PROJECT MANAGEMENTSpring 2010

CH

ECK

OUT OUR NEW PRO

JECT M

ANAGEMENT COUR

SES

SPRING INTO ACTION this Februarywith hot topics in project management.

These three classes are also part of the core classes for the PM Certificate.Project Management Foundations...................Feb. 18-19Agile Project Management..................................Feb. 22-23Contracts and Vendor Management................Feb. 25-26

SEE BACK for CALENDAR of CLASSES.

School of Continuing Education

Project Management Course Schedule

(+)Can be applied toward Advanced Project Management Certificate.

CAT 3NO LIMIT!

Keycode: PMTIPDEC Message Code: OC-42-09-M No Wisconsin tax dollars were used in the printing of this publication. The PMI Registered Education Provider logo is a registered mark of the Project Management Institute, Inc.

FOR MORE DETAILS 414.227.3220 | sce-pm.uwm.edu

Feb Mar Apr May

Project Management Courses

Project Management Foundations..........P. 4 18-19 #5025-0310 10-11 #5025-0311

Agile Project Management (+)..........P. 5 22-23 #5025-0313

Building & Improving Project Team Functionality..........P. 6 11-12 #5025-0314

Business Analysis Essentials..........P. 7 3-4 #5025-0315

Business Foundations..........P. 8 26-27 #5025-3345

Contracts & Vendor Management..........P. 9 25-26 #5025-0317

Creating and Maintaining Stakeholder Relationships..........P. 9 15-16 #5025-0344

Critical Thinking: Business Analysis & Decision-Making Strategies (+)..........P. 10 15-16 #5025-0318

Defining & Managing Business Requirements..........P. 11 17-18 #5025-0336

Determining & Communicating the Project Value..........P. 12 19 #5025-0335

Estimating, Scheduling and Managing the Performance..........P. 13 18-19 #5025-0321

Implementing a Project Management Discipline/PMP® Exam Review (+)..........P. 14 19-21 #5025-0320

Lean Project Management..........P. 15 13-14 #5025-0343

Managing Multiple Projects (+)..........P. 16 6-7 #5025-0322

MS Project for Project Managers: Using a Software Toolkit (+)..........P. 17 22-23 #5025-0323

MS Project for Project Managers– Advanced (+)..........P. 18 17-18 #5025-0339

Project Management and Knowledge Management..........P. 19 24 #5025-0342

Project Portfolio Management: Tools and Techniques..........P. 20 25 #5025-0341

Risk vs. Quality: Balancing Your Odds..........P. 18 22-23 #5025-0319

Management / Information Technology Courses

Building Positive Relationships at Work (+)..........P. 22 2-3 #5050-3535

Effective Interpersonal Communication Skills for Managers..........P. 22 31 1 #5050-3538

Emotional Intelligence I..........P. 22 9-10 #5050-3532

Finance Skills for Nonfinancial Managers..........P. 22 15-16 #5050-3533

From Conflict to Resolution..........P. 22 13-14 #5050-3539

Fundamentals of OD and Change Management..........P. 22 20-21 #7710-1656

Leading Project Managers..........P. 22 19-20 #5050-3529

Managing Day-to-Day Employee Performance..........P. 22 20 #5050-3547

Managing Today’s Technical Professional..........P. 22 24-25 #5050-3534

Pitching Ideas and Closing Deals..........P. 22 10-11 #5050-3537

Power and Influence without Authority (+)..........P. 22 22-23 #5050-3536

Proactive Testing..........P. 22 20-21 #5025-3535

Strengthening Your Leadership Capabilities (+)..........P. 22 12-13 #5050-3541

2010 �

PROJECT MANAGEMENTSpring 2010

sce-pm.uwm.edu

School of Continuing Education

Maximize Resources

Meet Quality and Cost Goals

Satisfy Client Needs

Successfully Manage Projects

CH

ECK

OUT OUR NEW PRO

JECT M

ANAGEMENT COUR

SES

Why Choose Our Programs?Our flexible Project Management Certificate Program allows you to choose from a variety of project management and mid-management classes to satisfy your specific needs.

Several things make our Certificate series unique.

PMP, CAPM, PMBOK andthe PMI Registered

Education Provider logo areregistered marks of the Project

Management Institute.

All courses offer skills and knowledge you canapply immediately to your workplace. Each classgives you the opportunity to assess your projectand determine what you need to do to enhanceits value to your organization.

All project management-specific courses use acommon frame-work—the Project ManagementLifecycle. All concepts, tools, techniques andapproaches you learn in the Foundationscourse are reinforced in a consistent mannerthroughout all other course offerings.Our instructors are seasoned professionalswho have worked in a variety of industries and ona variety of projects. They also are experiencedtrainers who know how to help you effectivelytransfer what you learn back to the workplace.They are familiar with the content in the entireCertificate series, so they can help you integratewhat you learn from one course into the next.

Each course is designed around a specific real-life project situation. You have the opportunityto discover successful approaches to differentaspects of project management, and gain expe-rience with the tools and techniques you canapply on your job.

Every course includes a set of easy-to-useworksheets and templates to aid you in workingthrough specific project management activitieson any type of project.

UWM is a Registered Education Provider certifiedby the Project Management Institute; all coursesfully support the PMBOK® Guide, which entitlesyou to receive PDUs.

As an added bonus, you receive a $350 discountoff your last course registration fee if you com-plete the Certificate series within three years.

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Table of Contents

Project Management Certificate/Advanced Certificate Overview ..................................2

Project Management Courses

Project Management Foundations................................................3

Agile Project Management ..........................................................4

NEW Building and Improving Team Functionality ......................5

Business Analysis Essentials ......................................................6

Business Foundations..................................................................7

Contracts and Vendor Management ............................................8

NEW Creating and Maintaining Stakeholder Relationships ........9

Critical Thinking: Business Analysis and Decision-Making Strategies ................................................10

Defining and Managing Business Requirements........................11

Determining and Communicating the Project Value ..................12

Estimating, Scheduling and Managing Project Performance......13

Implementing a Project Management Discipline / PMP Exam Review ..........................................................14

NEW Lean Project Management................................................15

Managing Multiple Projects ......................................................16

MS Project for Project Managers: Using a Software Toolkit ......17

MS Project for Project Managers - Advanced ............................18

Project Management and Knowledge Management....................19

Project Portfolio Management: Tools and Techniques..................20

NEW Risk vs. Quality: Balancing Your Odds ............................21(Formerly How to Assess and Manage Project Risks)

Management / Information Technology Courses............22

Customized Training ............................................................23

General Information..............................................................24

Registration Information ............................Inside Back Cover

Qualified project managers are at the center of

every successful organization.

Electives (see p. 22)• Building Positive Relationships at Work (+)

• Business Analysis Essentials

• Business Foundations

• Effective Interpersonal Communication Skills

• Emotional Intelligence I: How to Deal withDifficult People, Including Yourself

• Finance Skills for Non-Financial Managers

• Fundamentals of Organizational Developmentand Change Management

• From Conflict to Resolution: Managing andMediating Conflict at Work

• Leading Project Managers: Facilitating Project Success (+)

• Managing Day to Day Employee Performance

• Managing Today’s Technical Professional

• MS Project for Project Managers – Advanced (+)

• Pitching Ideas and Closing Deals – NegotiationSkills for Professionals

• Power and Influence without Authority (+)

• Proactive Testing: Key to Developing ProjectsQuicker, Cheaper and Better

• Strengthening Your Leadership Capabilities (+)

Project Management CertificateProgram BenefitsIn today’s busy work environment with budgets being carefully scrutinized and tighter deadlines,managing projects successfully is critical. It is, therefore, important that project managers and team members are properly trained in order to meet these challenges. The ProjectManagement and Advanced Project Management certificates provide Project Managers andBusiness Leaders the skills for understanding and implementing business solutions successfully.Our courses provide an in-depth study of the operational and leadership aspects of projectmanagement in an applied learning environment.

Programs are built on standards set forth in the Project Management Institute’s “A Guide to theProject Management Body of Knowledge (PMBOK® Guide)”.

Project Management Certificate ProgramLearn new skills or update existing ones with or without the intention of becoming certified. A $350 discount is given when you register for the last course.

Advanced Project Management Certificate ProgramThe Advanced Project Management Certificate is for those looking to pursue more advancedskills in the Project Management area.

Core Courses (minimum five courses are required, seven can be selected):• Project Management Foundations(This course is a prerequisite, unless you have a significant PM background.)

• Agile Project Management (+)

• Building and Improving Project Team Functionality

• Contracts and Vendor Management

• Creating and Maintaining Stakeholder Relationships

• Critical Thinking: Business Analysis and Decision-Making Strategies (+)

• Defining and Managing Business Requirements

• Determining and Communicating the Project Value

• Estimating, Scheduling and Managing thePerformance of a Project

• Implementing a Project ManagementDiscipline/PMP® Review (+)

• Lean Project Management (+)

• Managing Multiple Projects (+)

• MS Project for Project Managers (+)

• Project Management and Knowledge Management (+)

• Proactive Testing: Risk-Based Planning and Design

• Project Portfolio Management: Tools and Techniques (+)

• Risk vs. Quality: Balancing Your Odds

CertificateRequirementsTo earn a certificate in PROJECTMANAGEMENT you must completeseven courses (minimum five coursesare required, seven can be selected)

To earn the ADVANCED PROJECTMANAGEMENT CERTIFICATE, youmust complete four additionaladvanced courses indicated by the(+) sign next to the program.

Courses are required to earn the Project Management Certificate

Seminar OverviewSuccess in today's project management arena demands a structured, systematic approach to project management. This workshop provides core tools and techniques for each phase ofproject management: initiating, planning, executing, control and closing. Through case studiesand hands-on practice you gain a working foundation to better plan and control a variety of projects in your organization.

Who Should Attend• Project leaders/doers who need a better understanding of the core techniques in all phases of project management

• Full-time project managers

Seminar Information

Time: ............8:30am-4:30pm

Fee: ................$845

Presenters: ....Robert McIlree, PMPSandra Hoskins, ISP, PMP, ITCP

PDUs: ............14

CEUs: ............1.4

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Project Management Foundations

3

• Identifying and addressing task interdependencies• Converting the Work Breakdown Structure into a Gantt Chart- Activity: Creating a network diagram- Activity: Identifying the critical path

• Creating the risk management plan- Activity: Identifying risks

• Assembling the project plan and having it reviewed and approved- Activity: Developing control processes

• Steps in the change management process• Areas of project variance and how variance are tracked and reported

• Managing issues • Considerations in managing quality • What to do in crisis management• Summarizing the elements of the project planning process- Activity: Reflecting on your project

Execution and Control

• Assembling the full team • Establishing metrics and data to be gathered• Managing communications: status reports- Activity: Dealing with a change management issue

Closing the Project

• Activities for closing out a project• A final project report and how to produce it- Activity: The benefits of a structured approach to project management

- Activity: Addressing project management challenges

Seminar Outline

Overview of Project Management

- Activity: Your experiences in project management• Defining what is a project and what is project management

• Project management lifecycle• What is a project manager?

Prerequisites

• Prerequisites to project initiation• Identifying stakeholders and understanding their needs and issues- Activity: Identifying what project managers need from sponsors

• Types of project managers and reporting relationships- Activity: Reflecting on your project

Initiating the Project

• Elements of initiating a project• Creating a project notebook• Establishing the core team- Activity: Developing the project charter

• Holding a kick-off meeting• Beginning initial status reporting- Activity: Reflecting on your project

Planning the Project

• Identifying and formulating the project strategy• Creating a project estimate and schedule- Activity: Creating a work breakdown structure

• Summary tasks and work packages • Creating baseline time estimates • Identifying resources • Developing a budget

• Change Approval Form• Identify Risks• Initial Status Reports• Post-Mortem Form• Progress Report• Project Charter Template• Stakeholder Worksheet

XP Development Methodology

• XP overview and lifecycle• Work products, roles and practices• Common mistakes and misunderstandings• Sample projects• Adoption Strategies• The Facts versus the Hype- Activity: A Sample XP Project• Debrief and discussion

Unified Process Methodology

• Unified Process overview and lifecycle• Work products, roles and practices• Common mistakes and misunderstandings• Sample projects• Adoption Strategies• The Facts versus the Hype- Activity: A Sample Unified Process Project

• Debrief and discussion

DSDM, FDD, and Other Agile Methodologies

• DSDM and FDD overview and lifecycle• Work products, roles and practices• Common mistakes and misunderstandings• Sample projects• Adoption Strategies• The Facts versus the Hype- Activity: A Sample DSDM Project

• Debrief and discussion

Agile Project Management Practice Tips

• Relationships to traditional project management(PMBOK® Guide, etc.)

• Business environment concerns – educating stakeholders and management

• Next steps and wrap-up

Seminar Outline

Introduction

• Introduction to agile and iterative project management

• Traditional, process-based project management• Waterfall lifecycles and its problems• Why agility matters: The Agile Manifesto• What agile project management will do for your organization, and what it won’t

Overview of Agile and Iterative Development

• The facts of change on software developmentprojects

• Fundamental concepts of agile development• Problems, pitfalls, and hype surrounding agiledevelopment

• Typical agile development lifecycles• Overview of types of agile development (XP, Scrum, Unified Process, DSDM, FDD)

• Which methodology to choose? A comparison of development techniques- Activity: Choosing and rationalizing an agile development methodology

Scrum Development Methodology

• Scrum overview and lifecycle• Work products, roles and practices• Common mistakes and misunderstandings• Sample projects• Adoption Strategies• The Facts versus the Hype- Activity: A Sample Scrum Project

• Debrief and discussion

4

Seminar OverviewQuickly responding to changing conditions is critical to success in today’s business climate.Acquire the latest agile project management techniques and best practices through this course.The session includes many examples, practical exercises and case studies.

When properly executed, agile development generates rapid project outcomes and deliverablesthat your business requires to compete in today’s fast-paced marketplaces. You can gain anoverview of mainstream agile approaches such as XP, Scrum, DSDM and Unified Process. Youwill learn to determine whether agile project management techniques fit your particular situations,and equally importantly, when they don’t.

Who Should Attend• Systems and Business Managers• Project Leaders• Analysts• Programmer Analysts

Seminar Information

Time: ..........................8:30am-4:30pm

Fee: ............................$845

Presenter: ..................Robert McIlree, PMP

PDUs: ........................14

CEUs:..........................1.4

Agile Project Management

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Team Problem Solving

• Team member roles in the problem-solving process• How to leverage team member strengths

Authority Versus Influence

• Understanding the difference• How to have influence without authority

Team Member Role Definitions and Keys to Success

• Facilitator• Project manager• Team leader• Team member

Understanding and Addressing Style Differences

• Understanding the differences in how people absorb information

• Understanding the differences in how people make decisions

• How different people engage with the team• How to address and bridge these differences

Conflict Resolution

• Diagnosing the situation• Achieving commitment• Addressing real issues between team members

Seminar Outline

What Is Required for a Team to Operate

• Creating a team charter• Defining measures of success• Defining roles and responsibilities• Agreeing on team processes• Creating a shared fate• Address real issues

How to Set the Team up to be Accountable

• Defining success, measures and validating impact

• Creating an accountability board• Defining what we are willing to give up to achieve success

Dependencies on the Project Manager

• Understanding the messiah syndrome• How to avoid dependence• How to avoid the group turning on the project manager

Behaviors that Destroy Team Functionality and How to Eliminate Them

• Ignoring real issues• Pairing• Taking real issues to the leader

How to Effectively Confront Real Issues

• Avoiding group think or trips to Abilene• No fault formula for confrontation• Addressing dysfunctional behavior

Seminar Information

Time: ..........................8:30am-4:30pm

Fee: ............................$845

Presenter: ..................Eric Coryell

PDUs: ........................14

CEUs:..........................1.4

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Seminar OverviewAll projects require effective teamwork to achieve quality outcomes. Learn how to improve thefunctionality and accountability of your project team given these unique project team challenges:• Getting the team up and running quickly and efficiently• Managing accountability without direct line authority• Helping team members manage competing priorities• Deciding when to address group dynamic issues and when to ignore them• How to effectively confront issues that are jeopardizing team success• Gaining team member buy-in to the purpose of the team

Discover these unique and comprehensive skills of what is required to create a functional andaccountable project team.

Who Should Attend• Project team managers, leaders, and/or facilitators• Business analysts• Project team members who are moving into business analysis roles

Building and Improving Project Team Functionality

6

Applying the Life Cycle of Business Analysts

• Introduction of “Running Case Study” – Call Center Changes

• Enterprise analysis - Strategic planning and goal setting - Business architecture - Feasibility studies - Project scopes and business case - Prioritizing projects

• Requirements planning and management - Team roles - Requirements risk approach - Stakeholders - Estimates - Measuring and reporting product and project metrics

- Managing requirements change • Requirements elicitation

- Elicitation techniques - Documentation and quality control

• Requirements analysis and documentation - Structure requirements and documentation - Business domain models - Analyze user and functional requirements - Assumptions and constraints - Document requirements attributes - Validate and verify requirements - Data behavior and data modeling

• Requirements communication - Creating a requirements communication plan - Managing requirements conflicts - Creating a requirements package

• Solution assessment and validation

Seminar Outline

Course and Instructor Introduction

• The organizational role of business analysts • The evolving role of the business analyst • Business Analysis in the context of strategy,operations, projects

• Business Analysts vs. Project Manager

Business Analyst Tools, Techniques and Skills

• Brainstorming: Purpose, techniques, objectives,do’s and don’ts, voting and narrowing

• Basic Facilitation: Meeting management, meeting logistics, handling difficult personalities,documenting, meeting follow-up

• Business Process Modeling • Flowcharting: How to create a working flow-chart

• Numeric/Statistical Analysis • Communication • Office politics • Creativity: Convergent and divergent thinking • Problem solving and systems thinking

6

Seminar OverviewThe successful Business Analyst needs to be business savvy, have a very good understandingof technology and is best filled by individuals with a broad skill set.

Get briefed on the tools and skills a Business Analyst needs in order to succeed, and learn howto apply those skills throughout the Business Analysis Life Cycle (as documented in theBusiness Analyst Body of Knowledge, or BABK). Walk away with practical take-back-to-your-desk applications to apply to daily challenges.

Who Should Attend• Project team managers, leaders, and/or facilitators • Business analysts • Project team members who are moving into business analysis roles

Seminar Information

Time: ..........................8:30am-4:30pm

Fee: ............................$845

Presenter: ..................Timothy Johnson

PDUs: ........................14

CEUs:..........................1.4

Business Analysis Essentials

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7

Seminar OverviewEnhance your professional capabilities by mastering the business basics. Build a solid under-standing of the business disciplines. This course is designed to provide a foundation of basicbusiness knowledge. The course provides insights into the key skills in business policy andgeneral management, marketing, financial accounting, budgeting, human resource manage-ment, change management and information systems. Additionally, the course will provide anexcellent overview of current events and critical topics affecting business today.

Who Should Attend If you are a professional who is new to business and management, if you wish to update yourbasic business knowledge, then this course is perfect for you! Suggested attendees include: • Project team managers, leaders, and/or facilitators • Business analysts • Project team members who are moving into project leader roles or business analysis roles

Seminar Information

Time: ..........................8:30am-4:30pm

Fee: ............................$845

Presenter: ..................Kathleen Villars

PDUs: ........................14

CEUs:..........................1.4

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Business FoundationsA Roadmap for Understanding Business Concepts

7

Human Resource Management

• Human resource issues • Efficient use of human resources • Organizational capacity • Staffing models

Change Management

• What is change management • The change process • Skills and strategies

Information Systems

• Project prioritization • Application development and support • Data quality and Governance • Reporting tools • Business continuity planning • Technology and work from home considerations

Current Events

• Outsourcing • The economy • International business, globalization and trade

Seminar Outline

Business Policy and General Management

• Strategic planning • Aligning objectives with organizational strategies • Operations management • Metrics/key performance indicators • Understanding corporate culture

Marketing Management

• Marketing research • Assessing customer needs • The marketing process and product strategy • The promotions mix and pricing strategy

Financial Accounting and Analysis

• Financial accounting principles • Key financial statements • Ratio analysis • Quality of earnings

Capital Budgeting

• Deciding what investments a company should make

• Capital budgets vs. operating budgets • Key aspects of a Net-present value approach

8

Seminar Information

Time: ....................8:30am-4:30pm

Fee: ......................$845

Presenter: ............Barbara Farmerie, PMP

PDUs: ..................14

CEUs: ..................1.4

Planning

• Project and contract work breakdown structures• How the WBS aids in contract development- Activity: Identifying contracts based on the WBS- Activity: Contract work breakdown structure

• Contract planning process- Request for information- Request for quote- Request for proposal- Statement of work

• Evaluation criteria for contract selection• Bidders conference• Developing a contract work breakdown structure- Activity: Create a CWBS

Execute and Control

• Developing contract evaluation criteria• Evaluating responses - Activity: Developing evaluation criteria

• Contract negotiations• Contract administration

- Metrics tracking- Reporting- Escalation

• Contract violations- Activity: Handling contract violations

• Closing out a contract within a project

Closing

• Contract close-out • Transferring contract responsibility- Activity: Transferring responsibility

• Lessons learned

Seminar Outline

Initiating

• Terminology• Roles and responsibilities in contracts- Activity: Outlining roles and responsibilities

• Project management lifecycle and contract management

• Project managers and contracts- Activity: Contract review

• Contract terminology• Boilerplate contract language

- Review of commonly used clauses- Purpose- Mandatory/optional- Sample phrases- Activity: Contract clauses

• Types of contracts - Employment - Financial - Intellectual property - Asset protection

• Identifying needed contracts- Current inventory- Proposed needed contracts- Activity: Identify needed contracts

Contracts and Vendor Management

Seminar OverviewLearn to effectively manage contracts and vendors in a project environment. This course reviewssteps associated with identifying work that should be done external to the project, and correspondingsteps to selecting and developing a contract with the seller. Analysis of which type of contractto use also is reviewed. At the end of this course you are able to interpret, evaluate and admin-ister contracts throughout the Project Management Life Cycle.

Who Should Attend• Managers, project managers or project team members who require a better understanding of planning and managing contracts

• Professionals with at least two years experience working in a project management environment

• PMPs (Project Management Professional®) who need training/education seminars for certification/re-certification

• Form to Identify Needed Contracts

• Vendor Evaluation Template

Seminar Information

Time: ......................8:30am–4:30pm

Fee: ........................$845

Presenter: ..............Barbara Farmerie, PMP

PDUs: ....................14

CEUs: ....................1.4

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Negotiations

• Effective negotiation styles and strategies• Change the way you change minds• Creating new motives• Managing external subcontractors• Influencing internal service providers

Yielding Power When You Have None

• Uncapping power and influence• Implementing multiple sources of influence• Balancing confidence with humility• Just-in-time teamwork• Silence versus violence• Applied learning: Asking for more resources• Performance reporting• Putting it all together

Seminar Outline

Setting the stage with project sponsors and other important project participants

• Identifying the project stakeholders• Addressing needs at all levels• Understanding needs of others• Conducting a stakeholder analysis• Internal vs. external stakeholders• Developing a stakeholder management strategy• Applying a statement of work (SOW)• Setting a service level agreement• Getting agreement on expected deliverables• Increasing accountability• The role of the stakeholder register

Dealing with Conflicts

• What happens when you don’t agree• The power/interest grid • Considering all the options: what method to use when

• Managing stakeholder expectations• Stakeholder tolerances• Offering critical conversations• Knowing when to say no• Conflict resolution process• Maintaining relationships in troubled times

Seminar OverviewProject managers spend most of their time communicating with persons who have vested interests in the project. Bridging diverse needs across parties is one of the challengesaddressed here. Reduce negative noise level associated with projects and set crisper expectations between working groups.

Who Should Attend• New and experienced project managers• Team Members• Project Representatives• Project Leaders• Anyone seeking improved communications with project resources

Creating and Maintaining Stakeholder Relationships

Business Problem Analysis and Decision Making

• Business problem analysis pyramid• SWOT analysis• Decision trees• Parallel thinking• Systems thinking• Decision methods

Gaining Mental Sharpness

Glossary of Critical Thinking Terms

Seminar Outline

Overview of Critical Thinking

• Definitions of critical thinking• Components of critical thinking• Critical thinking model• History of critical thinking• Baloney detection: skeptical thinking• Critical reading• The impact of bias

Asking Questions and Problem Definition

• Asking probing questions• Defining problem statements• Goal statements• Divergent/convergent thinking• Parallel thinking• Six thinking hats: The role of each

10

Seminar Information

Time:..........................8:30am-4:30pm

Fee: ............................$845

Presenter: ..................Barbara Farmerie, PMP

PDUs: ........................14

CEUs: ........................1.4

Critical Thinking: Business Analysis and Decision-Making Strategies

Seminar OverviewIt could happen while reading an editorial in the newspaper about genetic engineering, hearing apharmaceutical company ad stating its product is safe, or reviewing analysis of several investmentoptions on the job. Making decisions about such items, if done well, involves critical thinkingprocesses. Critical thinking is a growing topic in both the professional and personal world. Everythingyou do is affected by the quality of your thinking. In this course, you become more aware of yourown thinking, the thinking of others and develop critical thinking skills, which can be applied toany walk of life. Learn techniques to foster critical thinking through probing and reflecting.Become more skilled in structuring an argument, judging credibility of a source or making betterdecisions. As a result, become more effective in analysis, communication and leadership.

Who Should Attend• Individuals with at least one-year experience as a project team member• Project managers and team members• Project stakeholders

Seminar OverviewUnderstanding and articulating business requirements for automated systems is the weakestlink in systems development. Many times systems are built without first defining why to buildthem and what the systems must do to produce value for the customer/user. This interactiveworkshop fills that gap. Using realistic cases, participants practice discovering, understanding,and documenting clear and complete business requirements that can speed development,reduce maintenance and delight customers.

Who Should Attend• Systems and business managers• Project leaders• Analysts• Programmer analysts• Quality/testing professionals• Auditors responsible for assuring business requirements are defined adequately

Seminar Information

Time: ..........................8:30am-4:30pm

Fee: ............................$845

Presenter: ..................Robin Goldsmith

PDUs: ........................14

CEUs ..........................1.4

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Defining and Managing Business Requirements

11

Documentation Formats

• Seven guidelines for documenting requirements• Deliverables lists• Use cases• Business rules, structured English• E-R, data flow, organization diagrams• Responsibility matrices• Data models• Performance, volume, frequency statistics• Sample inputs, reports, screens, menus

Getting More Clear and Complete

• Identifying all the stakeholders• Detecting all three quality dimensions• Addressing relevant quality factor levels• Emphasizing business value• Priorities, criticality and trade-off balances• Conceptual system design solutions• Simulation and prototyping• Defining acceptance criteria• Testing to assure accuracy/completeness

Managing the Requirements

• Incorporating traceability• Supporting and controlling changes• Measuring the "proof of the pudding" testing

Seminar Outline

Requirements Role and Importance

• Sources and economics of system errors• How requirements produce value• Business vs. system requirements • Survey on improving requirements quality• Software packages and outsourcing• Understanding the business needs• Horizontal processes and vertical silos• Customer-focused business processes

Discovering "REAL" Requirements

• Do users really not know what they want?• How the "real" requirements may differ• Aligning strategy, management, operations• Technology requirements vs. design• Who should do it: business or systems?• Joint Application Development (JAD) limits• System design vs. preferred practices

Data Gathering and Analysis

• Interviewing• Surveys and questionnaires• Research and existing documentation• Observing/participating in operations• Prototyping and proofs of concept• Organizing and understanding

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Estimating Credible Costs

• Problem Pyramid™ ties costs to value• Basing costs on implementation of design• Business case framework• Basic formula for estimating costs• Main causes of poor estimates• Top-down vs. bottom-up techniques• Risks that afflict ROI calculations• Three measurable ways to address risks• Best-, worst-, most-likely-case scenarios• Sources of parameter sizing assumptions• Defining a reasonable scenario for success• Getting reliable cost and revenue amounts

Reporting and Monitoring

• Single vs. multiple scenario presentation• Applying apples vs. apples, when you can’t• Scenario assumptions and parameters• No change vs. proposed scenarios’ ROIs• Measuring intangibles’ monetary effects• Continual, step-wise, and one-time changes• Percentage-likelihood impact adjustments• Presenting with spreadsheets• ROI Value Dashboard™ modeling tool• Using value modeling to improve decisions• Dashboard and scorecard-type notification• Capturing, calibrating with project actuals• Adjusting appropriately during project

Seminar Outline

What Does Money Have to Do with It?

• Project Manager role with regard to ROI• Situations demanding ROI, their issues• Linking ROI to the business case• Value Modeling™ Relationship Diagram • Investment vs. expense• Justification vs. objective analysis• Total Cost of Ownership (TCO)• Factors other than cost to be considered• Costs and benefits, revenues vs. expenses• Return on Investment (ROI) calculations• Net present value, discounted cash flowPayback period, annualized return

• Internal rate of return (IRR), hurdle rate• Issues with typical ROI usage• Economic Value Added (EVA)• Other “Designer ROI” calculations

Determining Meaningful Benefits

• Why it’s important to find the benefits first • Treacy’s model of 5 revenue categories• Problem Pyramid™ to find requirements• Decision variable clarification chain• Putting a dollar value on intangibles• Opportunity, innovation, and flexibility• Mandates, project with no apparent benefits

Seminar OverviewCompanies are demanding reliable financial measures of proposed projects’ value. Yet, projectmanagers often don’t know how to identify, calculate, or communicate a project’s real return oninvestment. Traditional ROI calculations increasingly are being criticized for telling only part ofthe necessary story. The difficulty afflicts all types of projects, where benefits may seem intangi-ble and frequent overruns impact estimates’ credibility. This interactive workshop shows how toidentify full-story key effects on revenue and expense variables, reliably quantify tangible andintangible costs and benefits, and convincingly communicate the business value of projectinvestments. Exercises enhance learning by allowing participants to practice applying practicaltechniques to a real case.

Who Should Attend• Business, systems and project managers • Analysts, implementers users, and those who must know the return on project investments

Seminar Information

Time: ..........................8:30am-4:30pm

Fee: ............................$450

Presenter: ..................Robin Goldsmith

PDUs: ........................7

CEUs ..........................0.7

Determining and Communicating the Project ValueROI Value Modeling™ for Decision Making

Seminar OverviewThe elements of the planning phase of a project are critical to its execution and control. Throughcase studies and hands-on practice, this workshop provides an in-depth look at each stepinvolved in estimating time and resources, estimating costs for budgeting and scheduling a project.It also covers the metrics that need to be in place and how to track performance during the pro-ject’s execution.

Who Should Attend• Anyone interested in learning specific techniques and principles associated with project planning and performance tracking

• Programmers/analysts/system analysts/business analysts• Project leaders who are combination leaders/doers• Full-time project managers• PMPs (Project Management Professional®) who need to take training/education seminars for re-certification

4 1 4 - 2 2 7 - 3 2 6 4sce-pm.uwm.edu

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Scheduling (Continued)

• Understanding critical path: what it is, where it is, why should I bother and how will I know it is calculated correctly

• Scheduling resources• Resource leveling• How to calculate a productive day• Eight types of resource loading on the task• Determining if resources are over-committed andwhat to do about it

• Baselining the schedule to measure progress

Performance To Date

• Determining the types of performance to track at thebeginning of a project: actuals, progress to date,stoplight reports and summary reports

• Tracking and reconciling actuals against the estimates and the schedule

• Interpreting a schedule stoplight report• What to do when the project is in trouble• Fast tracking a project• Crashing a project• How to decide which course of action to take• Interpreting and taking action on a project summary report

Seminar Outline

Estimating

• Assessing a project charter prior to creating estimates

• What's involved in estimating time• Scheduled and unscheduled duration • Effort• Defining the role of the work breakdown structure in estimating

• Estimating duration using weighted average estimating

• Estimating and calculating effort• Linking a work breakdown structure to resources and costs

• Connecting a work breakdown structure to estimated duration, scheduled duration and effort

• Customizing Microsoft Project to ensure estimates are accurate

• Estimating non-HR costs

Scheduling

• Creating a project roadmap (aka the schedule)• Types of dependencies when ordering tasks• Scheduling reality check• Types of dependencies between tasks• Constraints on the schedule• Types of constraints on start and finish dates• Selecting the type of constraint to use on the schedule

• Using scheduling diagrams: Activity on NodeNetwork Diagram, Gantt Chart, PERT Chart

• Identifying predecessor and successor tasks for a project

• Project Change Approval• Project Charter Worksheet• Issue Log• Multiple Project Performance Report

• Project Progress Report

Seminar Information

Time: ..........................8:30am-4:30pm

Fee: ............................$845

Presenter: ..................Jackie Ramin, PMP

PDUs: ........................14

CEUs:..........................1.4

4 1 4 - 2 2 7 - 3 2 6 4sce-pm.uwm.edu

Estimating, Scheduling and Managing the Project Performance Minimizing schedule and cost issues before they happen

• Communication planning• Risk management planning• Qualitative and quantitative risk analysis

Executing

• Getting to work - carrying out the plan• Project plan execution• Quality assurance• Team development• Information distribution• Solicitation• Source selection• Contract administration

Controlling

• Integrated change control• Scope verification• Scope change control• Schedule, cost and quality control• Performance reporting• Risk monitoring

Closing

• Effectively closing out the project• Developing a project repository• Lessons learned - where do we go from here?• Professional responsibility and ethics • Applying for the exam• Exam tips

Seminar Outline

Introduction

• Goals and objectives• The PMBOK® Guide and your projects• Impact of organizational structure • The project manager’s toolkit • Project management lifecycle and PMO exam preparation

Project Management Framework

• General management discipline• Project management body of knowledge• Understanding the terminology • Knowledge areas

Initiation

• Scope initiation• Developing the project charter• Tools and techniques of initiation phase• Measuring project benefit - Will the project add value to the organization?

Planning

• Project plan development• Scope planning and definition• Activity definition and sequencing• Activity duration estimating• Schedule development• Resource planning• Cost estimating and budgeting• Quality and organizational planning• Staff acquisition

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Implementing a Project Management Discipline / PMP1 Exam Review

Seminar OverviewThis three-day course provides an in-depth study of knowledge areas covered in A Guide to theProject Management Body of Knowledge (PMBOK® Guide) as they relate to the five processgroups in the project management life cycle. An application of concepts to real world projects isachieved through group discussion and situation simulations. At the conclusion of this course you will have covered the necessary methods and disciplines to implement a project management discipline personally or within your department.

This course also covers the necessary information required to prepare for the CAPM®

and PMP® exam. You will be able to evaluate your knowledge against exam requirements and develop a study plan for ensuring the required material is covered.

Who Should Attend• Anyone who has two to three years of experience• Individuals involved in managing and/or working on projects• People interested in preparing for the written PMP Exam, or who want to implement project management within an organization

Seminar Information

Time: ...............8:30am-4:30pm

Fee:..................$945

Presenter:........Sandra Hoskins, ISP, PMP, ITCP

PDUs: ..............21

CEUs: ..............2.1

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Optimizing the Planning, Executing, Monitoring and Controlling Cycle

• Creating a scope statement that works• Using a minimalist approach• Creating a Work Breakdown Structure• Developing time estimates• Assigning resources• Determining costs• Identifying and managing dependencies• Communicate the project schedule• Measure performance on all deliverables• Manage project assumptions• Manage project risk• Streamlining work authorization – removing distraction

• Completing project deliverables

Making decisions and the power of progress

• Delegating or micromanaging the stakeholders• Measuring progress daily• Keeping team members in the loop• Empowering the stakeholders• Living with the decisions even if you don’t agree

Closing the Project

• Closing out a project• Transitioning to the post-project owner• Closing and transitioning contracts• Reviewing lessons-learned• Updating the project management process

Seminar Outline

Principles of Lean Project Management

• Types of lean project management• Principles of lean project management• Seeing the big picture• Eliminating waste• Educating the stakeholders• Facilitating and making decisions• Empowering the team• Adopting lean project management and whatthe organization has to do to make it work

• Creating a project portfolio• Focusing on value added projects• Cancelling non-value added projects

Understanding the ‘big picture’

• Cataloguing work in progress aka other work• Creating and communicating a project vision• Expediting the project charter• Creating a role for approval and prioritizationof projects

• Identifying the current and potential stakeholders• Developing just-in-time education and trainingprograms

Standardizing the PM process

• Identify essential deliverables• Communicating the process to stakeholders• Working the process and making incrementalchanges

Seminar Information

Time: ..........8:30am–4:30pm

Fee:..............$845

Presenter: ....Sandra Hoskins, ISP, PMP, ITCP

PDUs: ..........14

CEUs: ..........1.4

Lean Project Management

Seminar OverviewIn a rapidly changing business environment, it is critical for project stakeholders to ensure thatproject management processes and the supporting tools and techniques are used to expeditethe delivery of project work by focusing on activities and resources that add value to a project.Using situations-based on real-world events, participants will simulate the impact on a project ofincorporating continuous improvement processes to facilitate an on time, with budget delivery.

Who Should Attend• Business Analysts• Team Members• Project Stakeholders• Project leaders/doers who need a better understanding of the core techniques in all phases of project management

• Full-time project managers• Operation Managers

16

Program Management and Project Execution and Control

• Determining frequency of report review at the program level

• What needs to be covered in program status meetings

• Tracking performance to date and schedule impact

• Reconciling projects to the program• Critical reports for managing and tracking projects

• How to intervene on under-performing projects• Forecasting program performance• Reconciling cost and schedule variance at the program level

• Managing risks across several projects

Program Management and Project Closing

• Closing out staggered projects• Closing out the program• Introducing program management into your organization

Seminar Outline

Program Management

• Identifying how your organization approaches project management

• How program management fits into the project management lifecycle

• Outlining enterprise strategy and different models for program management

• Determining how to prioritize projects within a program/enterprise

• Defining what is meant by a program, subproject and portfolio

• Distinguishing between projects and programs

Program Management and Project Initiation

• Identifying the roles and responsibilities of a program manager

• Defining various organizational structures: project office and project management office

• Identifying what needs to be in place and standardized across projects and programs

• How to integrate a project into an existing program

Program Management and Project Planning

• Knowing what is part of a standard programmanagement methodology

• Planning and program management• Creating a resource pool• Building a master/program schedule• Identifying inter-project dependencies• Analyzing a master/program schedule to reconcile resources and interdependencies

• How to standardize data gathering

Managing Multiple ProjectsIntegrating Projects into a Project Management Portfolio

Seminar OverviewThis course is for project managers who have responsibility for multiple projects. You learn theskills required to develop a structure for integrating individual projects into a single programmanagement portfolio. Through activities and hands-on practice using a multiple project casestudy, you become familiar with best practices in the program management arena.

Who Should Attend• Anyone responsible for multiple projects• Programmers/system analysts/business analysts• Full and part-time project managers• PMPs (Project Management Professional®) who need to take training/education seminars for re-certification.

• Attendance at Project Management Foundations or Managing Project Estimates,Costs and Schedules, and experience working as a project manager (not a project lead or team member) is required

Prerequisite: Project Management FoundationsSeminar Information

Time: ..........................8:30am-4:30pm

Fee: ............................$845

Presenter: ..................Robert McIlree, PMP

PDUs: ........................14

CEUs ..........................1.4

• Weighting Factors Worksheet

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17

• Assigning resources• Re-evaluate estimatesCase Study: Adding and allocating staff resources

Creating the Project Schedule

• The PERT Chart• Customizing the PERT ChartCase Study: Develop a Pert Chart

• Resource the schedule (staff)• Adjust the schedule to make best use of the resources

• Critical path: Did it change?• Customizing the Gantt ChartCase Study: Develop a Gantt Chart

Developing Control Procedures

• Tracking actual estimates• Customizing reporting proceduresCase Study: Evaluate a report - adjust results

Customizing for Flexibility

• Customizing views and tables• Comparison reports• Exporting data• Updating project status• Project consolidation

Summary and Conclusion

• What next!• What to remember!• Leveraging other products

Seminar Outline

Introduction

• Terms of reference• Overview of Microsoft Project• Scheduling terms• Software interfaces

Configuring the Project

• Project configuration• Tool and menu configurationCase Study: Configuring software defaults

• Setting up the company calendarCase Study: Configuring the company calendar

Setting up Resources

• Adding resourcesCase Study: Configuring resource defaults

Setting Up a Project

• Setting up the summary information• Selecting the schedule type• Defining the project environmentCase Study: Configuring project defaults

Creating Project Estimates

• Identifying project deliverablesCase Study: Setting up the project deliverables

• Develop a work breakdown structureCase Study: Setting up the WBS

• Developing time-based estimates- Using fixed duration or fixed unit (Resource estimating)

Case Study: Entering estimates

Seminar Information

Time:............8:30am-4:30pm

Fee: ..............$845

Presenter: ....Sandra Hoskins, ISP, PMP, ITCP

PDUs: ..........14

CEUs:...........1.4

• Company Resource Pool• World Tour

Seminar OverviewThe session provides you an opportunity to establish MS Project standards, coordinate projectdocuments, record estimates, schedule activities and tasks, assign resources to an activity ortask, track performance to date and provide the appropriate level of reporting. The course isbased on the Project Management Life Cycle Model: Initiation, Planning, Executing, Controllingand Closing a project.

Who Should Attend• Anyone interested in learning specific techniques and principles associated with project planning and performance tracking

• Project Team Members• Project and Team Leaders• Project and Business Managers• Project Stakeholders

MS Project for Project Managers: Using a Software ToolkitManaging Smart - Leveraging PM Tools and Techniques

Creating the Project Schedule

• When to use what type of schedule?• Role of milestones Case Study: Using different types of milestones

Develop and Customizing the PERT Chart

Case Study: Develop a Pert Chart – uses view: network diagram

Review the Resource Allocations

• Resource the schedule (staff)• Adjust the schedule to make best use of the resourcesCase Study: The Levelling Gantt – interpreting the chart

Create a Master Schedule

• Developing inter-project task dependencies• Review calendar constraintsCase Study: Create inter-project task Link

Execute the Plan

• Issuing work authorizations – What are the options?• Executing the activities and tasks to complete deliverablesCase Study: Develop the work plan / execution strategy

Controlling the Project… Working to the Plan

• Reconcile to the project scheduleCase Study: Enter time against the schedule

• Managing BaselinesCase Study: Review the baseline data

• Reporting from the project scheduleCase Study: Earned Value

• Customizing for flexibility

Seminar Outline

The Importance of Project Documentation

Ensuring a Standard Configuration

Setting up Resources

• Adding staff resources• Time constraints for individualsCase Study: Using generic resources

• Adding material resources• Determine the billable component• Develop a strategy for handling the lead and lag timeCase Study: Using material resources

Creating Project Estimates

• Estimating versus scheduling• Types of estimatingCase Study: Reviewing the estimating type

Work Breakdown Structure

• Develop a work breakdown structure• Customizing the outline numbersCase Study: Set up a customized outline structure

Duration, Effort and Cost Based (Time) Estimates

• Developing time based estimates• What is the baseline and when to use it? • Assigning staff resourcesCase Study: Reviewing effort

• Loading Resources – when to use it?• Assigning work contoursCase Study: Adjust resources – adding work contours

• Assigning Non-HR resources• What is the budget? When will the funds be spent?Case Study: Adding and allocating resources 18

Seminar Information

Time:..............8:30am-4:30pm

Fee: ................$845

Presenter: ......Sandra Hoskins, ISP, PMP, ITCP

PDUs:.............14

CEUs: ............1.4

MS Project for Project Managers - AdvancedThe Next Step

Seminar OverviewUsing the MS Project software tool, this session provides participants with an opportunity tolearn specific techniques and principles associated with project planning and performancetracking using MS Project. Participants will learn how to leverage MS project standards, contourresources to control effort and cost, level resources to optimize the schedule, reconcile theactual progress to date and customize reports to meet stakeholder needs. An understanding of the basics of MS Project and Project Management along with familiarity of the Windows environment is required for this course.

Who Should Attend• Team leaders, project leaders• Project managers, project team members, business managers, Project stakeholders• PMPs (Project Management Professional®) who need to take training/education seminars for certification/re-certification

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Seminar OverviewKnowledge management, a collection of lessons learned and a knowledge repository, is a bestpractice for all project professionals. Using the Project Management Office (PMO) as the cata-lyst, this seminar describes how to incorporate knowledge management into your daily routine.This course focuses on the importance of incorporating knowledge management (KM) method-ologies into a project management (PM) methodology. This course also covers communities ofpractice and maturity assessments, and practical recommendations you can use to enhanceknowledge management as part of your overall project management practice.

Who Should Attend• Program and project managers• Business Analysts• Team Members• Team Leads• Project Stakeholders• Project leaders/doers who need a better understanding of the core techniques in all phases ofproject management

• Full-time project managers• Operation Managers• Professionals responsible for managing project documentation

Prerequisite: Project Management Foundations

Seminar Information

Time: ..............8:30am–4:30pm

Fee: ................$450

Presenter:.......Sandra Hoskins, ISP, PMP, ITCP

PDUs: ............7

CEUs: .............0.7

Project Management and Knowledge Management

Maturity Assessments

• Reviewing PMI’s Organizational Project ManagementMaturity Model (OPM3)®

• Reviewing the KM Maturity Model• Balancing the differences in PM maturity and KM maturity

• Developing a strategy to achieve balance• Determining the importance of governance, people,content, processes, tools and techniques

Implementing KM

• Creating a Learning Organization• Promoting a culture that supports KM• Making KM a daily activity• Changing the culture to support KM• Identifying key steps for implementation• Developing a KM strategy and culture• Establishing a KM charter• Enrolling a PMO or PM advocate as a focal point for KM

• Selecting the necessary tools and techniques• Establishing communication strategies for stakeholders

• Establishing a metrics program• Maintaining the focus on continuous improvement

Seminar Outline

Knowledge Management, Project Managementand the PMO

• Discussing the roles of- KM- PM- PMO

• Determining the relationship between KM and PM

• Communicating the value proposition for KM

Knowledge Management

• Identifying components of KnowledgeManagement• Establishing KM key components• Ensuring a PMO or PM advocate for KM• Integrating the KM life cycle and the PM life cycle

Communities of Practice

• Establishing optimal versus best practices• Reviewing types of PM communities• Identifying key community roles• Developing communities of practice• Maintaining a community of practice• Supporting communities of practice

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Project Portfolio Management Models, Processesand Knowledge Areas

• Reviewing PPM Knowledge Areas & Process Groups

• Understanding Project Scoring Models• Identify Key Performance Indicators• Develop a ranking process for projects by category, criteria, budget or key performance indicator

Maintaining the Portfolio Management Protocol / Process

• Keeping Up the Protocol • Managing the Queue • Reconciling results • Continuing to reshaping the portfolio process • Cancelling projects • Dealing with pet projects• Getting to Strategic Advantage

Seminar Outline

Introduction

• What is a portfolio?• What is project portfolio management?• Why is Portfolio Management important?• Where do best practices originate?• What difference does the industry make?• What difference does the organization make?• Do regulated industries have an easier time?

The Organization � PPM

• Determining organizational governance• Establishing project governance• Communicating the business case for PPM• Identifying optimal versus best practices for PPM• Creating a comprehensive portfolio• Identifying the stakeholders

Implementing Project Portfolio ManagementProtocols and Practice

• What are the procedures and processes are critical to implementing a PPM process?

• How to create a project inventory?• Developing criteria to evaluate projects • Categorizing projects • Developing a method to categorize projects• Confirming project approval• Establishing critical success measurements for PPM

• Establishing an organizational master schedule

Project Portfolio Management: Tools and Techniques

Seminar OverviewProject portfolio management is essential to ensure that your projects and programs are supportiveof your organization’s strategic objectives. In the portfolio management environment, there is apredefined process for selecting projects and a uniform process for evaluating their success. Thisworkshop provides the tools and techniques to establish and enhance project portfolio managementin your organization. The course covers the fundamental concepts and techniques to considerand focuses on development of a project portfolio management model, and how to implementthe process in your organization.

Who Should Attend• Business Analysts• Team Members• Team Leads• Project Stakeholders• Project leaders/doers who need a better understanding of the core techniques in all phases of project management

• Full-time project managers• Operation Managers• Professionals responsible for managing a diverse portfolio of projects and other work

Prerequisite: Project Management Foundations

Seminar Information

Time:............8:30am–4:30pm

Fee: ..............$450

Presenter: ....Sandra Hoskins, ISP, PMP, ITCP

PDUs:...........7

CEUs: ...........0.7

Seminar Information

Time: ................8:30am–4:30pm

Fee:...................$845

Presenter: .........Barbara Farmerie, PMP

PDUs: ...............14

CEUs:................1.4

4 1 4 - 2 2 7 - 3 2 6 4sce-pm.uwm.edu

Risk vs. Quality: Balancing Your Odds

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Planning for Quality

• Quality tools and techniques• Planning and performing quality assurance• Quality assurance vs. quality control• Developing a quality planning toolkit for yourproject

• Roles of stakeholders in quality assurance and quality control

• Determining stakeholder requirements relative to quality

• Evaluating the cost of quality

Balancing Quality vs. Risk

• Integrating quality and risk into the project management plan

• Creating a link between standardization and improvement/problem solving

• Putting it all together

Seminar Outline:

Getting Started

• Developing a quality management plan• Securing requirements from project stakeholders• Determining risk management strategies• The role of project teams in risk and quality management

Risk Road Map

• Identifying risks in project deliverables• The value of risk work breakdown • Evaluating stakeholder risk sensitivities • Your personal risk tolerance• Defining risk triggers and thresholds• Developing risk response strategies for negative and positive risks

• Dealing with showstoppers• Developing a risk register• Incorporating contracts into the plan• Presenting the risk plan• Reducing risks in the project management plan• Using the Risk ID Checklist

Seminar OverviewWhile demands increase to deliver faster and cheaper, the requirement to create a quality product or service remains unchanged. Generating quality deliverables is key to customer satisfaction, but understanding and managing impediments to acceptance of these deliverablesis needed. In this class you will review tools and processes to strike the balance to reducingrisks while increasing quality to maximize project results.

Who Should Attend:• New and experienced project managers • Team Members• Project Representatives• Project Leaders

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Management / Information Technology Courses

Building Positive Relationships at WorkYou will learn to:

• Recognize the impact of emotion on decision-making and adapting to change

• Comprehend the dynamics of relationships• Sense, understand and react to others' emotions

• Inspire, influence and develop others whilemanaging conflict

Effective InterpersonalCommunication SkillsYou will learn to:• Use advanced listening skills• Create strategies for shared meaning for performance improvement

• Flex your communication style• Communicate effectively in challenging situations

• Increase self awareness• Apply techniques for managing difficultmoments in sensitive conversations

Emotional Intelligence I: Dealing with Difficult People,Including YourselfYou will learn to:• Understand the brain, body and emotions• Identify types of people, and recognizeyour fatal attractions to certain personalities

• Classify style characteristics and theirimpact on relationships

• Transform tolerating difficult people intoappreciating differences

• Redefine recognition as a relationship tool

Finance Skills for NonfinancialManagersYou will learn to:• Read and analyze financial statements• Present your ideas using sound financialprinciples

• Make intelligent financial decisions andunderstand the financial impact of yourideas

• Focus on the numbers that matter most

From Conflict to Resolution:Managing and MediatingConflict at WorkYou will learn to:• Understand how conflict can be positive, creative and constructive

• Discover how to manage and utilize conflictfor performance and team management

• Examine different types of conflict• Gain mediation skills

Fundamentals of OD andChange ManagementYou learn to:• Perform organizational assessment• Understand the elements of OD planning• Improve ROI and outcome assessment• Boost employee performance and talentmanagement

• Implement the principles of change management

Leading Project Managers [NEW]You will learn to:• Discuss the role of project management indelivering products and services to the customer on time and within budget

• Assess the benefit of a consistent projectmanagement practice on the business

• Discuss and recommend strategies forensuring the accurate and timely communi-cation of relevant project information

• Identify critical contributions you can maketo insure the availability of resources tosupport successful project delivery

Managing Day-to-Day EmployeePerformance [NEW]You will learn to:• Capitalize on a two track management system - people and tasks

• Ask questions in the right way • Enhance your employees' performance by learning your management style

• Support employee achievement of goals and tasks

• Build trust and confidence and provide structure for success

• Give constructive feedback

Managing Today’s TechnicalProfessionalYou will learn to:• Understand what motivates a technical workforce

• Match management strategies and techniques with the needs of the workforce

• Capitalize on talent and establish a system of accountability

• Build collaboration and resolve workplaceproblems

Pitching Ideas and ClosingDeals: Negotiation Skills forProfessionalsYou will learn to:• Use influential skills to facilitate productiveand lucrative solutions

• Understand the elements of your natural preferences and how to leverage them, andhow to avoid potential pitfalls

• Recognize the various ways othersapproach negotiations and conflict, andcommunicate effectively with them

• Apply knowledge related to the nature of conflict and the negotiation process

Power and Influence withoutAuthorityYou will learn to:

• Enhance your credibility by building trust and expertise

• Identify your own personality temperamentand that of others

• Use story-based techniques to persuade others to take action

• Hone specific communication techniques to obtain what you need

• Use seven influencing techniques in day-to-day work situations

Proactive Testing: Key toDelivering Projects Quicker,Cheaper and BetterYou will learn to:

• Develop a structured Proactive Testingmodel

• Cut time, effort, and aggravation for users,developers, and managers

• Write industry-accepted test plans and reliable test designs

• Design more thorough tests and discoveroverlooked conditions

• Create guidelines for using appropriate automated tools

• Apply risk analysis and reusable test ware

Strengthening Your LeadershipCapabilitiesYou will learn to:

• Distinguish between leading and managing behaviors

• Utilize four styles of leadership and know which style is your strength

• Enhance followership with those you lead• Lead first with integrity• Plan and implement change• Draw upon strengths, passions and purpose

Visit sce-pm.uwm.edu for complete details

and to register.

Customized Professional Development SolutionsCapitalize on our Capabilities

Save Money and Time Bring UWM to YouVirtually any of our courses can be customized. The professionals at the UWM School of Continuing

Education will work with you to design a program that meets your organization’s unique and specific

needs. While participants in our public courses benefit from networking with peers from other organizations,

there are many unique advantages to our customized, onsite programming.

“I highly recommend this program as it identifies tools and techniques that can beapplied on the job immediately, so that risks can be identified, assessed, managed and controlled.”

– Sriram Rajagopalan, Customized Project Management Training, Whitefish Bay, WI

23

Consider the Advantages of Partneringwith UWM SCENationally Recognized University: When you choose UWM

SCE, you partner with one of the nation's most respected

university systems to gain the knowledge and skills your

employees need to succeed.

Immediate Impact: Our courses are designed so that knowledge

gained can be immediately applied back on the job.

Top-Notch Instructors with Front-Line Experience: Our

adjunct faculty are practitioners who deal daily with real-world

business challenges. They are well equipped to help your

employees bridge the gap between knowledge and implemen-

tation. Instructor performance is monitored closely and only

the best are retained.

High-Quality, Relevant Curriculum: Your employees learn

from proven material.

Experience: Annually, UWM SCE serves 14,000 people

through customized programs, and has nearly 30,000

enrollments in over 1100 public courses.

Convenience: Because of the breadth and depth of our course

offerings and instructor team, we provide a convenient one-stop

service for your continuing education needs.

Benefits of Customized ProfessionalDevelopment Programs

Custom Tailor Content to your unique needs to accomplish

specific objectives or use the curriculum as is.

Maximize Convenience by choosing the optimal dates, times

and locations, including the opportunity to use our modern

facilities in downtown Milwaukee at no extra room charge.

Save Time with staff spending fewer hours away from work.

Contain Costs by eliminating or reducing travel, food and

lodging expenses.

Build Teamwork through group brainstorming and shared

learning experiences.

Further InformationFor more information on onsite and customizedtraining contact Dana LafFontsee at 414-227-3378,888-947-9947 or danalaf@uwm.edu.

24

General Information

Registration:

Please see the registration form for registration

options. Fee is payable prior to program start date. Often

seminars are filled early; registrations are confirmed in

the order in which they arrive. To register by phone,

call 414-227-3200 or 800-222-3623. You will be asked

for the keycode and message code listed to the left of

your name on the mailing panel.

Cancellation:

Our policy of limited enrollments makes it necessary

to assess a $25 administrative fee for cancellations or

transfers received during the final five business days.

You may transfer to a future seminar without penalty if

the University is notified prior to five business days

before the program. Enrollees who fail to attend without

properly canceling will be liable for the total fee.

Substitutions are always accepted. To transfer,

substitute or cancel an enrollment call 414-227-3220.

Continuing Education Units:

All programs listed in this program carry Continuing

Education Units (CEUs). CEUs are a means of

recognizing and recording satisfactory participation

in nondegree programs. One CEU is awarded for

each 10 contact hours (or equivalent) in an organized

continuing education experience. All CEUs earned

through UWM School of Continuing Education noncredit

programs become a part of your permanent record.

Professional Development Units:

Earn Professional Development Units (PDUs) by

attending the courses listed in the Project

Management Certificate program. PDUs are a

means of measuring PMI-approved learning and

professional service activities. These PDUs may be

applied to Project Management Professionals (PMPs)

towards their maintenance of certification or for those

pursing certification.

Mailing List:

If you would like to be added to our mailing list or if

you know of someone who wishes to receive this

catalog, please contact us at 414-227-3220 or write:

Project Management Seminars

Department of Business and Management

UWM School of Continuing Education

161 W. Wisconsin Ave., Suite 6000

Milwaukee, WI 53203-2602

For Further Information:

Call 414-227-3220 or toll free at 888-947-9947.

Note:

Please advise in advance if you desire special accom-

modations. Requests will be kept confidential.

No Wisconsin tax dollars were used in the printing of this publication.

UWM School of Continuing Education Downtown | 161 West Wisconsin Avenue, 7th Floor

ParkingParking is avail able in the Shops ofGrand Avenue parking structure andother adjacent lots and structures.

Bus RoutesUWM School of Continuing Education islocated on Wisconsin Ave. and is servedby numerous Milwaukee County Transitbus routes.

DirectionsFor the latest information on getting toand from the UWM School of ContinuingEducation, visit sce-directions.uwm.edu.The webpage includes access to printablecolor PDFs of current maps, informationabout parking, public transportationinformation and other details relevant toour location.

Most classes require full payment at the time of registration.

Check enclosed. (Make pay able to UW–Milwaukee.)

Bill My Organization VISA

MasterCard American Express

Cr. Cd. No. _______ _______ _______ _______

Expiration Date ____________________________

Cardholder’s Name __________________________

3 Digit Security Code ___ ___ ___ ___ on back of card(Am. Express code, 4 digits, on front of card)

Signature ________________________________

Required Address on credit card statement is:

Same as address of orderer

Other Address

City State Zip

Have a registration question? 800-222-3623

If you need special accommodations, please advise us when registering. Requests will be keptconfidential.

Please enroll me in the following program(s):Program Title Program No. Start Date Fee

________________________________________________________________________________

________________________________________________________________________________

________________________________________________________________________________

________________________________________________________________________________

Registration Form - Please Print

Your confirmation and any correspondence will be sent to the address below.

Organization Name

Address

City State Zip

Daytime Phone

Evening Phone

Bill to information (if different than .)

Attention

Organization Name

Address

City State Zip

PO #

Online: sce-registration.uwm.edu

Fax:

414-227-3146 – Direct800-399-4896 – Toll Free

Office use only: Order # ______________________

Initials ______________Date __________________

Phone:8a-5p (Central) M-F414-227-3200 – Direct800-222-3623 – Toll Free

In person: (advanced registration only)

161 W. Wisconsin Ave., 6th flr.Milwaukee, WI, Plankinton Bldg. adjacent to the Shopsof Grand Avenue 8a-5p (Central) M-F

Subtotal $ ____________Less Gift Certificate or discount amount

(if applicable*) $ ____________Total $ ____________

* Gift Certificate #:______________________

Photocopy for multiple person registrations. � I cannot attend, but please keep me on your mailing list.

Method of PayMent

MESSAGECODE:

SP-41-09-W

KEYCODE:Please enter the keycode located to theleft of the name on themailing panel.

Mail:Noncredit RegistrationUW–MilwaukeeDrawer No. 491Milwaukee, WI 53293-0491

Name (First, MI, Last) Job Title

Email Address

Yes! I would like to receive program information by email.(We do not sell our lists to organizations outside of UWM.)

No. Please do not send program information by email.

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WPDF

PROJECT MANAGEMENTSpring 2010

Keycode: WPDF

Message Code: SP-41-09-W

CAT 3NO LIMIT!

School of Continuing EducationBusiness, Engineering & Technology161 West Wisconsin Ave., Ste. 6000Milwaukee, WI 53203-2602

Please recycle this catalog by passing along to a friend.

“Participating in the Project

Management Certificate program at

UWM School of Continuing Education

was an extremely rewarding experience. I have been able to utilize

the skills and techniques learned from

this program on the job every day which

directly contributed to my recent

promotion to Program Manager!"- Mike Moriarty, Program Manager, Dedicated Computing LLC