precision meets expertise

Precision meets Expertise.

Course Catalogue

Project Management Business Analysis IT Service Management Business Continuity Management

2 www.procept.com

Letter from the President

On behalf of our faculty and staff, I welcome you to Procept Associates Ltd.�

As you look through this calendar, you’ll see our highly-rated courses in Project Management, Business Analysis, and IT Service Management.� In many Canadian cities we offer our courses directly to the public or through our university partners (see page 62).� We also deliver our courses directly to corporate and government clients worldwide.�

In-company deliveries can either be off-the-shelf or customized for the organization’s specific needs (see page 4).� All of our faculty have senior experience in their disciplines, and are selected for their high level of instructional talent.� All of our faculty, as well as our colleagues in our consulting practice, are available for consulting assignments.�

As an individual, or as a representative of your organization, please feel free to contact us at info@procept.�com for assistance in choosing the right course.� I wish you well in your professional development and I look forward to meeting many of you in the upcoming year!�

Yours truly,

Keith FarndalePresident

President�Keith Farndale

Vice President�sDarya Duma Sola Oduko

Direct�or, At�lant�ic CanadaJanice Petley

Sales and Market�ing�Rohit Madan

Desig�n Alana Hughes

1.800.261.6861 or 416.693.5559 3

Contents

Letter from the President .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 2Corporate Profile .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 4In-House and Customized Training Solutions .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 5Cerificates in Business Analysis and Project Management .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 6

PROJECT MANAGEMENT COURSES .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 7Advanced Microsoft Project .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 8CAPM® Exam Preparation .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 9The Complete Project Management Seminar .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 10Introduction to Project Management .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 12Managing Project Risk .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 13Microsoft Project Essentials .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 14PMP® and CAPM® Exam Preparation .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 16Managing Successful IS Projects .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 18PRINCE2® Foundation and Practitioner .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 19Project Contracting Management 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.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 24Project Management Essentials for Construction .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 26Project Management for Health Care .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 28Project Portfolio Management 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BUSINESS ANALYSIS COURSES .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 32Analytical Thinking for the Business Analyst .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 33Business Analysis Essentials .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 34CBAP® Preparation .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 36The Comprehensive Business Analysis Seminar - Part One .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 38The Comprehensive Business Analysis Seminar - Part Two .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 40Enterprise and Strategic Analysis .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 42Project Management for the Business Analyst .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 43Testing for the Business Analyst .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 44

PROJECT MANAGEMENT AND BUSINESS ANALYSIS SOFT SKILLS .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 45Beating the Clock: Personal Time Management .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 46Leadership, Relationship, and Change .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 47Virtual Teams: Dealing with Geographical Dispersion .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 48

IT SERVICE MANAGEMENT V3 .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 49ITIL® for IT Management .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 50ITIL® V3 Foundation Bridge .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 51ITIL® V3 Service Manager Bridge .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 52ITIL® IT Service Management Foundation V3 .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 53ITIL® V3 Release, Control, and Validation .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 54ITIL® V3 Service Operation .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 55ITIL® V3 Service Operation and Analysis .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 56ITIL® V3 Service Transition .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 57

BUSINESS CONTINUITY MANAGEMENT .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 58Business Continuity Management Awareness .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 59Business Continuity Management Essentials .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 60The Comprehensive Business Continuity Management Seminar .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 62

Instructors .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 64University Partners and Professional Accreditations .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 66Selected Client List .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 67

4 www.procept.com

Corporate Profile

Who we areProcept is a premier provider of professional training programs specializing in Project Management, Business Analysis, IT Service Management, and Business Continuity Management - offering participants intensive instruction at the accreditation level.� Our consulting division offers strategic consulting services to help your organization improve its maturity in our specialization areas.�

Procept was founded in 1983 by Keith Farndale to provide Project Management services.� Since then, our reputation has evolved on the strength of our expertise, capability and motivation.� We’re especially proud of the fact that we’re now the leading project management trainer in Canada.� Procept now delivers a full curriculum of in-house training in Project Management, Business Analysis, Information Technology Service Management, and Business Continuity Management.�

In 2005, Procept opened our Atlantic Canada office and in 2006, we launched Procept Nigeria.� Both offer our growing selection of courses to companies in the region.�

Learn from qualified inst�ruct�orsThrough our Canadian operations, registered under ISO 9001, we define ourselves by the quality we provide.� Our trainers and consultants are experts in their industries, including engineering, information technology, oil and gas, management and engineering consulting, telecommunications, government, construction, real estate development, standards development, and food.� Our courses follow the prescribed outline of internationally recognized professional associations and many of our clients confidently pursue these designations.�

How we can help youAcross Canada and internationally, our experienced team works with blue-chip and non-profit organizations engaged in a diverse range of activity.� Here is just a sample of industries we serve:

Aerospace and DefenseConstruction Engineering ConsultingFinancial Services FoodGovernmentHealth CareInformation TechnologyOil and GasStandards DevelopmentTelecommunications

What sets us apart from others in the field is our continuing support of our clients.� Procept encourages feedback through questionnaires and updates through newsletters and our website.� For participants of our Project Management courses, we offer the PMP Helpline newsletter.� For participants of our Business Analysis courses we offer the CBAP Exam newsletter.� With these, clients have easy access to our consultants for answering questions and it allows us to keep in touch post-exam.�

Choice and convenience Choose from a variety of programs we offer in Project Management, Business Analysis, Information Technology Service Management, and Business Continuity Management.� Or we can design a program to meet your specific needs.�

Training is conducted at your company or through our partner universities.� Procept has enjoyed long-standing partnerships with several universities in Canada where our courses are part of the professional development curriculum.� See page 46 for a list of our university partners.�

For more informat�ion1.�800.�261.�6861 or 416.�693.�5559info@procept.�comwww.�procept.�com

1.800.261.6861 or 416.693.5559 5

For 21st century organizations that seek competitive advantage through investment in human resources, Procept’s in-house and customized training

programs can be the solution.�

We offer our Project Management, Business Analysis and IT Service Management programs in-house for groups of 8 or more.� Our off-the-shelf

programs can be customized to reflect your specific learning requirements, business processes, culture or industry.� Alternatively, we can custom

design a program specifically for your organization in consultation with one of our subject matter experts.� Create your own program length, course

content and instructional schedule.� Mix and match from different disciplines – create the right fit for your organization!�

In our course design, development, and delivery, we follow a structured approach to training using adult education principles.� Gap analysis, learning

objectives, design of programs and evaluation techniques is all done by a senior facilitator/consultant.� We use our Custom Course Design Profile tool

to identify specific organizational performance objectives in terms of knowledge, skills, and attitude.� Development of training manuals, PowerPoint

slides and learning aids is done by our in-house Course Developer with oversight guidance from our subject matter experts.� A final review of the

course by a second senior facilitator/consultant is part of our quality control process.�

Our in-house and customized training solutions can include:

• Learning assessments and needs analysis to identify gaps and learning objectives

• Pre-course (before the course) and post-course (two weeks after the course) assessments to ensure application of knowledge in the work

place

• Development of corporate career paths in Project Management, Business Analysis and IT Service Management

• Coaching of Project Managers, Business Analysts or IT Service Management practitioners

• Certificate Programs in Project Management, Business Analysis and ITIL, either off-the-shelf or custom designed to reflect your

organizational culture, goals and processes

• Refresher sessions that can be structured as classroom training, facilitated discussion sessions, or short talks such as “lunch and learn”

Procept has worked with many large organizations across Canada and the United States to: design custom learning programs; rework existing

training materials; and to rollout strategic initiatives.�

Examples:

In-House and Customized Training Solutions

ESRI Canada

We developed a series of custom courses.� A 1-day session “More Than

Just Winging It” waa offered across Canada to clients of ESRI during

End User Conferences.� The workshop enhanced the understanding

by ESRI clients of the value of ESRI’s PM methods, and the role of

the client on a project.� We also developed a half-day session “For

Project Team Members Only!�”, and a 1-day session “Managing Client

Projects” which focused in on the roles of the Account Manager and

the PM throughout the life of external client projects.�

Cit�y of Kit�chener

We developed a customized version of our 1-day “Project Sponsorship”

course to incorporate issues important to the client, including dealing

with outsourcing contracts.� This session has been delivered to over

150 participants to date.�

ATI Technolog�ies Inc.

Developed a sophisticated new project analysis and delivery

methodology and then chose Procept to develop and deliver

customized training for this methodology.� Procept worked closely with

ATI to adapt existing Procept material and integrate ATI templates into

a program of four customized courses to explain the ATI methodology

to their staff and also show how it fits in with cross-industry best

practices.�

MCAP Service Corporat�ion

Designed series of Microsoft Project templates defining project

management process for IT projects.� Included definition of project

management process, and developing reporting documentation.�

Created an instructional manual and trained participants in its use.�

Ont�ario Power Generat�ion Inc.

We designed, and we regularly present, a 2-day course on Contract

Monitoring, to train field staff in the monitoring of construction

contractors.� Those staff had previously been supervisors of direct-

hire construction tradesmen prior to a change of construction strategy

by OPG.�

Mechanical Cont�ract�ors Associat�ion of Ont�ario

Designed and currently presenting a 10–day Mechanical Contracting

Project Management course, in partnership with the University of

Waterloo.� Started in 1999, it is run from 2 to 6 times each year in

different Canadian cities, and is almost always sold out.�

Benefit�s of an in-house or cust�omized t�raining� prog�ram:

• Time - When and where you want

• Course content - Our subject matter experts design a

program specifically for your organization

• Flexibility - You set your schedule, be it in the evenings,

weekends, one session per week, or continuous sessions

• Savings - You save with corporate discounts

• Organizational learning - Group discussion brings

out organizational issues, and allows for immediate

applicability of the subjects being taught

6 www.procept.com

CERTIFICATE IN BUSINESS ANALYSIS

Business analysis is an important component of any project’s lifecycle.� Research has consistently shown that incomplete analysis is a key factor of

project failure.�

Designed by our business analysis experts, the Certificate in Business Analysis covers a wide range of techniques that can be applied to any

business problem or project.� The courses focus on the core skills required to be an effective business analyst and are suited for both new and

experienced analysts.� The Certificate provides tools and knowledge for practical application in business.� All courses align with the International

Institute of Business Analysis (IIBA®) Body of Knowledge.�

Prog�ram Det�ails

• Complete Enterprise and Strategic Analysis and The Comprehensive BA Seminar - Parts 1 and 2 within 2 years and attend at least 80% of

each course

• Pass the final exam after each course with at least 65% marks

ADVANCED CERTIFICATE IN BUSINESS ANALYSIS

A cutting-edge certificate program designed by our business analysis experts who believe in continuous professional development.� Also suitable for

those looking to earn professional development units to maintain their CBAP® (Certified Business Analyst Professional™) designation.�

Are you looking for a rigorous business analysis training that goes well beyond CBAP® and IIBA®’s BABOK®? Then this certificate is right for you!� This

Advanced Certificate provides an opportunity for participants to explore areas of interest in depth like leadership, virtual teams, project management,

testing and quality control, analytical thinking and problem solving.� This is the next logical step in the evolution of a business analyst professional or

practitioner, designed with input from industry, academia and program participants.�

Prerequisit�e

You should either have a CBAP® designation or have completed our Certificate in Business Analysis or a similar certificate program.�


• Complete Analytical Thinking for Business Analysts, Project Management for Business Analysts, and any other electives totalling 3 days.�

• Complete all the courses within 2 years and attend at least 80% of each course.�

CERTIFICATE IN PROJECT MANAGEMENT

A certificate program designed by our project management experts who introduced the first PMBOK® aligned project management course in

Canada.� If you are new to the exciting world of project management or have not taken any formal PMI project management training, this certificate

is right for you!� This certificate will strengthen your use of project management tools in real life situations and it will also help you prepare to write the

PMP® exam.�


• Choose between Project Management Essentials or Project Management Essentials for Construction

• Complete The Complete Project Management Seminar and pass the final exam at the end of the course with at least 65% marks

• You must complete both courses within a year and attend at least 80% of each course

ADVANCED CERTIFICATE IN PROJECT MANAGEMENT

A cutting-edge certificate program designed by our project management experts who believe in continuous professional development.� Also suitable

for those looking to earn PDUs to maintain their PMP designation.�

Are you looking for a rigorous project management training that goes well beyond PMP? Then this certificate is right for you!�

The Advanced Certificate provides an opportunity for participants to explore areas of interest in depth like project management leadership, virtual

teams, business analysis, agile project management, and Microsoft Project.� This is the next logical step in the evolution of a project management

professional or practitioner, designed with input from industry, academia and program participants.�

Prerequisit�e

You should either have a PMP designation or have completed our Certificate in Project Management or other similar certificate program.�


• Attend any combination of courses resulting in at least 4 days of total training

• Complete the required 4 days of training within two years

Cerificates in Business Analysis and Project Management

Procept Associates offer eighteen specific Project Management Courses, enabling participants to successfully achieve their goals in project management.� Each course can be taken individually or as part of a program towards certification.� Instructional time per course ranges from 7-42 hours and is delivered as on-site training at your company or through one of our courses offered to the public.�

Go wit�h a leader We’ve prepared more people to write the Project Management Professional (PMP®) exam than any other trainer in Canada.� To help you succeed, we publish Farndale’s PMP and CAPM® Preparation Guide.�

Accredit�at�ion PMP certification, awarded through the Project Management Institute (PMI), is the most recognized credential among PM professionals.� Procept is a Registered Education Provider with the institute, presenting more than 12,000 participant training days every year.� Additionally, most Procept PM courses are registered with PMI, each providing one Professional Development Unit (PDU) for each course hour.� These PDUs can be used towards the requirements for maintaining PMP certification.�

For students interested in pursuing PMP or Certified Associate in Project Management (CAPM) accreditation, Procept recommends our PMP and CAPM Examination Preparation course or The Complete Project Management Seminar and the Farndale’s PMP and CAPM Preparation Guide.�

The Complete Project Management Seminar

6 days

PMP® and CAPM®

Exam Preparation3 days

PRINCE2® Foundation and Practitioner

3 and 2 days

Project Contracting Management

2 days

Managing Project Risk2 days

Project Management Essentials for Health Care

3 days

Project Management Essentials

3 days

Project Scheduling Essentials

3 days

Fund

amen

tal

Project Management Essentials for Construction

3 days

Project Management Essentials for Contractors

2 days

Project Management Essentials for

Festivals and Events2 or 3 days

Microsoft Project Essentials

2 days

Introduction to Project Management

1 day

Managing Successful IS Projects

3 days

Project Portfolio Management

1 day

Advanced Microsoft Project1 day

Project Scheduling and Controls

5 days

Pro

fess

iona

lA

dvan

ced

CAPM® Exam Preparation 3½ days

1.800.261.6861 or 416.693.5559 7

PROJECT MANAGEMENT COURSES

8 www.procept.com

Advanced Microsoft Project

We have a new and improved version of this course!�

Appropriate for the experienced Project Manager or Project

Administrator, this 1-day course provides an advanced level

understanding of Microsoft Project.� You will learn to use the tool to

facilitate a higher, more effective level of project management within

your organization.�

This course explores the more complex features of the software.� These

features are illustrated and practiced through hands-on exercises,

designed to enable the Project Manager or Project Scheduler to better

model, track, analyze, interpret, and communicate project plans.� For

in-company courses, the course is customized in advance to suit the

requirements of the participants.�

LEARNING OBJECTIVES

You will gain practical skills, such as:

• Develop best practices for task and resource entry.�

• Understand how task calendars can be used to efficiently

schedule activities with specific time restrictions.�

• Understand the differences within Microsoft Project

between deadlines and constraints, and how both can be

used to provide effective management, communications

and tracking tools.�

• Understand how hidden and rolled-up tasks can be used

to facilitate improved project communication and project

manageability.�

• Create the appropriate views for updating actual information

into project, and as a result, use Microsoft Project not only as a

planning but also a management tool.�

• Understand how project baseline and interim plans differ,

and how each can be used successfully as a means of

tracking project progress

• Improve project analysis and communication through the use of

custom fields, graphical indicators, and the grouping of project

data.�

• Know how to improve the usability and efficiency of Microsoft

Project through the creation and use of custom views.�

WHO SHOULD ATTEND

The Advanced Microsoft Project course is appropriate for individuals

who are:

• Already using and are comfortable with the basic

functionality of Microsoft Project

• Ready to learn and apply some of the more advanced

features that the software has to offer.�

PREREQUISITE

• 2-day Microsoft Project Essentials

• 3-day Project Management Essentials (or its equivalent

fundamental PM course)

MATERIALS

You will receive a book (same as for our Microsoft Project Essentials),

a course binder containing course notes, exercises, and suggested

solutions.� You will also receive a CD with the exercise files.�

WHAT YOU WILL LEARN

Note: the outline depends upon the requirement of the

participants.�

RELATED COURSES OF INTEREST

• Microsoft Project Essentials

• Project Management Essentials

• The Complete Project Management Seminar

1.800.261.6861 or 416.693.5559 9

This 3½ day course is designed as an intense preparation for those

preparing to write the Certified Associate in Project Management

(CAPM®) examination.� The course is registered with the PMI and will

provide the necessary 23 contact hours required for the CAPM exam.�

It is based on the PMBOK® Guide 4th Edition.�

LEARNING OBJECTIVES

Participants will gain practical skills to:

• Review all nine Knowledge Areas as well as Professional

and Social Responsibility.�

• Obtain an overall view of the current state of the project

management body of knowledge.�

• Identify your responsibilities as working towards a

professional designation.�

• Prepare for the CAPM exam.�

WHO SHOULD ATTEND

The CAPM Exam Preparation course is suitable for individuals who:

• Want to prepare for the CAPM designation.�

• Just graduated from a post-secondary institution and are

interested in pursuing a career in project management.�

MATERIAL

The participants will receive:

• The course workbook

• Farndale’s PMP® and CAPM Preparation Guide

• CAPM Exam Prep Guide – 2nd Edition by Rita Mulcahy

Please note: You are required to bring your own A Guide to the Project

Management Body of Knowledge (PMBOK® Guide) 4th Edition to the

course.� The PMBOK® Guide can be purchased from PMI or Procept.�

WHAT YOU WILL LEARN

Project� Manag�ement� Int�roduct�ion and Framework

Project� Manag�ement� Process Groups

• Initiating

• Planning

• Executing

• Monitoring and Controlling

• Closing

Int�eg�rat�ion Manag�ement�

• Develop Project Charter

• Develop Project Management Plan

• Direct and Manage Project Execution

• Monitor and Control Project Work

• Perform Integrated Change Control

• Close Project or Phase

Scope Manag�ement�

• Collect Requirements

• Define Scope

• Create WBS

• Verify Scope

• Control Scope

Time Manag�ement�

• Define Activities

• Sequence Activities

• Estimate Activity Resources

• Estimate Activity Durations

• Develop Schedule

• Control Schedule

Cost� Manag�ement�

• Estimate Costs

• Determine Budget

• Control Costs

Qualit�y Manag�ement�

• Plan Quality

• Perform Quality Assurance

• Perform Quality Control

Human Resources Manag�ement�

• Develop Human Resource Plan

• Acquire Project Team

• Develop Project Team

• Manage Project Team

Communicat�ions Manag�ement�

• Identify Stakeholders

• Plan Communications

• Distribute Information

• Manage Stakeholders Expectations

• Report Performance

Risk Manag�ement�

• Plan Risk Management

• Identify Risks

• Perform Qualitative Risk Analysis

• Perform Quantitative Risk Analysis

• Plan Risk Responses

• Monitor and Control Risks

Procurement� Manag�ement�

• Plan Procurements

• Conduct Procurements

• Administer Procurements

• Close Procurements

CAPM® Exam Preparation

10 www.procept.com

Learn the project management body of knowledge in a 6-day

comprehensive program paced to appeal to those currently working

in a project management (PM) environment.� Instructors for this

course bring a PM discipline gained from years of managing projects

in rigorous project-driven industries.�

This “professional” level course appeals to a wide audience from a

broad mix of industries.� Participants including engineers, software

developers, and manufacturers, engaged in technical projects.�

Others are involved in business and financial projects.� This course

facilitates discussions among the participants about their project

management challenges and successes.�

Once completed, you will return to your workplace qualified to improve

your organization’s PM process.� Many people who have taken our

course have gone on to a high-profile position in their organization.�

For those preparing for the Project Management Professional (PMP®)

designation, this and related courses, have prepared more people for

the PMP exam than any other course in Canada.�

By the conclusion of this course, you will learn the 44 processes of the

benchmark publication A Guide to the Project Management Body of

Knowledge (PMBOK® Guide) published by the Project Management

Institute (PMI).�

In addition, you are also entitled to a free subscription to our PMP

Helpline and PMP intelligence messages.�

PARTICIPANT EVALUATIONS

“Helped me land a million dollar contract.�.�.� and helps me manage it

too!�” Blain Martin, Tricoord Spatial Data Inc.

“I can actually use the information in my job.� This course helps IT

professionals in PM to round out their educational and professional

qualification.�” Eden Hansen, The Maritime Life Assurance Company

“Both instructors were excellent.�.�.� they mixed real life examples into

the seminar.�.�.� made me believe they have ‘walked the walk’.�” Bryan

McKenzie, ABB

“A good course to gain an understanding of PM processes, and

especially useful to help one prepare for the PMP exam.�” Henry

Senuira, Rogers Communications

“Solid principles that are applicable to projects of all sizes.� Very well

knitted into our company’s systems of doing business.� Great job!�”

Bob Burns, Bruce Nuclear Generating Station

LEARNING OBJECTIVES


• Become conversant with the whole breadth of modern

project management.�

• Increase your own PM “lessons learned” by learning from

the PM experiences of others.�

• Add techniques to your PM “toolbox,” increasing your value to

your organization and in the job marketplace.�

• Return to your workplace equipped to improve your

organization’s PM process.�

• Prepare to take the PMP examination (should you

choose).�

WHO SHOULD ATTEND

The Complete Project Management Seminar is appropriate for

individuals who:

• Are being appointed as a Project Manager or a Project

Management Office Director.�

• Want to enhance their resume and marketability in the

project management job market.�

• Work in a project management environment, in any

industry or discipline, and wants to increase their PM

knowledge.�

• Want to prepare for the PMP designation.�

PREREQUISITE

• 3-day Project Management Essentials (or its equivalent),

or

• You already work in a project management environment

that manages project scope, cost, time, quality, etc.�

MATERIALS

You will receive a course binder containing copies of presentation

slides, case studies, exercises, and suggested solutions.� You will

also receive the Project Management Body of Knowledge (PMBOK®)

Guide, and Farndale’s PMP and CAPM® Preparation Guide (with a

thorough sample exam).�

WHAT YOU WILL LEARN

Int�roduct�ion/Int�eg�rat�ion

• PM Body of Knowledge

• Project Life Cycle

• Project Planning

• Exercise: Stakeholder Requirements


• Project Initiation

• Project Charter

• Work Breakdown Structure

• Scope Statements and Scope Changes

• Exercise: Work Breakdown Structure


• Types and Hierarchy of Schedules

• Logic Networks: ADM, PDM, CPM

• Duration Estimating

• Resource Loading/Levelling

• Risk Analysis & Contingency

• Schedule Reporting and Control

• Critical Path Compression

• Exercises: Post-it® Note Schedule Development,

Resource Levelling, Crashing

The Complete Project Management Seminar

1.800.261.6861 or 416.693.5559 11


• Cost Estimating

• Contingency Allowance

• Budgeting

• Cost Reporting and Control

• Earned Value

• Estimates to Complete

• Contingency Management

• Exercises: Estimating, Earned Value


• Concepts

• Customer Requirements

• Cost of Quality

• Tools of Quality Control

• Process Control Charts

• QM Standards

• Exercises: Pareto Diagram, Application to PM


• Organizing for Procurement

• Contract Law

• Procurement Planning

• Contract Types

• Risk Allocation

• Solicitation & Source Selection

• Contract Administration

• Dispute Avoidance & Resolution

• Contract Close-Out

• Exercises: Battle of the Forms, Evaluation Criteria,

Procurement Plan


• Risk Identification

• Assessment

• Quantification

• Expected Monetary Value

• Decision Trees

• Monte Carlo Simulation

• Risk Response Planning

• Exercises: Risk Identification, Risk Mapping, Risk

Tolerance, Risk Responses


• Organizing for Projects: Projectized / Functional / Matrix,

Behavioural Matters

• Motivation & Leadership

• Power and Influence

• Team Development

• Conflict Resolution

• Exercises: Working in a Matrix, Applying Behavioural

Theories, Situational Leadership, Conflict Resolution


• Process of Communication

• Communications Plan

• Progress Reports

• Virtual Teams

• Exercise: Communication Failures, Communications

Planning

Professional Responsibilit�y

• PM as a Profession

• Ethics and Diversity

• Exercise: Ethical Dilemmas

Closing�

• Trends in Project Management

• Organizational Maturity

• Types of Project Environments



• Advanced Microsoft Project

• PMP and CAPM Exam Preparation

12 www.procept.com

Introduction to Project Management

Implementing project management processes has been directly

linked to improving project performance, such as completing on

time, on budget and providing the deliverables to customer needs

and satisfaction.�

This 1-day fundamental course introduces the concepts of project

management and provides some essential tools to start the process

of managing projects effectively in your organization.� It also discusses

the differences between projects and operational work and helps you

understand the additional skills required to manage work and people

in a project environment.�

LEARNING OBJECTIVES


• Define the specific characteristics of a project.�

• Define a project scope.�

• Identify the nine processes that are used for managing

projects.�

• Assemble elements of a project plan.�

• Identify key project stakeholders and their roles.�

• Recognize the skills necessary to work in a project

management environment.�

• Explain the steps towards implementing project

management processes in your organization.�

WHO SHOULD ATTEND

The Introduction to Project Management course is suitable for

individuals who are:

• Considering a career in project management and would

like to know what that entails.�

• Being considered for a project management position

and need to prepare and know more about the process.�

• In an organization that is considering implementing

project management processes and needs to know

where to start and what to consider.�

PREREQUISITE

There is no prerequisite for this course.� It functions as a stand-alone

course.�

MATERIALS


slides, exercises, and suggested solutions.�

WHAT YOU WILL LEARN

What� is Project� Manag�ement�?

• Definition of a project

• Definition of Project Management

• Organizations that manage projects

The PM Environment�

• Functional structure

• Projectized structure

• Matrix structure

Why Is Manag�ing� Project�s Different� From Manag�ing�

Day-To-Day Operat�ions?

• The project life cycle

• Communication complexity

• Conflict management

Transit�ioning� t�o Project� Manag�ement�

• Roles and responsibilities

• Role of a Project Manager

• Role of a Project Sponsor

Set�t�ing� Priorit�ies and Time Manag�ement�

• The Project Management office

• Project Management methodology

Trends and Lessons Learned

• Trends in Project Management

• Lessons learned



1.800.261.6861 or 416.693.5559 13

Managing Project Risk

This 2-day course explores quantitative and qualitative techniques to

identify and analyze project risk factors (risk event, event probability,

and event impact).� A variety of risk response choices are discussed,

and risk identification and risk response are practiced in workshop

groups.� Quantitative techniques are applied to problems, but don’t

worry, advanced mathematics is not used!�


“Instructor understands and presents the risk management theories

very well” Chris Gallagher, Project Manager, National Grocers

“Well constructed.�.�.� covered the topic well.�.�.�knowledgeable and

enthusiastic.�.�.� examples relevant and easy to understand.�.�.�well

done!�” Linda Seymour, PMSC Ltd.

“Instructor’s organization, knowledge of material, and most importantly

sense of humour made a potentially dry topic very enjoyable and

interesting” Mario Salvagio, Loblaws

“Very good coverage of a too-much neglected area in day-to-day

project management” Barbara Minious, Walworthy Inc.

LEARNING OBJECTIVES


• Apply a common framework of project risk management

of the Project Management Institute.�

• Value the importance of including risk management in

project planning and execution.�

• Facilitate team discussions to identify project risks and

opportunities, and formulate risk responses.�

• Use expected monetary value.�

• Describe other techniques such as decision trees, Delphi

method, and Monte Carlo simulation, and when they are

applicable.�

• Analyze risks and select response strategies appropriate

to priorities and organization risk tolerances.�

WHO SHOULD ATTEND

The Managing Project Risk course is suitable/appropriate for


• Project Managers and team members who already

work in a well established project management

environment but wish to improve their project risk

management processes.�

• Members of a project team looking to “jump-start” their

risk management on a new and risky project.�

PREREQUISITE

• 3-day Project Management Essentials (or its equivalent)

MATERIALS


slides, case studies, templates.� exercises, and suggested solutions.�

WHAT YOU WILL LEARN

Int�roduct�ion

• Risk factors

• Workshop - lessons learned

Risk Manag�ement� Process

• Risk identification

• Workshop - stakeholders

• Risk classification systems

• Workshop - risk identification

• Risk quantification

• Risk tolerance

• Workshop - risk tolerance

• Risk response development

• Avoidance, mitigation

• Deflection, acceptance

• Contingency in budget

• Contingency in schedule

• Workshop - risk responses

• Risk management plan

Risk Tools

• Facilitative tools

• Video & discussion - groupthink

• Workshop - affinity diagram

• Probability & statistics

• Monte Carlo simulation

• Software demonstration (Risk +)

• Expected monetary value

• Exercise - payoff tables

• Decision trees

• Exercise - decision tree

• Critical path network

• Statistical sums

• Workshop - candidate responses

Wrap-Up

• Exercise – project environments

• Wrap-up



14 www.procept.com

Microsoft Project Essentials

We have a new updated version of this course, previously known

as Hands-On Microsoft Project.� This fundamental 2-day course

continues to provide you with the hands-on skills to plan and manage

project activities using Microsoft Project.�

You will learn and practice Microsoft Project at your own dedicated

computer.� The scheduling techniques are learned through a series of

progressive exercises which simulate a real project.� At the beginning

of each exercise, participants load a new project file which contains all

the information correctly input from the previous exercise.� As a result,

those with slower typing skills are not left behind.� By completion,

participants will have fully defined a project from beginning to end,

and will have performed project updates and reporting.�

PARTICIPANTS’ EVALUATIONS

“A very professional course.� I especially like referring to PMBOK®

(Project Management Body of Knowledge).� Also the course is

consistent with other Procept courses.� Very good indeed.� I would

recommend this course to all project managers” Vasilj Petrovic,

P.�Eng.�, PMP, ABB Canada

“I wanted to thank you for a super course!� I am recommending it to all

unit staff who have not taken it” Participant, Ministry of Environment

and Energy

“Everyone who uses MSP…should take this course.� It is remarkably

well organized and the pace is excellent” Greg Centro, Agfa Canada

LEARNING OBJECTIVES

You will gain practical skills to:

• Effectively define a project, assign resources and costs to

activities, set a project baseline, input actual project

status, identify resource conflicts, and

produce meaningful reports.�

• Use advanced features such as individual resource

calendars, custom layout definitions, filters, and the use

of custom data fields.�

• Understand both the positive and negative aspects of the

software in order to fully understand the applicability of

the software for their needs.�

• Discuss real-world issues such as managing multiple

projects, sharing of resources, and the efficient use of the

software within large and small organizations.�

WHO SHOULD ATTEND

The Microsoft Project Essentials course is suitable for individuals

who are:

• Project managers, project administrators, and team

members.�

• Using Microsoft Project to plan and manage new

projects, and those who require enough knowledge to

understand its capabilities and to access previously

defined project data.�

• Using (or perhaps exploring) the software without the

benefit of having been formally trained.�

PREREQUISITE

• 3-day Project Management Essentials (or an equivalent

fundamental PM course)

MATERIALS

You will receive a complete book on the use of Microsoft Project, a

course binder, and CDs with all the Microsoft Project data files used

in the course.�

WHAT YOU WILL LEARN

Get�t�ing� St�art�ed wit�h Project�

• Views, Reports, Project Properties, Nonworking Days

• Creating a New Project Plan

Creat�ing� a Task List�

• Entering Tasks, Durations, Milestones, Phases

• Linking Tasks

• Documenting Tasks

• Checking the Plan’s Duration

Set�t�ing� Up Resources

• People, Equipment, Material, and Cost Resources

• Entering Resource Pay Rates

• Adjusting Working Time for Individual Resources

• Documenting Resources

Assig�ning� Resources t�o Tasks

• Assigning Work Resources

• The Scheduling Formula

• Assigning Additional Resources

• Assigning Material Resources

• Assigning Cost Resources

Format�t�ing� and Print�ing� Your Plan

• Creating a Custom Gantt Chart

• Formatting Text in a View

• Formatting and Printing Reports

Tracking� Prog�ress on Tasks

• Saving a Project Baseline

• Tracking a Project as Scheduled

• Entering a Task’s Completion Percentage

• Entering Actual Values for Tasks

• Is the Project on Track?

Fine-Tuning� Task Det�ails

• Adjusting Task Relationships

• Setting Task Constraints

• Viewing the Project’s Critical Path and Float

• Adjusting Working Time for Individual Tasks

• Entering Deadline Dates, Fixed Costs

Fine-Tuning� Resource and Assig�nment� Det�ails

• Entering Multiple Pay Rates

• Setting up Resource Availability

• Applying Different Cost Rates to Assignments

• Entering Material Resource Consumption Rates

1.800.261.6861 or 416.693.5559 15

Fine-Tuning� t�he Project� Plan

• Examining Resource Allocations over Time

• Manually Resolving Resource Over-Allocations

• Examining Project Costs

Tracking� Prog�ress on Tasks and Assig�nment�s

• Updating a Baseline

• Tracking Actual and Remaining Values

• Tracking Time-phased Actual Work

• Rescheduling Incomplete Work

Viewing� and Report�ing� Project� St�at�us

• Identifying Tasks That Have Slipped

• Examining Task Costs

• Examining Resource Costs

• Reporting Project Cost Variance with a Stoplight View

Get�t�ing� Your Project� Back on Track

• Troubleshooting Time and Schedule Problems

• Troubleshooting Cost and Resource Problems

• Troubleshooting Scope-of-Work Problems

Applying� Advanced Format�t�ing�

• Formatting a Gantt Chart View





16 www.procept.com

PMP® and CAPM® Exam Preparation

If you are preparing for the examination for the Project Management

Professional designation, or the Certified Associate in Project

Management, you should attend our intense preparation course.�

This course has been offered from Hong Kong to Tehran and Lagos,

and from Victoria to St.� John’s, and has certainly prepared more

Canadian candidates for the PMP exam than any other course.�

This course is an intense “crash” review of exam material, it is not

intended as a stand-alone project management course.� It is delivered

in a 3-day version for people who are well prepared already, and can

be available in 5- and 6-day versions.�

PMI and t�he PMP Desig�nat�ion

The Project Management Institute (PMI) is a worldwide professional

organization dedicated to advancing the state-of-the-art in project

management.� Certification requires showing certain experience and

passing an examination administered by PMI.� The course reflects the

contents of A Guide to the Project Management Body of Knowledge

(PMBOK® Guide), published by PMI.� You can contact PMI at (610)

356-4600 or at www.�pmi.�org.�


“Fast-track, intensive.�.�.�focused me on where I need to spend the

remaining time.�.�.�greatly enjoyed’ John Beaumont, Director Corporate

Projects, Sears Canada Inc.

“Excellent: Very professional, well organized, in-depth explanations,

strong presentation skills, expert level knowledge and experience”

Diane Powell, Sabre Group

“Can’t say enough good things.�.�.�the instructor has such a wealth of

knowledge that goes across PMBOK®” Gord Fogel, PM Consultant,

Royal Bank

“Excellent flow.�.�.�good coverage where needed and no wasted time

.�.�.�great discussion which clarified a lot” Richard Lavoie, MTT/Aliant

“By far the best instructor I’ve seen in ages.�.�.�used practical everyday

relevant examples to explain concepts” Linda Peers, Nova Scotia

Power

LEARNING OBJECTIVES


• Review all eight Knowledge Areas as well as Professional

and Social Responsibility.�

• Obtain an overall view of the current state of the project

management body of knowledge.�

• Identify your responsibilities as a PM Professional

• Prepare for project management exams

WHO SHOULD ATTEND

The PMP and CAPM Exam Preparation course is suitable for

individuals who:

• Want to prepare for the PMP or CAPM designation.� For

most examination candidates, we recommend that

you take our longer 6-day Comprehensive PM Seminar

at University of Toronto.� However, this shorter course

is appropriate if you are already somewhat or largely

prepared for the exam.�

PREREQUISITE


• You already work in a project management environment

that manages project scope, cost, time, quality, etc.�

MATERIALS



WHAT YOU WILL LEARN

Project� Manag�ement� Cont�ext� and Int�eg�rat�ion

• Project stakeholders

• Project life cycles

• Project trade-offs

• The project charter

• Project Management Plan

• Integration processes


• Collect requirements

• Define scope

• Create Work Breakdown Structure

• Verify scope

• Control scope


• Logic networks

• Critical path calculations

• Resource loading & leveling

• Schedule development

• Schedule control


• Estimate costs

• Determine budget

• Control costs


• Quality management principles

• Plan quality

• Perform quality assurance

• Perform quality control


• Plan procurements

• Conduct procurements

• Administer procurements

• Control procurements


• Plan risk management

• Identify risks

• Perform qualitative risk analysis

1.800.261.6861 or 416.693.5559 17

• Perform quantitative risk analysis

• Plan risk responses

• Monitor and control risks


• Organizational structure

• Develop human resource plan

• Acquire project team

• Develop and manage project team


• Identify stakeholders

• Plan communications

• Distribute information

• Manage stakeholder expectations

• Report performance

Professional Responsibilit�y



18 www.procept.com

Managing Successful IS Projects

This 3-day fundamental course is designed to give anyone involved

with information systems (IS) projects the essential tools and

techniques they need to deliver successful results.�

This course provides a distinction between information systems

and information technology, the purpose of information systems

and the role of information systems organizations, critical success

factors for delivering information systems projects, and how systems

development life cycle fits into the project management life cycle.�

You will discuss the complete project lifecycle, from how an IS project

is initiated, through to project planning, executing and controlling,

and closing.� In addition, you learn the basic approach for selecting

and implementing project management tools, including key features

of common project management tools.�

Finally, you are shown how project performance and effectiveness

should be assessed, by introducing the concepts of balance score

card and benchmarking.�

LEARNING OBJECTIVES


• Distinguish between information systems and information

technology.�

• Recognize the purpose of information systems, and the

role of Information Systems Organizations.�

• Recognize the rationale for investing in an IS project, and

various ways of establishing IS project.�

• Develop clear project purpose, scope, deliverables,

high-level budgets and benefits, impact of “do nothing”,

and project justification.�

• Assess and structure the IS project team.�

• Identify key areas of IS project risk, assess their impact

and identify strategies for managing risks.�

• Recognize the steps for selecting and implementing an

IS project management tool.�

• Apply the concepts of balance score card and

benchmarking.�

WHO SHOULD ATTEND

The Managing Successful IS Projects course is suitable for


• Currently involved with information systems projects.�

• Existing Project Managers and Business Analysts that

want to be involved in information systems projects.�

PREREQUISITE


course.�

MATERIALS


slides, case studies, templates, exercises, and suggested solutions.�

WHAT YOU WILL LEARN

Int�roduct�ion

• Distinguish between information systems and information

technology

• Purpose of information systems and role of IS

organizations

Basic Concept�s of a Project�

• Distinguish between a project, operation, and an IS

project

• Why do IS projects fail?

• Critical success factors for all IS projects

What� is Project� Manag�ement�

• Distinguish between project management, program

management and portfolio management

• Project management and systems development life

cycles

• Integrating SDLC into the project management life cycle

• Project management environments

Init�iat�e IS Project�(s)

Plan IS Project�(s)

Execut�e and Monit�or IS Project�(s)

Close IS Project�(s)

Project� Manag�ement� Tools

• Selecting and implementing tools

• Features of common project management tools

Measuring� Project� Performance and Effect�iveness

• Purpose and how

• Balance score card concepts

• Measuring performance

• Benchmarking



• Business Analysis Essentials


1.800.261.6861 or 416.693.5559 19

PRINCE2® Foundation and Practitioner

PRINCE2®, “Projects in Controlled Environments”, is a project

management methodology very popular in both public and private

sectors in the UK.� It emphasizes the role of a “Project Board”, and

end-of-phase reporting and approval.� See www.�ogc.�gov.�uk/prince2.�

It is not at all contrary to the processes described in the PMBOK®

Guide of the Project Management Institute.� We recommend that

organizations consider this approach to projects.�

Procept Associates Ltd.� has partnered with Raj Khanna Associates

Ltd.�, who are an Accredited Training Organization for APMG UK,

to provide the PRINCE2® 3-day Foundation and 2-day Practitioner

courses.� These courses are designed to provide participants

with a working understanding of the PRINCE2® structured project

management method.� It will enable you to use the method when

working within a PRINCE2® project and to pass the PRINCE2®

Foundation and Practitioner examinations.�

LEARNING OBJECTIVES

The course covers the full PRINCE2™ syllabus and therefore equips

participants not just to take the Foundation examination, but also

to understand the broad range of PRINCE2™’s processes and

components.� The aim during the course is to achieve an effective

balance between exam success and the need for skills transfer.�

WHO SHOULD ATTEND

The PRINCE2™ Foundation and Practitoner courses are appropriate

for individuals who are:

• Managing projects and now require formal PRINCE2™

training.�

• Involved in some form of project support activity.�

• Note: Participants are required to undertake preliminary

study using the provided Pre-Course Workbook.� Further

self-study is also expected during the evenings of each

course day.�

PREREQUISITE

Some previous experience in a project environment is advisable.�

MATERIALS


slides, case studies, exercises and suggested solutions.�

WHAT YOU WILL LEARN

• Business & Projects

• Project Management

• Overview of PRINCE2™ Processes and Components

• Project Start-up

• Organization Component

• Business Case Component

• Project Scenarios

• Product-Based Planning

• Plans Component

• The Planning Component

• Management of Risk Component

• Initiating a Project

• Configuration Management Component

• Controls Component

• Controlling a Stage, Managing Product Delivery &

Managing Stage Boundaries

• Change Control Component

• Quality in a Project Environment Component

• Closing a Project

• Benefits of PRINCE2™

• The PRINCE2™ Foundation or Practitioner examination is taken

at the end of the final day of the course.�

20 www.procept.com

Project Contracting Management

Procurement management, and especially contract administration,

have become essential project management skills in today’s trend of

outsourcing all but the company’s core competencies.�

We will guide you through procurement practices, solicitation of bids,

contract negotiations and provide a taste of contract law.� This 2-day

course will provide the basic tools required for project managers

in these areas.� It will also offer you an insight into the role of the

procurement officer on a project team.�


“This was an information intensive workshop full of practical tips that

can be applied in a number of contract management situations in

all areas of discipline.� With these tools, we can all do a better job of

managing contracts to successful completion” Brian Tocheri, Town

of Marathon

Straight 5/5, “Again another area of project management made

visible!� Great wealth of knowledge” Steve Jones, Manager IS, Perle

Systems

“Instructor was experienced, thoughtful, insightful, humorous, .�.�.�

he made learning fun”.�.�.� Improve the program?.�.�.�”No need” Derek

Cullen, Royal Bank Financial Group

“Knew his topic.�.�.� good examples.�.�.� His points have been heard!�

This is a very important course to PM’s” George Thorogood, Rogers

Shared Services

LEARNING OBJECTIVES


• Use proven techniques, tools and skills for managing

contracting and procurement on projects.�

• Know how to plan and control procurement management

scope of work.�

• Know how to effectively select procurement personnel for

your project.�

• Understand and use the procurement management

terminology.�

• Anticipate impact of procurement management upon

other aspects of project management.�

• Make a plan for enhanced procurement management

efforts for your project.�

WHO SHOULD ATTEND

The Project Contracting Management course is appropriate for


• Project Managers and team members who want

to improve their procurement management skills and

increase their understanding of roles and responsibilities

of procurement on a project.�

• Purchasing professionals who want to make a transition

into a project environment.�

PREREQUISITE


MATERIALS


slides, exercises and suggested solutions.�

WHAT YOU WILL LEARN

Int�roduct�ion

• Procurement objectives

• Exercise: introduction

• Procurement management processes

• The integration model

Plan Purchases and Acquisit�ions

• Defining the requirements

• Exercise: make or buy

• Exercise: contract packages breakdown

• Procurement schedule

• Budget by contract package

• Target quality levels

• Exercise: procurement organization

• Exercise: sourcing the vendors

• Exercise: specification types

• Exercise: contract types

• Exercise: procurement plan

Plan Cont�ract�ing�

• Purchase requisition

• Solicitation package

• Invitation to bid

• Bid and contract security

• Terms and conditions

• Standard forms

• Exercise: pre-qualifying vendors

• Partnering

Request� Sellers Responses

• Communication rules

Select� Sellers

• Price fixing

• Exercise: Bid evaluation matrix

• Communication rules during bid evaluation

• Contract award

Cont�ract� Administ�rat�ion

• Controlling scope, cost, schedule, quality and risk

• Material handling

• Disputes

• Exercise: waiver of contract rights

Cont�ract� Closure

• Contract documentation

1.800.261.6861 or 416.693.5559 21

• Product verification

• Work documentation

• Formal acceptance

• Procurement audits

• Exercise: lessons learned

• Post-contract vendor evaluations

• Historical data base

Cont�ract� Law

• 5 conditions for contract to exist

• Exercise: battle of the forms

• Key rules of contract law

• Exercise: warranty vs.� condition


• Leadership, Relationship, and Change

• Enterprise Project Management

• Managing Project Risk


22 www.procept.com

We have recently revised and improved this fundamental level 3-day

course.�

This is our most popular course.� It is designed to give new project

managers and project team members the essential tools they need to

deliver successful projects.� We cover the complete project lifecycle,

from initiating, through project planning project planning and

execution, and to project close-out.�

As well as a great learning experience for an individual, it is also

suited for “jump-starting” an entire project team about to embark

on a project.� Like our other courses, it can be “customized” to your

organization’s environment.�


“Without a doubt the best course I have attended…very informative,

exceptionally well organized, presenter was a blast!” Lori Clarke,

Department of Health

“Excellent course content…Stimulated much positive conversation

with peers in class” Larry Allen, Bell Canada

“Incredibly knowledgeable instructor, incredible enthusiasm” Fred

Wagner, Grand River Hospital

“Excellent!!! Presentation of topics were great! The course is an great

asset to the new and old (experienced) Project Manager” Robert

D’Ambrosio, Bell Canada

“Excellent. Good use of tools, humor, real life examples, simple

analogies. Did a super job of adjusting to the needs of the group on

the fly” Shannon Denovan, Mutual Group

“Skills instantly applicable; can take away and use immediately in

the work environment,… made the course enjoyable... extremely

informative and applicable” Karen Haffey, AT&T Canada

LEARNING OBJECTIVES

Participants will gain practical knowledge and skills to be able to:

• Use the terminology and processes of modern project

management – project scope, time, cost, and communications

management

• Prepare a Project Charter and Project Plan

• Facilitate team discussions in preparing project plans and in

executing projects

• Utilize project management templates

• Value the benefits of a consistent project management method

WHO SHOULD ATTEND

The Project Management Essentials course is suitable for individuals

who are:

• Responsible for managing smaller projects.�

• Participants on a project team of any size, especially those who

have not yet been exposed to the tools, techniques and

terminology of formal project management.�

PREREQUISITE


course.�

MATERIALS


slides, exercises and suggested solutions.�

WHAT YOU WILL LEARN

Int�roduct�ion and PM Cont�ext�

• Portfolios, programs, projects

• Project success, project life cycles

• Workshops: Project priorities, project success

Init�iat�ing� t�he Project�

• Stakeholders and requirements

• Project team, working in a matrix

• Workshops: Project stakeholders, project charter

Planning� t�he Project�

• Work breakdown structure

• Project Change Control

• Communications planning

• Estimating

• Project risk management

• Critical path scheduling

• Workshops: WBS, critical path scheduling, change control,

project communications plan, risk management, project

schedule

Project� Execut�ion

• Roles and responsibilities

• Scope management

• Conflict management

• Leadership and motivation


• Cost control

• Workshops: roles and responsibilities, conflict management,

schedule updates, reporting and control

Project� Closure

• Closing and lessons learned

Wrap-up

• Workshops: lessons learned




Project Management Essentials

1.800.261.6861 or 416.693.5559 23

Project Management for Festivals and Events

Some people think that anyone can produce an event and that

special skills or training aren’t required, but this type of thinking leads

to projects that are plagued with problems.�

Festivals attract tourists as well as people from the local community.�

The level of professionalism expected continues to increase and

event organizers are faced with the challenge of how to create a

more attractive cultural activity while working with limited resources.�

Many non-profit and charitable organizations are faced with stiff

competition for community support and corporate sponsorship, and

they are constantly pressured to do more for less.�

Those charged with the responsibility of delivering a quality event

would benefit from the use of formal project management tools that

have been adapted to suit the needs of festivals and events.� Those

tools, in combination with an increased knowledge of best practices,

will help make the next festival or event more successful and more

enjoyable for everyone.�

This fundamental course is modular in nature and can be presented

in either 2 or 3 days.�


“This course has enabled me to be more successful in the hospitality

and tourism industry.�” Participant

“It is refreshing to participate in a course led by an experienced

professional.�” Participant

LEARNING OBJECTIVES


• Understand and identify best practices for organizing

festivals and events.�

• Apply project management tools in order to increase the

level of success.�

• Be able to approach the next festival or event with greater

confidence.�

• Return to your organization ready to improve your event

management process.�

WHO SHOULD ATTEND

The Project Management for Festivals and Events course is

appropriate for individuals who:

• Are involved in organizing festivals or events.�

• Manage or are part of a team producing corporate

events.�

• Are involved in fundraising activities for non-profit or

community organizations.�

• Work in the tourism or hospitality sectors.�

• Would like to learn fundamental project management

tools and techniques.�

PREREQUISITE

There are no prerequisites for this course.� It functions as a stand-

alone course.�

MATERIALS

You will receive a course binder containing course notes, exercises,

and suggested solutions.�

WHAT YOU WILL LEARN

Event� Manag�ement�

• Define goals and objectives

• Identify and organize the work that needs to be done

• Create, manage, and control the budget and schedule

• Avoid the confusion caused by changes

• Manage uncertainty

• Determine the feasibility of the festival or event before

proceeding with the project

People Manag�ement�

• Manage stakeholders and their expectations

• Communicate with committees, boards, and your team

• Manage volunteers and sponsors

• Determine the resources required




24 www.procept.com

Project Management Essentials for Contractors

You have new project managers who need to ramp up quickly

to deliver successful construction projects.� This 2-day course

introduces the essential tools of project planning and execution in a

construction contracting environment.� Participants practice project

management techniques on a simple construction project that is

developed through the complete project lifecycle, from initial project

proposal and definition, through project implementation, and finally to

the often neglected project completion phase.�

Participants will leave this course with the ability to implement a

structured process to successfully deliver small to medium-sized

construction projects for their organizations and for their customers.�

LEARNING OBJECTIVES


• To learn and use the terminology and processes of

modern project management

• To explain meaning of key clauses of CCDC2

• To identify your PM responsibilities from the start to the

close of a project

• To prepare a complete and accurate project plan for a

small project

• To provide some of the knowledge you need for the Gold

Seal Project Manager’s certification

• To increase your own PM “lessons learned” by learning

from the experiences of others

• To value the benefits of a consistent PM methodology

WHO SHOULD ATTEND

The Project Management Essentials for Construction course is

suitable for individuals who are:

• Construction contractors or employees of construction

contracting organizations

• Responsible for managing small to medium construction

projects

• Active participants on a project team, especially those

who have not yet been exposed to project management,

but can see themselves moving in that direction

PREREQUISITE


course.�

MATERIALS

You will receive a course binder containing copies of slides, case

studies, templates, exercises, and suggested solutions.�

WHAT YOU WILL LEARN


• Definition of modern project management

• Introduction to PM certifications

• Skills required in a PM


• What is a project?

• What makes a successful project?

• Why do some projects fail?

The Project� Life Cycle

• Owner’s project life cycle

• Contractor’s project life cycle

• Milestones

• Fast-tracking

The Project�

• Introduce project workshop scenario

• Responding to a bid

• Construction planning

• Scope definition

• Workshop: Define project scope

The Work Breakdown St�ruct�ure

• WBS definition

• Why use a WBS approach

• Elements of an effective WBS

• Workshop: Develop project WBS

• Identifying subcontracts

• Evaluating project budget


• Risk management process

• Workshop: Identifying & analyzing project risks

• Evaluating project risks

• Choosing an appropriate risk response

• Typical construction project risks

• Assigning budget contingency

The Cont�ract�

• Contract types

• CCDC2

• Liquidated damages

• Subcontracts

Org�anizing� t�he Project� Team

• Owner’s matrix structure

• Contractor’s projectized structure

• Assigning responsibilities

• Single point of contact

• Workshop: Structuring the team

The Project� Plan

• Change management

• Project administration

• The daily log

• Safety planning

Project� Schedule

• The logic diagram

• Critical path and float

• Types of dependency relationships

1.800.261.6861 or 416.693.5559 25

• The Gantt chart

• Workshop: Yellow sticky

• Assigning constraints

• Adding contingency

• The resource histogram

• Setting a schedule performance measurement baseline

Project� Implement�at�ion

• Project status and updating

• Performance reporting

• Change control

• Introduction to earned value

• Workshop: Earned value exercise

• Commissioning

Close-out�

• Start-up

• Substantial / Total Completion

• Lessons learned

• Archiving files

Wrap-up

• Introducing modern PM into an organization

• Lessons learned

• Quiz




26 www.procept.com

Project Management Essentials for Construction

This fundamental level 2-day or 3-day course is designed to give

new project managers and project team members working in a

construction environment the essential tools they need to deliver

successful projects.� This course utilizes a simple turnkey construction

project that is developed through the complete project lifecycle, from

initial project proposal and definition, through project implementation,

and finally to the often neglected project completion phase.�

This course is Gold Seal accredited by the Canadian Construction

Association.�

LEARNING OBJECTIVES


• Identify and avoid common causes of project failure.�

• Identify options for structuring a project team.�

• Develop clear project purpose, deliverable and

objectives statements.�

• Identify key areas of project risk, assess their impact and

identify strategies for managing risks.�

• Incorporate outside contractors as part of your project

team.�

• Analyze project scope by separating into discrete,

manageable activities, complete with measurable

deliverables.�

• Model the flow and timing of a project.�

• Identify “critical path” high priority tasks.�

• Measure project status and performance with respect to

cost and time.�

• Create a productive team environment.�

• Implement steps to properly close-out a project.�

WHO SHOULD ATTEND

The Project Management Essentials for Construction course is


• Responsible for managing construction projects.�

• Active participants on a project team, especially those

who have not yet been exposed to the tools, techniques

and terminology of formal project management.�

• While of interest to contractors, the course is more

targeted at “owners” and those who represent them.�

PREREQUISITE


course.�

MATERIALS


slides, case studies, templates, exercises, and suggested solutions.�

You will also receive a CD containing various course reference materials.�

WHAT YOU WILL LEARN


• Skills required: technical & people

• Traditional vs.� modern approach


• What is a project?

• What makes a successful project?

• Why do some projects fail?

The Project� Life Cycle

• Are we doing the right things?

• Are we doing them the right way?

• Are we getting things done?

• Are we getting the expected benefits?

• Fast-tracking

The Project�

• Introduce project workshop scenario

• Play to win – setting up PM rules

• Priorities

Building� a Project� Team

• Who are the stakeholders?

• Workshop: Project stakeholder analysis

• Project organization types

• Planning project communications

Developing� a Scope St�at�ement�

• Key deliverables

• Objectives/measurable success indicators

• Workshop: Develop project charter

• Minimizing scope creep

• Risk management discussion

• Workshop: Identifying project risk areas

Det�ailing� t�he Project� Scope - Work Breakdown St�ruct�ure

• WBS definition



• Workshop: develop project WBS

• Costs & time - how to estimate the impossible

• Assigning resources to activities

• Duration- and effort- driven activities

• Activity descriptions and measurable deliverables lead to

project quality

Project� Act�ivit�y Dependencies

• The use of activity dependencies in determining project

timing

• Types of dependency relationships

• Types of activity constraints

• Developing a network diagram

1.800.261.6861 or 416.693.5559 27

• Determining the “critical path” and “float time” for a

project

• Exercise: determine early start, late start, early finish, late

finish, total float and critical path

• Workshop: develop network diagram for the project

scenario, indicate critical path activities and float

Producing� a Gant�t� Chart�

• Using the WBS and logic diagram to determine project

timing

• Producing a schedule

• Resource Management

• Identifying and avoiding resource conflicts

• Holding effective & productive meetings

Finalizing� t�he Project� Plan

• Setting the project baseline

• Obtaining approval to proceed

• Human resources management

• Project Management roles


• Workshop: Measuring project progress

Project� Complet�ion

• Project sign-off and final packaging

• Completing punch lists

• Project maintenance consideration

• Redistribution of resources





28 www.procept.com

Project Management for Health Care

Project management courses are designed to appeal to a wide

variety of participants, but sector-specific scenarios can provide a

better learning environment for those who are less able to “abstract”

or understand how project management tools can apply to their own

environment.� This course uses health care scenarios that have been

specially designed for health care professionals and the tools and

techniques presented in this course have been selected to meet the

needs of those who manage projects in the health care sector.�

Many projects fail because stakeholders are not identified or consulted

and their requirements are not clearly understood.� Also, time

pressures, budget constraints, and changes in information systems

and technology have created an environment full of challenges that

will continue to increase.� For health care professionals who work on

projects, project management is no longer just a desirable skill; it is

a core competency.�

LEARNING OBJECTIVES

• Understand how project management tools can help heath care

practitioners deal with the challenges they face

• Identify stakeholders and understand their needs and

expectations

• Understand the roles of the various members of a project team

• Appreciate how organizational structures can impact projects

• Utilize simple tools to define project requirements

• Create a project charter

• Define scope and utilize scope management tools

• Understand estimating techniques for budgets and schedules

• Create a logic diagram and identify activities whose timing is

critical

• Identify milestones and contingencies

• Communicate effectively with stakeholders

• Identify and respond to uncertainties (risk)

• Develop a viable project plan

WHO SHOULD ATTEND

Those who work in the health care sector and are responsible for:

• Defining the requirements for a new or proposed product

or service

• Coordinating or managing projects

• Working in department or divisions that are responsible

for projects or have projects within their portfolios

• Planning and implementing organization change

• The course is ideal for a wide range of people including

clinical professionals, administrative staff, and

government employees.�

PREREQUISITE


alone course.�

MATERIALS

Participants receive a course binder containing copies of presentation


WHAT YOU WILL LEARN

Cont�ext�

• How project management competencies can assist with

today’s challenges

• The difference between projects vs.� operations

• The project life cycle

The People

• Organizational structures and their impact on projects

• The role of the project sponsor and project manager

• Stakeholders and stakeholder analysis

• Responsibility assignment matrix

Underst�anding� t�he Problem

• Interviewing tools & techniques

• Stated vs.� implied needs

• Generic problem analysis

• Approaches for eliciting and gathering requirements

Project� Manag�ement� Tools

• Project charter

• Work breakdown structure

• Managing scope and scope changes

• Resource and budget estimating

• Network diagrams

• Critical path scheduling

• Risk management planning, analysis, and risk response

planning

• Project communication planning





1.800.261.6861 or 416.693.5559 29

Project Portfolio Management

Stimulated by the Project Management Institute’s (PMI) publication

of The Standard for Portfolio Management, many of our corporate

customers have been interested in how they can improve their

portfolio management practices.� Many of our project manager course

participants are interested in looking up into the organization to see

how projects and programs can be selected to align with corporate

strategy.�

Portfolio management is closely aligned with project management

and program management, but it is a separate discipline.�

We use a recent Ivey Business School case study from the Canadian

business community as a focus of discussion.�

LEARNING OBJECTIVES


• Outline the framework of Project Portfolio Management

(PPM), as defined by PMI.�

• Discuss the application of PPM by organizations, from

available applied research.�

• Return to your organization able and willing to influence

your organization’s PPM practices.�

• Recognize the value of PPM in achieving your

organizations strategic objectives.�

WHO SHOULD ATTEND

The Project Portfolio Management course is appropriate for individuals

who are:

• Senior project managers and program managers,

directors of project management offices, managers of

process improvement, senior managers wanting to learn

a benchmark of portfolio management.�

• Project Management Professionals seeking professional

development units.�

• Candidates for PMI’s Program Management Professional

designation.�

PREREQUISITE


course.�

MATERIALS


slides, case studies, exercises and suggested solutions.� You will also

receive a copy of the Project Management Institute’s Standard for

Portfolio Management.�

WHAT YOU WILL LEARN

Int�roduct�ion t�o Project� Port�folio Manag�ement�

PPM in t�he org�anizat�ion

• Strategy and objectives

• Why use PPM

PMI St�andard

• Framework and Processes

• Models and best practices

• Interactive application and examples (case study,

exercises and workshops)

St�akeholders and roles

Wrap-Up

• Research findings

• Success factors

30 www.procept.com

Project Scheduling Essentials

Learn how to create and use one of the most valuable project

management tools: a project schedule.� Defining project success

often involves completing on time and on budget, and project

budgets are often driven by resource costs and the scheduling of

those resources.� This 3-day course is Part 1 of our intensive 5-day

program on Project Scheduling and Controls.� It prepares participants

to create realistic schedules, resource load those schedules, and

update and track project progress.� With this valuable skill, project

managers and planners will improve control of their projects and be

able to identify trends early in the project life cycle.�

Our instructors are seasoned project scheduling professionals, who

have experience in a wide variety of industries and with a number

of scheduling software packages.� Examples used will include

construction, IT, and telecommunications.� In addition to scheduling

theory, practitioners’ tips and tricks will be demonstrated.�

This is a hands-on course, in which participants will use a “live”

project to create a schedule, update it, manage it and report on its

performance.� It is advisable that participants bring their own laptops

already loaded with scheduling software to create and update a

schedule.� Some of the exercises use files supplied by the instructor.�

Although scheduling software will be discussed and used, it is not the

intent to teach to any specific scheduling software package.�

This professional level course is appropriate for those seeking to

obtain their professional credential in planning and scheduling, such

as PMI-SP® (PMI’s Scheduling Professional) or AACE PSP (AACE

International’s Planning & Scheduling Professional) credentials.�

LEARNING OBJECTIVES

Participants will gain practical knowledge and skills to:

• Create effective project schedules

• Evaluate project metrics

• Use earned value management

• Apply best practices in scheduling projects

• Start their preparation for a scheduling examination

WHO SHOULD ATTEND

Project Scheduling & Controls Essentials is suitable for individuals who:

• Want to improve their project controls

• Want to pursue a career in project planning and project controls

• Want to enhance their resume and marketability

• Work in a project management environment, in any industry or

discipline, and want to increase their scheduling knowledge.�

• Want to prepare for the PMP-Scheduling Professional®, or the

AACE Planning & Scheduling Professional credentials.�

PREREQUISITE

University degree, or a technology or business diploma.� Minimum

of two years experience in a project environment.� An introductory

course in project management such as PM Essentials is advisable.�

It is advisable for you to have taken an introductory course in

scheduling software, or have hands-on experience with Microsoft

Project or Primavera, or another similar scheduling software tool.�

MATERIALS

You will receive a course binder containing a copy of the presentation

slides.� Course files in Microsoft Project will be available.� It is advisable

for you to bring your laptop with a scheduling software package

already installed (Primavera, Microsoft Project, SureTrak, or similar).�

WHAT YOU WILL LEARN

Day 1: Cont�ext� of Project� Planning� & Scheduling�

• Role of the project scheduler

• Principles of schedule development

• Hierarchy of schedules

• Workshop: Developing case study WBS

• Estimating effort and duration

• Tracking assumptions

• Logic diagrams & dependencies

• Critical path, float, constraints, milestones, baselines

• Assignment: Bar chart for Kiddie roller coaster project

• Scheduling credential requirements

Day 2: Developing� a Project� Schedule

• Duration & effort-driven scheduling

• Workshop: Create case study schedule

• Project schedule viability verification

• Establishing scheduling policies

• Analyzing schedules

• Creating templates

• Fast-tracking


• Evaluation criteria

• Assignment: Schedule evaluation

Day 3: Resource Manag�ement� & Earned Value

• Assigning resources

• Identifying resource loading

• Workshop: Assigning resources

• Levelling resources

• Scheduling resources

• Crashing the schedule

• Assignment: Identify opportunities for crashing the case study

schedule

Earned Value

• Earned value theory

• Identifying control accounts

• Workshop: Using earned value

• Measuring progress of a control account

• Assignment: Calculate S-curve for case study





• Construction Project Management for Owners’ Representatives


1.800.261.6861 or 416.693.5559 31

Project Scheduling & Controls

Learn how to create and use one of the most valuable project

management tools: a project schedule.� Defining project success

often involves completing on time and on budget, and project

budgets are often driven by resource costs and the scheduling of

those resources.� This intensive 5-day course prepares participants

to create realistic schedules, resource load those schedules, and

update and track project progress.� With this valuable skill, project

managers and planners will have improved control of their projects

as they will be able to identify and build in risk responses, understand

the full impact of scope changes on their projects, and identify trends

early in the project life cycle.�

Our instructors are seasoned project scheduling professionals, who

have experience in a wide variety of industries and with a number

of scheduling software packages.� Examples used will include

construction, IT, and telecommunications.� In addition to scheduling

theory, practitioners’ tips and tricks will be demonstrated.�

This is a hands-on course, in which participants will use a “live”

project to create a schedule, update it, manage it and report on its

performance.� Participants will bring their own laptops already loaded

with their own scheduling software to create and update a schedule.�

Some of the exercises use files supplied by the instructor.� Although

scheduling software will be discussed and used, it is not the intent to

teach to any specific scheduling software package.�

This professional level course is appropriate for those seeking to

obtain their professional credential in planning and scheduling, such

as PMI-SP® (PMI’s Scheduling Professional) or AACE PSP (AACE

International’s Planning & Scheduling Professional) credentials.�

LEARNING OBJECTIVES

Participants will gain practical knowledge and skills to:

• Create effective project schedules

• Implement project schedule controls

• Evaluate project metrics and prepare project performance

reports

• Use earned value management

• Apply best practices in scheduling projects

• Prepare to sit for a scheduling examination

WHO SHOULD ATTEND

Project Scheduling & Controls is appropriate for individuals who:

• Want to improve their project controls

• Want to pursue a career in project planning and project controls

• Want to enhance their resume and marketability

• Work in a project management environment, in any industry or

discipline, and want to increase their scheduling knowledge.�

• Want to prepare for the PMP-Scheduling Professional®, or the

AACE Planning & Scheduling Professional credentials.�

PREREQUISITE

University degree, or a technology or business diploma.� Minimum

of two years experience in a project environment.� An introductory

course in project management such as PM Essentials is advisable.�

It is advisable for you to have taken an introductory course in

scheduling software, such as our Microsoft Project Essentials course,

or have hands-on experience with Microsoft Project or Primavera, or

another similar scheduling software tool.�

MATERIALS

You will receive a course binder containing a copy of the presentation

slides.� Course files in Microsoft Project will be available.� It is advisable

for you to bring your laptop with a scheduling software package

already installed (Primavera, Microsoft Project, SureTrak, or similar).�

WHAT YOU WILL LEARN

Day 1 t�o Day 3: See Project Scheduling Essentials out�line on

previous pag�e

Day 4: Risk Manag�ement� & Chang�e Cont�rol

• Estimating risks

• Mitigating contract risks

• Contingency planning

• Workshop: Identifying risk responses

• Schedule risk analysis techniques

• Monte Carlo analysis

• Assignment: Final report on case study

Chang�e Cont�rol


• Measuring schedule variances

• Workshop: Identifying the impact of a change

• Quantifying delay


• Assignment: Corrective action recommendation

Day 5: Advanced Scheduling� Techniques

• The short-term look-ahead schedule

• Workshops: Prepare for a short-term look-ahead

• Final presentations

• Critical chain

• Alternatives to CPM scheduling

• Lessons learned

• Establishing scheduling standards





• Construction Project Management for Owners’ Representatives


32 www.procept.com

Procept Associates offer eight Business Analysis courses,enabling participants to understand and deduce conculsions to any business problem using a wide range of problem solving techniques.� Each course can be taken individually or as part of a program towards certification.� Instructional time per course ranges from 14 to 28 hours and each is offered on site at your company or through one of our courses offered to the public.�

Solve business problems like a sleut�h.Business Analysis is an important component of any project life cycle.� In addition to providing core business analysis skills, our training courses cover a wide range of problem-solving techniques that can be applied to any business problem.�

You will learn:• Value business analysis can bring to an organization• The differences between business analysis and project management• Effective writing practices for business analysis communication and documentation• Development, writing and presentation of the business case• To complete stakeholder analysis• Characteristics of a good Requirements Management Plan• Best techniques to elicit requirements• The most appropriate requirement documentation method• To analyse data, business requirements and the enterprise

The complete requirements management process is covered, from planning and management to implementation.� Coursework includes analyzing data and creating metrics.� The soft skills of facilitating and presenting are practiced throughout the program.�

Accredit�at�ionThe Business Analysis Professional™ (CBAP®) certification is awarded through the International Institute of Business Analysis (IIBA®).� The CBAP® designation is increasingly recognized as the benchmark for personnel in a business analysis role within a company.� Procept courses are tailored to align with the body of knowledge set out by the IIBA® towards accreditation.�

BUSINESS ANALYSIS COURSES

CBAP® Preparation4 days

The Comprehensive Business Analysis Seminar – Part 1

4 days

The Comprehensive Business Analysis Seminar – Part 2

4 days

Analytical Thinking for the Business Analyst

2 days

Business Analysis Essentials

3 days

Testing for the Business Analyst

2 days

Enterprise and Strategic Analysis

3 days

Pro

fess

iona

l

Project Management for the Business Analyst

2 days

Fund

amen

tal

Adv

ance

d

1.800.261.6861 or 416.693.5559 33

Analytical Thinking for the Business Analyst

The ability to write analytically and think critically are important skills

for business analysis.� The development of solid metrics is another

key skill area that distinguishes strong business analysis.�

This intensive 2-day course focuses primarily on developing practical

key analysis skills such as report writing, data analysis and metric

development.� This course is based on the Guide to the Business

Analysis Body of Knowledge® (BABOK®) version 2.�0.�


“Instructor did a great job of presenting the material and encouraging

the group to think when applying the concepts to practical

experiences.�” Participant

LEARNING OBJECTIVES


• Think critically and laterally on issues

• Analyze business issues and offer recommendations

• Develop effective metrics for business, process or project

objectives

• Write analysis reports

• Present using enhanced facilitation and communication

skills

WHO SHOULD ATTEND

The Analytical Thinking for the Business Analyst course is suitable for


• Business Analysts

• Business managers with six months experience working

in business analysis environments or other project

environments

• Project Managers, IS and IT managers, systems

integrators, and management or technology consultants

PREREQUISITE

• If you have 5 years experience as a Business Analyst

with prior exposure to Elicitation and Documentation

techniques, you may request to be considered for

exemption from completing the prerequisite courses

• It is strongly recommended that participants take


MATERIALS



WHAT YOU WILL LEARN

Analyt�ical Thinking�

• What is analytical thinking?

• Analytical thinking process

• Data definitions

• Analyzing data

• Creating charts to analyze data

• Writing a recommendation report

Met�rics

• What are metrics?

• How metrics should be integrated into an organization

• Tips for developing metrics

• Evaluating your metrics

• Creating metrics from qualitative information

• Description of GQM metric development

• Process of developing metrics with GQM methodology

• What are Key Performance Indicators

• Developing good KPIs

• Risk assessment metrics

• Process for developing risk assessment metrics


• Enterprise and Strategic Analysis

• The Comprehensive BA Seminar - Part 2

34 www.procept.com

Business Analysis Essentials

This 3-day course is a condensation of The Comprehensive Business

Analysis Seminar and is designed to provide you a fundamental

understanding of core BA tools used for planning, elicitation and

documentation of requirements.�

This course is appropriate for Project Managers, Senior Managers,

subject matter experts, and other project resources and will provide

you with a better understanding of the value business analysis can

bring to a project and the basic tools used to bring that value.�

Taught through a series of discussions, examples, and real world

hands-on exercises drawn from IT projects and real life, you will

walk out with basic tools that can be applied immediately to projects

assigned to you, whether your primary role is of a Project Manager,

Product Manager, Developer, Quality Assurance Manager or other

core project team member.� This course is based on BABOK® v2.�


“The course has served as an eye opener, and will be good in my

activities in the office.�” Agbuola Thomas, ipNX Nigeria Limited

“Very exciting!� One of a few courses I’ve been on that wasn’t boring

or felt like time was dragging; my interest level was maintained

throughout the course.�” David Godwin, Canada Revenue Agency

LEARNING OBJECTIVES


• Evaluate underlying business analysis competencies to

gain an appreciation of how BAs add value to an

organization

• Distinguish and give examples of the differences

between business analysis and project management

• List and give examples of different requirement types

• Analyze and document a business problem

• Contrast viable solutions against developed decision

criteria

• Describe the important sections of a business case

• Formulate criteria to determine best technique to elicit

requirements

• Elicit requirements from various stakeholders using

various methods

• Construct common requirement documentation

deliverables

• Analyze business requirements

• Apply a robust requirement prioritization technique

WHO SHOULD ATTEND

The Business Analysis Essentials course is appropriate for individuals

who are:

• Project Managers

• Senior Managers

• Subject matter experts

• Product Managers

• Developers

• Quality Assurance resources

• Other project resources

• Business Analysts, both junior and senior, who want more

comprehensive business analysis knowledge should

consider our Comprehensive Business Analysis Seminar

Part 1 & 2, or Certificate in Business Analysis and

Advanced Certificate in Business Analysis.�

PREREQUISITE


course.�

MATERIALS



WHAT YOU WILL LEARN

Int�roduct�ion t�o Business Analysis

• Differences between BA and PM

• Essential skills for a BA

• BA deliverables

• The role of the BA on a project

Ent�erprise Analysis

• Problem Analysis

• Root Cause Analysis

• Affinity Charts

• Flow Charts

• Cause and Effect Diagrams

• Pareto Chart

• Understanding the Organization

• Developing a Business Case

• Writing a Problem Statement

Requirement�s

• Requirement Types

• Developing Scope

• Writing High Level and Detailed Requirements

Elicit�at�ion

• Planning Business Analysis Work

• Interviewing

• Surveys and Questionnaires

• Workshops

• Joint Application Design

• Focus Groups

• Observation

• Prototypes

Requirement� Document�at�ion

• Scenarios / Use Cases

• Process Modeling

• Flowcharts

• Data Flow Diagrams (DFD)

• Activity Diagrams

• Data Modeling

• Entity Relationship Diagrams (ERD)

1.800.261.6861 or 416.693.5559 35

• Business Requirement Document (BRD)

Requirement� Analysis

• Prioritizing requirements

• Organizing and Classifying requirements

• Traceability

• CRUD technique

Solut�ion Assessment�

• Determine Viable Options

• Developing Decision Criteria

• Recommending Solutions

• Cost Benefit Analysis


• The Comprehensive Business Analysis Seminar

36 www.procept.com

CBAP® Preparation

The Certified Business Analysis Professional™ (CBAP®) designation

is increasingly recognized as the benchmark for personnel in a

business analysis role.� If you are preparing for the examination you

should attend our intense preparation course.�

This course is an intense, in-depth “crash” review of the Business

Analysis Body of Knowledge (BABOK®) v2 meant to augment your

practical knowledge and experience and ready you for the CBAP®

exam.� This 4-day course covers the tasks and techniques from

each knowledge area of the BABOK® but also provides practical

experience writing the exam with almost 300 questions completed

during the 4 days.� In addition, you will receive supplemental exam

questions with references to the BABOK® .�

LEARNING OBJECTIVES

Upon completion of this course, you will be able to:

• Align your own skills and experience with the CBAP® application

requirements to produce a complete and accurate application

package

• Articulate the principles, activities, tasks and techniques

described in the six knowledge areas within the BABOK®

• Discuss the structure of the BABOK®

• Apply tasks and techniques from all 6 knowledge areas to

business scenarios

• Assess your ability to pass the CBAP® exam based on

completed practice questions

• Demonstrate understanding of where you should focus your

independent study (by analyzing which knowledge areas you

were deficient in when writing the sample tests)

WHO SHOULD ATTEND

• Individuals who are preparing to write the CBAP® examination

within the next 6 months

• Individuals looking for intense, indepth “crash” review of the

BABOK® to augment their practical knowledge and experience

• Individuals must meet the IIBA®’s application requirements

to sit for the CBAP® exam including work experience, areas

of expertise, education and professional development, and

references

PREREQUISITES

• Individuals must satisfy all the CBAP® registration requirements

including education, work experience, expertise in the

knowledge areas and references

• Individuals must review the BABOK® prior to class starting as

some of the exercises assume prior knowledge of the BABOK®

MATERIALS


slides, exercises and suggested solutions.� You will also receive a

copy of supplemental practice questions and a copy of the BABOK®.�

WHAT YOU WILL LEARN

Int�roduct�ion

• Completing an application form

• Certification process

• About the BABOK®

• Structure of information in each Knowledge Area

• Differences between Business Analysis and Project Management

• Project and Solution Scope

• Types of Requirements

Underlying� Compet�encies

• Definitions and effectiveness measures of each

Techniques

• Acceptance and Evaluation Criteria Definition

• Benchmarking

• Business Rules Analysis

• Data Dictionary and Glossary

• Data Flow Diagrams

• Data Modeling

• Estimation

• Focus Groups

• Functional Decomposition

• Metrics and Key Performance Indicators

• Non-functional Requirements Analysis

• Organization Modeling

• Process Modeling

• Prototyping

• Risk Analysis


• Scenarios and Use Cases

• Scope Modeling

• Sequence Diagrams

• State Diagrams

• Structured Walkthrough

• SWOT Analysis

• User Stories

• Vendor Assessment

Planning� and Monit�oring� Knowledg�e

• Planning the approaching and BA activities

• Stakeholder analysis and communication

• Plan management process

• Manage performance

Manag�ement� and Communicat�ion

• Managing Solution Scope

• Traceability

• Requirements Reuse

• Requirements Packages

Ent�erprise Analysis Knowledg�e

• Defining the business need

• Capability gaps

• Solution Approach

• Business Case

1.800.261.6861 or 416.693.5559 37

Requirement�s Elicit�at�ion Knowledg�e

• Preparing for, conducting and documenting elicitation

and elicitation output

Requirement�s Analysis Knowledg�e

• Prioritization

• Modelling requirements

• Verifying and validating requirements

Solut�ion Select�ion and Validat�ion

• Assessing the solution

• Determining organizational readiness

• Documenting transitional requirements

• Validating and evaluating the solution

Pract�ice Exam and self-evaluat�ion

PLEASE NOTE

There is homework that participants will be expected to complete

on their own time before the end of the course.�

38 www.procept.com

The Comprehensive Business Analysis Seminar - Part One

The demand for experienced Business Analysts increases as the

Business Analysis profession becomes more globally recognized

and standardized, and employers acknowledge the value Business

Analysts bring to their organizations.� The Business Analyst plays an

integral role within the business, uniting current industry knowledge,

practical tools and techniques to deliver quality project solutions on

time and within budget.� Whether you are new to the profession or a

seasoned Business Analyst, you will benefit from the knowledge and

practical application of standard tools and techniques used in many

industries today.�

This 4-day course, covers the underlying competencies, Business

Analysis Planning and Monitoring and Requirements Communication

and Management knowledge areas from the Business Analysis Body

of Knowledge® (BABOK®).�

During this course, you will gain insight into the Business Analyst

profession, the role Business Analysts play within an organization, the

necessary skills required, and valuable applicable tools, techniques

and methodologies for immediate use back on the job.� This course

focuses extensively on how to develop thorough requirements

elicitation and management processes while providing you with the

opportunity to practice effective oral and written communication,

documentation and facilitation skills.� You will identify and analyze BA

project deliverables within the project lifecycle.� In-class exercises will

enable you to assimilate learning objectives.�

For those preparing for the Certified Business Analysis Professional™

(CBAP®) designation, this and related courses, will help to prepare

you for the CBAP®.�

This course is based on the Guide to the Business Analysis Body of

Knowledge® version 2.�0.�


“I loved this course!� The concepts and techniques can be

directly applied to the work I’m doing now and will greatly

improve my performance as a business analyst.� Thank you!�”

Marie Eichenberger, Accenture

LEARNING OBJECTIVES


• Evaluate business analysis underlying competencies to

gain an appreciation of how Business Analysts add value

to an organization

• Distinguish and give examples of the differences

between business analysis and project management

• Examine the profession, global standards, the

professional organization and trends in the industry

• Illustrate an effective requirements management process

• Integrate effective writing practices into business analysis

communication and documentation

• List and give examples of different requirement types

• Describe the steps required to complete a thorough

stakeholder analysis

• Produce the elements of a good Requirements

Management Plan

• Prepare documents like:

• Functional decomposition diagram (Work Breakdown

Structure, WBS)

• Risk Analysis Plan

• Communication Plan

• Interpret how the business analysis activities contribute to

overall product/solution

WHO SHOULD ATTEND

The Comprehensive Business Analysis Seminar - Part 1 course is


• Pursuing a career in Business Analysis

• Business or Information Systems managers or staff who is

new to business analysis.�

• Experienced Business Analysts requiring better

understanding of the role, or desiring formal recognition

through certification.�

• Project staff or managers currently combining the

Business Analyst role with other duties.�

• Business staff or managers who are working in Business

Analyst environments, needing to interact with project

managers and business analysts.�

• Preparing to write the Certified Business Analysis

Professional™ (CBAP®) and require a refresher on

the concepts covered in the BABOK®

PREREQUISITE

There are no prerequisites for this course.� It functions as

a stand-alone course.�

MATERIALS



WHAT YOU WILL LEARN

Int�roduct�ion t�o Business Analysis

• The International Institute of Business Analysis

• The Business Analysis Body of Knowledge

• Definitions of business analysis and business analyst

• Differences between:

• Project management

• Financial Analysis

• Quality Assurance

• Business Analysis

• Key skills of a Business Analyst

• The role of the BA in a project

Int�roduct�ion t�o Requirement�s

• Scope and Requirements

• Where requirements come from

• Types of requirements

• Differences between high level and detailed requirements

• Characteristics of a good requirement

1.800.261.6861 or 416.693.5559 39

Communicat�ion

• Business analysis communication

• Benefits of written or oral communication

• Effective writing process

• Planning the communication

• Writing a Draft

• Revising and Polishing communications

• How to adjust communication for different personalities &

audiences

• Creating a mind map

• Writing to:

• Persuade

• Inform

• Record information

• Teach

• Facilitation

• Preparing for a Session

• Facilitating a Session

• How to overcome common pitfalls

• Managing information from a session

• Making an effective presentation

St�akeholder Analysis and Communicat�ion St�rat�eg�y

• What is a stakeholder and stakeholder analysis

• Impact and value of stakeholder analysis

• Steps in completing stakeholder analysis

• Techniques to analyze stakeholders

• Develop a business analysis communication plan

• Affinity diagram technique

Requirement� Manag�ement�

• Why scope/requirements change

• How to manage scope

• Managing changes to requirements

• Completing an impact assessment on suggested change

• Value of capturing requirement attributes

• Traceability

• Verification and Validation of requirements

• Problem Tracking

Business Analysis Plan

• Elements of a business analysis plan

• Value of creating a business analysis plan

• Differences between plan driven and change driven

approaches

• Decision Analysis

• Requirement gathering strategies

• Functional decomposition

• Creating a Work Breakdown Structure

• Estimating business analysis activities

• Identifying requirement risks

• Developing risk plans

• Writing a business analysis plan


• The Comprehensive Business Analysis Seminar - Part 2

40 www.procept.com

The Comprehensive Business Analysis Seminar - Part Two

A major challenge of a business analyst is the ability to extract

and document business requirements in plain business language

and to get those business requirements translated into technical

specifications.� Another challenge that BAs often face involves the

creation and implementation of business

processes.�

In this 4-day course you will learn specific business analysis tools

and techniques.� The use of templates will help you quickly grasp the

concepts.� You will also learn how to write more effectively, which leads

to well-defined, clear, business documents.� This course also focuses

extensively on how to identify and develop metrics to complete your

analysis and also covers some general business analysis skills such

as documentation, facilitation, and methodology definition.�

For those preparing for the Certified Business Analysis Professional™

(CBAP®) designation, this and related courses, will help to prepare

you for the CBAP®.�

This course is based on the Guide to the Business Analysis Body of

Knowledge version 2.�0.�


“I loved this course!� The concepts and techniques can be directly

applied to the work I’m doing now and will greatly improve my

performance as a business analyst.� Thank you!�”

Marie Eichenberger, Accenture

LEARNING OBJECTIVES


• Identify advantages and disadvantages of different

elicitation techniques

• Elicit requirements using eight different techniques

• Design and develop seven types of process models

using appropriate notation symbols

• Identify advantages and disadvantages of different

documentation techniques

• Document requirements using 11 documentation

techniques

• Recognize and utilize six different modeling techniques

• Organize and prioritize requirements

• Create and present a requirement package

WHO SHOULD ATTEND

The Comprehensive Business Analysis Seminar–Part 2 course is

appropriate for individuals who are:


• Business managers with six months experience working

in business analysis environments or other

project environments

• Project Managers, IS and IT managers, systems

integrators, and management or technology consultants

PREREQUISITE

• The Comprehensive Business Analysis Seminar–Part 1

MATERIALS



WHAT YOU WILL LEARN

Elicit�at�ion

• Steps in completing document analysis

• Structured and unstructured interviews

• Preparing for an interview to make it effective

• Question types to use and avoid in an interview

• Organizing questions in an interview

• Questionnaire response types

• Developing an effective questionnaire for elicitation

• Who might attend an elicitation workshop

• Planning an effective workshop

• Using a context diagram to elicit and document scope of

a solution

• Using a use case diagram to elicit and document scope

of a solution

• Create a quality context diagram and use case diagram

• Purpose and uses of a focus group

• Definition of interface analysis

• Three types of prototypes and their uses

• Types of observation

• Process for preparing for observation

• Data that can be collected during observation

• Types of processes that exist in an organization

• Elements of a process model

• Seven types of process models

• SIPOC

• Functional process flowcharts

• Cross-functional process flowcharts

• BPMN

• Spaghetti Diagrams

• Activity Diagrams

• Data Flow Diagrams

• Identify areas for improvement within a process

Document�at�ion

• Definitions and differences between use cases and

scenarios

• Elements of use cases

• Tips for creating useful use cases

• Creating a use case

• Definitions of a state diagram and its elements

• Notation used to create a state diagram

• Tips for creating state diagrams

• Creating a state diagram

• Definitions of data models that a BA will use

• Differences between conceptual, logical and physical

data models and their uses

1.800.261.6861 or 416.693.5559 41

• Important elements of data models

• Notation used to create two types of data models

• Entity Relationship Diagram

• Class Diagram

• Tips for creating useful data models

• Creating a data model

• Elements of Data Flow Diagrams (DFD)

• How DFDs compare with other modelling techniques

• Steps involved in creating a DFD

• What to include in your data dictionary / glossary

• The difference between operative and structural business

rules

Analysis

• Definition of requirements analysis

• When to complete requirements analysis

• Organizing requirements

• CRUD technique

• Importance of prioritizing requirements

• Three prioritization techniques

Requirement� Packag�e

• Differences between work products and deliverables

• Definition of requirement package

• Uses for a requirements package

• Usefulness of a structured walkthrough

• Presenting requirements to stakeholders


• Analytical Thinking for the Business Analyst

• Project Management for the Business Analyst

• Testing for the Business Analyst

42 www.procept.com


This 3-day course is designed to provide Business Analysts with the

skills required for involvement in strategy development, pre-project

activities, and developing and managing enterprise architecture.�

This course is appropriate for experienced Business Analysts who

are looking to formalize their experience through education as well

as junior Business Analysts or those looking to enter the profession.�

During this course you will learn the tasks and techniques outlined in

the Enterprise Analysis Knowledge area within the Business Analysis

Body of Knowledge (BABOK®) v2.� Through discussion, examples

and hands-on exercises, you will practice analyzing competitive

data, benchmarking studies, business problems and opportunities.�

You will also practice developing business strategy and documenting

a business case.�

LEARNING OBJECTIVES

Upon completion of this course, you will be able to:

• Discuss enterprise analysis tasks and techniques

• Analyze and document a business problem

• Devise a business case

• Contrast viable solutions against developed decision

criteria

• List possible solutions approaches

• Evaluate causes through the application of problem

analysis techniques

• Isolate major causes of business problem and where to

focus resources

• List types of gap analyses

• Assess limitations through the creation of a gap analysis

• Recall the phases of the project life cycle

• Conduct a Strength Weakness Opportunity Threat

(SWOT) analysis

• Appraise competitive intelligence through a

benchmarking study

• Build on previously learned techniques to develop high

level requirements for the business case

• Defend business case recommendations

• List the sections of an RFP

• Describe the steps in RFP development and vendor

evaluation

• Assess sample proposals

• Examine organizational readiness using force field

analysis

• Describe the steps in data conversion

WHO SHOULD ATTEND

The Enterprise and Strategic Analysis course is appropriate for




new to business analysis



through certification


Business Analyst role with other duties



managers and business analysts

PREREQUISITES

• 4-day Comprehensive Business Analysis Seminar Part 1

• 4-day Comprehensive Business Analysis Seminar Part 2

OR

• At least 5 years experience as a Business Analyst with

prior exposure to Elicitation and Documentation

techniques

MATERIALS



WHAT YOU WILL LEARN

Defining� t�he Business Need

• Business goals and objectives

• Business problem or opportunity statement

• Business requirements


• Process flows

• Cause and effect diagram

• Pareto diagram

• SWOT Analysis

• Benchmarking

Complet�ing� Gap Analysis

• Uses of gap analysis

• Gap analysis process

• Gap analysis techniques

Document�ing� Solut�ion Approach and Scope

• Defining the solution approach

• Viable options for solution

• Assessing the proposed solutions

• Acceptance and evaluation criteria

• Decision Matrix

Writ�ing� and Present�ing� a Business Case

• Cost/Benefit Analysis

• Measuring costs and benefits

Solut�ion Assessment� and Valuat�ion

• Writing and evaluating an RFP

• Assessing organizational readiness

• Completing force field analysis

• Defining transitional requirements

• Data Conversion Strategy

• Data Mapping

1.800.261.6861 or 416.693.5559 43

Project Management for the Business Analyst

This 2-day course is designed to give Business Analysts the essential

tools they need for three purposes: to better plan and control business

analysis work; to better integrate their role and work efforts into a

project delivery environment; and to be able to effectively manage

projects that do not have a project manager.� It covers the project

management framework from initiating and planning through to

closing.� This course uses examples from business analysis practices

to allow you to become better at planning and managing requirements

definition engagements.�

This course conforms to the internationally recognized standards of

the Project Management Institute (PMI).� It is based on BABOK® v2

and PMBOK® 4.�0.� Participants learn PMI terminology and standards

that will aid project communication and continuous learning efforts.�

LEARNING OBJECTIVES


• Identify and avoid common causes of project failure.�

• Identify options for structuring a project team.�

• Identify, establish, and analyze stakeholders and their

needs

• Create an effective and actionable scope statement.�

• Identify key areas of project risk, assess their impact, and

identify strategies for managing risks.�

• Analyze project scope by breaking it into discrete

manageable and measurable components.�

• Model the flow and timing of a project.�

• Identify “critical path” high priority tasks.�

• Assess resource requirements, develop a budget.�

• Learn methods for schedule compression.�

• Used Earned Value to monitor and communicate

project status and identified the need for corrective

measures when necessary.�

• Manage issues and change requests.�

• Improve communication between stakeholders.�

• Properly close-out a project.�

WHO SHOULD ATTEND

The Project Management for the Business Analyst course is suitable

for individuals who:

• Want to become more effective Business Analysts.�

• Are Business Analysts or team members who want to

pursue a career in project management.�

PREREQUISITE

It is strongly recommended that participants take the

4-day The Comprehensive Business Analysis Seminar

MATERIALS



WHAT YOU WILL LEARN

Int�roduct�ion

• Reasons for project failures

Project� Manag�ement� Framework – Best� Pract�ice

• Project management methodologies

• PM in different environments

Est�ablishing� a Project� Team

• Roles

Developing� Scope St�at�ement�

• Determine and document stakeholders

• Identify and document the scope

• Identify key project risk areas

Est�ablishing� Project� Act�ivit�ies



• Project activity dependencies

Producing� Project� Schedule

• Determine project timing

• Produce project schedule

• Set project baseline

Execut�ing� and Monit�oring� Project� Schedule

• Identify and avoid resource conflicts

• Issue log and management

• Change requests and management


• Options for communication

• Project update meetings and frequency of updates

• Asking the “right questions”

• Reporting project status at the correct intervals and levels

of detail for different audiences

• Quality management

Closing� Project�s

• Project acceptance criteria

• Project sign-off



• The Comprehensive Business Analysis Seminar - Part 1

44 www.procept.com

Testing for the Business Analyst

This 2-day course is designed to explain to Business Analysts the

need for testing and teach them the concepts required to plan,

manage, execute, and evaluate testing outcomes in a software

environment.� This course is based on the Guide to the Business

Analysis Body of Knowledge® version 2.�0.�

LEARNING OBJECTIVES


• Understand the importance of testing to software

development and how managing testing well increases

the likelihood of project success.�

• Learn basic testing terms and the Testing Lifecycle.�

• Be able to describe the various testing types, methods

and approaches to and describe when to apply each.�

• Study the relationships between the Project, Systems

Development and Testing Lifecycles.�

• Examine the role of the BA in testing and the relationship

between BA Knowledge Areas and testing.�

• Learn the various testing documents - Test Strategy, Test

Plans, Use Cases, and Test Cases.�

• Investigate Test and Defect Management.�

WHO SHOULD ATTEND

The Testing for the Business Analyst course is appropriate for




new to business analysis.�



through certification.�


Business Analyst role with other duties.�



managers and business analysts.�

• Preparing to write the Certified Business Analysis

Professional™ (CBAP®) and require a refresher on

the concepts covered in the BABOK®

PREREQUISITE

• 4-day Comprehensive Business Analysis Seminar–Part 2

MATERIALS


slides, case studies, exercises, and solutions.�

WHAT YOU WILL LEARN

Int�roduct�ion

• Purpose of testing

• Real life examples

• Basic terms and definitions

• The Quality Assurance Process

• Traceability

• Measurement

• Configuration Management

• Validation & Verification

• Product Review & Inspection

• Test Categories

• Static vs.� Dynamic

• Functional and Non-functional

Test�ing� Types & Timing�

• A Project Lifecycle

• A Systems Development Lifecycle

• A Testing Lifecycle and a V Model

• The Project, Systems Development, and Testing

Lifecycle Relationships

• Test Phases, Types, Approaches, Categories, Special

Cases

• Phases: Unit, Integration, System, User Acceptance

• Approaches: Glass Box / Black Box

• Categories: Functional and Non-functional

• Special Cases: Usability, Regression, Smoke, Acid,

Release, Operational Readiness, Service Acceptance

Test� St�rat�eg�y, Planning� & Manag�ement�

• Testing Documentation

• The Test Strategy

• Test Plans

• Use Cases

• Test Cases

• Test Scripts

• Test Tracking

• Maintaining Traceability

• Defect Management

• Logs

• Priorities

• Test Reporting

• Post Project Reporting

• Strategy feedback

• Lessons Learned

Test�ing� Resources

• Environments

• Development, Testing, Staging, “Production Like”

• People

• QA Manager, Test Lead, Test Designer, Tester, Test

System Administrator

• Business Analyst

• Solution Designer, Development Lead, Developer

• Operations Staff

• Client Representative, End User Testers

1.800.261.6861 or 416.693.5559 45

PROJECT MANAGEMENT AND BUSINESS ANALYSIS SOFT SKILLS

No matter who you are, project manager, functional manager, business analyst, ITIL practitioner, business continuity practitioner, IT manager, senior executive, an important component of your success hinges on your soft skills.� There are plenty of management and communication courses on the market that provide essential skills in this area.� But very few of these address the soft skills required in a fast-paced project environment with continuously changing priorities, politics, commitment, and team members.�

Procept Associates has carefully selected 3 courses which focus on developing critical soft skills for project managers and business analysts: prioritization and personal time management; leadership, relationship, and change in the context of complex and demanding projects; and tools and techniques to successfully manage communication and team building issues in a global virtual team.�

Beating the Clock: Personal Time Management

1 day

Leadership, Relationship, and Change

2 days

Virtual Teams1 day

Fund

amen

tal

Pro

fess

iona

l

46 www.procept.com

Beating the Clock: Personal Time Management

Multi-tasking is a necessary part of the business environment, but if

not managed properly, can lead to confusion, duplication, frustration,

stress, and loss of motivation.�

During this 1-day course you will learn to get the upper hand on

the constant demands by applying specific techniques to prioritize

projects and tasks, and use an analytical approach to manage your

time.� We will discuss the roots of time management issues: setting

priorities, being proactive, communication and behaviour patterns,

and staying focused.�

LEARNING OBJECTIVES


• Create time management and prioritization strategies.�

• Plan and control the work day.�

• Reduce stress and increase sense of personal control.�

• Assign priorities objectively, setting goals and rewards.�

• Control reaction to “those who scream the loudest”.�

• Set personal rules for communication and behaviour, and

recognize when to break them.�

WHO SHOULD ATTEND

The Beating the Clock course is appropriate for individuals who:

• Are struggling with prioritization in a multi-tasking

environment.�

• Hold dual roles such as supporting project and

organizational requirements.�

• Are Project Managers struggling with prioritization

between projects.�

PREREQUISITE


course.�

MATERIALS


slides, templates and a reference list.�

WHAT YOU WILL LEARN

Int�roduct�ion

• Discussion of seminar objectives

• Identifying a time management strategy

Time Manag�ement� Personalit�y Types

• Time management types

• Time management types strengths and weaknesses

• Working with the opposite type

• Personal SWOT analysis

Priorit�izat�ion St�rat�eg�ies

• The 80/20 rule

• Principles of prioritization

• Personal professional goals

• List tasks and assignments

• Prioritization tools

• Triage prioritization technique

• ABC prioritization technique

• Quadrant prioritization technique

• Simple Balanced Matrix prioritization technique

• Weighted Matrix prioritization technique

• Other prioritization tools

Assig�ning� Resources

• Time allocation

• Scheduling tasks and assignments

• Delegating and contingency

• Negotiating priorities

Time Bandit�s

• What are time bandits

• E-mail

• Elements of efficient meetings

• Filing systems

• PDA’s

Conclusion

• Discussion of lessons learned




1.800.261.6861 or 416.693.5559 47

Leadership, Relationship, and Change

Managing projects is all about managing change – for your customers,

your community, your organization, and your delivery partners.�

This 2-day course goes beyond the basics, exploring what it takes

for key project team players – project managers, business analysts,

sponsors and team leads – to step up to the leadership and change

challenges inherent in the most complex and demanding projects.�


“Very good workshop – puts theory into practice.�” Participant

“The instructor was exceptional – good teacher – lots of experience

and depth.� Awesome course.�” Participant

“Excellent presentation, topic organization, and excellent real life

examples.�” Participant

LEARNING OBJECTIVES


• Identify, explore and apply advanced project and change

management theory and skills.�

• Survey selected project manager, team, change

management, leadership and relationship management

models.�

• Recognize human issues in project management and

apply appropriate models.�

• Understand what sets the high powered project

team apart and how they must use leadership and

change management approaches to create and sustain a

high powered project team.�

WHO SHOULD ATTEND

The Leadership, Relationship and Change course is suitable for


• Project Managers


• Project Sponsors

• Technical team leaders

• Who want to increase the chance of project success,

by enhancing their people skills, and by understanding

the dynamics of introducing change into an organization.�

PREREQUISITE

• 6-day The Complete Project Management Seminar

(or its equivalent), or

• 4-day The Comprehensive Business Analysis Seminar –

Part 2 (or its equivalent)

MATERIALS


slides, case studies, exercises, and suggested solutions.�

WHAT YOU WILL LEARN

Project� Manag�ement� Capabilit�y and Hig�h Powered Teams

• The Importance of Leadership to Project Success

• Matching Project Team Strength to Project Complexity

• Getting a Handle on High Powered Teams

Leading� and Mot�ivat�ing�

• Authority, Power and Influence

• Managing versus Leading

• The Superior Project Manager

All About� Teams

• A Team Model

• Factors Influencing Team Behaviour

• The Team’s Environment

• Human Issues: Norms, Emotions, Emotional Intelligence

Coping� wit�h Chang�e

• Defining Organizational “Change”

• Effective Change Management – a Model

• Putting Change Management Into Practice



• Juggling Multiple Projects

• Virtual Teams

48 www.procept.com

Virtual Teams: Dealing with Geographical Dispersion

Virtual teams are a reality today.� Most large organizations have

multiple divisions and locations.� Smaller companies may have team

members working at different sites, and the current trend to working

collaboratively with suppliers, partner organizations, and clients,

gives more rise to the need to have diversely-located team members

work effectively together.�

Virtual teams have many obstacles to overcome.� They have to deal

with the usual project challenges, and in addition may face very

significant communication, motivational, and organizational issues.�

In this 1-day course, you will examine the communication and team-

building issues of implementing effective virtual teams, and suggest

strategies, tools, and techniques to empower the project manager or

business analyst to meet the challenges.�

LEARNING OBJECTIVES


• Identify the challenges and the benefits of working in a

virtual team format.�

• Select the appropriate team structure.�

• Design a communications plan for virtual teams.�

• Select appropriate facilitation tools for meetings.�

• Describe interventions to maximize the benefits and

overcome the challenges of virtual teams.�

• Use appropriate team-building and motivational

techniques to preserve team unity.�

WHO SHOULD ATTEND

The Virtual Teams course is suitable for individuals who are:

• Project Managers and Business Analysts

• Leading or about to lead a team across geographical

boundaries.�

• Considering implementing virtual teams in their

organization and would like to be prepared for the

advantages and disadvantages of such team structures.�

PREREQUISITE

There is no prerequisite for this course.� It functions as a stand- alone

course.�

MATERIALS


slides, case studies, exercises, and suggested solutions.�

WHAT YOU WILL LEARN

Int�roduct�ion

• Virtual Team Challenges

• Why do it?

• Myths about Virtual Teams

• Exercise: Identify Virtual Team Issues

Forming� The Team

• Team Development

• Tips about Forming the Team

• The Orientation Process

• Communication Technology

• Consider the Right Technology

• The Kickoff Meeting

• Exercise: Develop a communication plan for virtual teams

project

Developing� Team Guidelines

• Establishing Rules of Engagement

• Managing The Team

• Top 5 tips for Managing a Virtual Team

• Building Trust

• Team Motivation

• Monitor Team

• Performance Checklist

• Exercise: Active Listening, Project Manager

Competencies

Disbanding� The Team






1.800.261.6861 or 416.693.5559 49

Procept Associates offer eight IT Service Management courses, enabling participants to enhance the quality of their information technology support, delivery, and management services.� Each course can be taken individually or as part of a program towards certification.� Instructional time per course ranges from 1 to 5 days.� Each is offered on site at your company.� The most popular ones are offered through one of our partnered universities.�

Upg�rade your skills wit�h ITIL® cert�ificat�ionInformation Technology Infrastructure Library (ITIL®) Service Management has now become the de-facto best practice worldwide for the provision of high quality IT services.� If you aren’t already using it, you’re unnecessarily risking customer satisfaction.� Procept’s ITIL® certification training can put you on the right track.� The program is taught at the Fundamental, Practitioner (Service Desk & Incident Management, Service Level Management, Problem Management, and Release & Control) and Managers/Masters levels.�

Accredit�at�ionITIL certification for Fundamental, Practitioner, and Managers/ Masters levels are awarded through the ITIL® Certification Board, comprising multiple examination institutes worldwide.� ITIL® has been recognized as providing the framework of best practices for the information technology industry, which Procept adheres to in our IT Service Management courses.�

ITIL® V3 Release, Control and Validation

4 days

ITIL® V3 Service Operation3 days

ITIL® V3 Service Operation and Analysis

4 days

ITIL® V3 Service Manager Bridge

5 days

ITIL® for IT Management1 day

Pro

fess

iona

l

ITIL® V3 Foundation Bridge1 day

Fund

amen

tal

Adv

ance

d

ITIL® V3 Service Transition3 days

ITIL® V3 Service Management Foundation

3 days

IT SERVICE MANAGEMENT V3

50 www.procept.com

ITIL® for IT Management

Information Technology has become a critical factor for corporate

success, not only for e-business and e-commerce companies, but for

private and public enterprises in all industry sectors.�

The often heavy investments needed for installing, operating and

managing the IT infrastructure have become a serious issue, since

IT service providers are facing tight constraints regarding human

resources and budgets.�

The challenges, therefore, facing the timely provision of high quality

IT services required to underpin the company’s business objectives,

can be overcome through the implementation of de-facto best

practice for managing IT services as embodied in the Information

Technology Infrastructure Library (ITIL®).�

This 1-day course will familiarize you with the best practice ITIL®

service management processes, and show you how implementation

of ITIL® can lead to the provision of cost-effective high quality services

that are aligned to the needs and priorities of the business.�

LEARNING OBJECTIVES


• Recognize the essence of ITIL® and ITIL® books.�

• Understand the requirements and approach for the

implementation of ITIL® IT service management.�

• Appreciate the goals and objectives of ITIL® service


• Become familiar with the activities of ITIL® service


• Identify the generic benefits and possible problems for

ITIL® implementation.�

• Determine how ITIL® can be justified to business

management.�

WHO SHOULD ATTEND

The ITIL® for IT Management course is suitable for individuals who

are:

• Chief Information Officers, IT Directors, GM IT and

Operations and IT Managers.�

• IT Operations Managers, IT Process Managers and IT

Senior Consultants.�

• Service Support and Delivery Managers.�

• Business Managers interested in IT performance.�

PREREQUISITE


course.�

MATERIALS



WHAT YOU WILL LEARN

Introduction to Information Technology Infrastructure Library (ITIL®)

Approach to ITIL® IT Service Management

Service Support and Delivery Processes

Implementation requirements and approach

Justifying ITIL® to Business Management


• IT Service Management Foundation V3

1.800.261.6861 or 416.693.5559 51

ITIL® V3 Foundation Bridge

The Office of the Government Commerce, UK (OGC - the official

owner of ITIL®) commissioned a program to review the best practice

framework (referred to as ITIL® V2) for managing information

technology and systems activities.� The result was the launch of

five core books in May 2007, referred to as ITIL® V3, for service

management practice.�

The 1-Day ITIL® V3 Foundation Bridge Course is designed to give

candidates a fast track route to an ITIL® V3 Foundation certificate

level of knowledge.� The course highlights the new topics in ITIL® V3

and the main differences from earlier ITIL® versions.�

The main focus of ITIL® V3 Foundation Bridge will be the NEW content

of ITIL® V3 and those things that have changed.� This course will cover

NEW content of the ITIL® V3 and content known from previous ITIL®

versions, but with some differences.�

Examinat�ion

At the end of the course, participants’ will write the final ITIL® V3

Foundation Bridge examination, comprising of 20 multiple choice

questions, from which delegates are required to score 13 points

(equivalent to 65%) to be awarded ITIL® V3 Foundation Certificate in

IT Service Management.�

LEARNING OBJECTIVES

Participants will gain practical skills in the following areas:

• Service Management as a practice (Awareness)

• Service Lifecycle (Awareness)

• Key Principles and Models (Awareness)

• Generic Concepts (Awareness)

• Selected Processes (Awareness)

• Selected Roles (Awareness)

• Selected Functions (Awareness)

• Technology and Architecture (Awareness)

• ITIL® Qualification scheme (Awareness)

WHO SHOULD ATTEND

The ITIL® V3 Foundation Bridge course is suitable for individuals

who:

• Hold the ITIL® Foundation Certificate from earlier ITIL® versions

who want knowledge and understanding of the new content of

ITIL® V3.�

PREREQUISITE

This qualification is only available to candidates who already hold

the Foundation Certificate in IT Service Management from previous

versions of ITIL®.�

MATERIALS



WHAT WILL LEARN

Course Int�roduct�ion and Int�roduct�ion

The Service Lifecycle

The Lifecycle Phase: Service St�rat�eg�y

• Functions and Processes in Service Strategy

• Service Portfolio Management (SPM)

• Demand Management

The Lifecycle Phase: Service Desig�n

• Functions and Processes in Service Design

• Service Catalogue Management

• Information Security Management

• Supplier Management

The Lifecycle Phase: Service Transit�ion

• Functions and Processes in Service Transition

• Change Management

• Service Asset and Configuration Management

• Release and Deployment Management

The Lifecycle Phase: Service Operat�ion

• Functions and Processes in Service Operation

• Event Management

• Request Fulfillment

• Access Management

The Lifecycle Phase: Cont�inuous Service Improvement�


• The 7 step improvement process

Review, Wrap Up and Mock

ITIL® V3 Foundat�ion Bridg�e Examinat�ion

52 www.procept.com

ITIL® V3 Service Manager Bridge


owner of ITIL® commissioned a program to review the best practice


technology and systems activities.� The result was the launch of

five core books in May 2007, referred to as ITIL® V3, for service

management practice.�

The main focus of the 5-Day ITIL® V3 Service Manager Bridge course

will be the NEW content of ITIL® V3 and those things that have

changed.� The course will cover the components that are new to ITIL®

v3 which will form the main focus for the qualification.� The course

will look at the significant differences in V3 versus the components

of V2.�

Examinat�ion

At the end of the course, participants’ will write the final ITIL® V3

Service Manager Bridge examination, comprising of 20 scenario-

based complex multiple choice questions, from which delegates are

required to score 16 points (equivalent to 80%) to be awarded ITIL®

Expert in IT Service Management.�

LEARNING OBJECTIVES

• Candidates will gain understanding and competencies

in IT Service Management as described in the ITIL®

Service Strategy, ITIL® Service Design, ITIL® Service

Transition, ITIL® Service Operation, ITIL® Continual

Service Improvement, ITIL® Introduction and ITIL®

Glossary publications.�

• Candidates will be prepared for the ITIL® V3 Service

Manager Bridge Examination.�

WHO SHOULD ATTEND

The ITIL® V3 Service Manager Bridge course is suitable for

individuals who:

• Already hold the Manager’s Certificate in IT Service

Management at an earlier ITIL® version, and wish

to obtain the ITIL® Expert in IT Service Management,

thereby demonstrating their knowledge of ITIL® V3.�

• Are Chief Information Officers, Senior IT Managers, IT

Managers and Supervisors, IT professionals and IT

Operation practitioners.�

PREREQUISITE

This qualification is only available to candidates who currently hold

the Manager’s Certificate in IT Service Management

MATERIALS



WHAT YOU WILL LEARN


Service Manag�ement� as a Pract�ice

• Functions and Processes

• Roles and Organization

• Technology and Architecture

• Implementation Considerations

• Complementary Industry Guidance




• Financial Management






• Capacity Management

• Availability Management

• IT Service Continuity Management





• Transition Planning and Support




• Service Validation and Testing

• Evaluation

• Knowledge Management




• Incident Management


• Problem Management


• Monitoring and Control

• IT Operations

• Service Desk




1.800.261.6861 or 416.693.5559 53

ITIL® IT Service Management Foundation V3

ITIL® V3 was designed from the lifecycle perspective, recognizing

that for a service to be created, it should have the capability to

meet the objectives and requirements of its customers and markets.�

Consequently, there is the need to determine the objectives and

requirements for each service (service strategy), which will guide in its

design (service design), transition into production (service transition),

and operation of the service (service operation).� The purpose of

the fifth and the final phase - continual service improvement, is to

gradually improve every aspect of the service, from service strategy

to service operation.�

During the 3-day course you will learn ITIL® terminology, the structure,

basic concepts and core principles of ITIL® practices for Service

Management.� The Foundation certificate in IT Service Management

is not intended to enable you to apply ITIL® practices for Service

Management without further guidance.�

Examinat�ion

At the end of the course, participants’ will write the final ITIL® Foundation

Certificate in IT Service Management examination, comprising of 40

multiple choice questions.� Delegates are required to score 26 points

(equivalent to 65%) to be awarded the ITIL® Foundation Certificate in

IT Service Management.�

LEARNING OBJECTIVES


• Service Management as a practice (Comprehension)

• Service Lifecycle (Comprehension)

• Key Principles and Models (Comprehension)

• Generic Concepts (Awareness)

• Selected Processes (Awareness)

• Selected Roles (Awareness)

• Selected Functions (Awareness)

• Technology and Architecture (Awareness)

• ITIL® Qualification scheme (Awareness)

WHO SHOULD ATTEND

The IT Service Management V3 course is appropriate for individuals

who:

• Require a basic understanding of the ITIL® framework

and how it may be used to enhance the quality

of IT service management within an organization.�

• Are IT professionals that are working within an

organization that has adopted and adapted ITIL®, who

need to be informed about and thereafter contribute to an

ongoing service improvement program.�

PREREQUISITE


alone course.�

MATERIALS



WHAT YOU WILL LEARN


Service Manag�ement� as a Pract�ice




• Financial Management






• Service Level Management

• Capacity and Availability Management

• IT Service Continuity Management





• Transition Planning and Support




• Service Validation and Testing, Evaluation




• Event and Incident Management


• Problem and Access Management

• Monitoring and Control

• IT Operations

• Service Desk

• Technology and Architecture




Review, Wrap Up and Mock Exam

ITIL® Foundat�ion Cert�ificat�e Examinat�ion

54 www.procept.com

ITIL® V3 Release, Control, and Validation




technology and systems activities.� The result was the launch of five

core books in May 2007, referred to as ITIL® V3, for the practice of

Service Management in Information Technology.�

The 4-day ITIL® V3 Release, Control and Validation Capability course

is an independent certification and also prepares the candidate for

the “Managing through the Lifecycle” and ITIL® Expert certifications.�

All Procept ITSM instructors and courses are certified through the

Information Systems Examination Board which provides examinations

on the last day of the course

You will gain detailed knowledge of ITIL® V3 Release, Control and

Validation processes, roles, techniques, triggers and interfaces - how

those practices relate to the full ITIL® Service Management Lifecycle.�

The lectures and exercises in this class will provide you with the

information that you need to increase quality and reliability in your IT

Service environment, participate in Continual Service Improvement,

and use Knowledge Management to provide on-going decision

support.�

During this class, we will explore the details of managing transitions

in an Information Technology organization.� We’ll discuss and practice

Best Practice methodologies for ensuring that all of transition activities

contribute to meeting committed Service Levels.�

This Lifecycle course, Service Transition, provides information the

day to day management of Service Transition activities.�

LEARNING OBJECTIVES


• Understanding of Service Transition Principles

and how to apply them to enhance IT Service quality.�

• Understanding of the Service Transition Processes and

Activities.�

• Roles and Responsibilities in Service Transition

• Common Service activities as they relate to Service

Transition.�

• Application of Continual Service Improvement

• Understanding and analyzing Challenges, Critical

Success Factors and Risks

• Organizational structures, application of ITIL® principles,

identifying required documentation and measuring

effectiveness.�

• Service Operation technology related activities

• Implementing Service Operations

WHO SHOULD ATTEND

The ITIL® V3 Release, Control and Validation capability course is


• Require a deep understanding of Transition Processes.�

• Need to understand how ITIL® Release, Control

and Validation processes can enhance the quality of

Service Support within their organization.�

• Are working in, or about to enter, an IT Service

organization which has, is planning to adopt ITIL® best

practices.�

• Will be contributing to Continual Service Improvement in

an IT Service provision environment.�

• Are IT Operations staff, engaged in Release, Control and

Validation processes.�

• Are seeking an ITIL® Expert certification in order to gain

the benefits of ITIL® principles throughout their

organization.�

• Are seeking an ITIL® Advanced Expert certification.�

PREREQUISITE

• This qualification is only available to candidates who hold

the V3 Foundation or Foundation Bridge Certificate in IT

Service Management.�

• Demonstrate familiarity with IT terminology and Release,

Control and Validations management in their own

business environment is required

• Exposure to the Service Transition processes is

recommended in a Service Provider environment

is recommended.�

MATERIALS



WHAT YOU WILL LEARN

Key Principles in Service Transit�ion

• Communications

• Technology

• Organization and Managing Organizational Change

• Implementation

Key Processes in Service Transit�ion

• Change management

• Service Release and Deployment Management

• Service Validation and Testing

• Service asset and Configuration Management


• Request Fulfilment (From Service Operation

• Service Evaluation

1.800.261.6861 or 416.693.5559 55

ITIL® V3 Service Operation


owner of ITIL) commissioned a program to review the best practice





The 3-day ITIL® V3 Service Operation course is an independent

certification and also prepares the candidate for the Managing through

the Lifecycle and ITIL® Expert certifications.� This course covers

operational processes, functions, common activities, technology and

implementation issues.� All Procept ITSM instructors and courses are

certified through the Information Systems Examination Board which

provides examinations on the last day of the course.�

You will gain detailed knowledge of the contents of the ITIL® V3 Service

Operation publication.� The lectures and exercises in this class will

provide you with both the information that you need and practice in

applying the important principles of this certification.�

During this class, we will explore the details of managing Operations


Best Practice methodologies for ensuring that all of the operational

activities that make up an IT Operations group meet agreed Service

Level Agreements, carry out routine maintenance and communications,

and embed the principles of Continuous Improvement.�

The partner Capability course, Service Operational Analysis, provides

more detailed information on the design of Service Operation activities

to ensure that they support the overall Service Lifecycle.�

LEARNING OBJECTIVES


• Leading discussions on Service Operations

• Service Operation Principles

• Service Operation Processes

• Common Service Operation Activities

• Organizing Service Operations

• Service Operation Functions





WHO SHOULD ATTEND

The ITIL® V3 Service Operation Lifecycle course is appropriate for

individuals who:

• Would like to enhance the delivery of IT Service Provision

within their organization.�

• Require a detailed understanding of ITIL® Service

Operations.�

• Are working in, or about to enter, an IT Service Operation

environment.�

• Would like to enhance the delivery of IT Services

• Are seeking an ITIL® Expert certification in order to

gain the benefits of ITIL® principles throughout their

organization.�

• Are seeking an ITIL® Advanced Level certification.�

• This may include but is not limited to, IT professionals,

business managers and business process owners.�

PREREQUISITE

This qualification is only available to candidates who hold the

V3 Foundation or Foundation Bridge Certificate in IT Service

Management.�

MATERIALS



WHAT YOU WILL LEARN


Key Principles in Service Operat�ion

• Communications

• Technology

• Organization

• Implementation

Processes in Service Operat�ion






Funct�ions in Service Operat�ion

• Technical Management

• Applications Management

• IT Operations Management including IT Operations

Control and Facilities Management

56 www.procept.com

ITIL® V3 Service Operation and Analysis







The 4-day ITIL® V3 Service Operation and Analysis Capability course

is an independent certification and also prepares the candidate for

the Managing through the Lifecycle and ITIL® Expert certifications.�

All Procept ITSM instructors and courses are certified through the

Information Systems Examination Board which provides examinations

on the last day of the course

You will gain detailed knowledge of ITIL® V3 Service Operation and

understanding of how those practices relate to the full ITIL® Service

Management Lifecycle.� The lectures and exercises in this class will

provide you with the information that you need to participate in the

design of Services that can be successfully supported in Service

Operation.�

During this class, we will explore the details of managing Operations


Best Practice methodologies for ensuring that all of the operational

activities that make up an IT Operations unit are correctly designed to

work within the overall Service Lifecycle.�

The partner Lifecycle course, Service Operation, provides more

detailed information on the execution of Service Operation activities

to meet agreed Service Level Agreements, carry out routine

maintenance and communications, and embed the principles of

Continuous Improvement.�

LEARNING OBJECTIVES


• Processes across the Lifecycle which support

Operational Support and Analysis

• A deep understanding of the Service Operation

Processes and Common Service Operation Activities,

including the design of metrics and integration

into the overall Service Lifecycle

• Service Functions including organizational structures,

application of ITIL® principles, identifying required

documentation and measuring effectiveness.�

• Roles and Responsibilities in Service Operation including

the place of Functions in the Lifecycle





WHO SHOULD ATTEND

The ITIL® V3 Service Operation and Analysis Capability course is


• Need to understand how IT Operations may enhance the

quality of Service Support within their organization.�

• Are working in, or about to enter, an IT Service Operation

environment which has adopted ITIL®.�

• Will be contributing to Continual Service Improvement in

an IT Operations environment.�

• Work with IT Operation processes, Event, Incident, Access,

Request, Problem; or within one of the IT Operation functions,

a Service Desk, Application or Technical Management or IT

Operations Management



PREREQUISITE

This qualification is only available to candidates who hold the V3

Foundation or Foundation Bridge Certificate in IT Service Management.�

Demonstrated familiarity with Service Operational Analysis is

recommended as is experience with the Service Operation Processes

and Functions.� It is strongly recommended that candidates read the

core Service Lifecycle publications before attending this class.�

MATERIALS



WHAT YOU WILL LEARN

Key Principles in Service Operat�ion

• Communications

• Technology

• Organization

• Implementation

Processes in Service Operat�ion






Funct�ions in Service Operat�ion

• Technical Management

• Applications Management

• IT Operations Management including IT Operations

Control and Facilities Management

1.800.261.6861 or 416.693.5559 57

ITIL® V3 Service Transition


owner of ITIL® commissioned a program to review the best practice





The 3-day ITIL® V3 Transition course is an independent certification

and also prepares the candidate for the Managing through the

Lifecycle and ITIL® Expert certifications.� This course covers

Transition processes, common activities, technology, organization,

and implementation issues.� All Procept ITSM instructors and courses

are certified through the Information Systems Examination Board

which provides examinations on the last day of the course.�

You will gain detailed knowledge of the contents of the ITIL® V3

Service Transition publication.� The lectures and exercises in this

class will provide you with both the information that you need and

practice in applying the important Service Transition principles.�

During this course we will explore the details of managing transition

in an Information Technology organization.� We’ll cover Best Practice

methodologies aimed at ensuring your understanding all of the

principles, processes, and activities necessary to ensure smooth

entry of new or changed products into production.�

The partner Capability course, Release, Control and Validation,

provides more detailed information on the design of Service Transition

activities to ensure that they support the overall Service Lifecycle.�

LEARNING OBJECTIVES


• Service Transition Principles

• Service Transition Processes and activities

• Service Transition organization and roles

• Technology for Service Transition

• Implementing Service Transition

• Understanding Challenges, Critical Success Factors and

Risks

WHO SHOULD ATTEND

The ITIL® V3 Service Transition Lifecycle course is appropriate for

individuals who:

• Require a detailed understanding of Service Transition

principles, Processes, and activities.�

• Are working in, or about to enter, an IT Service Transition

environment.�

• Require a detailed understanding of ITIL® Service

Transition.�

• Are seeking an ITIL® Expert certification in order to

gain the benefits of ITIL® principles throughout their

organization.�

• Are seeking an ITIL® Advanced Level certification.�



PREREQUISITE

This qualification is only available to candidates who hold the

V3 Foundation or Foundation Bridge Certificate in IT Service

Management.�

MATERIALS



WHAT YOU WILL LEARN

Key Principles in Service Transit�ion

• Communications

• Technology

• Organization and Managing Organizational Change

• Implementation

Processes in Service Transit�ion

• Configuration Management


• Release & Deployment Management


• Service Validation & Testing

• Evaluation

58 www.procept.com

Procept Associates offers three Business Continuity Management courses, intended for (but not limited to) those who are involved in the Business Continuity planning, implementation, day to day maintenance, and those who will act in the event of a disaster.� Each course is available individually or can be offered on-site at your company.�

Learn a hands-on approach t�o effect�ive Business Cont�inuit�y planning�.The courses promote a hands-on approach to Business Continuity Management, making use of current standards, enabling you to make immediate use of the module upon return to your organization.� You will leave class with the information you need to participate in Business Continuity Management projects, exercise and review plans, and recovery operations.�

The courses provide an understanding of:• The function of and the need for Business Continuity Management within an organization• The Business Continuity Management lifecycle• The main components of a Business Continuity Management program• The need for Risk Assessment within Business Continuity Management • Options for the development of a Business Continuity Management strategy• How to prepare and develop plans for a Business Continuity Management response• The need for exercising, maintenance and review of plans• The need for embedding Business Continuity Management awareness within the organization

Accredit�at�ionAll of our Business Continuity Management courses are accredited through The Information Systems Examinations Board (ISEB), a division of the British Computer Society.� ISEB was created in 1990 from the Systems Analysis Examinations Board (which was set up in 1967).� ISEB administers examinations and issues certificates in a variety of subjects in the field of information systems engineering.� The aim of the Information Systems Examination Board (ISEB) is to raise the standard of competence and performance of those working in IT.� It does this by offering a range of relevant industry recognized qualifications.�

You will receive an internationally recognized “Practitioner in Business Continuity Management” certificate after the successful completion of the exam on the last day of The Comprehensive Business Continuity Management Seminar.�

The Comprehensive Business Continuity

Management Seminar5 days

Business Continuity Management Essentials

3 day

Pro

fess

iona

l

Business Continuity Awareness

1 day

Fund

amen

tal

BUSINESS CONTINUITY MANAGEMENT

1.800.261.6861 or 416.693.5559 59

Business Continuity Management Awareness

As much as you would like it, life never goes to plan.� Normally in

business, you encounter and resolve problems in your stride.�

However, would you be able to keep your business running in the

face of a major disaster?

There are numerous risks that can threaten the continuity of your

business.� Beyond social unrest and unstable marketplace, have you

considered power price-spikes or shortages, denials of site or data

access, even biological, chemical or bomb-threats? What happens if

a critical vendor goes down or if productivity plummets with a sector-

wide industrial strike?

Business continuity management attempts to answer these questions.�

It’s essence is to ensure that business operations continue to function

even in the event of a disaster or emergency.� Does your organization

currently have business continuity (BC) in place; is your BC strategy

realistic enough to offer practical solutions in the time of crisis? In

your last emergency, did you invoke your business continuity plan

at all and how would you measure its success? For those that would

are in the process of preparing continuity plans, or are unsure if their

current plans will work for them in an emergency, this program has

been specifically designed for you, using leading-edge methodology

to refocus and enhance your BCM efforts!�

The 1-Day Business Continuity Management Awareness course is

intended for (but not limited to) those who will authorize and approve

Business Continuity planning efforts, manage staff responsible for

implementation and day to day maintenance, and who may have a

high level role to play in the event of a disaster It contains a number

of practical sessions, designed to build on the ‘taught’ components of

the module, and to encourage debate and the sharing of knowledge

and experience between students.�

Students will leave the class with the information they need to

understand Business Continuity Management, appreciate the value

to the business in cost avoidance and risk reduction, and to support

your Business Continuity Project and Recovery teams.�

LEARNING OBJECTIVES

This 1-day workshop will enable participants to have an

understanding of:

• The function of and the need for Business Continuity

Management within an organization.�

• The Business Continuity Management Lifecycle

and the key components of a Business Continuity

Management program.�

• The value of Risk Identification and Assessment.�

• Potential Business Continuity Management strategy

options.�

• A high level overview of the plans that form a Business

Continuity Management response and how those plans

can be kept up to date.�

WHO SHOULD ATTEND

This seminar in Business Continuity Management is intended for (but

not limited to) those in Senior and Executive Management role who

are responsible for the implementation or maintenance of Business

Continuity Plans, including:

• Business Managers reviewing and/or approving Business

Continuity and Disaster Recovery plans.�

• Line Managers providing staff or other resources to

Business Continuity Planning efforts.�

• Business staff in organizations which practice Business

Continuity Management.�

• Service Provider staff members who will be involved in

sales, marketing, or other support activities.�

PREREQUISITE


course.�

MATERIALS

Each participant will receive a course binder containing copies

of presentation slides, case studies, exercises, and suggested

solutions.�

WHAT YOU WILL LEARN

Int�roduct�ion, Init�iat�ion, Planning�

• Where do we start, who should be involved, and what’s

included?

Requirement�s Gat�hering�

• What do we need to protect against, how much will we

lose, what MUST be protected?

Cont�inuit�y St�rat�eg�y, Creat�ing� Cont�inuit�y Plans and Preparing� t�o

Execut�e

• What should we do if the worst happens and how should

we do it?

“Training� and Awareness”, “Exercise, Maint�ain, Review”, and

Invocat�ion

• How do we make sure that we can act when the time

comes?

• What do we do when the worst happens?

60 www.procept.com

Business Continuity Management Essentials



















current plans will work for them in an emergency, this program has

been specifically designed for you, using leading-edge methodology


The 3-Day Business Continuity Management Essentials course is

intended for (but not limited to) those who will play a part in Business

Continuity planning, implementation, day to day maintenance, and

who may have a role to play in the event of a disaster It contains

a number of practical sessions, designed to build on the ‘taught’

components of the module, and to encourage debate and the sharing

of knowledge and experience between students.�


understand and cooperate with Business Continuity Management

Projects and to participate in Recovery operations.�

LEARNING OBJECTIVES

This 3-day workshop will enable participants to have an

understanding of:


Management within an organization and why Business

Continuity Management awareness must be embedded

within the organization.�

• The Business Continuity Management Lifecycle and the

main components of a Business Continuity Management

program

• The need for Risk Assessment within Business Continuity

Management

• Business Continuity Management strategy options.�

• The plans that form a Business Continuity Management

response

• The need for Exercising, Maintenance and Review of all

plans.�

WHO SHOULD ATTEND

The qualification promotes a hands-on approach to Business

Continuity Management, making use of current international

standards, enabling candidates to make immediate use of the

module on their return to their organizations.�

This seminar in Business Continuity Management is intended for

(but not limited to) those who are involved in the areas of information

security and information assurance, including:

• Business Managers involved in the establishment of

Business Continuity and Disaster Recovery plans.�

• Line Managers providing staff or other resources to

Business Continuity Planning efforts and Business

Process Managers who will interact with the Business

Continuity Process.�.�

• IT Operations, Service Support, and Service Delivery

Managers.�

• Business staff who will provide input to the Business

Continuity Planning effort.�

• Any individual who will plan a role in Recovery efforts.�

• Service Provider staff members who will be involved in

Recovery or Return to Normal activities.�

PREREQUISITE


course.�

MATERIALS



solutions.�

WHAT WILL YOU LEARN

Day 1: Int�roduct�ion, Init�iat�ion, and Planning� and Requirement�s

Gat�hering�


included?

• The Business Continuity Management Lifecycle.�

• Identifying and communicating the need for Business

Continuity Planning.�

• Understanding the necessary organizational and

governance.�

• Using Project Management methodologies to plan and

implement BCP.�



• Learn the Business Impact Analysis methodology, used

to determine the value of Business Processes and

identify those which are Mission Critical.�

• Identifying threats to your organization and objectively

determining your level of risk.�

1.800.261.6861 or 416.693.5559 61

Day 2: Cont�inuit�y St�rat�eg�y, Creat�ing� Cont�inuit�y Plans, and

Preparing� t�o Execut�e


we do it?

• Understand how the information from the Requirements

Gathering stages is used to evaluate and select strategic

options to protect your business.�

• Learn how to identify and select Risk Reduction and Recovery

measures for Business Processes, supply chains, and

technology.�

• Understand the contents and objectives of the various plans

required.� Lean why they are required, how they are used, and

how they will be maintained.�


• Business Continuity

• Invocation

• Disaster Recovery

• Business Resumption

• Return to Normal Operation

• Learn how plans are built, tested, exercises and how schedules

for testing, exercising, awareness, and training are developed.�

• Identify the people, skills and knowledge necessary to test,

deploy, and maintain all plans.�

• Conduct the initial exercises and tests, adjusting the documents

as required.�

Day 3: “Training� and Awareness”, “Exercise, Maint�ain, Review”,

Invocat�ion, and Wrap up

How do we make sure that we can act when the time

comes?


• Understand the importance of Change Control as applied to


• Lean how ongoing awareness sessions, keeping the materials

up to date, and ensuring that all parties are familiar with

their responsibilities will help support Continuity Planning over

the long term.�

• Staying in touch with other parties to the plans, holding

regular reviews to ensure that documentation is up to

date at all times, and conducting audits.�

• See how the Training, Testing, Exercise and Review

schedules are put to use.�

• Walk through the use of plans in a disaster, determine

how to “Return to Normal: and how to review actions after

the fact.�

• Lean how actions are reviewed after the event if

necessary.�

• Review of all materials with highlights on key points.�

62 www.procept.com



















current plans would work for them in an emergency, this program has

been specifically designed for you.� Use leading-edge methodology


The Practitioner Certificate in Business Continuity Management is

intended for (but not limited to) those who are involved in the Business

Continuity planning, implementation, day to day maintenance,

and who will act in the event of a disaster.� It contains a number of

practical sessions, designed to build on the ‘taught’ components of

the module, and to encourage debate and the sharing of knowledge

and experience between students.�


participate in Business Continuity Management Projects, exercise

and review plans, and participate in Recovery operations.�

LEARNING OBJECTIVES

The 5-day Comprehensive Business Continuity Seminar will enable

participants to have a detailed understanding of:


Management within an organization

• The Business Continuity Management Life-cycle

• The main components of a Business Continuity

Management programme

• The need for Risk Assessment within Business Continuity

Management

• The options for development of a Business Continuity

Management strategy

• How to prepare and develop plans for Business

Continuity Management response

• The need for exercising, maintenance and review of plans

• The need for embedding Business Continuity Management

awareness within the organization

WHO SHOULD ATTEND

The qualification promotes a hands-on approach to Business Continuity

Management, making use of current international standards, enabling

candidates to make immediate use of the module on their return to

their organizations.�

This certificate in Business Continuity Management is intended for

(but not limited to) those who are involved in the areas of information

security and information assurance, including:

• Business Managers involved in the establishment of

Business Continuity and Disaster Recovery plans.�

• Business Assurance and Risk Managers

• All staff members of organizations which provide

Business Continuity facilities.�

• Internal and External Auditors, and Business Process

Consultants and Managers.�

• IT Operations, Service Support, and Service Delivery

Managers.�

• Continuity Planning Project Managers and team

members.�

• Business Continuity Coordinators, Recovery Team

members.�

PREREQUISITE


course.�

MATERIALS



solutions.�

WHAT WILL YOU LEARN

Day 1: Int�roduct�ion, Init�iat�ion, and Planning�


included?

• The Business Continuity Management Lifecycle.�

• Identifying and communicating the need for Business


• Creating appropriate organizational and governance

structures and ensuring that all required stakeholders are

involved.�

• Using Project Management methodologies to plan and

implement BCP.�

Day 2: Requirement�s Gat�hering�



• Conducting Business Impact Analyses to determine the

value of Business Processes and identify those which are

Mission Critical.�

The Comprehensive Business Continuity Management Seminar

1.800.261.6861 or 416.693.5559 63

• Identifying threats to your organization and objectively

determining your level of risk.�

• Developing a Business Case to justify BCP.�

• Obtaining agreement to proceed.�

Day 3: Cont�inuit�y St�rat�eg�y, Creat�ing� Cont�inuit�y Plans and

Preparing� t�o Execut�e


we do it?

• Using the information from the Requirements Gathering

stages, evaluate and select strategic options to protect

your business.�

• Learn how to identify and select Risk Reduction and

Recovery measures for Business Processes, supply

chains, and technology.�

• Work through the various plans required, understanding

their contents, why they are required, how they are used,

and how they will be maintained.�


• Business Continuity

• Invocation

• Disaster Recovery

• Business Resumption

• Return to Normal Operation

• Build testing, exercising, awareness, and training

schedules

• Identify and develop the people, skills and knowledge

necessary to test, deploy, and maintain all plans.�

• Conduct the initial exercises and tests, adjusting the

documents as required.�

Day 4: “Training� and Awareness”, “Exercise, Maint�ain, Review”,

Invocat�ion

• How do we make sure that we can act when the time

comes?


• Accept the planning documents and initiate Change

Control.�

• Conduct ongoing awareness sessions, keeping the

materials up to date, and ensuring that all parties are

familiar with their responsibilities.�

• Ensure that all participants are able to meet their

responsibilities.�

• Staying in touch with other parties to the plans, holding

regular reviews to ensure that documentation is up to

date at all times, and conducting audits.�

• Execute the Training, Testing, Exercise and Review

schedules.�

• Use the Continuity Plans during a Disaster.�

• Determine how to “Return to Normal”.�

• Review actions after the event if necessary.�

Day 5: Wrap up and Examinat�ion

• Review of all materials with highlights on key points.�

• Practice examination, self graded to allow you to be clear

on how the examination will be marked.�

• Examination for ISEB Practitioner Certificate Examination

in Business Continuity Management:

• Total Time: Three (3) hours

• Total Questions: Ten (10) multiple choice questions (1

mark each)

• Six (6) short answer questions (5 marks each)

• Three (3) essay questions.� (20 marks each)

• Passing Grade: 65%

• Time is split between two sections.�

• Section 1 includes the multiple choice short answer

questions.� There are a total of forty marks in Section 1.�

• Section 2 has the three essay questions

64 www.procept.com

Terry Aldebert�, CBAP CAPM is a Senior Consultant with Procept.� Terry has worked as a business analyst and a project

manager in banking (electronic banking, mortgage, insurance), government, and regulatory not-for-profit.� Her focus was

often in process improvements.� She was Project Manager for a call centre for municipal information and operations.� Terry

is a Certified Business Analysis Professional and a Certified Associate in Project Management, holds a diploma in applied

science, and is currently completing a degree in geography and politics.� She has been trained on Six Sigma and Lean

methodologies, and is a member of IIBA and PMI.� Terry consults in Business Analysis, and designs and instructs courses in

our certificate program at University of Toronto and elsewhere.�

Elizabet�h “Liz” Barclay, ITIL® Expert is a Managing Consultant and Instructor with Procept.� Prior to Procept, she spent 15

years in IT operations and several years in IT Service Management.� In that latter role, she has been implementing ITIL® and

other best practice frameworks.� This has included assessing service management processes, authoring business cases for

process improvements; executing the development, improvement and implementation projects themselves; and integrating

processes and tools such as BMC Remedy to provide governance to live IT operations.� Her work has been in Canada, the

US and abroad.� Liz is accredited with ISEB, and is a member of the IT Service Management Forum.�

Nicole Conboy, BA, ITIL® Service Manager v2-3 certified; is a Senior IT Service Management Consultant and Instructor with

Procept.� She has provided IT Service Management consulting and training for over 13 years to a variety of North American

and world-wide organizations.� Nicole’s experience ranges from assessment to design to implementation and ongoing

management of a variety of IT initiatives designed to meet the client needs.� All of Nicole’s projects significantly improved the

productivity of the IT staff; the quality of IT services delivered and fostered a better relationship with their internal and external

customers.� She is a member of the board of directors for the IT Service Management Forum (itSMF) Southern Alberta Branch

and speaker, meeting and regularly promoting IT Service Management (ITIL®) best practices.�

Darya Duma, PEng, PMP, PRINCE2 Practitioner is a Vice-President with Procept, managing our project management (PM)

consulting business, and is Quality Manager responsible for maintaining our ISO 9001 registration.� Practice areas include

PM methodology design, PM software implementation, and course design and delivery.� Darya is a member of the PMI REP

Advisory Board, and an ISO committee for a PM standard.� She is Program Director for our 10-day Mechanical Contracting

Project Management course at University of Waterloo, and she instructs our courses at several universities.� She was a

practicing Project Manager for over 10 years, with extensive international experience, including developing national and

international standards for CSA and ISO, and managing elevator installations for a mechanical contractor.�

Mary J Hand, BA is a Senior Business Analyst Instructor / Consultant with Procept.� She joined Procept following 18 years in

business analysis, program management, project management, marketing and communications, operations, and training

roles in the financial and retail industries.� Mary held roles in global custody operations and IT departments where her focus

was on the large-scale implementation of a global, multi-currency, trust accounting platform at several banks and trusts

in Toronto and New York City.� Mary has an Honours BA, and is working towards a Marketing certificate from the Canadian

Institute of Marketing.� She is a member of the International Institute of Business Analysis, and is pursuing her Certified

Business Analyst Professional designation.�

Alex Jalalian is a senior consultant with Procept.� He is also a visiting lecturer at the ecole de management in Grenoble,

France, teaching project management to part-time and full-time MBA students.� He worked for 20 years within the IT

and Telecom industries in Switzerland, with management assignments including software and system engineering in

development, product management in marketing, program management in R&D, and strategy and marketing management

in new product development.� Alex holds a bachelor degree in computer science with mathematics from University of London

and a postgraduate certificate in international management from London Business School.� He is now a doctorate candidate

at Grenoble, researching project management within Technology and Innovation Management.�

Keit�h Farndale, MBA, PEng, PMP is President of Procept.� He is also an adjunct lecturer in the MEng program in the

Faculty of Engineering.� Prior to his current roles, he spent a 20-year career in the management of industrial construction

projects.� Keith was President of the Southern Ontario Chapter of the Project Management Institute, receiving an Outstanding

Contribution award.� He has been a member of the Project Management Forum of the Conference Board of Canada and

the advisory board for the ProjectWorld Canada conference.� He is a member of Ontario Council of Construction Users and

Canadian Society for Training and Development.� Keith believes that his courses have prepared more people for the PMP

exam than any other course in Canada.�

Instructors

1.800.261.6861 or 416.693.5559 65

Extended FacultyCelia Desmond

Darin Degenstein

Alex Jalalian

Ralph Kuhn

Max Locke

Karen MacNeil

Gillian McCleary

Keith Sarre

Anthony Tsoukanas

Ini Umoren

Ted Young

Sola Oduko, MSc, MBA, ACA, CEng, ISP, PMP is Vice-President and Director of African Operations for Procept.� Sola has

20 years experience in IT service management (ITSM), business analysis (BA), project management, strategy formulation

and implementation, budget development and administration, risk analysis and management, business process redesign,

contract negotiation, business continuity and disaster recovery management, using various best practice frameworks such

as PMBOK, in several countries.� Sola holds the ITIL Expert accreditation in ITSM.� He is responsible for the ITSM practices at

Procept.� He designs and instructs project management, business analysis, and ITSM courses, and he undertakes consulting

assignments in assessments, maturity, and process redesign.�

David Penney, B.�Sc.�, CET, CPlasT, CMQ, PMP is a Senior Instructor for Procept.� His project management and operational

experience started in military engineering and continued in wholesale, retail, and manufacturing businesses.� With superior

computer skills in Microsoft Office and Microsoft Project, he instructs in those software tools, is a certified Myers-Briggs

facilitator, and instructs our Project Risk management course at university customers.� David is a member of the Project

Management Institute, is active in the new PEI potential chapter.� He has been very active in the Association of Certified

Engineering Technicians and Technologists and the Canadian Manufacturers & Exporters, and has been a member of the

American Society for Quality and the Institute of Industrial Engineers.�

Janice Pet�ley, BA, BEd, MBA.� PMP is the Director of Atlantic Canada for Procept.� With over 20 years of project management

experience, Janice teaches public and in-house project management courses on the east coast and elsewhere in Canada.�

Her typical assignments are definitely PM, but are anything but “typical” PM.� For example in 2003, Janice played a key role

on the SARS benefit concert in Toronto with the Rolling Stones.� She has created and organized events for CIBC, Chrysler

Canada, BMW, Telus, World Youth Day (Pope’s visit to Toronto), the Muscular Dystrophy Association, the Canada Games,

and Special Olympics International.� Drawing upon this experience, Janice provides scenarios in her training which are

interesting and accessible to a wide variety of people and organizations.�

Michael St�efanovic, MBA, PEng, PMP is a Principal with Procept.� Prior to joining Procept, Michael had 23 years of hands on

project management experience in process industries and real estate, followed by two years as a full time faculty member

at Ryerson University.� Michael conducts project management courses through several Canadian universities, as well as for

direct clients of Procept, in Canada and overseas, in English and French.� He also provides project management consulting

services to clients in various industries.�

66 www.procept.com

Collège Communautaire de Nouveau.�Brunswick

Toll.�free: 1.�888.�664.�1477

Telephone: 506.�856.�2220

E.�mail: student.�services@gnb.�ca

Simon Fraser University

Management and Professional Programs–Continuing Studies

Telephone: 778.�782.�5095

E.�mail: mpp.�info@sfu.�ca

University Partners and Professional Accreditations

Many of our courses are offered to the public at educational institutions.� For more information, contact us or contact the institutions listed below:

Dalhousie University

College of Continuing Education

Telephone: 902-494-2526

E-mail: cte@dal.�ca

University of Calgary

Continuing Education

Toll-free: 1-866-220-4992

Telephone: 403-220-2988

Holland College

Toll-free: 1-800-446-5265

Telephone: 902-629-4217

E-mail: info@hollandc.�pe.�ca

University of Waterloo

Continuing Education

Telephone: 519-888-4002

E-mail: conted@uwaterloo.�ca

®

We hold accreditation from the following organizations:

1.800.261.6861 or 416.693.5559 67

Selected Client List

Abitibi-Price Inc.�

Accenture

Accubid Systems Limited

AGFA

Alcatel Canada Inc.�

Algorythmics

Aliant

American Express

Aryana Industrial Development Group

Asea Brown Boveri Inc.�

Babcock and Wilcox

Bank of Montreal

Bank of Nova Scotia

Bell Aliant

BFC Industrial

Bruce Power LP

Calibre Engineering

Camilion Software

Canada Customs and Revenue Agency

Canadian Forces Construction Engineers

Canadian Imperial Bank of Commerce

Canadian Precast Concrete Institute

Canadian Standards Association

Carleton University

CGI Group Inc.�

City Business Computers

City Express Bank

City of Toronto

City of Vaughan

Clarica

Clemson University

CN Rail

Credit Valley Hospital

Daniels Corporation

Dare Foods Ltd.�

DeBeers

Delisys Delivery System Inc.�

Department of Justice, NWT

Design Modules

Dorman Long Engineering Ltd

Earth Tech Canada Inc.�

Eastern Michigan University

Electrohome

Enbridge Consumers Gas

Environment Canada

Equitable Life

ESI Canada

ESRI Canada

Federal Mortgage Bank

Financial Models Company Inc.�

Food Inspection Agency

Frito-Lay Canada

Georgian College

Geosyntec Inc.�

Gore Mutual Insurance

Grand & Toy

Grand River Conservation Authority

Grand River Hospital

Graphics Microsystems Inc

Greater Toronto Airports Authority

GS Telecom

Guelph Hospital

H.� A.� Simons Ltd.�

Hatch

Hemlo Mines

Hewlett-Packard Canada Ltd.�

Honeywell Engines and Systems

Honeywell Homes and Buildings

Honeywell Industrial Automation/Control

Hong Kong Polytechnic University

Humber River Regional Hospital

Hummingbird Communications

Husky Injection Moulding

IBM Canada

IMB Bank

Inco Limited

Infrastructure Ontario

International Institute for Learning

Iron Ore Company

Jacques Whitford

Kinectrics Inc.�

L3 Communications Wescam

Labatts

Manitoba Department of Transport

Markel Insurance

McGill International Management Institute

McMaster University

McMillan Binch law firm

MDA Space Systems

MDS Sciex

Mechanical Contractor Assoc.� of Canada

Memorial University of Newfoundland

Mohawk Council of Akwesasne

Morrison Hershfield

Mother Parker

National Petrochemical Company of Iran

NCR Canada

Netco Ltd

New Brunswick Community College

Northland Power

Nova Scotia Association of Architects

Nova Scotia Construction Association

Novartis Animal Care

Ontario Aerospace Council

Ontario College Application Services

Ontario Lottery and Gaming Corporation

Ontario Power Generation Inc.�

Ontario Realty Corporation

Ontario Tobacco Research Group

Parks Canada

PEI Conservatory

PEI Department of Business & Technology

Placer Dome

Powerex Corporation

Prof.� Engineers of Ont - Hamilton Chapter

Project Controls Group Inc.�

Project Management Institute

ProjectWorld/BusinessAnalystWorld

Public Works and Government Services

Purolator Courier Ltd.�

Radian Group

Rahbaran (Iran Oil Ministry)

Regional Municipality of Waterloo

Reuters Information Services

Royal Bank of Canada

RPA Group

Saint Mary’s University

Scarborough Hospital

Schlumberger

Schulich School of Business

Sears Canada Inc.�

Sierra Systems

Simon Fraser University

Sir Sandford Fleming College

SITA

St.� Francis Xavier University

St.� Michael’s Hospital

Stantec Inc

Steelcase

Stelco

Technical Standards and Safety Authority

Technology Derivatives

Teranet Land Information Services

Tescor Energy Services Inc.�

Texas A&M University

Toronto Dominion Bank

Toronto Hydro

Toronto Region Conservation Authority

Town of Markham

Town of Parry Sound

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