assist rather than hinder 6. Leading Complex Projects
progress. Among the tools provided is an automated template of a. Leadership levels
ESI’s Complexity Indicator. Using your answers to the questions in the b. Clear vision
Complexity Indicator, this tool automatically calculates your project’s c. Principles for leading complex projects
complexity level, and plots the strengths and weaknesses of your d. Disciplines for leading complex projects
project against the nine areas of PMBOK® Guide.
PMBOK® Guide Knowledge Areas:
This course is a must for the experienced project manager who needs • Project Integration Management
to manage the seemingly unmanageable! • Project Scope Management
• Project Quality Management
• Project Time Management
Reminder: It is highly recommended that participants • Project Cost Management
already have practical project management experience and a • Project Risk Management
thorough understanding of project management tools and • Project Human Resource Management
techniques. • Project Procurement Management
• Project Communications Management
Professional Development Units (PDUs): 30
Course Leader
Claude Maley
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7. 5 Leading Project Managers
4 – 8 December 2011
30 PDUs
Learn How To: 3. Project Initiation
a. Project selection
• Define the leader’s role in each phase of the project life b. Project charter
cycle c. Project funding
• Outline reasons for project successes d. Stakeholder considerations
• Use key performance indicators to monitor ongoing project e. Financial tools
progress
f. Understanding margins
• Support project managers and project teams through coaching,
mentoring and rewarding success
4. Leading And Managing Project Managers
• Select the tools and techniques of project management
that will help your teams be successful a. Challenges of leading and managing project managers
b. Identifying, developing, evaluating and retaining project managers
c. Rewarding success
Course Synopsis 5. The LPM’s Role In Project Planning
a. Risk management
As organizational hierarchies give way to dynamic, cross-functional
b. Cost estimates
project teams, senior managers find themselves challenged with
adopting a “new economy” approach to managing project managers. c. Schedule development
d. Resource allocation
The leader of project managers must bring order and rationality to a e. Communications management
chaotic environment, identify opportunities to influence the direction f. Project plan review
of projects and provide the means for project managers to succeed. In g. Project plan approval
addition, the leader of project managers must be skilled at managing
project portfolios, allocating resources, reviewing projects and 6. Managing Relationships
communicating appropriately. Above all, the leader of project a. Communicating across the organization
managers must know the right questions to ask! b. Managing expectations
c. Management styles
In this highly facilitated course, you will learn soft and hard skills and d. Mentoring/coaching
approaches that lead to organizational success in the “management e. Conducting effective meetings
by projects” environment. You also will get expert perspectives and f. Supporting project managers of virtual teams
review best practices on issues critical to those who lead project g. Supporting diversity and cross-cultural teams
managers. You will enjoy lively debate and stimulating conversation h. Conflict/resolution
that reinforces what you know and what you’ve learned.
7. The LPM’s Role In Project Implementation
This course provides you with a new way of thinking about the best a. Project manager and team performance
way to lead people in conjunction with the underlying process of b. Asking the right questions
project management. It is a “must-attend” for anyone responsible for c. Management oversight
leading and managing project managers. d. Determining if earned value is the project performance
measuring tool to use
e. Project reviews
Reminder: Participants should have a basic understanding f. Project audits
of project management before taking this course. It is assumed that g. Understanding signs of trouble
attendees currently or will soon lead project managers, with or h. Project recovery and turnaround
without a direct reporting relationship. i. Change management
8. Project Close
Course Topics a. Early termination
b. Project end evaluation
1. The Leader Of Project Managers (LPM) Role In The c. Lessons learned
Project Life Cycle
a. Managing the “Stage Gate” process PMBOK® Guide Knowledge Areas:
b. The project environment Project Integration Management
c. The role of management in each phase of the life cycle Project Scope Management
d. Defining project success within the organization Project Quality Management
e. Organizational factors affecting project management Project Time Management
f. Knowing the organization’s project management process Project Cost Management
Project Risk Management
2. Managing In A Multi-Project Environment Project Human Resource Management
a. The importance of rank ordering projects across the Project Procurement Management
organization Project Communications Management
b. Managing multiple project issues
c. Resource allocation Professional Development Units (PDUs): 30
d. Issue resolution
e. Resource pool considerations
Course Leader
Claude Maley
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