BOOK eCatalog2012b
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From Status Quo to Impact
Core Project Management Courses
5����������������� Managing Projects6����������������� Managing IT Projects7����������������� Project Leadership, Management and Communications8����������������� Scheduling and Cost Control9����������������� Contract Management Principles and Practices10��������������� Quality for Project Managers11���������������� Risk Management12���������������� IT Risk Management13��������������� Project Management Applications
IT Project Management Courses
6����������������� Managing IT Projects12���������������� IT Risk Management14��������������� Agile Projects: Keys to Getting Started updated!
Project Management Elective Courses
14��������������� Agile Projects: Keys to Getting Started updated!
104������������� Budget and Financial Management15��������������� Business Process Analysis, Innovation and Design16��������������� Negotiation Skills for Project Managers updated!
17���������������� Unlocking the Power of Earned Value Management18��������������� Writing Statements of Work: The Heart
of Any Contract updated!
19���������������� PMP® Exam Power Prep updated!
19���������������� PMP® Exam Preparation updated!
Courses for Program Managers and Experienced Project Managers
21��������������� Program Management22��������������� Requirements Management: A Key to Project Success23��������������� Rapid Assessment and Recovery of Troubled Projects24��������������� Leading Complex Projects25��������������� Leading Project Managers26��������������� Leading High-Performing Project Teams27��������������� Aligning Project Management with Organizational Strategy
Federal Project Management (FAC-P/PM) Courses Ne W!
31��������������� Managing Federal Government Projects (FPM 111)32��������������� Acquisition for Federal Government
Project Managers (FPM 112)33��������������� Scheduling and Cost Control for Federal
Government Projects (FPM 113)34�������������� Leading Federal Government Projects (FPM 114)35��������������� FAC-P/PM Entry Level Capstone Course (FPM 115)36��������������� Applied Project Management for the
Federal Government (FPM 211)37��������������� Applied Acquisition for Federal Government
Project Managers (FPM 212)38��������������� Applied Earned Value for Federal
Government Projects (FPM 213)39��������������� Leading Federal Government Projects II (FPM 214)40��������������� FAC-P/PM Mid-Level Capstone Course (FPM 215)41���������������� Program Management for the Federal Government (FPM 311)42��������������� Advanced Acquisition for Federal Government
Project Managers (FPM 312)43��������������� Advanced Earned Value for Federal Government
Project Managers (FMP 313)44��������������� Leading Federal Government Project Managers (FPM 314)45��������������� FAC-P/PM Senior Level Capstone Course (FPM 315)
Business Analysis Courses
47��������������� Foundations of Business Analysis48��������������� How to Gather and Document User Requirements49��������������� Process Modeling Management50��������������� Use Case Modeling51��������������� Logical Data Modeling52��������������� Testing Techniques for Tracing and Validating Requirements53��������������� Facilitation Techniques for Requirements Development54��������������� Strategic Enterprise Analysis55��������������� Developing a Business Case56��������������� CBAP® Exam Preparation
Core Government Contracting Courses
59��������������� Federal Contracting Basics (CON 110) updated!
60��������������� Negotiation Strategies and Techniques61���������������� Source Selection: The Best-Value Process (CON 111) updated!
62��������������� Contract Pricing updated!
63��������������� Operating Practices in Contract Administration (CON 112) updated!
CATALOG GUIDE
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DAWIA/FAC-C Equivalent Courses
59��������������� Federal Contracting Basics (CON 110) updated!
61���������������� Source Selection: The Best-Value Process (CON 111) updated!
63��������������� Operating Practices in Contract Administration (CON 112) updated!
64��������������� Shaping Win-Win Acquisitions (CON 100)65��������������� Cost Analysis and Negotiation Techniques (CON 217)66��������������� Earned Value Management Fundamentals (BCF 102) 67��������������� Legal Considerations in Government Contracting (CON 216)68��������������� Preaward Business Decisions in Contracting (CON 214)69��������������� Federal Architect–Engineer Contracting (CON 243) New!
70��������������� Federal Construction Contracting (CON 244) New!
Contract Management Elective Courses
71��������������� Applied Administration of Government Contracts updated!
72��������������� Applied Earned Value Management 73��������������� Contract Closeout74���������������� Contract Disputes and Terminations 75��������������� Contractor Purchasing System Review76��������������� Cost Estimating77��������������� COTR Management of IT Service Contracts78��������������� COR Training Program updated!
79��������������� CPIC and the Exhibit 300 updated!
80��������������� Design-Build Contracting81��������������� FAR Part 15: Negotiated Acquisition82��������������� Federal Appropriations Law83��������������� Federal Supply Schedule Contracting84��������������� Government Contract Law85��������������� Government Cost Accounting86��������������� Introduction to Fixed-Price Contracts New!
87��������������� Managing Cost-Reimbursement Contracts88��������������� Managing Performance-Based Service Awards89��������������� Market Research and Commercial Item Acquisition90��������������� Overview of Government Contracting91��������������� Patents, Technical Data and Computer Software92��������������� Performance-Based Acquisition: Preparing Work Statements93��������������� Project Management for Contracting Professionals94��������������� Source Selection Essentials: Planning, Conducting and
Debriefing New!
95��������������� Subcontract Management in Government Contracting 96��������������� Using GWAC, IDIQ and GSA Schedule Contracts New!
18��������������� Writing Statements of Work: The Heart of Any Contract updated!
Commercial Contracting Courses
97��������������� Administration of Commercial Contracts98��������������� Business Law and the UCC9����������������� Contract Management Principles and Practices99��������������� International Contracting
Business Skills Courses
101������������� Establishing a Business Mindset102������������� High-Impact Communication103������������� Critical Thinking and Problem Solving104������������� Budget and Financial Management updated!
105������������� Coaching and Mentoring for Improved Performance106������������� Taking Charge of Organizational Change
Certificates and Career advancement107������������� Certificates from ESI and The George Washington University108������������� Federal Acquisition Workforce109������������� DAU/ESI Joint Master’s Certificate110�������������� Get Recognized for Your Achievements—NCMA Award111�������������� Academic Credit
why eSI?113�������������� What Do I Say to My Manager About ESI?114�������������� Drive Results in Your Company115�������������� The Changing Face of Public Service
116�������������� ESI Learning Options
118�������������� Attending a Course
119�������������� Discounts and Pricing
Search for the skill set you’re looking to gain!
ProjectManagementProfessionalandPMPareregisteredmarksoftheProjectManagementInstitute,Inc�
CBAP®isaregisteredcertificationmarkownedbyInternationalInstituteofBusinessAnalysis�ThiscertificationmarkisusedwiththeexpresspermissionofInternationalInstituteofBusinessAnalysis�
©ESIInternational,Inc�2012�ThiscatalogisthecopyrightedpropertyofESIInternational,Inc�Allrightsreserved�
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Project Management CoursesGlobal. Integrated. Complex. Your projects are more challenging than ever. ESI’s project management courses are built to arm you with the tools to fight back.
Associate’s Certificate in Project ManagementCoMPlete three Courses
within two years, as follows:
(required)
One course from Core Project Management courses.
One course from it or elective Project Management courses, Business Analysis or Business skills courses.
Courses for Experienced Project Managers and Exam Preparation courses may not be applied.
Associate’s Certificate in IT Project ManagementCoMPleTe Three Courses
within two years, as follows:
(requIred)
One course from IT Project Management courses.
One course from Core or elective Project Management courses, Business Analysis or Business skills courses.
Courses for Experienced Project Managers and Exam Preparation courses may not be applied.
Master’s Certificate in Project Management
CoMPlete seven Courses within four years. At least three courses must be taken
from the core courses listed below:
Managing Projects
Project Leadership, Management and Communications
Scheduling and Cost Control
Risk Management
Contract Management Principles and Practices
Quality for Project Managers
Project Management Applications
Up to four courses may be taken from the following electives:
• Business Process Analysis, Innovation and Design• Negotiation Skills for Project Managers• Writing Statements of Work: The Heart of Any Contract• It Project Management Courses • Courses for experienced Project Managers• PMP® exam review Courses (lIMIt one)
• Business Analysis Courses• Business skills Courses (lIMIt t wo)
• Contract Management Courses
Master’s Certificate in Project Management With a Concentration in IT Project Management
CoMPleTe seven Courses within four years. At least three courses must be taken
from the IT-related courses listed below:
Managing IT Projects
IT Risk Management
Agile Projects: Keys to Getting Started
How to Gather and Document User Requirements
At least two courses must be taken from the Core Project Management courses listed below:
Project Leadership, Management and Communications
Scheduling and Cost Control
Contract Management Principles and Practices
Quality for Project Managers
Up to two course may be taken from the courses listed below:
• Project Management elective Courses
• Courses for experienced Project Managers
• Business Analysis Courses
• Business skills Courses (lIMIT T Wo)
• Contract Management Courses• PMP® exam review Courses
(lIMIT one)
= available online via ESI’s e-Training = available online via ESI’s Virtual Classroom
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Managing ProjectsKeY topICS�� Introduction to project Management
●● What is project management?●● Project constraints●● The project life cycle●● Project management process groups●● Project manager responsibilities and skills
�� project Initiation●● Influences on a project●● Key stakeholders●● Understanding the role of senior management●● Project selection●● Assessing business needs●● Developing SMART objectives●● Functional and technical requirements●● Project requirements document●● Project charters
�� project planning●● Scope planning●● The work breakdown structure●● Estimating formulas and techniques●● Schedule planning●● Network diagramming (CPM)●● Project management planning documentation●● Cost planning●● Resource planning tools and techniques●● Risk planning and response strategies●● Procurement planning●● Communication and quality planning●● Baselines
�� project Implementation●● Developing and managing the project team●● Organizations and team structures●● Assessing and monitoring project performance●● Earned value and variance●● Speeding up the schedule●● Sunk costs●● Managing change●● Managing risk●● Reserves●● Performance reporting●● Scope verification and customer acceptance
�� project Closeout●● Administrative and contract closeout●● Transferring lessons learned to future projects
You wIll learN to:●● Use essential project management tools and techniques and apply fundamental project management principles
●● Describe the roles and responsibilities of project managers across the project life cycle
●● Define and develop the foundations of a project plan, including the project requirements document (PRD), work breakdown structure (WBS), budget, schedule, and other resources
●● Manage and control the project against the baseline●● Close out a project effectively
CourSe SYNopSIS
Obtain a solid understanding of project management methods with this comprehensive introductory course. Gain practical experience applying proven project management techniques and discover a wealth of valuable, flexible tools that you can use immediately to ensure the success of any project in any type organization.
Covering the entire project life cycle, this course is built around best practices currently used in today’s fast-paced business envi-ronment. The latest insights from the Project Management Insti-tute’s A Guide to Project Management Body of Knowledge (PMBOK® Guide) are also highlighted.
You’ll learn project management skills through case studies and hands-on exercises that can immediately be applied to your job.
Reminder: Participants taking this course should not take Managing IT Projects.
Classroom$1,995(3days)8:30a�m�–5p�m�
virtual Classroom$1,649
e-training$1,39542daysofaccess
Course codePMC-CPM
ACECREDITrecommendation:Undergraduate2credithrs�*
PDUs:22�5*
CEUs:2�2*
CPEcredits:27*
CDUs:22�5*
On-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
*Credits may vary by delivery method.
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HEAR FROM AN ESI INSTRUCTOR ABOUT
THIS COURSE
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You wIll learN to:●● Apply essential project management tools, techniques and principles
●● Describe the roles and responsibilities of project managers across the IT project life cycle
●● Define and develop the foundations of a project plan, including the project requirements document (PRD), work breakdown structure (WBS), budget, schedule, and other resources
●● Manage and control the project against the baseline●● Close out a project effectively
CourSe SYNopSIS
This course addresses all areas of IT project management, as well as the role of the project manager and the project team at each phase of the project life cycle, helping you gain the foundation, basic experience, techniques and tools to manage each stage of your project. You’ll learn techniques to determine customer requirements, set goals tied directly to stakeholder needs, get the most from your project management team, and utilize project management tools to get the work done on time and within budget.
By extending traditional project management concepts into the IT arena, this course will help you gain an understanding of the strategies and skills necessary to manage IT projects of any size. You’ll take home powerful tools to enhance your IT project man-agement capabilities, as well as written text in your course binder explaining the concepts in each unit for reference. In addition, you’ll receive Dictionary of Project Management Terms, Third Edition, by J. LeRoy Ward, PMP, PgMP.
You’ll learn IT project management skills through hands-on exer-cises, interactive case studies and relevant discussions with your peers and an experienced IT project management instructor.
This approach allows you to practice new skills and ask questions as you assimilate a broad array of practical experiences that can immediately be applied when you return to the workplace.
Reminder: Participants taking this course should not take Managing Projects.
KeY topICS�� overview of It project Management
●● Definition and characteristics of IT project management
●● Common reasons why IT projects fail●● Critical factors for IT project success●● The IT project life cycle●● Project processes common to all projects
�� Concept phase●● Selecting and funding IT projects●● Identifying key project stakeholders●● The purpose and content of an IT business case●● Preparing a project charter
�� requirements phase●● Identifying and articulating
customer requirements●● Functional vs. technical requirements●● Methods for gathering requirements●● Developing a requirements
traceability methodology
�� planning phase●● Key components of the project plan●● Constructing a work breakdown structure●● Building a project schedule●● Estimating duration, resources and costs●● Risk management and response planning●● Subsidiary management plans
�� design phase●● Major activities of the preliminary
and detailed design activities●● The technical specification document●● Design techniques used in developing
the technical solution●● Make or buy decision methodology
�� Construction phase●● Developing a project team●● Quality assurance activities, testing and audits●● Assessing project performance●● Developing and using a change
request methodology●● Developing risk response strategies
�� delivery phase●● Key activities of the delivery phase●● Four major product/system
conversion strategies●● Understanding the “go-live” transition
responsibilities of the project manager●● Developing scope verification and
customer acceptance strategies
Managing IT ProjectsClassroom
$1,995(3days)8:30a�m�–5p�m�
e-training$1,395
42daysofaccess
Course CodeITP-DBR
ACECREDITrecommendation:
Undergraduate2credithrs�*
PDUs:22�5*
CEUs:2�2*
CPEcredits:27*
CDUs:22�5*
Openenrollmentandon-sitedeliveryavailable
underGS-02F-0058P�
COURSE SCHEDULE
*Credits may vary by delivery method.
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Project Leadership, Management and Communications
KeY topICS�� leadership and Management
●● What is leadership?●● The difference between leadership
and management●● Assessing your leadership competencies
and developmental needs●● Processes for establishing direction,
aligning people and motivating●● Identifying different leadership styles
�� leading effective teams●● What is a team?●● The stages of team development●● Leading and maintaining
effective, productive teams●● Evaluating team progress and coaching
team members as necessary
�� Building relationships●● How individual differences
affect your ability to lead●● Identifying your motivational patterns using
the Strength Deployment Inventory® (SDI®)●● How to be more influential by
understanding motivational patterns●● Using an understanding of individual
differences to help you manage conflict more effectively
�� ethics and leadership●● The definition of ethics and the
link between ethics and trust●● The role of ethical behavior and leadership●● The difference between personal
and organizational ethics●● The effect of the triple constraint on ethics
�� Negotiating Conflict●● Major sources of conflict in project teams●● The five modes of handling conflict●● Competitive vs. collaborative negotiation●● Conflict scenarios and strategies for
initiating conflict resolution●● Power bases used in typical organizations●● How to plan and conduct
collaborative negotiation
�� leading Change●● Your role in a changing organization●● Predictable stages of adjusting to change●● Appropriate leadership strategies for each stage●● Developing a change management plan
You wIll learN to:●● Lead project teams through effective communication●● Identify motivational value systems to improve productivity and cooperation
●● Recognize the role of business and personal ethics in leadership●● Utilize a powerful four-stage collaborative negotiation process●● Define predictable change stages and identify appropriate leadership strategies for each stage
●● Create a personal Leadership Development Plan
CourSe SYNopSIS
Project Leadership, Management and Communications is an interac-tive course designed to provide a solid foundation in key leader-ship competencies and to afford you the opportunity for a truly transformational leadership experience. As a participant, you will complete a self-assessment of your leadership skills, then master the basics of these leadership competencies: setting direction, aligning people, motivating and inspiring, leading teams, com-municating, building relationships, facilitating ethical conduct, negotiating and leading change.
You’ll learn how to empower yourself and other team members through more effective negotiation based on an understand-ing of the differences between competitive and collaborative negotiation approaches—and you’ll gain an appreciation of the importance of a collaborative “win/win” negotiation process. You’ll also gain a clear understanding of why communication is so important—regardless of how a project is organized. And you’ll discover how business and personal ethics can influence your leadership style and personality.
Classroom$2,095(3days)8:30a�m�–5p�m�
virtual Classroom$1,649
e-training$1,39542daysofaccess
Course codePMC-DBQ
ACECREDITrecommendation:Undergraduate2credithrs�*
PDUs:22�5*
CEUs:2�2*
CPEcredits:27*
CDUs:22�5*
On-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
*Credits may vary by delivery method.
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You wIll learN to:●● Use the work breakdown structure to develop a network diagram
●● Calculate the schedule and cost estimates using PERT and CPM●● Plan for schedule, scope, and cost variations●● Predict future project performance based on historical data●● Predict, assign and tabulate resource requirements●● Monitor changes and close out projects on time
CourSe SYNopSIS
In this course you’ll focus on managing the constraints you face in any project: limits on time, human resources, materials, budget and specifications. Discover proven ways to work within your identified constraints, without letting predefined limits curtail creativity or innovation.
You’ll gain hands-on experience, practicing your skills in building project requirements and the work breakdown structure. You’ll learn a sound, logical framework for scheduling and controlling project activities. And you’ll master techniques for estimating, forecasting, budgeting, monitoring, controlling, analyzing and reporting costs and interpreting the meaning of earned-value data.
Individual and small-group exercises feature scenarios that help hone these skills, and a comprehensive toolkit provides practical field guidance.
Recommendation: Please bring a calculator to class.
Participants in this course will receive ESI’s earned Value Formula Finder.
KeY topICS�� essential Background
●● Overview of the project management life cycle●● The triple constraint●● Planning tools●● Project requirements—a review●● The work breakdown structure—a review
�� resource allocation and estimating●● Using estimates for scheduling and cost control●● The basic rules of estimating●● Levels of estimating and estimate types●● Four estimating methodologies●● Identifying controllable costs●● Planning for risk with contingency●● Building the project resource pool●● Time-controlled estimates●● Resource-limited estimates
�� Scheduling●● Network scheduling●● Validating schedules●● Arrow diagrams and precedence diagrams●● Basic scheduling and network calculations●● Advanced precedence relationships●● Alternative constraints●● Gantt and milestone charts
�� the Baseline●● Establishing baselines●● Understanding types of baselines●● Time-phased distribution of costs●● Cumulative cost curves
�� Managing Change within the project●● The process of control●● Identifying sources of change●● Screening change●● Updating the project plan●● Communicating change
�� evaluation and Forecasting●● Causes of variances●● Establishing the “data date” for evaluation●● Controlling costs and schedule
late in the project●● Components of the project audit●● Establishing a monitoring system●● Earned value
�� the exit Strategy●● Steps in completing the project●● Scope verification●● Contract closeout●● Administrative closure
Scheduling and Cost ControlClassroom
$2,295(4days)8:30a�m�–4:30p�m�
virtual Classroom$1,849
e-training$1,395
42daysofaccess
Course CodePMC-BVZ
ACECREDITrecommendation:
Undergraduate2credithrs�*
PDUs:28*
CEUs:2�8*
CPEcredits:34*
On-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
*Credits may vary by delivery method.
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Contract Management Principles and PracticesKeY topICS�� the Contract Management process
●● Contract management definition●● Description and uses of contracts●● Buyer and seller perspectives●● Contract management and the PMBOK® Guide
�� teamwork—roles and responsibilities●● Concept of agency●● Types of authority●● Privity of contract●● Contractor personnel
�� Concepts and principles of Contract law●● Mandatory elements of a contract●● Terms and conditions●● Remedies●● Interpreting contract provisions
�� Contracting Methods●● Contracting methods—competitive
and noncompetitive●● Purchase cards, imprest funds or petty cash●● Sealed bidding, two-step sealed bidding,
competitive negotiation and competitive proposals●● Reverse auctions●● Purchase agreements vs. contracts●● Single-source vs. sole-source negotiation
�� developing Contract pricing agreements●● Uncertainty and risk in contract pricing●● Categories and types of contracts●● Selecting contract types
�� preaward phase●● Buyer and seller activities●● Seller activities●● Understanding the PMBOK® Guide
�� award phase●● Source selection process●● Selection criteria●● Evaluation standards and procedures●● Negotiation objectives●● Negotiating a contract
�� Contract administration●● Key contract administration policies●● Continued communication●● Tasks for buyers and sellers●● Contract analysis●● Performance and progress●● Records, files and documentation●● Managing change●● Resolving claims and disputes●● Termination
You wIll learN to:●● Determine contract components and understand the process from start to finish
●● Select the right contract type for your project●● Decipher contract legalese●● Determine which offer will result in the best value for the buyer●● Agree on objectives, requirements, plans and specifications●● Negotiate favorable contract terms and make revisions●● Apply rules of contract interpretation in project disputes●● Administer contracts appropriately, and know when and how to terminate
CourSe SYNopSIS
Project managers, contract managers and other professionals involved in the world of contracts must be able to work effectively together and with customers, contractors and subcontractors to accomplish key organizational objectives. Because contracts are developed in an increasingly complex environment, including the rising use of contracted supplies and services throughout gov-ernment and industry, a solid understanding of the contracting process is critical and can give you an advantage whether you are on the buyer’s or seller’s side.
This course explores vital issues from the manager’s perspective, highlighting key roles and responsibilities to give you greater influ-ence over how work is performed. You’ll also discuss actions that can be taken to help ensure that contractors or subcontractors perform as required under the contract.
Lectures are combined with case studies, exercise and negotia-tion role-playing to maximize the learning experience. Plus, you’ll receive a comprehensive course materials package, including reference materials specific to each unit of the course.
Classroom$1,995(3days)8:30a�m�–5p�m�
e-training$1,39542daysofaccess
Course codePMC-DF3
ACECREDITrecommendation:Undergraduate1credithr�*
PDUs:22�5*
CEUs:2�2*
CPEcredits:27*
On-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
*Credits may vary by delivery method.
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You wIll learN to:●● Integrate project quality management into the project life cycle●● Employ five steps to plan effectively for project quality management
●● Evaluate and improve your organization’s current quality capabilities ensuring that projects will meet specified quality standards
●● Ensure customer satisfaction by monitoring results using project quality control tools
●● Apply project quality management tools and techniques to “real world” project management situations
CourSe SYNopSIS
Quality for Project Managers applies quality principles to project management itself, as well as to the products and services result-ing from projects. It brings to the forefront the essentials of project quality management and its vital link to business success, with a focus on the tools and essentials of effective quality management that work for your organization, regardless of your industry. This course shows you how to integrate quality management concepts with project management practices to create a successful quality management program to support your business success.
You’ll learn about the philosophy and principles of quality management and learn how to translate these concepts into specific actions that are key to successful project quality efforts. The course presents a five-step model for successfully planning project quality, a five-step model for effectively assuring project quality and a quality-control toolkit, all of which you can immedi-ately apply to your work environment. With a strong emphasis on exercises, this course gives you the opportunity to apply quality strategies and skills to real-world scenarios. You will practice con-cepts, tools and techniques using modularized case studies that require immediate and direct application of skills learned.
The strategies of quality management and continuous improve-ment dovetail with project management concepts to increase your control over objectives, work and performance. Master these proven methods and discover how quality greatly contributes to and enhances project success.
KeY topICS�� Managing project Quality
●● What is quality?●● Quality and the triple constraint●● What is project quality management?●● The evolution of quality●● Systems thinking●● The cost of quality●● Formal quality systems
�� planning project Quality●● What is quality planning (QP)?●● QP inputs and tools and techniques●● Stakeholders and customers●● Project quality requirements and standards●● Quality function deployment (QFD)●● QP outputs
�� assuring project Quality●● What is quality assurance (QA)?●● QA inputs and tools and techniques●● Developing QA activities●● Investigating QA capabilities●● Process improvement●● QA activities and the project
quality management plan●● Quality audits●● Quality path vs. critical path●● QA and change control●● QA outputs
�� Controlling project Quality●● What is quality control (QC)?●● Major questions of QP, QA and QC●● QC inputs and tools and techniques●● The voice of the customer and
the voice of the process●● “Good enough” approach●● Taguchi’s loss function●● Quantum innovation vs.
continuous improvement●● Plan-do-check-act (PDCA) cycle●● Basic quality control toolkit●● QC activities and the project
quality management plan
�� putting project Quality to work
Quality for Project ManagersClassroom
$1,995(3days)8:30a�m�–5p�m�
e-training$1,395
42daysofaccess
Course CodePMC-CTM
ACECREDITrecommendation:
Undergraduate2credithrs�*
PDUs:22�5*
CEUs:2�2*
CPEcredits:27*
On-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
*Credits may vary by delivery method.
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Risk ManagementKeY topICS�� Foundations of risk
●● Definition and characteristics of “risk”●● Elements and factors of risk●● Types of risk●● Components of risk management●● Risk factors specific to IT projects
�� planning for risk Management and Identifying risks
●● Risk management planning●● Risk identification●● Idea generation tools and techniques
�� analysis Fundamentals●● Probability and impact●● Presenting risk●● Probability analysis
�� analyzing and prioritizing risk●● Analyzing risks and impact●● Establishing and evaluating profitability●● Risk-based financial tools and techniques●● Expected-value analysis●● Decision trees●● Probability analysis●● Risks vs. opportunities●● Prioritizing risks
�� planning responses to risk●● Risk response strategies for threats
(avoid, transfer, mitigate and accept)●● Risk response strategies for opportunities
(accept, enhance, share, exploit)●● Establishing reserves
�� execution, evaluation and update●● Risk response monitoring and controlling●● Execute risk strategies●● Contingency plans and workarounds●● Risk evaluation●● Reassessing risk●● Risk documentation
�� Closeout●● Closing out the risk process●● Expectations of the project [risk] manager
You wIll learN to:●● Implement a practical, eight-step process to manage project risk●● Identify threats and opportunities and determine their relative value to your project
●● Control multiple risks using concise strategies●● Overcome psychological barriers to risk in stakeholders and team members
●● Make risk and opportunity integral components of your next project plan
CourSe SYNopSIS
Projects involve many risks such as cost, schedule and resources. For example, you could have a delay in the schedule causing your project to be delayed by two weeks, and a resource that wasn’t available when you started the project is now available at a lower cost. As a project manager you need to be aware of any and all risks that could affect your project.
In this Risk Management course, you’ll work through the proactive approach to threat and opportunity—based on a clear under-standing of the powerful nature of both qualitative and quantita-tive approaches to risk management.
Risk Management examines threat and opportunity from both a top-down and bottom-up perspective using ESI’s proven eight-step risk management process. Using effective tools, including ESI’s highly regarded risk assessment model, you’ll learn how to evaluate and respond to risk at the project and task levels.
By applying these tools you will be able to identify, quantify, control and respond to risk in the context of the project life cycle through a risk management plan. This plan will enable you to monitor and control risks throughout the execution of the project by identifying new risks, reassessing existing risks and monitoring risk triggers.
You’ll end the course with new practices to apply in your environ-ment and new insights on the implications and advantages of applying risk management well.
Reminder: Participants taking this course should not take IT Risk Management.
Classroom$1,995(3days)8:30a�m�–5p�m�
e-training$1,39542daysofaccess
Course codePMC-CTL
ACECREDITrecommendation:Undergraduate2credithrs�*
PDUs:22�5*
CEUs:2�2*
CPEcredits:27*
On-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
*Credits may vary by delivery method.
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You wIll learN to:●● Implement a practical, eight-step process to manage IT project risk
●● Identify threats and opportunities and determine their relative value to your project
●● Develop practical response strategies for common IT project risks●● Overcome stakeholder and team member roadblocks to risk strategy implementation
●● Make risk and opportunity integral components of your next project plan
CourSe SYNopSIS
The unique challenges of IT projects make it mandatory that an IT project manager be a skilled risk manager. Risk will always exist in IT projects given the need to deal with challenging requirements and expectations, complex and ever-changing technologies and business needs, and aggressive schedules and budgets to support business success.
In IT Risk Management, you’ll learn to look at risk management as a way to seize opportunities, minimize threats and achieve optimum results. You’ll work through the proactive approach to threat and opportunity—based on a clear understanding of the powerful nature of both qualitative and quantitative approaches to risk management.
Using effective tools, including ESI’s highly regarded risk assess-ment model, you’ll learn how to evaluate and respond to risk at the project and task levels. Using these tools, you’ll analyze and classify risks, determine how to establish an acceptable level of risk and develop a practical risk response plan.
A multi-part case study takes you from a risk overview at the be-ginning of an IT project through the challenges of ongoing assess-ment and reassessment of threats and opportunities throughout the project.
You’ll leave this course prepared to face the challenges and oppor-tunities of risk management with new practices to apply in your environment and new insights on the implications and advantages of applying risk management well.
Reminder: Participants taking this course should not take Risk Management.
KeY topICS�� Foundations of risk
●● Definition and characteristics of “risk”●● Elements and factors of risk●● Types of risk●● Components of risk management
�� planning for risk Management and Identifying risks
●● Risk management planning●● Risk identification●● Idea generation tools and techniques
�� analysis Fundamentals●● Probability and impact●● Presenting risk●● Probability
�� analyzing and prioritizing risk●● Analyzing risks and impact●● Establishing and evaluating profitability●● Risk-based financial tools and techniques●● Expected-value analysis●● Decision trees●● Probability analysis●● Risks vs. opportunities●● Prioritizing risks
�� planning responses to risk●● Risk response strategies for threats
(avoid, transfer, mitigate and accept)●● Risk response strategies for opportunities
(accept, enhance, share, exploit)●● Establishing reserves
�� risk execution, evaluation and update●● Risk response monitoring and control●● Execute risk strategies●● Contingency plans and workarounds●● Risk evaluation●● Reassessing risk●● Risk documentation
�� Closeout●● Closing out the risk process●● Expectations of the project [risk] manager
IT Risk ManagementClassroom
$1,995(3days)8:30a�m�–5p�m�
e-training$1,395
42daysofaccess
Course CodeITP-DBP
ACECREDITrecommendation:
Undergraduate2credithrs�*
PDUs:22�5*
CEUs:2�2*
CPEcredits:27*
Openenrollmentandon-sitedeliveryavailable
underGS-02F-0058P�
COURSE SCHEDULE
*Credits may vary by delivery method.
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Project Management ApplicationsKeY topICS�� project Management Competencies
●● Identifying and applying key project management competencies to a real project
�� project Management Simulation overview●● Stages of team development●● Ground rules for communication and feedback●● Reviewing key project planning
concepts and tools
�� team Formation●● Beginning the team-building process●● Translating preliminary project
information into responsibilities and initial team structure decisions
�� preproposal analysis and planning●● Building a productive team●● Applying influence strategies and tactics●● Preliminary risk analysis●● Developing a plan to complete the proposal
�� proposal preparation●● Managing the team dynamic and commitment●● Writing a winning proposal●● Delegating to team members
�� postaward planning●● Preparing for and conducting a
project kickoff meeting●● Detailed project planning
�� Negotiation●● Negotiation preparation●● Negotiation best practices●● Conduct a negotiation
�� Implementation●● Measuring performance●● Managing risk and uncertainty●● Reporting progress and following up●● Managing change and
achieving project control●● Leveling resources
�� Closeout●● Team: review, closeout and reassignment●● Project documentation and lessons learned●● Organization●● Client sign-off, “ownership” and
revenue enhancement
perForM eaCh phaSe oF projeCt MaNageMeNt aS You:
●● Apply key project management competencies and team-building techniques
●● Build a cohesive and productive project team and deal with the practical and emotional issues involved with team building
●● Develop a comprehensive project management plan●● Control a project in a resource-constrained environment while juggling competing project constraints of time, cost, resources, risk and quality
●● Transfer lessons learned back to the real job
CourSe SYNopSIS
Watch basic concepts come to life in this course, a comprehensive synthesis of core project management principles designed to reinforce skills learned throughout the core curriculum. Build on your new competencies and test your skills as you work in teams to complete an extensive, realistic, project case study.
You’ll propose, plan and execute a full-scale project under typical organizational constraints. Follow your project through the life cycle, resolving issues of performance, scheduling and control as you address questions of leadership and management. Each team member will take a turn as project manager, defining objectives and performing tasks and producing deliverables critical to the project’s success.
Confirm your mastery of the core principles of project manage-ment in this experiential course and gain the hands-on confidence to practice new skills in your organization.
Reminder: This practice-based course integrates the knowledge, skills and competencies that are gained in the other ESI core project management courses. Having a foundation in industry standard project management practices is a vital component to your success in this course. Typically, this can be achieved by com-pleting at least four ESI project management courses.
Recommendation: Please bring a calculator to class. You may also find a laptop computer useful during this class.
Participants in this course will receive ESI’s earned Value Formula Finder.
Classroom$2,195(4days)8:30a�m�–4:30p�m�
e-training$1,39542daysofaccess
Course codePMC-BTP
ACECREDITrecommendation:Undergraduate2credithrs�*
PDUs:28*
CEUs:2�8*
CPEcredits:34*
On-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
*Credits may vary by delivery method.
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You wIll learN to:●● Assess which projects are suitable for an agile environment●● Determine the readiness of an organization, team and customer●● Define user stories and elaborate on test cases to assure requirements
●● Provide story point estimates for each feature and determine the team’s velocity
●● Deliver status reports to management●● Adapt and manage changes based on the customer’s request●● Determine when a project should be terminated
CourSe SYNopSIS
Today, global businesses want and need to be able to deliver products to the market faster. As new projects are selected by the organization or management, it is important to determine whether a traditional or agile project management approach is appropriate. For a project to succeed, the organization needs to support the process, customers need to be involved daily, teams need to be creative and self-disciplined, and project managers need to be able to facilitate and lead the team.
Agile Projects: Keys to Getting Started will help you:
• Decide if your organization is ready to ac-cept estimates and status reports that are different from previous projects
• Determine whether your customer will be an active participant on a daily basis
• Identify any shortcomings your global team may have
• Determine if your project managers have the skills and characteristics needed to lead an agile project
Through an integrated case study, participants will have the opportunity to select a project for agile de-velopment and work through the life cycle of an agile project.
reminder: Prior to taking this course, you should have acquired the background as taught in Managing Projects or Managing IT Projects.
KeY topICS�� developing the agile environment
●● Agile culture●● Management challenges to agile adoption●● Team challenges to agile adoption●● Stakeholder/customer challenges
to agile adoption●● Agile approach to hybrid environments●● The agile project manager
�� envisioning the agile project●● Agile approach to the requirement process●● User story development ●● Release planning●● Prioritizing feature for a release●● Iterations in releases
�� Building an Iteration●● Iteration planning ●● Estimating for an iteration●● Managing risks●● Tracking iteration progress
�� Managing Iteration Changes●● Introducing change to an iterative process●● Integrating change into the product●● Balancing change●● Closing out an agile project●● Early termination of an agile project●● Project closeout retrospective
Agile Projects: Keys to Getting StartedClassroom
$1,645(2days)8:30a�m�–5p�m�
Course CodeITP-DX2
ACECREDITrecommendation:
Undergraduate2credithrs�
PDUs:15�5
CEUs:1�5
CPEcredits:18
On-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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earn education hours toward your pMI® agile Certified practitioner (pMI-aCp) CertificationSM
Agile Projects: Keys to Getting Started 15 hrs
WEBINARS:
Finding the Right Tools for the Agile Job 1 hr
Agility—A Necessary Prerequisite? 1 hr
Agile or PMBOK®? Can You Have Both? 1 hr
Agile Project Management in Government 1 hr
optIoNal preCourSe learNINg Module: Choosing Traditional or Agile Project Management, a new Learning on Demand module, is available upon request prior to start of class. Contact Customer Care at +1 (888) 374-8884 for more information.
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Business Process Analysis, Innovation and DesignKeY topICS�� defining Business process Innovation
●● A model for process invention●● A business process innovation road map●● Six guidelines for success
�� a historical View●● Deciding when to redesign a process●● Leaping the curve of process change●● Making the case for process innovation
�� process analysis and redesign as a Business Strategy
●● An enterprise model for change●● Analyzing current change strategy●● Process innovation value-added●● Strategic process capability
�� the process-Centered organization: leadership and Change acceleration
●● The change acceleration model●● Process innovation and leadership styles●● Recruiting the process design team
�� analysis and evaluation of Current Systems and processes
●● Assessing organizational readiness●● Mapping the existing processes●● Process analysis tools●● Assumption busting
�� Functional process diagnosis●● Symptoms of process disease●● Cause-and-effect analysis●● Improve it, fix it or obliterate it?
�� designing the optimal process●● The return on investment (ROI)
of process redesign●● Templates for process reinvention●● Process design tools●● Developing the desired process●● Analyzing the risk of change●● Anticipating barriers and
identifying accelerators●● Highlighting communication tactics
�� overcoming resistance to Change●● Making the benefits real●● Dealing with fear and anxiety●● Avoid common costly mistakes
You wIll learN to:●● Avoid the management “dead zone” lurking in every process redesign project
●● Facilitate a paradigm shift within your organization●● Set realistic “stretch targets” for the transition●● Evaluate the organization culture’s readiness for change●● Maintain a constancy of purpose despite declining morale and hostile attitudes in some stakeholders
●● Assess the effectiveness of current processes●● Reinvent effective processes for the future
CourSe SYNopSIS
To survive in the twenty-first century, organizations must become lean, flexible, innovative and customer-driven. To do this, most companies need to analyze and redesign core business processes. They must abandon old ideas about how organizations should be managed and rethink how to do things faster, better, cheaper—or whether to do them at all.
Business process analysis and design can tremendously improve an organization’s productivity, profitability, responsiveness and customer satisfaction.
Learn practical techniques for designing critical processes in corporations, government agencies and nonprofit organizations in this valuable course. Get answers to fundamental questions about process innovation: what it is, what benefits it affords, and why it necessitates rethinking an organization’s use of information technology and management control mechanisms.
You’ll leave the course prepared to begin business process analysis and redesign with realistic expectations and sound strategies that provide a foundation for success.
Classroom$2,195(3days)8:30a�m�–5p�m�
Course codePMC-DNG
PDUs:22�5
CEUs:2�2
CPEcredits:27
On-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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You wIll learN to:●● Recognize the naturally occurring structure of a negotiation in order to develop an efficient and effective methodology for preparing and conducting a negotiation
●● Explore negotiation in the context of project management●● Leverage your negotiating competencies to improve your strengths
●● Gain insight into how to better manage yourself, your emotions and your relationship with the other party
●● Better prepare for complex and difficult negotiation situations
CourSe SYNopSIS
Negotiation is an invaluable skill for any project manager. Not only do you negotiate agreements with vendors and contractors, but you must effectively negotiate with stakeholders, customers and team members throughout the life of a project. This three-day, highly interactive experience covers the dynamics, processes and techniques of internal and external negotiation situations.
Short on lecture and long on practice, this course provides par-ticipants the opportunity to experience one-on-one negotiations. You will learn how to analyze negotiation styles, diffuse conflict and turn it into an advantage, and negotiate more effectively. Participants will receive coaching and feedback from the instruc-tor and the other participants.
By the end of the course, you will have explored the dynamics of both the competitive and collaborative models of negotiation as well as some of the implications of team negotiations. Not only will you gain new skills, but you will gain experience using them in realistic situations. To ensure you maintain and build these skills, the course includes a personal action plan that will ensure the integration of new knowledge and skills in both your personal and professional life.
KeY topICS�� Negotiation Fundamentals
●● Defining key negotiation terms●● Developing a strong best alternative
to negotiated agreement (BATNA)●● Competitive and collaborative
approaches to negotiation●● Competitive styles ●● Dynamic and static issues
�� Negotiation in the project Management Context
●● Negotiation during the project life cycle●● Power and politics●● Negotiating collaboratively●● Analyzing and negotiating with stakeholders●● Project constraints during negotiation●● Negotiation and the project constraints
�� Influencing Styles●● Diagnosing your own preference
for negotiation using the Myers-Briggs Type Indicator (MBTI®)
●● Observational techniques to read the influencing style of the other party
�� Collaborative Negotiation: the Basic elements●● Applying behaviors to build trust●● Positions vs. interests●● Establishing criteria acceptable to both parties
to evaluate and select the best option●● Breakthrough strategies for overcoming
obstacles to agreement●● Preparing to negotiate collaboratively
�� Negotiation Challenges and Complexities●● Complexity vs. difficulty in negotiations●● Power in negotiations●● Negotiating across cultures●● Team negotiations●● Negotiating up●● Electronic negotiations●● Strategies for negotiating in
challenging situations
Negotiation Skills for Project ManagersClassroom
$1,995(3days)8:30a�m�–5p�m�
Course CodePMC-CW3
PDUs:22�5
CEUs:2�2
CPEcredits:27
CDUs:23
On-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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Unlocking the Power of Earned Value Management
KeY topICS�� evaluation and Control in a
project environment●● What is the difference between
evaluation and control?●● The challenges of evaluation and control●● How do you accomplish effective
evaluation and control?
�� effective earned Value Management●● EVM speak—know the language●● How to get “the numbers”●● OBS and WBS: What are they and
why are they important?●● Estimating cost and schedule
honestly and accurately●● Setting the Performance
Measurement Baseline (PMB)
�� data Collection, Change Management and Baseline Maintenance
�� earned Value in action●● Formulas for control●● Variance tolerances and thresholds●● Are you in control?●● EVM rules
�� eVM reporting●● EVM reports●● Tracking●● Project reviews
�� Implementation of eVM●● Requirements of the organization●● Challenges to implementation●● Developing your plan for implementation
Participants in this course will receive ESI’s earned Value Formula Finder.
Recommendation: Please bring a calculator to class.
You wIll learN to:●● Harness the power of EVM to control your project●● Indicate work progress in a more objective way within and across projects
●● Properly relate cost, schedule and technical accomplishment●● Relate time-phased budgets to specific tasks and/or statements of work to create a useful and realistic baseline
●● Provide managers with a practical level of summarization●● Prepare an action plan and create an immediate impact to your organization’s ability to effectively control projects
CourSe SYNopSIS
Management has been pushing you to explain what’s really going on in your projects, and to tell them how you know that what you’re telling them is true. What you really need is a more objective way to evaluate and control your project and to provide management accurate summary information.
This course will take you beyond the calculations you’ve already learned. You’ll review key project documents to gain an under-standing of their relationship to effective project evaluation and control using EVM. You’ll explore the challenges and approaches involved in establishing a baseline and obtaining accurate, timely and useful information to measure project performance with EVM.
Working through an integrated case study designed to simulate real-world issues, problems and decisions, you’ll gain insight and experience in determining a realistic assessment of where your project actually stands. This approach allows you to practice new skills and ask questions as you assimilate a broad array of practical experience that can be immediately applied upon your return to the workplace.
Reminder: Prior to taking this course, you should have a good understanding of standard project management control tools such as network diagrams and responsibility matrices. In addition, a basic background in applying and managing cost and schedule metrics is desirable.
Classroom$1,645(2days)8:30a�m�–5p�m�
Course codePMC-DGX
PDUs:15
CEUs:1�5
CPEcredits:18
On-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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You wIll learN to:●● Identify common errors found in inappropriate, confusing or misconstrued narratives
●● Employ easy techniques and “best practice” methods that will maintain high quality in your SOW documents
●● Recognize what a “breach of contract” entails●● Assist others in critiquing SOWs for quality, clarity and completeness
●● Utilize information on how the courts historically interpret disputes in contract language according to long-standing principles
CourSe SYNopSIS
Widely considered the “heart of the contract,” the Statement of Work (SOW) is the foundation of the relationship between buyers and sellers. The purchase or sale of products and services can only be executed by skillfully creating the SOW document. This course is designed for practical use by requirements developers, in-house SOW team members and other project managers and contract managers whose responsibilities include properly iden-tifying needs and turning them into quality contracts. It provides the information you need, including basic contract management concepts, to consistently develop and administer effective SOWs.
This course employs challenging team exercises and case studies that will take you through the process of building a solid state-ment of work. First you will start out understanding the relation-ship between the Master Agreement and the SOW. Next comes the evolution of the SOW and how a Statement of Object (SOO) and/or a SOW outline is needed in preparation of the SOW. This is followed by breaking down poorly written and constructed SOWs and/or sections of SOWs and re-writing them using best practices and guidelines. After that, the team will build a multi-page SOW from scratch. Finally you’ll learn what needs to occur in regards to the SOW when there is change in the project that doesn’t meet the SOW.
The skills learned in this practical course can be immediately applied by anyone involved in writing, negotiating, awarding or administering SOWs.
KeY topICS�� the Basics of Sows in Business
●● The essential elements of a contract●● Basic concepts in contract law●● Categories and types of contracts ●● Uncertainty and risk in contracting●● Conflicts in contracts●● Contract interpretation guidelines
�� the purpose of the Sow ●● Common elements of a Master Agreement ●● Relationship between Master
Agreement and SOW●● Buyer versus seller perspective of the SOW●● Importance of the SOW
�� the evolution of the Sow ●● Determining needs from wants ●● Leveraging objectives into requirements ●● Purpose of the Statement of Objective●● The work breakdown structure (WBS)
relationship to requirements and the SOW
�� preparing for an Sow ●● SOW outline ●● Different approaches to SOWs●● Goals in writing an SOW●● A well-written SOW
�� Creating the Narrative●● Initial questions for an SOW●● Problems associated with poor
writing and poor construction●● Guidelines for writing the SOW
�� Quality assurance through the use of the Master Checklist
●● The purpose/rationale of the SOW master checklist
�� Changes to a Signed Sow ●● Administering the contract●● Managing changes to the SOW●● Constructive SOW changes ●● How to keep issues and disputes at bay
�� Standard tools used for preparing Quality Sows
●● Standard outline for a typical SOW●● SOW template●● Checklist for identifying typical problems
or poor or complicates narratives●● Master checklist for the SOW writer
Writing Statements of Work: The Heart of Any ContractClassroom
$1,995(3days)8:30a�m�–3:30p�m�
Course CodePMC-CWN
PDUs:18
CEUs:1�8
CPEcredits:22
On-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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PMP® Exam Power Prep
Take PMI’s PMP® certification exam within 60 days of the PMP® Exam Power Prep course and we’ll stand behind your success. Should you fail to pass the exam on your first try, we’ll give you free access to the online version of our popular and effective PMP® Exam Preparation course to support your additional focused preparation. (You must enroll within 30 days after having taken the PMP® certification exam; you will be given standard course access.)
thIS CourSe IS For You IF:●● You want an in-depth topic review, structured study time, and expert coaching
●● You want to ensure exam success with five power-packed days of preparation
●● You’ve met the requirements on PMI’s PMP® Credential Application
CourSe SYNopSIS
Immerse yourself in ESI’s PMP® Exam Power Prep and you’ll be well on your way to passing PMI’s PMP® certification exam. This intensive, five day course is packed with topic reviews, practice questions, and structured individual study time including targetted coaching by a PMP® certified instruc-tor and project management expert.
Review exam “trouble-spots” and learn insightful test-taking strategies to accelerate your learning and pave your way to success on the PMP® certification exam.
You’ll receive a comprehensive workbook, including drills and practice exams, as well as PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide). And, for on-the-go reinforcement, you’ll be given The Portable PMP® Exam Prep: Conversations on Passing the PMP® Exam CD set.
PMP® Exam PreparationCourSe SYNopSIS
Improve your chances of passing the grueling PMP® certification exam on the first try with this well-proven and successful course. You’ll find out exactly what components of your project manage-ment background will be tested so you know where to focus your attention during the vital weeks of preparation. You’ll become familiar with the makeup and format of the exam itself, thanks to ESI’s exclusive PMP® Exam: Practice Test and Study Guide, featuring hundreds of multiple-choice questions and fully referenced an-swers. Plus, you’ll get a chance to explore the rationale behind answers with your instructor, a certified PMP®.
You’ll also receive an extensive collection of exam-preparation study materials, including PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and ESI’s popular and unique PMP® Exam Challenge!—600 ques-tions on spiral-bound, fully tabbed flashcards.
Learn from the project management experts at ESI how to make the most of your limited study time.
Classroom$2,295(5days)8:30a�m�–5p�m�,
exceptlastday8:30a�m�–12:30p�m�
Course codePMC-DJ4
PDUs:36
CEUs:3�6
CPEcredits:43
COURSE SCHEDULE
Classroom$1,195(2days)8:30a�m�–5p�m�
e-training$99542daysofaccess
Course codePMC-BSJ
PDUs:15*
CEUs:1�5*
CPEcredits:18**Creditsmayvarybydeliverymethod�SeePMI®websiteforeligibilitybasedonyourPMP®status�
PMIisaregisteredmarkoftheProjectManagementInstitute,Inc�iPadisatrademarkofAppleInc�,registeredintheU�S�andothercountries�
Additional study tools available. See www.esi-intl.com/publications
for details.
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Download ESI’sFree PMP®ExamPrep
appforyouriPad™
COURSE SCHEDULE
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Courses for Program Managers and Experienced Project ManagersLet’s face it… the use of complex projects and programs within organizations is growing rapidly. Not many have the skills to meet the demand. As a program manager you need to see beyond each individual project and think about the bigger picture—business results. ESI’s Program Management curricula will help you develop the project management, business and leadership skills needed to focus on high-level, strategic business goals.
Master’s Certificate in Program Management
CoMPlete seven Courses within four years, as follows:
(required)
Complete six courses from the following:
Courses for experienced Project Managers
Select Business Analysis
Courses
Core Business skills Courses
(liMit one)
Select Project Management
elective Courses
Select Contract Management
Courses
•RequirementsManagement:AKeytoProjectSuccess
•RapidAssessmentandRecoveryofTroubledProjects
•LeadingComplexProjects
•LeadingProjectManagers
•LeadingHigh-PerformingProjectTeams
•AligningProjectManagementwithOrganizationalStrategy
•DevelopingaBusinessCase
•StrategicEnterpriseAnalysis
•EstablishingaBusinessMindset
•High-ImpactCommunication
•CriticalThinkingandProblemSolving
•BudgetandFinancialManagement
•CoachingandMentoringforImprovedPerformance
•TakingChargeofOrganizationalChange
•NegotiationSkillsforProjectManagers
•BusinessProcessAnalysis,InnovationandDesign
•WritingStatementsofWork:TheHeartofAnyContract
•UnlockingthePowerofEarnedValueManagement
•SourceSelectionEssentials:Planning,ConductingandDebriefing
•CPICandtheExhibit300
•AppliedEarnedValueManagement
•ManagingPerformance-BasedServiceAwards
•SubcontractManagementinGovernmentContracting
•AdministrationofCommercialContracts
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Program ManagementKeY topICS�� Introduction to program Management
●● Relationships and differences between projects, programs and portfolios
●● Program life cycle●● Interdependencies between
projects and programs●● Critical success factors for
program management
�� pre-program preparation●● Strategic benefits of programs●● Organizational mission, vision and values,
and how they influence strategy●● Align program objectives with
organizational objectives●● High-level business case●● The program manager’s role
�� program Initiation●● Program charter●● Stakeholder management plan, including
schedule and cost estimates●● Plan for program setup
�� program Setup●● Program architecture●● Benefits realization plan●● Program management plan●● Plan for the remainder of the program●● Set up the program infrastructure,
including governance tools, PMO, facilities and other processes
●● Metrics for measuring and controlling the program
�� delivery of program Benefits●● Governance structure for monitoring and
controlling program components●● Factors for project sequencing in order to
meet program objectives and realize benefits●● Monitor the program●● Respond to program changes and execute
corrective actions when necessary●● Coordinate activities between
program components/projects●● Manage impact of organizational
changes and benefits
�� program Closure●● Stakeholder communication●● Ensure program closure and benefits realization●● Program closure activities●● Transition to operations and maintenance●● Lessons learned
You wIll learN to:●● Increase your effectiveness and efficiency as a program manager in achieving the strategic value of a program
●● Adopt a systematic approach to managing programs●● Apply proven tools and techniques to program management●● Recognize benefits management as the primary responsibility of the program manager
●● Use a standard vocabulary for program management●● Distinguish between projects, programs and portfolios; and project management, program management and portfolio management
●● Describe the program life cycle and recognize the value of following this approach
●● Identify the critical success factors of program management
CourSe SYNopSIS
Program management doesn’t simply entail managing interre-lated projects—rather, it’s about managing programs to maximize benefits realization while ensuring that programs (and their components) align with organizational strategy and overall stra-tegic objectives. Whether you’re new to the field or a seasoned practitioner, this course offers a hands-on approach to program management.
The course contains an integrated case study and walks par-ticipants through the life cycle of a typical program, identifying critical success factors at each step in the process. In addition to the latest insights from the Standard for Program Management, Second Edition, this course is packed with practical application tools, techniques and best practices for managing programs. You’ll learn to initiate a program, develop a solid business case, manage stakeholders at all levels, develop a detailed roadmap (including program and governance plans), and define key deliverables and outputs needed for realizing program benefits. You’ll also man-age change and program challenges, and close out the program effectively.
Classroom$1,995(3days)8:30a�m�–5p�m�
Course codePMC-DK4
PDUs:22�5
CEUs:2�2
CPEcredits:27
On-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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You wIll learN to:●● Apply a requirements management process●● Use proper evaluation techniques to verify and gain agreement on requirements that meet specific business and technical objectives
●● Identify formal and informal techniques to manage stakeholder relationships within the requirements management process
●● Implement a change management process to control scope creep
CourSe SYNopSIS
Requirements are the foundation of any project, yet the number of project failures attributed to inadequate requirements develop-ment and management is staggering. As projects progress, “scope creep” often occurs due to the inability to manage constant change. Customers’ needs and the project sponsor’s needs fre-quently seem to be at odds. How does the project manager cope with all the turmoil?
Requirements Management: A Key to Project Success takes the project manager beyond the basics—to all aspects of the require-ments management process, from concept through closeout. Participants will learn practical techniques for requirements management and a recommended requirements management process, including proper selection of tools and techniques for specific types of projects. Explore evaluation techniques to verify requirements early in the project life cycle so as to prevent costly rework downstream. Even with a solid process for managing requirements, fallout may still result from the battle between important project stakeholders. Participants will practice methods of effective relationship management and negotiation to ensure agreement on functional requirements.
An action-packed, integrated case study will provide experienced project managers, who already have experience with the basics of requirements management, the opportunity to practice new skills in a supportive learning environment.
Reminder: Participants should have a basic understanding of project management processes and how to identify, analyze and write requirements prior to taking this course.
KeY topICS�� requirements Factors Influencing
project problems
�� the project requirements process●● The project management and
requirements management life cycles●● Steps in the requirements
management process●● Fixed and evolving requirements●● Organizational standards
�� Stakeholder assessment●● Identification and categorization●● Relationship management●● Communication plan●● Risk factors
�� requirements Identification●● Conducting a stakeholder analysis●● Identifying risks and mitigation strategies
�� Critical Success Factors●● Traceability matrix●● Global requirements analysis●● Test plan●● Requirements management standards
�� requirements derivation●● Functional and non-functional
requirements●● Global requirements●● Identifying multiple views●● Tools and techniques●● Documentation standards
�� evaluation and approval●● Selection of tools and techniques●● Requirement/prototype review●● Risk assessment●● Baseline documentation●● Internal and external reviews
�� Change Management●● Evaluating policy for project needs●● Establishing business criteria for change control●● Selecting tools and techniques●● Success criteria
�� Validation of project outcomes●● Acceptance criteria●● Project test results
�� Closeout procedures
Requirements Management: A Key to Project SuccessClassroom
$1,995(3days)8:30a�m�–5p�m�
Course CodePMC-CVG
PDUs:22�5
CEUs:2�2
CPEcredits:27
On-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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Rapid Assessment and Recovery of Troubled Projects
KeY topICS�� Introduction to assessment Methodology
●● Identifying the early warning signs of troubled projects
●● The role of the assessment sponsor●● Overview of the Rapid Assessment Model
�� planning the assessment●● The role of the charter in developing
an assessment plan●● Bridging the gap between the project
team and the assessment team●● Evaluating project history through
critical documentation
�� Conducting the assessment●● Developing the interview strategy●● Using interviews to determine project reality●● Analyzing and validating project data
�� developing the Stabilization plan●● Stabilization conceptual overview●● Recovery strategy options●● Developing a plan for stabilization●● Addressing people, processes,
products and timing
�� Stabilizing the project●● Steps to conduct stabilization plan●● Techniques for prioritizing threats,
opportunities and problems●● Rebaselining the project plan●● Implementing project control metrics
�� preventive Measures●● Avoiding classic mistakes●● Establishing a plan for
continuous improvement
You wIll learN to:●● Structure and lead efforts to evaluate project problems●● Determine the root causes of identified problems●● Develop a recovery plan for troubled projects●● Provide leadership to turn troubled projects around●● Identify and manage signs of trouble early in a project
CourSe SYNopSIS
If you’re a project manager who is in the trenches every day, sooner or later you’ll be staring into the face of a troubled project. The project may be your own or may be one you’ve inherited. Knowing what to do when the time comes will be critical to your success. You’ll need to take action immediately—with speed, accuracy, power, balance and focus. You’ll have little time to think about an approach or polish your skills.
Rapid Assessment and Recovery of Troubled Projects demonstrates a proven process to project recovery. You’ll get everything you need (process, tools, techniques) to perform a rapid assessment of a project in trouble, develop a recovery plan and manage the transition to stabilization.
Active participation in the case study, designed to simulate the environment and feel of an actual troubled project, will enable you to build your skills in a meaningful way. This course is a must for experienced project managers who need to know what to do when the chips are down.
Reminder: Participants should have a thorough understanding of scheduling and cost control and risk management before taking this course.
Classroom$1,995(3days)8:30a�m�–5p�m�
Course codePMC-CVR
PDUs:22�5
CEUs:2�2
CPEcredits:27
CDUs:22�5
On-sitedeliveryavailableunderGS-02F-0058P�
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You wIll learN to:●● Adopt leadership techniques to increase your odds of success●● Apply the concepts of complexity science to project management
●● Utilize ESI’s Complexity Indicator to assess your project’s complexity level
●● Create an innovative framework for managing project complexity using ESI’s Complex Project Model and Process
CourSe SYNopSIS
Have you ever taken on a project that appeared just too complex to handle? Just trying to identify the multitude of variables to be managed, let alone to anticipate how they might interact to create unexpected challenges, can be overwhelming. So how do you determine the true complexity, with a clear understanding of the variables involved and move forward to develop a plan that provides the right level of control and flexibility for success?
Leading a complex project requires a new way of thinking—a new approach to applying known project management tech-niques and tools. Leading Complex Projects provides an innovative approach to assess project complexity and to deploy the best techniques to achieve success.
You’ll learn to use ESI’s unique Complexity Indicator and Complex Project Model to increase your effectiveness in controlling the complexity in your project. The Complex Project Model provides valuable insight into the variables that create the complexity of your particular project. It enables you to select existing tools from a new point of view that both limits the level of complexity and leverages use of the remaining complexity for positive results—in short, to stack the odds of success in your favor!
The exercises and readings are designed to give you hands-on experience from a new perspective while determining the true level of project complexity. Among the tools provided is ESI’s Complexity Indicator. Using your answers to the questions in the Complexity Indicator, this tool automatically calculates your proj-ect’s complexity level, and plots the strengths and weaknesses of your project against the nine areas of PMBOK® Guide. This course is a must for the experienced project manager who needs a leg up in managing the seemingly unmanageable!
Classroom$1,995(3days)
8:30a�m�–5p�m�
Course CodePMC-DFZ
KeY topICS�� understanding Complexity in projects
●● Elements of complexity theory●● Leadership approaches and techniques
�� the Complex project Model and process●● ESI’s Complex Project Model●● ESI’s Complex Project Process●● Knowledge of complexity●● Communication●● Leadership●● Project management
�� determining project Complexity●● ESI’s Complexity Indicator●● Assessing complexity levels●● Applying the indicator
�� designing for Complex projects●● OBS, PBS, WBS●● Design tasks●● Planning for project execution
�� leading Complex projects●● Leadership levels●● Clear vision●● Principles and disciplines for
leading complex projects
Leading Complex Projects
PDUs:22�5
CEUs:2�2
CPEcredits:27
On-sitedeliveryavailableunderGS-02F-0058P�
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Leading Project ManagersKeY topICS�� the leader of project Managers (lpM)
role in the project life Cycle●● Managing the Stage Gate process●● The role of management●● Defining project success●● Organizational factors●● Knowing the organization’s project
management process
�� Managing in a Multi-project environment●● The importance of rank ordering projects●● Managing multiple project issues●● Resource allocation●● Issue resolution
�� project Initiation●● Project selection●● Project charter●● Project funding●● Stakeholder considerations●● Financial tools
�� leading and Managing project Managers●● Challenges●● Identifying, developing, evaluating
and retaining project managers●● Rewarding success
�� the lpM’s role in project planning●● Risk management●● Cost estimates●● Schedule development●● Resource allocation●● Communications management●● Project plan review and approval
�� Managing relationships●● Communicating across the organization●● Managing expectations●● Management styles●● Mentoring/coaching●● Supporting diversity and cross-cultural teams●● Conflict/resolution
�� the lpM’s role in project Implementation●● Project manager and team performance●● Management oversight●● Project reviews and audits●● Understanding signs of trouble●● Project recovery and turnaround●● Change management
�� project Close●● Early termination●● Project end evaluation●● Lessons learned
You wIll learN to:●● Define the leader’s role in each phase of the project life cycle●● Outline reasons for project successes●● Employ key performance indicators to monitor ongoing project progress
●● Support project managers and project teams through coaching, mentoring and rewarding success
●● Implement the project management tools and techniques that will help your teams be successful
CourSe SYNopSIS
The leader of project managers must bring order and rationality to a chaotic environment, identify opportunities to influence the direction of projects and lay the foundation for project managers to succeed. In addition, the leader of project managers must be skilled at managing project portfolios, allocating resources, review-ing projects and communicating appropriately. Above all, the leader of project managers must know the right questions to ask!
In this highly facilitated course, you will learn soft and hard skills and approaches that lead to organizational success in the “man-agement by projects” environment. You also will get expert per-spectives and review best practices on issues critical to those who lead project managers. You’ll enjoy lively debate and stimulating conversation that reinforces what you know and what you’ve learned.
This course provides you with a new way of thinking about the best way to lead people in an organization that uses a project management approach. It is a “must-have” for anyone responsible for leading and managing project managers.
Reminder: Participants should have a basic understanding of project management before taking this course. It is assumed that attendees currently or will soon lead project managers, with or without a direct reporting relationship.
Classroom$1,645(2days)8:30a�m�–5p�m�
Course codePMC-CWD
PDUs:15
CEUs:1�5
CPEcredits:18
On-sitedeliveryavailableunderGS-02F-0058P�
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You wIll learN to:●● Envision yourself as a leader (and more than just a manager)●● Apply the five practices of exemplary leaders●● Employ the eight dimensions of high-performing teams●● Integrate leadership and teamwork skills into managing projects●● Achieve success as a high-performing team member
CourSe SYNopSIS
Teams make decisions every day, and they deal with dilemmas and unplanned events that must be resolved within specified times, budgets and other parameters. That fact forms the basis of this fast-paced, highly engaging workplace simulation. Project managers who have completed this simulation tell us they have two breakthrough insights that shatter myths and result in signifi-cant benefits to themselves and their organizations.
Myth #1. Leaders are born, not made. Participants formally compare what they do at work with the five practices of exem-plary leaders. These practices have been researched with more than 30,000 leaders around the world by James Kouzes and Barry Posner and are reported in their book, The Leadership Challenge. Inevitably, you will have a great “Aha!”—you will find you possess, and express to some degree, every one of the five practices.
Myth #2. A team is composed of a leader and followers. Re-search has found that strong teams are not made up of one leader and some number of followers. Superior teams are composed entirely of leaders! This second “Aha!” hits you as you discover the eight dimensions of high-performance teams, researched world-wide by Carl Larson and Frank LaFasto and reported in their book, Teamwork: What Must Go Right/What Can Go Wrong.
With these two myths deflated, the way is cleared for you to practice leading and working in teams. This simulation enables you to integrate and apply the five practices of exemplary leaders and eight dimensions of high-performing teams, becoming a confident and competent leader!
Reminder: Participants should have a thorough understanding of basic project management, including knowledge of Gantt charts, resource leveling and general leadership practices, before taking this course.
Classroom$1,995(2days)
8:30a�m�–5:30p�m�
Course CodePMC-CXS
KeY topICS�� world of work
●● Traditional learning vs. stages of skill learning●● Difference between a manager and leader●● Role of relationship skills
�� teamwork Skills●● What makes a team “high performing”?●● Eight dimensions of high-performing teams●● How to get team commitment
�� leadership Skills●● What makes leaders effective?●● Five practices of exemplary leaders●● Leadership skill self-assessment●● Relationship between leadership
and teamwork skills
�� Skill practice and application●● Using a control panel to track progress●● Practicing application of the eight
dimensions of high-performing teams●● Practicing application of the five
practices of exemplary leaders●● Contingency planning●● Identifying and using key
performance indicators
Leading High-Performing Project Teams
PDUs:16
CEUs:1�6
CPEcredits:19
COURSE SCHEDULE
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SIMULatION
This course combines classroom training with a computer-based simulation that challenges you to implement your new knowledge in real-life project situations!
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Aligning Project Management with Organizational Strategy
KeY topICS�� organizational Strategy in Context
●● Strategy defined●● Strategy as a way to achieve organizational
success●● Paradigm shifts and their impact—how change
influences strategy●● Forces for business change●● The impact of organizational constraints on
strategy
�� organizational Strategy: approaches and techniques
●● Strategy as a key to organizational success●● Elements of a successful strategy●● The relationship between strategy and
achievability●● Strategy assessments●● Classic approaches and techniques for level-
setting strategic thinking●● Setting up a culture of strategic thinking
�� portfolio Management: Strategic Context●● Defining a portfolio●● Identifying projects included in a portfolio●● The impact of portfolio management on
strategy●● Challenges and benefits of portfolio
management●● Influential roles in portfolio management
�� portfolio Set-up and Maintenance●● Setting up a successful project portfolio●● Organizational influences of portfolios●● Generating potential portfolio projects●● Steps in selecting portfolio projects●● Integrating new projects into an existing
portfolio●● Project performance and project gateway
reviews●● The project filtering process
�� Strategic project Management●● Strategic vs. classic project management●● Aligning projects with strategy●● The role of the project team●● The importance of managing change that
affects strategic projects●● Anticipating and managing stakeholder
expectations and resistance
You wIll learN to:●● Reinforce top-level strategy formulation●● Link organizational strategy from business strategy to portfolio development to project implementation
●● Ensure project credibility by aligning your project with your organization’s goals, objectives and strategies
●● Develop and implement an appropriate strategy for your project●● Communicate your strategy to the project team, the customer and other project stakeholders
●● Manage stakeholder expectations to maintain portfolio/project alignment
CourSe SYNopSIS
Today’s business climate is characterized by unprecedented changes in technology and globalization, as well as by complex business relationships and the unrelenting drive for competitive success. In this highly stressful environment, it is essential for proj-ect managers to think and act strategically. How does an organiza-tion formulate a strategy to achieve competitive success? How do projects contribute to the implementation of the organization’s strategy? How should a project manager develop a project strat-egy that supports organizational strategic and business goals?
Aligning Project Management with Organizational Strategy gives you an in-depth analysis of the process leading from business strategy formation to portfolio development to the project and project manager’s role. Learn how to link your project to the business strategy, apply and maintain alignment of the project strategy, and manage the expectations and interests of those who have a stake in the project outcome.
Thought-provoking discussions and stimulating exercises high-light this dynamic, timely course.
You’ll learn how to use a project ranking tool that can be used within your organization to prioritize strategic projects. This tool can help you, the project manager, ask the questions to understand how your project fits into your organization’s strategic initiatives.
Classroom$1,995(3days)8:30a�m�–5p�m�
Course codePMC-DDN
PDUs:22�5*
CEUs:2�2*
CPEcredits:27*
On-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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*Credits may vary by delivery method.
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What’s HOT in Project Management and Business Analysis?
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Do your work while you train.
Each workshop offers 7.5 PDUs.
The workshops are designed to be highly interactive, allowing you to collaborate with not just the facilitator, but also other partici-pants. This opportunity will enable you to gain insight from other project management professionals. By the end of the day, you’ll produce high-quality project documents in up to 60% less time.
Take just one day to focus on your project, learn new skills and create essential deliverables to make your project a success. You can also take all three workshops in a row for intensive application throughout the project life cycle. Ask us about special pricing if you take all three workshops or take the workshop in coordination with a course.
LEARNMOREATwww.esi-intl.com/workshops�
Do you worry your project will fall behind schedule if you’re out of the office in training?
What if you could fast track your project while you train?
And even bring your team with you?
Bring your project to ESI’s one-day workshops and do more than learn—apply proven tools and techniques to your own project. At the end of the day, with the guidance of your expert facilitator, you’ll walk away with drafted or com-pleted project deliverables such as a WBS, risk response plan, quality management plan and more.
You’ll leave with a drafted or completed:
• Project Schedule
• Work Breakdown Structure
• Project Scope
• Statement of Work
• Stakeholder Registry
• Communication Plan
You’ll leave with a drafted or completed:
• Risk Response Plan
• Risk Register
• Risk Prioritization
You’ll leave with a drafted or completed:
• Network Diagram
• Project Budget
• Human Resource Plan
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Federal Project Management CoursesAre you a member of a government integrated product team? Make better business decisions and become a trusted advisor to your acquisition team members. Learn the knowledge and skills to deliver successful customer outcomes in ESI’s FAC-P/PM courses. In addition to meeting the FAC-P/PM certification requirements, many of the courses can also be applied toward FAC-C certification, FAC-COR certification and GW/ESI certificates.
Master’s Certificate in Federal Government Project
Management
CoMPlete seven Courses within four years from the courses
listed below. Additional restrictions can be found at www.esi-intl.com/certificates.
Managing Federal Government Projects (FPM 111)
Acquisition for Federal Government Project Managers (FPM 112)
Scheduling and Cost Control for Federal Government Projects (FPM 113)
Leading Federal Government Projects (FPM 114)
FAC-P/PM Entry Level Capstone Course (FPM 115)
Two courses must be taken from the electives listed below:
• Contract Management elective Courses
• Project Management Courses• It Project Management Courses• Courses for experienced Project
Managers• Business skills Courses• Business Analysis Courses
Advanced Master’s Certificate in Federal Government
Project Management
CoMPlete seven Courses within four years from the courses
listed below. Additional restrictions can be found at www.esi-intl.com/certificates.
Applied Project Management for the Federal Government (FPM 211)
Applied Acquisition for Federal Government Project
Managers (FPM 212)Applied Earned Value for Federal
Government Projects (FPM 213)Leading Federal Government
Projects II (FPM 214)FAC-P/PM Mid-Level Capstone
Course (FPM 215)Two courses must be taken from the
electives listed below:• Contract Management elective
Courses• Project Management Courses• It Project Management Courses• Courses for experienced Project
Managers• Business skills Courses• Business Analysis Courses
Master’s Certificate in Federal Government Program
Management
CoMPlete seven Courses within four years from the courses
listed below. Additional restrictions can be found at www.esi-intl.com/certificates.
Program Management for the Federal Government (FPM 311)
Advanced Acquisition for Federal Government
Project Managers (FPM 312)Advanced Earned Value for
Federal Government Project Managers (FPM 313)
Leading Federal Government Projects Managers (FPM 314)
FAC-P/PM Senior Level Capstone Course (FPM 315)
Two courses must be taken from the electives listed below:
• Contract Management elective Courses
• Project Management Courses• It Project Management Courses• Courses for experienced Project
Managers• Business skills Courses• Business Analysis Courses
NeW! NeW! NeW!
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Managing Federal Government Projects (FPM 111)
KeY topICS�� requirements for Federal
government project Managers ●● Core management skills
�� project life Cycle
�� project Initiation ●● Requirements development process ●● Market research ●● Concept selection process
�� project planning ●● Scope ●● Work breakdown structure ●● Cost planning ●● Resource planning ●● Risk planning
�� project Implementation ●● Baselines ●● Technology development process ●● Technical management process ●● Testing and validating requirements ●● Test and evaluation strategy ●● Performance reporting ●● Life cycle logistics ●● Total ownership cost
�� risk Management ●● Risk and opportunity management
�� project leadership ●● Stakeholders ●● Project team formation
�� Communications Management
�� working groups and teams
�� project Closeout
You wIll learN to:●● Describe the roles and responsibilities of project managers ●● Define and develop the foundations of a project plan, including the project requirements document (PRD), work breakdown structure (WBS), budget, schedule and other resources
●● Manage and control the project against the baseline●● Close out a project effectively
CourSe SYNopSIS
Programs and projects funded by the federal government are under unprecedented scrutiny by agency leaders, legislators and the public. For federal project managers, a strong foundation in the project management best practices is not only necessary, but it’s becoming a requirement in many agencies. This course pro-vides federal government project managers with the knowledge and skills they need to implement a sound and repeatable project management methodology in each project they manage.
Upon completion of this course, participants will gain an under-standing of the project life cycle; core management skills for man-aging projects; the process for gathering, testing and validating requirements for a project; how to manage project risk; and best practices for leading projects. The systems engineering, require-ments management, life cycle logistics and test and evaluation FAC-P/PM competencies are integrated within the project life cycle throughout this course.
Classroom$1,645(4days)8:30a�m�–5:30p�m�
Course codePPM-DQ9
PDUs:32
CEUs:3�2
CPEcredits:38
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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Acquisition for Federal Government Project Managers (FPM 112)
KeY topICS�� acquisition planning
�� Contract approach ●● Identifying agency needs ●● Analyzing risk and type of contract ●● Develop contract terms and conditions
�� prepare requirements and Supporting documentation
�� prepare and Issue Solicitation ●● Preparation ●● Evaluation factors ●● Evaluation of proposals
�� perform Source Selection ●● Assessment of proposals ●● Selection decision ●● Source selection documentation
�� administer Contract ●● Quality assurance ●● Modifications and changes ●● Contract terminations
�� performance-Based Service agreements
You wIll learN to:●● Participate in pre-award actions ●● Explain the process for development of project specifications and a SOW
●● Demonstrate knowledge of the process for formulating a source selection plan
●● Demonstrate knowledge of how to support contract administrative actions
●● Establish a negotiated baseline of performance
CourSe SYNopSIS
Over the past two years, policy mandates have put the pressure on agencies to deliver products and services at lower contract cost. These same mandates emphasize increasing competition, fixed-price contracts and performance-based acquisition. In the shifting realities of government acquisitions, project managers at all levels must understand acquisition and procurement processes. This course is an introduction to federal acquisition as it pertains to project management.
The course teaches project managers about the full acquisition life cycle from planning and requirements development to admin-istration and closeout, including managing performance-based service agreements. Participants will leave the course with a better understanding of the acquisition life cycle, roles of the key play-ers within the acquisition team and how the acquisition process directly affects project success.
Classroom$1,645(4days)
8:30a�m�–5:30p�m�
Course codePPM-DQB
PDUs:32
CEUs:3�2
CPEcredits:38
Openenrollmentandon-sitedeliveryavailable
underGS-02F-0058P�
COURSE SCHEDULE
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Scheduling and Cost Control for Federal Government Projects (FPM 113)
KeY topICS�� essential Background
●● Overview of project management life cycle ●● Project constraints ●● Planning tools ●● Project requirements ●● The work breakdown structure (WBS) review
�� Business Financial planning and Management ●● Total Life Cycle Systems Management
�� Cost estimating ●● Using estimates for scheduling and cost control ●● Basic rules of estimating ●● Levels of estimating and estimate types ●● Estimating methodologies ●● Identifying controllable costs ●● OMB A-94, benefit-cost and cost-
effectiveness analyses
�� earned Value Management process ●● EVM and cost, schedule and performance ●● EVM variables and metrics ●● Integrated Baseline Review (IBR) process
�� department/agency programming, planning and Budget type
●● Agency processes for preparing, submitting, and executing the budget
You wIll learN to:●● Use the WBS to identify resource requirements and develop a network diagram
●● Predict costs and work time ●● Predict future project performance ●● Calculate schedules ●● Interpret EVM data ●● Monitor changes and close out projects on time
CourSe SYNopSIS
This course provides an introduction to scheduling resources and controlling costs on federal government projects. Participants learn techniques for cost estimating, forecasting and budgeting. After developing precedence diagrams, participants gain experi-ence identifying float, lag and lead, and constructing a project schedule. The course also covers establishing project baselines and cumulative cost curves.
To meet the FAC-P/PM requirements, participants also learn the value of earned value management (EVM). The course discusses the use of EVM in monitoring and controlling a project and how to interpret the earned value data. Upon completion of the course, participants can use EVM to determine and communicate when a project is out of control and determine schedule and cost variances.
Classroom$1,645(4days)8:30a�m�–5:30p�m�
Course codePPM-DQC
PDUs:32
CEUs:3�2
CPEcredits:38
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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Leading Federal Government Projects (FPM 114)
KeY topICS�� leadership and Management
●● Leadership vs. management ●● Assessing leadership competencies
and developmental needs ●● Articulate leadership vision and
consider the best way to realize it ●● Processes for establishing direction,
aligning people and motivating people to follow a vision
●● Identifying different leadership styles
�� problem/opportunity Identification and analysis
●● ESI’s Problem/Opportunity Response Process
�� Managing Conflict ●● Major sources of conflict on project teams ●● The five modes of handling conflict
�� high Impact Communications ●● Communication intelligence ●● Planning messages ●● Structuring messages ●● Delivering messages
�� Interpersonal Skills for New project Managers ●● Resiliency ●● Flexibility ●● Accountability
You wIll learN to:●● Lead and manage a project team to satisfactory achievement of project goals
●● Identify problems and discuss methods for managing conflict ●● Tailor the relationships you build to fit the needs of team members and stakeholders
●● Promote and adapt to change ●● Delegate work effectively and hold yourself and others accountable
●● Make clear and convincing verbal and written presentations
CourSe SYNopSIS
The federal CIO’s 25-point plan has signaled a shift in program and project managers’ roles from providers of support to leadership. In this era of transparency and accountability, a project manager’s ability to lead a crossfunctional team throughout a project’s entire life cycle has never been more crucial.
This course introduces best practices and concepts in leading fed-eral government project teams. Participants begin the course with an assessment of their own leadership styles to master the basics of these leadership competencies. They also learn how to identify and resolve problems and conflicts while gaining an understand-ing of key interpersonal skills they need to be an effective leader and to build relationships. Project managers will also develop techniques to ensure that their project ideas, strategies and work plans have impact and receive buy-in from stakeholders.
Classroom$1,445(3days)
8:30a�m�–5:30p�m�
Course codePPM-DQD
PDUs:24
CEUs:2�4
CPEcredits:29
Openenrollmentandon-sitedeliveryavailable
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FAC-P/PM Entry Level Capstone Course (FPM 115)
KeY topICS�� project Manager roles and responsibilities
�� the project Manager as a leader ●● Importance of leadership●● Leadership competencies ●● Handling conflict ●● Working with a team ●● Making decisions based on strategy ●● Managing project change
�� Contract approach ●● The roles and responsibilities of contract
management during the preacquisition phase ●● Components of an acquisition plan ●● Negotiate for appropriate levels of support
based on funding and needs
�� prepare requirements and Support documentation ●● Need for accurate requirements ●● Market research●● Preparation of documentation ●● Pre-award activities
�� prepare and Issue Solicitations ●● The process for formulating pre-award policies ●● Methods for measuring financial management●● Contract publicizing considerations ●● Cost estimating methods
�� performing Source Selection ●● Formulating a source selection plan ●● Ways to structure a source selection process ●● Roles and responsibilities●● Common pitfalls in source selection
�� Managing a Contract ●● Managing a contract against the baseline ●● Integrated baseline review process ●● Using EVM ●● Correcting project performance ●● Operational test and evaluation process ●● Contract change analysis
�� life Cycle logistics ●● Life Cycle Logistics (LCL) definition ●● TLCSM definition and overview ●● FAR Part 207 ●● Programming, budgeting, and execution process ●● Research, development, test, and evaluation ●● Procurement ●● Operations and management ●● Funds cycle
�� testing and evaluation
You wIll learN to:●● Discuss project management roles and issues within the federal government
●● Examine the intersection of acquisition, project management, leadership and EVM
●● Identify the relationship between effective leadership and project management
●● Describe processes for acquisition, operational test and evaluation, total life cycle systems management and cost estimating
CourSe SYNopSIS
Behavioral change cuts to the heart of a course work’s success. This highly interactive and application-based capstone course provides participants the opportunity to review, analyze, syn-thesize and apply previous courses’ concepts and develop and reinforce the FAC-P/PM competencies for the entry level. Upon completion of this course, participants understand how the differ-ent aligned skills within the FAC-P/PM program align with project management best practices to enhance the success of the federal government project manager.
During the course, participants reinforce the project manager’s roles and responsibilities in leading projects, performing contract management, developing requirements, issuing solicitations and performing source selection. Participants also learn how integrated baseline reviews, operational test and evaluation, total life cycle systems management, cost estimating and earned value management all contribute to ensuring project health.
Classroom$1,845(5days)8:30a�m�–5:30p�m�
Course codePPM-DQF
PDUs:40
CEUs:4
CPEcredits:48
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
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Applied Project Management for the Federal Government (FPM 211)
KeY topICS�� project requirements
●● Understand the requirements development process
●● Identify and involve stakeholders ●● Identify requirements ●● Derive requirements ●● Document requirements ●● Baseline requirements ●● Conduct market research ●● Perform concept selection process
�� testing and Validating requirements ●● Recognize the importance of testing ●● Identify the types of tests that
validate requirements ●● Verify and validate the business
solution aligns with the business requirements document (BRD)
●● Test by requirement type ●● Report test results
�� technology development process ●● Define the technology development process ●● Define the technical lifecycle
and management process ●● Perform technical process ●● Test and validate requirements
�� acquisition ●● Conduct risk management ●● Risk threats and opportunities ●● Risk management integrated
with project planning ●● Developing a risk register
�� project leadership ●● Working with other managers/departments ●● Obtaining resources ●● Planning communications
�� project Closeout
You wIll learN to:●● Describe the technology project life cycle ●● Follow the requirements development process●● Conduct market research●● Use requirements documentation to verify and validate the business solution
●● Describe performance-based logistics●● Understand the eight-step risk management process ●● Close out a project effectively
CourSe SYNopSIS
Government projects are unique. Their successful management requires knowledge and skills based not only on PMI®’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) but also on intimate knowledge of the Federal Acquisition Regulation. Increasingly, such projects must be executed by integrated proj-ect teams that typically consist of project managers, contracting officers and contracting officers’ technical representatives. Applied Project Management for the Federal Government combines both and provides mid-level federal project managers with key competen-cies to manage with little or no supervision low- to moderate-risk projects or program segments through integrated teams, which research has shown to decrease cycle time, lower costs and im-prove overall project/program performance.
Applied Project Management for the Federal Government reviews foundational project management concepts, tools and techniques used by federal government project managers and address the unique challenges of information technology (IT) projects. It cov-ers each phase of the IT project life cycle—concept, requirements, planning, design, construction, delivery and closeout—discussing the activities performed, as well as the role and responsibilities of the project manager and team. Requirements gathering and risk management receive expanded coverage in this course as do select topics related to systems engineering, MOSA and test and evaluation which are integrated with the project life cycle.
Classroom$1,645(4days)
8:30a�m�–5:30p�m�
Course codePPM-DQG
PDUs:32
CEUs:3�2
CPEcredits:38
Openenrollmentandon-sitedeliveryavailable
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Applied Acquisition for Federal Government Project Managers (FPM 212)
KeY topICS�� application of Contract
Methodologies and policies ●● Methods of acquisition/contract types ●● Key federal acquisition regulations and policies
�� Market research and acquisition planning ●● Defining needs and developing performance
requirements for statement of work (SOW) and statement of objectives (SOO)
●● Conducting market research and collaborating with industry
●● Establishing the Independent Government Estimate (IGE)
●● Developing a project budget ●● Applying the principles of federal appropriation ●● Obtaining budget approval and
appropriation of funds
�� Solicitation of proposals and Information ●● Developing the solicitation for an RFP ●● Developing and disclosing of evaluation
factors for contract solicitation
�� Contract administration: a proactive process ●● Performance measurements and monitoring ●● Interpretation of performance data
and management decisions ●● Dispute resolution ●● Contract closeout
You wIll learN to:●● Develop specifications and a statement of work ●● Apply in-depth knowledge of the best-value source selection process
●● Apply best practices to establish a pre-award negotiation position
●● Apply an integrated acquisition plan throughout project life cycle
●● Provide project management oversight for monitoring and supporting contract administration
CourSe SYNopSIS
Recent OMB guidelines have identified practices that can reduce acquisition cost and improve results. Using lower risk contract types that are based on the fulfillment of performance require-ments, adopting market research best practices to increase com-petition and enhancing oversight of contract performance were among the top recommendations. Applied Acquisition for Federal Government Project Managers covers these and other key areas.
Applied Acquisition for Federal Government Project Managers begins with an overview of contract types and acquisition methodolo-gies emphasizing the importance of compliance with regulations and policies that apply to acquisition planning. The course reviews the RFP process beginning with the pre-award phase, giving participants tools to develop evaluation factors that will result in clearly written solicitations. Pre-award tools will also allow students to publicize government requirements and contract ac-tions. Participants move on to the source selection phase during which they formulate a source selection plan. Applied Acquisition for Federal Government Project Managers closes with techniques to monitor technical, cost and schedule performance on complex contracts as well as to perform contract administration actions. Participants will be able to distinguish between authorized and unauthorized contract issues, as well as to identify and resolve contract disputes.
Classroom$1,645(4days)8:30a�m�–5:30p�m�
Course codePPM-DQH
PDUs:32
CEUs:3�2
CPEcredits:38
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
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Applied Earned Value for Federal Government Projects (FPM 213)
KeY topICS�� agency program Financial Management
●● Agency planning and budget process ●● Program life cycle management
�� Business and Financial Management ●● Financial management process ●● Financial management techniques ●● Risk management in financial management
�� Cost estimating ●● Estimating process ●● Estimating techniques ●● Assessing relationships ●● Risk management in cost estimation
�� earned Value Management ●● Performance management process ●● Performance management techniques ●● Assessing relationships ●● Risk management in performance
management
You wIll learN to:●● Explain the significance of Earned Value Management (EVM)●● Describe capital planning and investment control (CPIC)●● Explain how financial management techniques are used in program and project management
●● Apply EVM process and requirements to agency projects●● Build and conduct an Integrated Business Review
CourSe SYNopSIS
Knowing the key policies, regulations and guidelines that govern a performance management system, as well as how to apply performance management processes and techniques, has never been more important. The Office of Management and Budget (OMB) has mandated that all acquisition and project professionals and all major systems contractors use EVM processes in order to improve performance monitoring, measurement and analysis. More recently, OMB has put the spotlight on major agency IT investments, requiring agencies to submit their EVM to the federal IT dashboard and use it as the basis for TechStat sessions with the federal CIO. The same scrutiny will soon be applied to non-major, non-IT investments. Applied Earned Value Management for Federal Government Projects will give you the skills you need not only to provide better oversight but also insight to the performance of programs and projects.
Senior-level participants begin the course with a review of total life cycle systems management and explore how their depart-ment/agency works within a typical life cycle. Participants apply various cost estimating processes, methods and techniques to a case study that compares cost methods. Participants will review federal government requirements, and complete a case study that allows them to practice applying EVM methodologies to contract management. The course concludes with agency-specific discus-sions on allocation of funds, agency instructions for financial plan-ning, programming and budget development, as well as budget execution. Participants will discuss agency implementation instructions for OMB-A11.
Classroom$1,645(4days)
8:30a�m�–5:30p�m�
Course codePPM-DQJ
PDUs:32
CEUs:3�2
CPEcredits:38
Openenrollmentandon-sitedeliveryavailable
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Leading Federal Government Projects II (FPM 214)
KeY topICS�� relationship Building Skills
●● Partnering●● Team building●● Leading without formal authority●● Building trust●● Customer service
�� problem Solving ●● Asking the right questions●● Stakeholder analysis●● Metrics for success●● Weighing options and making decisions
�� Managing Conflict ●● Sources of conflict●● Conflict sequences●● Presentable vs. real conflict●● Conflict resolution
�� Strategic thinking ●● Strategy as a way to achieve project success●● Impact of organizational constraints
�� Creativity Innovation ●● Active vs. passive identification●● As-is vs. to-be●● Tools and techniques for identifying
problems and opportunities
�� developing others ●● Identify and optimize the synergies
inherent in different backgrounds●● Coach and mentor to improve performance●● Recognize good and excellent performance
�� Influencing Stakeholders ●● Emotional intelligence/social intelligence●● Soft power●● Legislative leadership●● Internal and external awareness●● Political savvy●● Leading without formal authority
�� Negotiations ●● Preparing for and conducting negotiation●● Developing negotiation strategies●● Identifying negotiation style
�� Communication ●● Oral and written communication●● Body language
�� Facilitating processes for life Cycle ●● Key touch points in project life cycle●● Skills and tools used at touch points
You wIll learN to:●● Explain current leadership philosophies as applied to project management
●● Develop strategies for leading effective teams●● Improve relationships and communications with stakeholders ●● Use appropriate styles of conflict resolution●● Explore ethical issues ●● Develop strategies for leading successful change
CourSe SYNopSIS
The government’s fiscal challenges, combined with greater public visibility of how tax dollars are spent, has put the performance of federal programs and projects under the microscope. Strengthen-ing agencies’ program and project management requires the right talent for leadership. The challenges of keeping such pro-grams and projects aligned with mission objectives or of ensuring they deliver the targeted results are often linked to the shortage of qualified personnel to lead them. Leading Federal Government Projects II strengthens program/project leaders’ capability to think more strategically, build and manage relationships, influence stakeholders and manage conflict.
Leading more complex federal government projects and project teams requires the mid-level project/program manager have spe-cific technical as well as soft skills for successful project outcomes. Starting with the steps a project manager takes to ensure a proj-ect is aligned with agency strategies, this course allows partici-pants to explore relationship building as a fundamental aspect of effective project management and leadership. To further enhance communication skills, participants practice applying stakeholder influencing skills and concepts. Finally, Leading Federal Government Projects II walks participants through how to prepare for and con-duct a collaborative negotiation in the project environment.
Classroom$1,445(3days)8:30a�m�–5:30p�m�
Course codePPM-DQK
PDUs:24
CEUs:2�4
CPEcredits:29
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
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FAC-P/PM Mid-Level Capstone Course (FPM 215)
KeY topICS�� an overview of Federal programs and projects
�� leading Federal program and project teams
�� determining Contract approach
�� documenting Contract requirements
�� preparing the requirements and Support documentation
�� Issuing Solicitations and Managing Contracts
�� performing Source Selection
You wIll learN to:●● Examine the intersection of advanced acquisition, program management, leadership skills and cost estimating
●● Demonstrate the key leadership traits ●● Lead the requirements process ●● Lead life cycle logistics processes ●● Oversee development of a successful acquisition strategy●● Lead and oversee financial planning
CourSe SYNopSIS
The success of a FAC-P/PM learning and development initiative is rooted in behavioral change, not simply the ability to recall and understand concepts. This level of change requires space and time to apply newly acquired knowledge and skills, and more in-depth reinforcement of concepts. The mid-level capstone course enables you to analyze, synthesize and apply the full spectrum of knowledge and skills provided in the earlier courses of the series to ensure your qualification to improve program/project performance.
Participants recall federal programs and projects roles and respon-sibilities through subject matter expert facilitated discussions that relate program and project management life cycle to acquisition life cycle. An in-depth exploration of the mid-level leadership competencies of influence and negotiation, partnering, team building, managing conflict, political savvy, strategic thinking, decision making, creativity and innovation, external awareness, developing others, entrepreneurship and leveraging diversity allows participants to translate practical leadership insights to actions to take on their projects. The acquisition life cycle from determining needs to closeout reinforces select topics on Test and Evaluation Strategy (TES), Total Life Cycle Systems Management (TLCSM) including Life Cycle Logistics (LCL) and Performance-Based Logistics (PBL), Systems Engineering and MOSA Principles with support from templates and reference resources.
Classroom$1,845(5days)
8:30a�m�–5:30p�m�
Course codePPM-DQL
PDUs:40
CEUs:4
CPEcredits:48
Openenrollmentandon-sitedeliveryavailable
underGS-02F-0058P�
COURSE SCHEDULE
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Program Management for the Federal Government (FPM 311)
KeY topICS�� program Management
●● Distinctions among portfolios, programs and projects
●● Program life cycle ●● Critical success factors
�� Initiating a program ●● Program a charter ●● Plan for program setup
�� program Setup ●● Program architecture ●● Benefits realization plan ●● Program management plan ●● Program requirements
– Requirements development process – Market research – Concept selection process – Technology development process – Technical management process – Testing and validating requirements
�� program Implementation ●● Monitoring the program ●● Acquisition ●● Life cycle logistics ●● Total ownership cost ●● Managing change
�� risk Management ●● Risk and opportunity management
�� program leadership ●● Governance structure ●● Communications management ●● Working groups and teams
�� program Closure
You wIll learN to:●● Increase effectiveness and efficiency as program managers in achieving the strategic value of a program
●● Follow a systematic approach to managing programs ●● Apply proven tools and techniques to program management●● Recognize that benefits management is a primary focus of the program manager
CourSe SYNopSIS
The Office of Management and Budget (OMB) will soon require all major IT programs to put in place integrated program teams led by a dedicated program manager. The shortage of qualified program professionals to shepherd federal programs from start to finish has never been more acute. A strong federal program manager not only aligns a broad range of stakeholders—from agency leaders to business process owners to IT and acquisition—throughout the program life cycle but ensures program benefits are realized. Doing so requires an intimate understanding of government policy, regulations, organizational structure and processes and how a multidisciplinary, multi-sector team can best work to desired ends.
Program Management for the Federal Government lays the foun-dational knowledge and skills to implement essential activities throughout the life cycle of a typical government program. You’ll explore the program manager’s guides—mission, vision and value—and learn to link the business case to the organization’s strategy as part of pre-program preparation. You’ll build a stronger foundation in stakeholder identification with detailed focus on who the stakeholders are, the roles they play throughout the rest of the phases, and the program manager’s role in stakeholder management. You’ll develop a deeper understanding of a program’s multiple components and deliverables, their interde-pendencies and the program manager’s role in coordinating all of them. A review of program benefit tools and metrics will help you manage program performance across the phases. Finally, you’ll develop a better appreciation of program closeout as a transition to effective support and maintenance.
Classroom$1,645(4days)8:30a�m�–5:30p�m�
Course codePPM-DQM
PDUs:32
CEUs:3�2
CPEcredits:38
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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Advanced Acquisition for Federal Government Project Managers (FPM 312)
KeY topICS�� Customer requirements analysis
●● Department of Defense unique contracting programs
●● Requirements and market research analysis
�� acquisition/procurement Strategy and proposal analysis
●● Acquisition and procurement strategy●● Competition justification and approval●● Research and development solicitation●● Cost analysis overview
�� Negotiation objectives and Strategies ●● Pre-negotiation objective●● Research and development
pre-negotiation memorandum●● Negotiation preparation
�� review Board Briefing and Sole Source Negotiation
●● Formal review board briefing process●● Conducting negotiations
�� Mission performance assessment/Contract administration
●● Production contract●● Performance management●● Contract management plan●● Post-award orientation
�� performance Management, legal Issues and Negotiations
●● Protests●● Remedies for contract noncompliance●● Contract fraud/material substitution●● Contract changes●● REA negotiations●● Modifications●● Claims and disputes●● Contract terminations
�� performance Management and Contract pricing
●● Contract financing●● Performance-based payment●● Equitable adjustments●● Contracting officer’s final decision●● Defective pricing●● Profit and fee adjustments●● Contract incentive calculations●● Contractor performance assessment
�� Contract Closeout
You wIll learN to:●● Perform pre-award and award activities●● Manage a performance-based acquisition ●● Perform market research ●● Perform a job analysis ●● Develop a quality assurance plan●● Develop performance measures●● Use the key tools to manage contract performance ●● Employ a record keeping and documentation process
CourSe SYNopSIS
As agencies exercise more fiscal discipline than ever before, a pro-gram manager’s ability to help reduce contracting costs and use lower-risk contracting practices will be key to program success.
Advanced Acquisition for Federal Government Project Managers provides leaders of an integrated program team with in-depth knowledge of the acquisition process, team members’ roles and responsibilities within that process, and various acquisition meth-odologies, in particular performance-based acquisition. In this highly interactive course, you’ll examine the details of key activities in implementing performance-based acquisition (PBA), and gain in-depth understanding of FAR guidance and OFPP requirements. You’ll review the steps in source selection, contract administration and the evaluation process, and learn how to conduct effective post-award conferences covering the entire cycle, closeout/pay-ment and potential conflicts resolution. Finally, you’ll learn how to set performance standards, monitor performance and manage the inevitable contract changes in response to external events.
Classroom$1,645(4days)
8:30a�m�–5:30p�m�
Course codePPM-DQN
PDUs:32
CEUs:3�2
CPEcredits:38
Openenrollmentandon-sitedeliveryavailable
underGS-02F-0058P�
COURSE SCHEDULE
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Advanced Earned Value for Federal Government Project Managers (FPM 313)
KeY topICS�� Basic elements of performance Measurement
●● Acquisition program baseline ●● Statutes related to EVM ●● OMB EVM policy ●● Department of Defense EVM
�� the wBS, oBS and accounting System ●● Work breakdown structure (WBS) and
organizational breakdown structure (OBS) ●● Responsibility assignment matrix (RAM) ●● Costs ●● Price and usage variance
�� Scheduling and Budgeting ●● Scheduling techniques ●● Resource leveling ●● Industry standard (EIA-748) to
scheduling and budgeting ●● Elements of the PMB
�� establishing the Baseline ●● PMB development steps ●● EV techniques ●● Project/program funding ●● Evaluating the baseline
�� data Collection and estimating Cost at Completion
●● EVM cumulative performance ●● Cost and schedule variances ●● Schedule performance index (SPI) ●● Cost performance index (CPI) ●● To complete performance index (TCPI)
�� Change Control and Baseline Maintenance ●● Effect of changes on PMB ●● Change control
�� external reporting ●● External reports ●● Cost performance report ●● Contract performance report (CPR) ●● Cost/schedule status report (C/SSR) ●● The baseline report
�� the Integrated Baseline review (IBr) ●● Statutory requirements ●● Benefits and elements of IBR ●● Pre-IBR Tasks
�� Surveillance ●● Certification of the contractor’s system ●● EVMS surveillance ●● Roles and responsibilities for surveillance ●● The surveillance plan and technique
You wIll learN to:●● Oversee application of Total Life Cycle Systems Management●● Apply cost and estimating processes, methods techniques●● Demonstrate knowledge of EVM policies, methodologies and software for performance measurement of projects
●● Apply the integrated baseline review (IBR) process●● Determine effective project strategies when EVM indicators cross a threshold
CourSe SYNopSIS
The use of earned value management in the federal government is shifting from program oversight to insight and foresight. While the Office of Management and Budget (OMB) requires use of earned value management (EVM) on contracts greater than a certain amount to ensure compliance, the federal IT dashboard and TechStat sessions with the federal CIOs have turned EVM into a performance improvement tool.
Advanced Earned Value for Federal Government Project Managers helps you direct and manage EVM implementation across the program life cycle and build up extensive EVM capabilities to be applied to large, complex projects/programs. You’ll review total life cycle systems management, how departments/agencies work within a typical life cycle, and the project/program manager’s roles throughout the cycle. Through immersive exercises that simulate the workplace, you will deepen your insights into finan-cial planning and management, cost estimating and program evaluation through various EVM methodologies. Together with other participating senior-level program/project managers, you will share and build up your knowledge of agency implementa-tion instructions for OMB-A11.
Classroom$1,645(4days)8:30a�m�–5:30p�m�
Course codePPM-DQP
PDUs:32
CEUs:3�2
CPEcredits:38
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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Leading Federal Government Project Managers (FPM 314)
KeY topICS�� the leader of project Managers (lpM)
role in the project life Cycle
�� leading and Managing project Managers ●● Challenges of leading and
managing project managers ●● Identifying, developing, evaluating
and retaining project managers ●● Rewarding success
�� Managing relationships ●● Managing expectations ●● Mentoring/coaching ●● Conflict resolution
�� leading Complex projects ●● Leadership levels ●● Clear vision ●● Principles and disciplines for
leading complex projects
�� understanding Complexity in projects ●● Elements of complexity theory ●● Leadership approaches and techniques ●● Complex project model and process
�� Strategic thinking ●● Organizational strategy in context ●● Approaches and techniques ●● Portfolio management ●● Strategic project management
�� external awareness ●● Identify and analyze stakeholders ●● Communicating across organizations ●● Political, social, economic, infrastructure, legal
and industry-specific considerations
�� entrepreneurship ●● Developing a business mindset
You wIll learN to:●● Discuss the leader’s role in each phase of the project life cycle●● Coach, mentor and reward success●● Ensure program credibility through alignment with your organization’s goals, objectives and strategies
●● Communicate your strategy and vision to the project team and stakeholders
●● Employ business acumen to achieve improved program results
CourSe SYNopSIS
One of the challenges of managing federal programs is integrat-ing the efforts of individual stakeholders who often focus on performance metrics within their own functions. In order to over-come a stove-piped organization, senior-level federal program/project managers must be able to rally their various constituents around a unified vision in order to implement project/program objectives and ensure they align with their agency’s mission and long-term interests.
Leading Federal Government Project Managers helps you take a nimble approach to leading project managers, managing direct reports, and managing the expectations of senior audiences. You’ll take a deep dive into managing relationships, communica-tion filters and conflict management with an eye to building and maintaining a high-performance team. Dynamic simulations will let you apply theories and tools to lead project managers through the opportunities and pitfalls of complex projects. A detailed examination of managing multiple projects from a program level will build your mastery of setting project priorities and aligning them with organizational strategy, while addressing the impact of policies and trends. Finally, you’ll learn how to use portfolio management to identify opportunities and take calculated risks in order to position your organization for short- and long-term success.
Classroom$1,445(3days)
8:30a�m�–5:30p�m�
Course codePPM-DQQ
PDUs:24
CEUs:2�4
CPEcredits:29
Openenrollmentandon-sitedeliveryavailable
underGS-02F-0058P�
COURSE SCHEDULE
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FAC-P/PM Senior Level Capstone Course (FPM 315)
KeY topICS�� the Federal government program Manager
●● Roles and responsibilities ●● Influences on program management activities ●● Program management office
�� leadership and the government program Manager
●● Demonstrating a long-term view and building a shared vision with others
●● Identifying and communicating policy changes and trends that affect the agency
●● Actively participating in program governance
�� program planning and Implementation ●● The requirements management process ●● Monitoring and selecting a design solution ●● Ensuring programs are aligned with
strategic and mission-critical initiatives ●● Using metrics that evaluate and
determine benefits realization ●● Reporting program performance
�� life Cycle logistics ●● Implementing appropriate
logistics support practices ●● Implementing agency interoperability policy ●● Modular open systems approach (MOSA) ●● Statutory guidance/law ●● Supply chain management functions
�� Contract Management ●● Overseeing a program’s contract life cycle ●● Implementing contracting plan ●● Developing a successful acquisition strategy ●● Assessing application of source selection
criteria and leading the formulation of a source selection plan
●● Structuring a formal selection process
�� Financial planning and Management ●● Business financial planning and
management functions●● Overseeing application of department/
agency financial policies and directives●● Managing the application of the TLCSM ●● Recognizing forms of cost estimating,
cost analysis, EVM, and other methods of performance measurement
You wIll learN to:●● Oversee the development and implementation of investment management requirements, acquisitions policies and program management strategies
●● Examine program and project management roles and issues within the federal government acquisition process
●● Lead the business requirements and management development process
●● Oversee applications of Total Life Cycle Systems Management (TLCSM)
CourSe SYNopSIS
Effective learning and development programs focus on knowledge and skill retention, applicability and adoption. They provide learners with enough opportunities to deepen their understanding of concepts through more extensive exposure and application.
The FAC-P/PM Senior Level Capstone Course provides you with immersive exercises designed to integrate and reinforce the full spectrum of leadership and supervisory knowledge and skills acquired in earlier courses. Immersive, intensive exercises will require you to combine newly acquired leadership, management and technical concepts across the program life cycle.
Classroom$1,845(5days)8:30a�m�–5:30p�m�
Course codePPM-DQR
PDUs:40
CEUs:4
CPEcredits:48
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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Business Analysis CoursesA requirement without a project is a daydream, but a project without good requirements is a nightmare. Learn to do it right—justifiable, verifiable and traceable requirements.
Master’s Certificate in Business Analysis
CoMplete seven Courses within four years. You must complete one
or both of the following introductory courses:
Foundations of Business Analysis
How to Gather and Document User Requirements
At least four courses must be taken from the Business Analysis courses listed below:
Process Modeling Management
Use Case Modeling
Logical Data Modeling
Testing Techniques for Tracing and Validating Requirements
Facilitation Techniques for Requirements Development
Strategic Enterprise Analysis
Developing a Business Case
CBAP® Exam Preparation (Available on-site and online only)
Up to two courses may be taken from the following:
Managing Projects or Managing IT Projects
Project Leadership, Management and Communications
Negotiation Skills for Project Managers
Agile Projects: Keys to Getting Started
Business skills Courses
Associate’s Certificate in Business Analysis
Complete three Courses within two years. You must take one or
both of the following introductory courses:
Foundations of Business Analysis
How to Gather and Document User Requirements
At least one course must be taken from the Business Analysis courses.
The remaining one course may be taken from the following:
Managing Projects
Managing IT Projects
Project Leadership, Management and Communications
Negotiation Skills for Project Managers
Agile Projects: Keys to Getting Started
Business skills Courses
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You wIll learN to:●● Identify the roles and responsibilities of the business analyst●● Recognize the importance of managing risk ●● Define the solution vision and scope●● Plan the requirements elicitation process●● Recognize the importance of analyzing and documenting requirements
●● Explain the role of modeling●● Perform requirements validation and traceability
CourSe SYNopSIS
At the project’s earliest stages the business analyst is key to defin-ing the requirements, as well as planning, defining and validating project scope. It’s important to have an understanding of the breadth of knowledge that a business analyst brings to the project team when developing business solutions.
This introductory course provides participants with a basic under-standing of the benefits, functions and impact of this critical role. The target audience for this course includes those who are new to the business analyst role or those who supervise and/or work with business analysts. This course provides a special focus on the business analysis function as it relates to developing IT solutions, given that such an understanding is essential for project success.
The course discusses the business analysis process as it is applied throughout a project, including the pre-project activities that comprise enterprise analysis. You’ll learn how a business analyst supports the project throughout the solution development life cycle, from establishing the solution vision and scope in the analysis phase to validating that requirements have been met in the testing phase.
After completing this course, you will understand why and when to involve the business analysis function.
Reminder: Participants who have taken Introduction to Business Analysis should not take Foundations of Business Analysis.
Classroom$1,995(3days)8:30a�m�–4:30p�m�
e-training$1,39542daysofaccess
Course CodeBAP-DJ9
KeY topICS�� Introduction
●● What is business analysis?●● Best practices in business analysis●● Benefits of business analysis
�� the role of the Business analyst●● The business analysis process●● BA role vs. project manager role●● The BA career path
�� Supporting the project portfolio●● The project portfolio●● Strategic enterprise analysis●● Solution Development Life Cycle (SDLC)
�� developing the Solution Vision and Scope●● Defining solution vision and scope●● Vision and scope report●● Conducting a visioning workshop●● Validating solution scope●● Traceability
�� understanding requirements and Business rules
●● Functional, nonfunctional and implementation requirements
●● Requirements vs. specifications ●● Requirements vs. business rules●● Risk management and risk response strategies
�� planning and eliciting requirements●● The Requirements Work Plan (RWP)●● Work Breakdown Structure (WBS)●● Elicitation techniques●● Preparing for change
�� analyzing and documenting requirements●● Analyzing requirements●● Characteristics of effective requirements●● The Business Requirements Document (BRD)●● The BRD vs. the technical
specifications document●● BRD validation techniques
�� Modeling requirements●● Modeling requirements●● AS-IS vs. TO-BE modeling●● Types of models●● Models and the BRD
�� assessing and Validating requirements●● Validation and verification●● V-model of testing ●● Levels and types of testing●● The master test plan ●● Test scenarios and test cases
Foundations of Business Analysis
ACECREDITrecommendation:Undergraduate1credithr�*
PDUs:21*
CEUs:2�1*
CPEcredits:25
CDUs:21*
On-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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*Credits may vary by delivery method.
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How to Gather and Document User RequirementsKeY topICS�� Introduction to requirements elicitation
●● Describing the business analysis process●● Requirements elicitation and
the project life cycle ●● Establishing the documentation
to manage requirements
�� establishing Vision, Scope and Quality ●● Capturing solution vision and
defining solution scope ●● Creating high-level quality targets for a solution ●● Explaining the relationship of
vision and scope to quality
�� Modeling at the enterprise level ●● Describing the function of modeling ●● Explaining how business rules
drive requirements ●● Creating basic business models
for enterprise analysis
�� developing the requirements work plan ●● Building and executing a plan for requirements ●● Building a work breakdown structure
for the business analysis activities ●● Identifying stakeholders and classifying users ●● Identifying risks and planning risk responses
�� requirements elicitation ●● Explaining the iterative nature of
requirements elicitation process ●● Selecting and practicing requirements
elicitation techniques
�� developing the Business requirements document (Brd)
●● Writing a comprehensive BRD●● Describing how the requirements analysis
process completes the BRD sections ●● Applying technical writing techniques
to requirements documentation ●● Documenting requirements using use
case models and activity diagrams
�� Validating requirements ●● Validating requirements
documented in the BRD ●● Selecting and applying consensus
building techniques ●● Obtaining formal approval to proceed ●● Understanding the project’s
change control process
You wIll learN to:●● Understand the critical role of the business analyst with respect to requirements elicitation and project management
●● Develop and validate a solution vision and scope ●● Use appropriate modeling techniques ●● Plan the requirements elicitation and analysis to maximize efficiency and estimate the required effort
●● Determine the most appropriate technique(s) for eliciting requirements at different points in the analysis cycle
●● Analyze various kinds of requirements into a complete, coherent and organized requirements document
●● Build consensus to validate and finalize the requirements in the business requirements document
CourSe SYNopSIS
Incomplete requirements are often cited as the number-one rea-son projects or systems fail. Accurately identifying requirements and staying on course from the beginning is key to success in today’s business world.
This “how-to” course introduces the roles of the business analyst as they relate to the elicitation, analysis and documentation of requirements. It familiarizes participants with the core knowledge and skills required to identify and document user requirements. It also addresses how these requirements are managed throughout the project life cycle.
Recommendation: The material presented in this course provides the detail needed to begin eliciting and documenting requirements. If you plan to take additional courses in the Business Analysis Professional Development Program, you will need this foundation.
Classroom$2,295(4days)
8:30a�m�–4:30p�m�
e-training$1,395
42daysofaccess
Course CodeBAP-CYJ
ACECREDITrecommendation:
Undergraduate2credithrs�*
PDUs:28*
CEUs:2�8*
CPEcredits:34
CDUs:28*
On-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
This course has been updated to reflect the
BABOK® Guide–Version 2.0.
*Credits may vary by delivery method.
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You wIll learN to:●● Describe the Process Modeling Management (PMM) framework●● Define key PMM terms and concepts●● Conduct major activities performed during each phase of PMM, including workflow modeling
●● Perform the business analyst’s role and responsibilities in PMM●● Apply PMM methodologies and techniques specific to the business analyst’s role and responsibilities
CourSe SYNopSIS
The importance of the business analyst’s role in defining process requirements during the planning phases of a project continues to gain recognition across all industries. The business analyst, working in conjunction with the project manager, facilitates the solution of business challenges. However, when gathering requirements for a new or existing project, business analysts must be mindful that any project may require the development and redesign of accompanying processes that not only enhance the success of a project, but also increase the project’s chance of meeting the organization’s business goals.
This highly interactive course provides participants the opportuni-ty to perform the four phases of a process improvement project— define, analyze, implement and control. You’ll practice identifying and prioritizing the processes that require improvement, as well as creating the documents needed to communicate these changes to the rest of the organization. You’ll focus on the competencies necessary to perform workflow modeling to ensure you have the core tools required to document the processes. You will also prac-tice creating AS-IS and TO-BE process maps and learn the steps to conduct a gap and stakeholder analysis. Finally, you’ll develop the competencies required to create new process benchmarks and measurements for new processes.
You’ll leave this course with the preparation necessary to perform your business analysis responsibilities within the process improve-ment process and to employ the required skills in accordance with sensitive cost, organizational and stakeholder requirements.
Reminder: Prior to taking this course, you should have complet-ed or acquired the background knowledge of Foundations of Busi-ness Analysis and How to Gather and Document User Requirements.
Classroom$1,995(3days)8:30a�m�–4:30p�m�
e-trainingNe W!$1,39542daysofaccess
Course CodeBAP-DJ6
KeY topICS�� Key pMM terms and Concepts
●● Process modeling, process management, process improvement
●● Process management activities●● Workflow modeling●● Key benefits of PMM●● Process improvement project (PIP) phases●● Business analysis roles and responsibilities ●● Managing organizational change
�� Conducting the define phase●● Obtaining consensus on processes
to be included in PIP●● Relating processes to business strategy●● Developing high-level plans for risk,
communication and change management
�� Conducting the analyze phase ●● Conducting workflow modeling●● Creating swim lane diagrams●● Conducting value stream mapping●● Developing AS-IS process map●● Defining and gathering metrics●● Creating process benchmarks●● Performing gap analysis●● Performing root cause analysis●● Conducting stakeholder analysis●● Performing high-level cost-benefit analysis
�� Conducting the Implement phase●● Documenting, validating and confirming
new goals and objectives●● Formulating measurements●● Designing the TO-BE process ●● Updating risk, communications and
change management plans
�� Conducting the Control phase●● Communicating findings●● Carrying out implementation plans●● Monitoring and controlling results
Process Modeling Management
ACECREDITrecommendation:Undergraduate2credithrs�*
PDUs:21*
CEUs:2�1*
CPEcredits:25*
CDUs:21*
On-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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Use Case ModelingKeY topICS�� Introduction to use Case Modeling
●● Organizing requirements with use cases●● Use case diagrams as a UML notation●● Organizing the model with packages
�� Identifying and describing actors●● Use case actors●● Business versus system actors●● Identifying actors●● Mapping stakeholders to actors●● Users versus actors
�� Identifying and describing use Cases●● Identifying use cases●● Writing a use case description●● Including preconditions, postconditions,
assumptions and scenarios
�� writing use Case Scenarios●● Identifying the main success scenario●● Identifying alternates and exceptions●● Indicating iteration
�� advanced use Case Modeling techniques●● Diagramming an «include» relationship●● Diagramming an «extend» relationship●● Diagramming generalization and specialization●● Considering multiplicity
�� ensuring use Case Quality●● Employing quality assurance techniques●● Ensuring use cases are testable
�� prioritizing use Cases●● Estimating project cost with use cases●● Employing prioritization techniques
�� Introduction to object Modeling●● Use cases and object orientation (OO)●● Identifying objects and classes
�� Identifying and describing Business domain objects
●● Assigning objects to classes●● Guidelines for describing business objects ●● Describing operations, attributes
and associations
You wIll learN to:●● Employ use cases to elicit, analyze, document and communicate functional requirements for software
●● Create use case diagrams using the Unified Modeling Language●● Determine when to employ use case modeling●● Prioritize use cases based on their importance to the business and on technical considerations
●● Identify ways to develop consistent vocabulary between use cases and objects
●● Analyze and document detailed requirements using an object model
●● Interpret a class diagram
CourSe SYNopSIS
As a fundamental component to identifying requirements for a new system, business analysts must be able to illustrate how “actors,” such as end users, stakeholders, or related systems, will be affected once the new system is implemented. This process, also known as Use Case Modeling, provides business analysts with a powerful tool for documenting functional requirements—and the interactions between these requirements—in a manner that can be easily communicated to designers, programmers, project managers and other project stakeholders.
This course provides business analysts with the required com-petencies for creating use case diagrams and use case scenarios, which serve as a vehicle for eliciting, analyzing, documenting and communicating functional requirements. You will practice creat-ing use cases in the Unified Modeling Language (UML) to graphi-cally represent the interactions between use cases and actors.
Through interactive exercises, you will practice writing the alternate/ exception flows, arranging objects into properly named classes, and reading class diagrams. Most importantly, you’ll gain the ability to integrate use case modeling within the software development life cycle to ensure that project requirements are accurate, complete, and map to the objectives of the business.
Reminder: Prior to taking this course, you should have complet-ed or acquired the background knowledge of Foundations of Busi-ness Analysis and How to Gather and Document User Requirements.
Classroom$2,195(4days)
8:30a�m�–4:30p�m�
Ne W! e-training$1,395
42daysofaccess
Course CodeBAP-DJ5
ACECREDITrecommendation:
Undergraduate2credithrs�*
PDUs:28*
CEUs:2�8*
CPEcredits:34*
CDUs:28*
On-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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You wIll learN to:●● Build logical data models to define business and project requirements
●● Recognize the purpose, importance, and uses of logical data modeling in the requirements gathering process
●● Describe the elements of data flow diagrams and functional decomposition diagrams and their relationship to logical data models
●● Explain a logical data model to stakeholders●● Apply logical data modeling to the overall software development life cycle and respond to business management issues
CourSe SYNopSIS
Logical Data Modeling explores business rules, policies and pro-cedures and how they can be modeled effectively. Participants will learn entity relationship diagramming, super and sub-types, attributive and associative entities, and documenting data con-straints. The logical data modeling approaches focus on the im-portant requirements of the business that are discovered through significant user involvement during the analysis phase. You will also learn how to create models without being limited by technol-ogy or organizational structure.
The ability to communicate the intersection of business processes and information/data needs is key to the success of any software development project. Understanding and explaining user needs is a major challenge and opportunity for the business analyst. The business analyst who understands structured modeling has a distinct advantage in addressing and communicating require-ments. And the use of models can greatly increase all stakehold-ers’ understanding of the relevancy of business rules and data management requirements to the project at hand.
Reminder: Prior to taking this course, you should have complet-ed or acquired the background knowledge of Foundations of Busi-ness Analysis and How to Gather and Document User Requirements.
Classroom$1,995(3days)8:30a�m�–4:30p�m�
Course CodeBAP-DJ7
KeY topICS�� data Flow diagrams (dFds) and Functional
decomposition diagrams (Fdds) ●● Developing DFDs and FDDs●● Identifying the business area●● Modeling essential business processes (FDDs)●● Documenting data use in
business processes (DFDs)●● Understanding their relationship
to logical data models
�� Identifying and describing the Conceptual data Model
●● Naming entities, attributes and relationships●● Discovering and defining entities●● Analyzing attributes●● Defining cardinality in relationships●● Understanding concatenated and
surrogate unique identifiers
�� the logical data Model ●● Developing the detailed logical data model●● Identifying and applying entity types●● Modeling with subtypes and supertypes●● Understanding attributive and
associative entities●● Understanding multivalued attributes●● Documenting the logical data model●● Analyzing data using the CRUD matrix
�� Context-level data Flow diagrams●● Developing diagrams that represent
processes, external agents and data flows●● Defining and naming diagram components●● Drawing divergent and convergent data flows●● Leveling the data flow diagram●● Avoiding common errors in diagramming
�� the transition to oo/uMl●● Understanding the Unified
Modeling Language (UML)●● Applying use case, class state
and activity diagrams
�� other Key topics●● Applying normalization rules●● Understanding the physical data model●● Describing the functions and
benefits of CASE tools●● Verifying and presenting models
to increase project success
Logical Data Modeling
ACECREDITrecommendation:Undergraduate2credithrs�*
PDUs:21
CEUs:2�1
CPEcredits:25
CDUs:21
On-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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Testing Techniques for Tracing and Validating Requirements
KeY topICS�� Introduction to testing
●● Recognizing the importance of testing●● Recognizing the BA role in the testing process●● Validation vs. verification●● Validating the BRD and models●● Verifying the solution
�� the testing process●● Identifying the IT strategy ●● Identifying the testing life cycle●● Aligning the solution development life
cycle (SDLC) and the testing life cycle●● The importance of test methodologies●● Employing traceability and defect analysis
�� levels and types of testing●● Using the V-model of testing●● Planning the different levels of testing●● Planning the different types of testing
�� the Master test Strategy●● Defining the master test strategy●● Identifying test goals●● Defining the test strategies for each level of testing●● Identifying the likelihood and impact of defects
�� planning testing●● Identifying the roles for developing
the master test plan●● Documenting the components of the master test plan●● Compiling the master test plan●● Planning for changes
�� testing from the Ba perspective●● Testing that requirements are met●● Performing user testing and acceptance testing●● Conducting a satisfaction assessment ●● Performing usability testing●● Conducting a pilot implementation test●● Managing and prioritizing risk
�� test Case design techniques●● Developing test scenarios and test cases●● Converting use case scenarios to test scenarios●● Performing black box and glass box testing●● Ensuring test coverage is risk-driven●● Using test tools
�� executing the plan●● Executing and updating the master test plan●● Managing changes to test strategies
and business requirements●● Reviewing the acceptance test
You wIll learN to:●● Recognize the role of the business analyst (BA) in the testing process
●● Validate the business requirements document (BRD) and analysis models
●● Verify that the solution conforms to the requirements●● Communicate the importance of a testing methodology●● Determine what to test and trace those requirements throughout the solution development life cycle (SDLC)
●● Develop and execute a test plan ●● Understand various testing techniques
CourSe SYNopSIS
Don’t underestimate the importance of testing! To ensure project success, planning and executing the testing process must begin as soon as the vision and scope for the solution takes shape. As the requirements for the solution are elicited, the business analyst and the test team develop and refine a master test plan. This plan incorporates test strategies to identify any defects in the require-ments, solution, or corresponding documentation.
In this interactive course, you’ll work to develop a master test plan under the guidance of an experienced instructor. You will also perform exercises designed to help you establish a risk-based and comprehensive master test strategy for a testing effort. These activities help the business analyst ensure that all requirements trace back to the business need.
By attending this course, you’ll develop the competencies re-quired to create test cases and scenarios and to ensure proper test coverage according to the risk level. You will also learn about the different levels and types of testing commonly used in solution development today.
Reminder: Before taking this course, you should have acquired the background as taught in How to Gather and Document User Requirements.
Classroom$1,995(3days)
8:30a�m�–4:30p�m�
e-training$1,395
42daysofaccess
Course CodeBAP-DK6
ACECREDITrecommendation:
Undergraduate2credithrs�*
PDUs:21*
CEUs:2�1*
CPEcredits:25
CDUs:21*
On-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
This course has been updated to reflect the
BABOK® Guide–Version 2.0.
*Credits may vary by delivery method.
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You wIll learN to:●● Identify the use of facilitation in business analysis●● Explain the role and responsibilities of a business analysis facilitator
●● Plan a facilitation session●● Use the appropriate facilitation techniques for a given session●● Conduct a facilitation session using best practices●● Manage conflict during a session●● Identify facilitation opportunities in business analysis
CourSe SYNopSIS
The business analyst spends a significant amount of time eliciting requirements. Yet, many business analysts lack formal training on this vital skill. A successful facilitation session results in require-ments that you can begin to analyze and work with. Facilitation Techniques for Requirements Development focuses on teaching the facilitation skills necessary to elicit and analyze requirements on a project.
In this highly interactive course, you will learn how to effectively help stakeholders define their needs and form these needs into quantifiable requirements through facilitation. As a facilitator, you will learn how to prepare for and conduct both face-to-face and remote group sessions. You will be exposed not only to several facilitator techniques such as brainstorming, JAD and focus groups, but you will also learn how to manage conflict in a ses-sion. Most importantly, you will have the opportunity to practice these skills in a safe environment with a trained facilitator to guide you through various activities. You will leave the class with the confidence to prepare for a session, including creating a facilita-tion plan, motivating a group’s participation, building consensus, managing conflict, maintaining session focus and evaluating results for lessons learned.
Reminder: Prior to taking this course, you should have complet-ed or acquired the background knowledge of Foundations of Busi-ness Analysis and How to Gather and Document User Requirements.
Classroom$1,645(2days)8:30a�m�–5p�m�
Course CodeBAP-DJB
KeY topICS�� what is Facilitation?
●● Facilitation techniques and practices●● The facilitation process
�� Business Analysis Body of Knowledge® (BABOK®)
●● BABOK® areas●● The business analysis process
�� Facilitating in Business analysis●● The role and responsibilities of the
business analysis facilitator
�� Facilitation Session preparation
�� Considerations for remote Sessions●● Environmental●● Preparation●● During the session●● Wrapping up
�� Facilitation in Business analysis is Iterative●● Vision—enterprise analysis●● Definition—requirement elicitation●● Analysis—requirements analysis
and documentation●● Decision—solution assessment and validation
�� Verification of the Facilitation Session plan
�� Facilitation practices●● Generating participation●● Neutrality●● Active listening●● Questioning●● Paraphrasing●● Using flip charts●● Maintain focus●● Intervention●● Feedback●● Summarizing●● Synthesizing ideas
�� executing a Facilitation Session
�� Facilitation Conflict techniques●● Argument vs. debate●● How to intervene●● Choices in resolving issues●● Working toward consensus
�� Business analysis Facilitation opportunities
Facilitation Techniques for Requirements Development
ACECREDITrecommendation:Undergraduate1credithr�*
PDUs:15
CEUs:1�5
CPEcredits:18
CDUs:15
On-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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Strategic Enterprise AnalysisKeY topICS�� Introduction to Strategic Enterprise Analysis
●● Identifying components of the enterprise architecture
●● Planning for business rules, data management and change management
●● Identifying core competencies
�� enterprise architecture●● Modeling the AS-IS and TO-BE
enterprise architectures●● Identifying the need for an impact
analysis and feasibility study●● Examining the decision package for
the TO-BE enterprise architecture
�� Customer Value analysis●● Performing customer value analysis●● Using customer value analysis to
improve the enterprise architecture
�� process Management●● Recognizing components of a process
improvement project plan●● Examining the decision package
for new processes
�� It architecture●● Recognize the components of the
IT architecture project plan●● Ensuring the IT architecture supports
the enterprise architecture●● Examining the decision package
for the TO-BE IT architecture
�� Service-oriented architecture (Soa)●● Ensuring SOA supports the
enterprise architecture●● Defining requirements for SOA
�� portfolio Management●● Selecting projects to implement the
TO-BE enterprise architecture●● Ensuring projects support the business strategy
You wIll learN to:●● Identify core competencies for the organization●● Model the AS-IS and TO-BE enterprise architecture●● Perform customer value analysis●● Plan for process management●● Identify the TO-BE IT architecture●● Recognize the importance of service-oriented architecture●● Manage the project portfolio●● Recognize the importance of impact analyses, risk analyses and feasibility studies
●● Identify the components of the decision package
CourSe SYNopSIS
Senior business analysts are increasingly involved in pre-project activities to ensure that solutions to business problems reflect the organization’s business strategy. Through strategic enterprise analysis, the senior business analyst becomes a vital contributor to helping the organization determine sound investments and enhance its project portfolio.
Strategic Enterprise Analysis is an advanced course designed to provide you with the knowledge you need to begin working as part of a strategic enterprise analysis team. In particular, the course covers the major activities of strategic enterprise analysis that must be conducted to study the enterprise architecture. These activities include analyzing core competencies, performing customer value analysis, performing process management, exam-ining the IT architecture, and evaluating the project portfolio. The course also examines the impact of service-oriented architecture (SOA) on the enterprise architecture.
After completing this course, you will understand the steps for modeling the AS-IS and TO-BE enterprise architectures and how the TO-BE enterprise architecture contributes to the overall proj-ect portfolio. The importance of conducting an impact analysis, risk analysis and feasibility study are discussed to ensure that the business case for future investments traces back to the business strategy.
Reminder: Prior to taking this course, you should have acquired the background as taught in How to Gather and Document User Requirements.
Classroom$1,995(3days)
8:30a�m�–4:30p�m�
Course CodeBAP-DJ8
ACECREDITrecommendation:
Undergraduate2credithrs�*
PDUs:21
CEUs:2�1
CPEcredits:25
CDUs:21
On-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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You wIll learN to:●● Prepare and document business cases for discretionary or nondiscretionary projects
●● Evaluate business cases using quantitative and qualitative criteria●● Compare business cases based on cost/benefits●● Prioritize business cases for the purpose of building a project slate
CourSe SYNopSIS
Project managers and business analysts must be able to develop and defend a business case by justifying their projects. Addition-ally, program managers are asked to verify the benefits realization stated in a business case against their programs. Developing a Business Case provides the program manager, project manager and/or business analyst with hands-on practice developing and documenting a project business case. As part of the course, par-ticipants receive detailed templates for developing a business case document and the associated economic spreadsheets. Partici-pants then use the templates to develop a business case based on a robust case study. This course also provides participants with the necessary skills for evaluating, comparing and prioritizing business cases for the purposes of building an annual project portfolio.
Reminder: Please bring a laptop to class. You will need at least the 2003 version of Microsoft® Excel® loaded onto the laptop for course exercises. You will not need to connect to the internet to download templates and tools.
Classroom$1,995(2days)8:30a�m�–5p�m�
Course CodeBAP-DQ7
KeY topICS�� purpose of the Business Case
●● The main body of the document
�� Issuing the Business Case●● Initially during enterprise analysis●● Updated during the solution
development life cycle (SDLC)
�� Business Case analysis and ranking projects●● Discretionary and nondiscretionary projects●● Hurdle rates to filter discretionary
projects consideration●● Project slate development process
�� project economics●● Create a project income stream using
cost, benefits and duration●● Calculate economic indicators
�� project portfolio development●● Comparative analysis or criteria-
based grid techniques●● Evaluate and select projects for
execution based on business contributions and economics
Developing a Business Case
PDUs:15
CEUs:1�5
CPEcredits:18
CDUs:15
On-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
This course has been updated to reflect the BABOK® Guide–Version 2.0.
This course can be applied toward the Master’s Certificate in Business Analysis.
Microsoft and Excel are registered trademarks of Microsoft Corporation in the United States and/or other countries.
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CBAP® Exam PreparationKeY topICS�� Studying for the exam
●● The nature of the exam●● What to study●● How to study for the exam
�� underlying Competencies
�� techniques●● Finding techniques in the BABOK® Guide●● The BA Techniques Handbook
�� Business analysis planning and Monitoring●● Plan business analysis approach●● Conduct stakeholder analysis●● Plan business analysis activities●● Plan business analysis communication●● Plan requirements management process●● Manage business analysis performance
�� elicitation●● Prepare and conduct elicitation activity●● Document and confirm elicitation results
�� requirements Management and Communication
●● Manage solution scope and requirements●● Manage requirements traceability●● Maintain requirements for re-use●● Prepare requirements package●● Communicate requirements
�� enterprise analysis●● Define business need●● Assess capability gaps●● Determine solution approach●● Define solution scope and business case
�� requirements analysis●● Prioritize and organize requirements●● Specify and model requirements●● Define assumptions and constraints●● Verify and validate requirements
�� Solution assessment and Validation●● Assess proposed solution●● Allocate requirements●● Asses organizational readiness●● Define transition requirements●● Validate solution●● Evaluate solution performance
�� Study aids●● Drills and other study aids
�� taking the CBap® exam●● Practical suggestions and test-taking strategies
You wIll learN to:●● Recognize the types of questions on the CBAP® exam●● Understand IIBA’s perspective on how business analysis is conducted●● Discern which terms, concepts, tasks, techniques and best practices require attention when studying
●● Determine what approach to use when you do not know the answer to an exam question
●● Design the study approach best suited for your preparation●● Discuss major themes and issues for each topic area on the exam●● Take advantage of online memorization drills to reinforce key concepts
CourSe SYNopSIS
This unique e-training course is designed to improve your chances of passing the Certified Business Analysis Professional™ (CBAP®) certification exam on the first try. The demand for professionals with the CBAP® cer-tification is growing within industries across the globe as organizations struggle to create disciplined approaches for eliciting and managing requirements. To earn the CBAP® credential offered by International Institute of Business Analysis (IIBA®), you must demonstrate the required business analysis experience and pass a 3.5-hour, 150-question exam, covering all knowledge areas of IIBA’s A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide).
You will find out exactly what you need to know and how to prepare yourself to fulfill the requirements for each BABOK® Guide knowledge area, including the business analysis techniques identified in each area. You will become familiar with the makeup and format of the exam itself by answering practice questions within each lesson. You will get a chance to explore the rationale behind each answer with your instructor, a certified CBAP®. In addition, after you’ve completed the lessons, you’ll have the opportunity to take “real-life” practice exams to put your skills to the test.
As part of the course, you will be able to download ESI’s BA Techniques Handbook, which is a stand-alone guide that describes in detail each of the business analysis techniques covered by the BABOK® Guide. The BA Techniques Handbook explains the purpose of each technique, how the technique can be used, and where it is referenced in the BABOK® Guide. In the course, you will also have access to numerous other study aids and memorization drills that will further enhance your familiarity with the BABOK® Guide.
e-training$1,195
42daysofaccess
Course CodeBAP-CYP
PDUs:15
CEUs:1�5
CDUs:15
This course has been updated to reflect the
BABOK® Guide–Version 2.0.
This course can be applied toward the Master’s Certificate
in Business Analysis only. It cannot be
applied toward any other certificate.
Now available on-site!
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Additional study tools available.
IIBA®,theIIBA®logo,BABOK®andBusinessAnalysisBodyofKnowledge®areregisteredtrademarksownedbyInternationalInstituteofBusinessAnalysis�
CBAP®isaregisteredcertificationmarkownedbyInternationalInstituteofBusinessAnalysis�
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what exactly are the advantages of Business Modeling? Consider modeling and its different variations as invaluable techniques in your business analyst’s interactive communications tool belt, offering better quality ways to speak to and engage a variety of audiences and stakeholders. With text-based communications, it’s all too common for personnel to get bogged down in the semantics of a single word or phrase, easily leading to confusion and conflict. But visually based modeling techniques can clearly articulate ideas, requirements and consequences—all with more speed and less subjectivity than written descriptions. The various forms of modeling help promote a visual, commonly understood language across departments, so stakeholders can focus on solving the problem or realizing the opportunity and not the semantics that often plague delivery.
One of the keys to successful solution development is effective stakeholder interaction, and one of the keys to facilitating interaction is modeling. Modeling is the transla-tion of complex thoughts, ideas and interactions into a comprehensible visual representation that can be easily shared, debated and revised with stakeholders at multiple levels. Because the approach provides instant visual insight into opportunities for improving efficiencies, demonstrat-ing traceability and validating requirements, it is a proven and powerful tool for business analysts. Modeling helps to enable collaboration, identify issues and assure solution buy-in. In fact, organizations that don’t adopt modeling may run the risk of prolonged inefficiencies, duplicated efforts and squandered financial opportunities.
Why Modeling Works—and Your Solutions Development Process Could Fail Without It
ESI vIEWPoINTS
ESI’s Modeling Courses:
• Process Modeling Management
• Use Case Modeling• Logical Data Modeling
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Contract Management CoursesPoorly written and administered contracts cost organizations and individuals time, money, and resources. Increasingly, contracts professionals are on the front line of business transformation efforts. ESI’s contracting programs equip you with the knowledge needed to navigate the entire procurement process from acquisition planning and source selection to contract administration. Have your work in contracts make a difference. See the Federal Supply Schedule GS-02F-0058P for discounts if you are a federal employee.
Master’s Certificate in Government Contracting
CoMplete seven Courses within four years. You must complete the
following five core courses:
Federal Contracting Basics (CON 110)
Negotiation Strategies and Techniques
Source Selection: The Best-Value Process (CON 111)
Contract Pricing
Operating Practices in Contract Administration (CON 112)
The remaining two courses may be taken from the elective courses listed below:
• DAWIA/FAC-C Equivalent Courses
• Contract Management Electives Courses
• Commercial Contracting Courses
• project Management Courses
• It project Management Courses
• Courses for experienced project Managers • Business Analysis Courses
• Business skills Courses
Associate’s Certificate in Contract Management
COMPLETE THREE COURSESwithin two years, as follows:
Federal Contracting Basicsor
Contract Management Principles and Practices
The remaining two courses may be taken from the following:
• Core Government Contracting Courses
• Specialized Contracting Courses
• Business Skills Courses (LiMiT OnE)
= available online via ESI’s e-Training
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You wIll learN to:●● Utilize the Federal Acquisition Regulation (FAR) as a primary resource document
●● Pinpoint solutions to common problems●● Locate, understand and implement the rules of contracting●● Identify important sources of marketing information●● Implement the keys to successful contract administration
CourSe SYNopSIS
As a contracting professional—either new to procurement or with years of experience—your skills and knowledge directly contribute to the success and growth of your organization and to the development of your career. By attending Federal Contracting Basics, you’ll receive the proven tools and guidance you need to fulfill your key responsibilities and to contribute to the success of the contracting projects in which you are involved.
Federal Contracting Basics is an intensive, five–day introduction to government contracting, giving you the information you need to understand procurement from start to finish—from acquisition planning through contract closeout. You’ll analyze key issues fully and receive a clear understanding of their practical application to your everyday job responsibilities. You’ll learn how federal con-tracting really works, how to find solutions to common problems, how to understand the content of key contract documents and how the regulatory environment impacts business decisions. All of this will be accomplished through dynamic lectures, case studies and interactive exercises.
In addition, you’ll receive a copy of the FAR for permanent refer-ence. You will use your copy of the FAR extensively throughout the course as you research a wide range of topics. You will learn how the FAR is structured, maintained and updated so that you will be able to use it to your full advantage in your ongoing devel-opment as a contracting professional.
reminder: Participants taking this course should not take Contract Management Principles and Practices.
Classroom$1,845(5days)8:30a�m�–3:30p�m�,exceptlastday8:30a�m�–12:30p�m�
Course CodePRO-BLQ
KeY topICS�� Introduction to the Federal Marketplace
�� Contracting: roles and responsibilities
�� Introduction to the Far
�� overview of the Federal Contracting process
�� Key Contracting policies
�� acquisition planning
�� Contract Structure and Content
�� Contract Formation policies and processes
�� Contract administration policies and processes
Federal Contracting BasicsCON 110: Mission Support Planning
DAWIA/FAC-CEquivalency:CON110DAWIAandFAC-CLevelI
ACECREDITrecommendation:Undergraduate2credithrs�
PDUs:28
CEUs:2�8
CPEcredits:34
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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You wIll learN to:●● Strategize and prepare for contract negotiations●● Use proven techniques for conducting a negotiation session●● Acknowledge your strengths and use them to your advantage at the negotiating table
●● Use 65 proven techniques for influencing the other party●● Maximize key listening and question-asking skills that get you the information you need
CourSe SYNopSIS
One of the most vital skills required in procurement is the ability to negotiate contracts, in a wide range of settings, over both large and small issues. This course provides a solid battery of strategies, tactics and skills effective in contract formation and contract administration negotiations. Every key phase of the negotiation process—from start to finish—is covered in this dynamic course.
The course engages participants through a series of negotiation trials, providing valuable situational experience. You’ll discover the merits of thorough preparation as you identify and resolve issues and guide efforts toward measurable goals. This step-by-step preparation process focuses the participant on setting organi-zational priorities, positioning to exert influence and achieve organizational goals, and developing the ability to synchronize the outcome of the negotiation process with the needs of their organization.
It is essential that contract personnel not only be able to plan for a negotiation, but also be able to lead it. During this course, you’ll have the opportunity practice new tools and techniques for lead-ing a negotiation.
You’ll perform a series of increasingly challenging negotiations, which will be videotaped to offer immediate feedback on your negotiation skills and invaluable experience in putting theory into practice.
The new skills you’ll gain from this course can be immediately ap-plied to other contracting situations in which formal and informal negotiations of all varieties take place. And, upon re-entering your organization after the course, you’ll be equipped to profile other negotiators, which is useful in diagnosing skills and improving performance in future negotiations.
Negotiation Strategies and TechniquesKeY topICS�� preparing for Negotiation
●● Identify issues●● Separating primary from secondary issues●● Setting three positions on each primary issue●● Using a priority system●● Executing with focus
�� Conducting the Negotiation●● Creating rapport●● Forming conflict ranges●● Resolving the conflict ranges●● Summarizing the resolution
�� Influencing the other party●● 65 techniques for influence●● Developing a negotiator profile
of the other party●● Managing the negotiator profile by
understanding your own profile and adapting it to the other party
�� developing Negotiation Strategies●● Utilizing rational competition●● Utilizing reciprocity
�� Identifying Negotiation Style●● Style types●● Managing others’ style●● Identifying your natural style
Classroom$1,845(5days)
8:30a�m�–3:30p�m�,exceptlastday
8:30a�m�–12:30p�m�
Course CodePRO-BRR
ACECREDITrecommendation:
Undergraduate2credithrs�
PDUs:28
CEUs:2�8
CPEcredits:34
CDUs:28
Openenrollmentandon-sitedeliveryavailable
underGS-02F-0058P�
COURSE SCHEDULE
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You wIll learN to:●● Communicate key source selection terms●● Discuss the basic goals and rules of source selection●● Conduct effective market research and acquisition planning●● Prepare evaluation factors and standards, and a source selection plan
●● Draft proposals that map to government requirements●● Evaluate proposals, including the application of different rating and scoring methods
●● Establish a competitive range and conduct exchanges with offerors
●● Document a source selection decision that supports the cost/technical trade-off
●● Prepare for debriefings and (if necessary) bid protests
CourSe SYNopSIS
How do you pick the winner? How can you increase the likelihood of being the winner yourself? One of the most critical steps facing agencies and contractors in government contracting is source se-lection—the process agencies follow to choose among compet-ing proposals. In response to demands for improvements in the quality of supplies and services, federal agencies are increasingly using best-value criteria to award contracts. While the process gives agencies great latitude, the procedures are demanding of agency personnel and competing offerors. In addition, the rules give you little guidance on how best to select evaluation factors and evaluate proposals.
Through lectures and comprehensive case studies, this hands-on course will provide you with a solid understanding of what the rules mean and skill training on the principles and processes of sound business decision analysis and decision making. In addition to being of enormous value to government personnel, this course offers industry professionals a wealth of insights into the source selection process and the tools to use those insights to develop effective, winning proposals.
Classroom$1,845(5days)8:30a�m�–3:30p�m�,exceptlastday8:30a�m�–12:30p�m�
Course CodePRO-BWM
KeY topICS�� the Competitive Source Selection process
�� Market research and acquisition planning
�� Solicitation preparation
�� development of evaluation
�� Factors and Instructions
�� Contractor proposal development and Submission
�� evaluating proposals
�� Contract pricing
�� exchanges with offerors
�� Source selection and award
�� postaward activities
Source Selection: The Best-Value ProcessCON 111: Mission Strategy Execution
DAWIA/FAC-CEquivalency:CON111DAWIAandFAC-CLevelI
ACECREDITrecommendation:Undergraduate2credithrs�
PDUs:28
CEUs:2�8
CPEcredits:34
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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You wIll learN to:●● Develop and maintain cost estimating systems that deliver justifiable pricing information
●● Evaluate price and cost proposals●● Establish and justify “fair and reasonable prices”●● Prepare successful price and cost proposals●● Recognize and apply common industry pricing strategies●● Identify the right cost- and pricing- related data to require from offerors
CourSe SYNopSIS
How do you determine the appropriate price for a contract? How does the government evaluate prices? How do contractors set prices? The answers to these questions form the core of this course. Contracting officers are required to award contracts at “fair and reasonable prices.” While this sounds clear, it presents an enormous challenge to contractors and government personnel. Contractors must establish and support their proposed prices in a manner that enables the government to make a determination of price reasonableness. And, from the other side, government personnel must exercise skill in price and cost analysis to support the contracting officer’s pricing decision. Mistakes in the process can be costly to all parties concerned.
This course offers you a comprehensive, practical approach to es-tablishing and evaluating prices for government contracts. You’ll re ceive thoroughly up-to-date coverage of The Federal Acquisi-tion Streamlining Act of 1994 and the Clinger-Cohen Act on key pricing issues. Plus, you’ll learn about updates to the Truth in Negotiations Act and the Federal Acquisition Regulation (FAR) cost principles and about the unique challenges you face when pricing commercial items.
recommendation: Please bring a calculator to class.
Contract PricingKeY topICS�� overview of Contract pricing
�� Industry pricing Strategies
�� Market research
�� Cost estimates
�� Contract terms and Conditions
�� government pricing Strategies
�� price analysis
�� Cost analysis
�� pricing Changes
Classroom$1,845(5days)
8:30a�m�–3:30p�m�,exceptlastday
8:30a�m�–12:30p�m�
Course CodePRO-BFW
ACECREDITrecommendation:
Undergraduate2credithrs�
PDUs:28
CEUs:2�8
CPEcredits:34
Openenrollmentandon-sitedeliveryavailable
underGS-02F-0058P�
COURSE SCHEDULE
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You wIll learN to:●● Effectively conduct contract administration and manage change●● Interpret contracts and recognize terms and conditions that protect or threaten you
●● Keep contracts and subcontracts on track every step of the way●● Modify, terminate and closeout contracts●● Apply hands-on systems for performance monitoring and swiftly spot and correct problems
●● Document a contract administration plan
CourSe SYNopSIS
Just as a chain is only as strong as its weakest link, a contract can be only as strong and as successful as its administration. In this highly practical course, you’ll address all aspects of effective contract administration—from initial award to final closeout. Special emphasis will be given to successful administration of contracts: problem avoidance, day-to-day operating practices, performance monitoring systems, early detection and correction of nonperformance, payment, contract modifications and work-ing relationships.
You’ll learn proven practices for getting contracts off to a solid start, keeping them on track and handling every problem that arises. To obtain maximum benefit from the course, you should have a basic knowledge of the procurement process. For those pursuing a Master’s Certificate in Government Contracting, this is the final required core course, and it concisely integrates all the concepts and techniques presented in the other four core courses.
Classroom$1,845(5days)8:30a�m�–3:30p�m�,exceptlastday8:30a�m�–12:30p�m�
virtual Classroom$1,845Ne W!
Course CodePRO-BSC
KeY topICS�� Contract administration planning
�� postaward orientation
�� performance Monitoring
�� problem resolution
�� Contract Modifications/options
�� Contract payments
�� Subcontracting
�� property administration
�� Contract termination
�� Contract Closeout
Operating Practices in Contract Administration CON 112: Mission Performance Assessment
DAWIA/FAC-CEquivalency:CON112DAWIAandFAC-CLevelI
ACECREDITrecommendation:Undergraduate2credithrs�
PDUs:28
CEUs:2�8
CPEcredits:34
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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Updated!
*Credits may vary by delivery method.
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Shaping Win-Win Acquisitions (CON 100)thIS CourSe IS For You IF:
●● Function as a business manager in the federal contracting environment
●● Work with the customer and the financial and commercial communities to fashion win-win acquisitions
●● Perform market research ●● Take advantage of e-business technologies and systems in the contracting world
●● Select training and development opportunities for career progression
●● Apply current federal and DoD acquisition initiatives and new policies
CourSe SYNopSIS
Those new to contracting will gain a broad, comprehensive understanding of the environment in which they serve. You will develop professional skills for making business decisions and advising other acquisition team mem-bers toward success in meeting customers’ needs.
Participation in small group exercises will prepare you to provide contracting support within the overarch-ing business relationships of government and industry and the political roles and relationships required.
KeY topICS�� acquisition environment
�� Federal Contracting Customers
�� Federal Contract law
�� leading teams and problem Solving
�� procurement ethics and oversight
�� Commercial Marketplace
�� Financial Fundamentals for Contracting
�� professionals
�� getting to win-win
�� Business alternatives
�� e-Business and the end-to-end procurement process
�� acquisition Careers
Classroom$1,645(4days)
8:30a�m�–5p�m�
Course CodeGCP-DSQ
DAWIA/FAC-CEquivalency:
CON100DAWIAandFAC-CLevelI
PDUs:30
CEUs:3�0
CPEcredits:36
Openenrollmentandon-sitedeliveryavailable
underGS-02F-0058P�
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You wIll learN to:●● Determine when cost analysis should be used●● Identify the use and application of a contract audit●● Outline the process for preparing to conduct contract negotiations
●● Recognize the implications of having an acceptable or unacceptable estimating and accounting, purchasing and internal control systems
●● Determine a prenegotiation objective for direct material, direct labor and other direct costs
●● Determine a prenegotiation objective for indirect costs, facilities cost of money and profit/fee
CourSe SYNopSIS
In this course, you’ll learn the cost and pricing knowledge and skills essential for making sound contracting negotiation deci-sions. Building on the basic skills learned in Level I contracting courses and on-the-job experiences, Cost Analysis and Negotiation Techniques introduces the techniques needed to analyze cost proposals to establish prenegotiation objectives for the various elements of cost contained in the proposals. Through an inte-grated case study, participants will demonstrate, using computers and software, their ability to calculate a cost objective and a price/cost objective and determine their pre-negotiation position based on their calculations.
This course is recommended for contracting personnel who work in positions requiring unlimited contracting officer warrants or a Level II Defense Acquisition Workforce Improvement Act (DAWIA) certification.
recommended prerequisite: To follow DAU requirements, ESI recommends students have at least two years of contracting experience and have completed the Level I CON courses, as well as CON 214, CON 215 and CON 216 prior to taking this course.
Recommendation: You are encouraged to bring your laptop to use in this course. Also, you will receive a tool to help you apply what you learn in class back on the job.
Classroom$1,845(5days)8:30a�m�–5p�m�,exceptlastday8:30a�m�–12:30p�m�
Course CodeGCP-DJN
KeY topICS�� Cost analysis Basics
�� Contract audits
�� Internal Control Systems
�� Contract Negotiation Strategies
�� project Management Best practices and Contract analysis
�� Statistics in Contract pricing
�� Simplified regression analysis
�� learning Curve (Improvement Curve) analysis
�� analyzing direct labor, Material and other Costs
�� analyzing Indirect Costs
Cost Analysis and Negotiation TechniquesCON 217: Cost Analysis and Negotiation Techniques
DAWIA/FAC-CEquivalency:CON217DAWIAandFAC-CLevelII
ACECREDITrecommendation:Undergraduate2credithrs�
PDUs:33�5
CEUs:3�4
CPEcredits:40
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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You wIll learN to:●● Employ a practical process to manage project cost, schedule and performance
●● Identify the program management data elements and processes associated with PMB development
●● Describe how the ANSI EVM Industry Standard is used to certify EVM-integrated management systems
●● Explain the IBR process and purpose, as well as compute selected EVM metrics and estimates at completion
●● Describe, in plain language, acronyms and meanings of EVM-associated vocabulary
●● Identify acquisition organizations, stakeholders and formal agreements associated with EVM
CourSe SYNopSIS
As a member of an integrated procurement team, your success depends on having an understanding of the contractor’s perfor-mance against a baseline. This course will introduce you to the fundamental concepts of earned value management (EVM).
You’ll get a hands-on overview of the process of EVM, from project development to execution. You will learn the language associated with EVM as it applies to federal acquisition manage-ment and dealing with OMB in the budget process. The course emphasizes the processes related to the Performance Manage-ment Baseline (PMB), the Integrated Baseline Review (IBR), and the American National Standards Institute (ANSI) for EVM systems. You’ll also learn about evaluating and computing basic EVM met-rics and EVM metrics-based Estimates at Completion (EAC).
You’ll gain valuable EVM skills through hands-on exercises and a multi-part case study that takes you from EVM project baseline formation at the beginning of the project life cycle through the challenges of ongoing assessments and reassessments of cost, schedule and performance changes. You’ll end the course with an understanding of project surveillance and program/project execution.
This approach allows you to practice new skills and ask questions as you assimilate a broad array of practical experience that can immediately be applied when you return to the workplace.
Classroom$1,845(5days)
8:30a�m�–4p�m�,exceptlastday
8:30a�m�–12:30p�m�
Course CodeGCP-DDP
KeY topICS�� earned Value Management (eVM) process
●● EVM and cost, schedule and performance ●● EVM variables and metrics
�� project Scope Management ●● Work breakdown structure (WBS) and
organizational breakdown structure (OBS) ●● Cost, schedule and performance criteria
�� accounting Systems ●● Control accounts for projects ●● Subcontractor reports
�� Scheduling and Budgets ●● Scheduling techniques ●● Budget and Performance
Measurement System (PMS) ●● Resource leveling
�� project planning and Measuring progress ●● Elements of the Performance
Measurement Baseline (PMB) ●● Project/program funding
�� data Collection and estimating Cost at Completion
●● Cost and schedule variables at the control account level
●● Budget, earned value, actual cost, schedule variance and cost variance
�� Change Control and Baseline Maintenance ●● External and internal changes on PMB ●● Programmatic changes and
performance variances
�� external reporting ●● EVM external reports ●● Cost performance report ●● Cost/schedule status report
�� Contracting and Contract Status ●● Contract processes and EVM ●● Risk factors
�� the Integrated Baseline review ●● Integrated Baseline Review (IBR) ●● Agency IBR policy
�� Surveillance and program/project execution ●● EVMS surveillance
Earned Value Management FundamentalsBCF 102: Fundamentals of Earned Value Management
DAWIAEquivalency:BCF102DAWIALevelI
PDUs:30
CEUs:3�0
CPEcredits:36
Openenrollmentandon-sitedeliveryavailable
underGS-02F-0058P�
COURSE SCHEDULE
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You wIll learN to:●● Identify the major sources of procurement law●● Communicate the ethical principles that apply to government contracts
●● Outline issues related to the acquisition phases and their legal implications
●● Recognize the legal obligations of both parties when a contract performance issue arises
CourSe SYNopSIS
In this course, you’ll build upon your learning from Level I con-tracting courses, the prerequisite Level II courses and your on-the-job experiences to gain the legal knowledge essential in making sound government contracting decisions. Legal Considerations in Government Contracting introduces the legal foundations and sources of law relevant to the procurement process, including authority and ethics. It addresses various legal issues that may develop during the phases of a contract, such as protests, subcon-tracting considerations, inspection and acceptance issues, fraud and contract termination. Case studies based on federal court and board of contract appeals decisions are incorporated throughout the course to reinforce the foundations of government contact law.
This course is recommended for contracting personnel who work, or are expecting to work, in positions requiring unlimited contracting officer warrants or a Level II Defense Acquisition Work-force Improvement Act (DAWIA) certification.
Recommended prerequisite: To follow DAU requirements, ESI recommends students complete the Level I CON courses, CON 214 and CON 215 prior to taking this course.
Classroom$1,645(4days)8:30a�m�–5p�m�
Course CodeGCP-DJM
KeY topICS�� overview of government Contract law
�� Funding and Fiscal Matters
�� Intellectual property
�� Subcontracting Considerations
�� award Issues
�� protests
�� Key legal Issues with Inspection and acceptance
�� Change Management
�� Claims and disputes and Contract terminations
�� procurement Fraud
Legal Considerations in Government ContractingCON 216: Legal Considerations in Contracting
DAWIA/FAC-CEquivalency:CON216DAWIAandFAC-CLevelII
ACECREDITrecommendation:Undergraduate2credithrs�
PDUs:30
CEUs:3
CPEcredits:36
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You wIll learN to:●● Identify strategic sourcing recommendation based upon the results of a spend analysis
●● Identify how business relationships affect customer support ●● Recognize contract risks and appropriate management strategies
●● Identify the source selection processes and procedures ●● Select the appropriate contract financing terms and/or conditions for a given contract
●● Determine subcontract requirements ●● Determine if a contractor is responsible
CourSe SYNopSIS
In this course, you’ll build upon your learning from Level I con-tracting courses and your on-the-job experiences to gain the knowledge and skills essential in making sound preaward business decisions. While the course focuses on these important preaward business decisions, it goes beyond the preaward phase of govern-ment contracting to address the ramifications of preaward deci-sions on the award and postaward phases.
Through the course’s dynamic lectures and interactive exercises, you’ll gain insight into the techniques used for building successful business relationships, conducting source selections and deter-mining contractor responsibility. You’ll also explore the benefits of strategic sourcing and spend analysis, the various methods of pro-viding contract financing and subcontracting plan considerations.
Reminder: This course is recommended for intermediate-level contracting personnel with DAWIA Level I contracting certification and two years of contracting experience.
Classroom$1,645(4days)
8:30a�m�–3:30p�m�
Course CodeGCP-DJK
KeY topICS�� Strategic Sourcing
●● Strategy and tactics ●● Strategic sourcing
– Benefits – Characteristics (collaborative, structured) – Contracting officer’s role – Misperceptions
●● Strategic sourcing phases
�� Business relationships in Sourcing ●● Industry-wide challenges in sourcing ●● Essential ingredients of effective relationships
�� risk Management ●● Risk (elements and types) ●● Risk management: Benefits in
a sourcing environment ●● ESI Risk Management Model ●● Managing risk during acquisition planning
�� Source Selection ●● Contracting by negotiation (FAR Part 15) ●● Source selection process
�� Contract payments ●● Invoice vs. contract financing payments ●● Contract financing ●● Commercial items and financing ●● Non-commercial items and financing
�� Subcontracting plan Considerations ●● Make-or-buy program ●● Subcontracting plans●● Managing subcontract risk (contractor
purchasing system review)●● Requiring consent to subcontract●● Advance notification of subcontract●● Flow-down decision making
(mandatory, optional)
�� Contractor responsibility ●● Standards of responsibility ●● Making a responsibility determination ●● Suspension and debarment
Preaward Business Decisions in Contracting CON 214: Business Decisions for Contracting
DAWIA/FAC-CEquivalency:
CON214DAWIAandFAC-CLevelII
ACECREDITrecommendation:
Undergraduate2credithrs�
PDUs:24
CEUs:2�4
CPEcredits:29
Openenrollmentandon-sitedeliveryavailable
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You wIll learN to:●● Describe the overall process for managing a government architect-engineer project
●● Describe which laws pertain to government architect-engineer contracting
●● Determine whether Brooks Act procedures are required for an architect-engineering project
●● Use Brooks Act procedures to advertise, evaluate and select an architect-engineer firm
●● Negotiate, award, manage and administer a government architect-engineering contract
●● Understand critical pre- and post-award functions for government architect-engineer contracts
CourSe SYNopSIS
In this course, you will learn the basics of managing Federal Architect-Engineer contracts. Whether you are a government employee working with these contracts or a private industry contractor looking to break into the government contracts market, Federal Architect-Engineer Contracting offers an overview of many of the issues related to these very specific types of government contracts. Case studies and exercises are incorporated throughout the course to reinforce the knowledge and functional application of the topics covered.
This course is recommended for anyone, government or private industry, who has to work with or prepare federal contracts for architect engineer firms. In addition, this course will be suitable for anyone seeking elective units for Level II Defense Acquisition Workforce Improvement Act (DAWIA) certification.
Classroom$1,845(5days)8:30a�m�–4:30p�m�
Course CodeGCP-DRZ
KeY topICS�� a-e Contracting overview
�� project Initiation and advertising
�� performance work Statement
�� Selection procedures
�� Cost principles
�� government estimate and rFp
�� Negotiation
�� Quality Management
Federal Architect-Engineer Contracting (CON 243)
DAWIAEquivalency:CON243
PDUs:35
CEUs:3�5
CPEcredits:42
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
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You wIll learN to:●● Manage the construction contracting process from project planning to post-project closeout
●● Calculate, prove and recover additional costs●● Present and defend against claims●● Comply with federal and state statutes and requirements●● Perform quality assurance of support
CourSe SYNopSIS
In this course, you will learn the basics of federal construction contracts. Whether you are a government employee working with these contracts or a private industry contractor looking to break into the government contracts market, Federal Construction Con-tracting offers an overview of many of the issues related to these very specific types of government contracts. Case studies and exercises are incorporated throughout the course to reinforce the knowledge and functional application of the topics covered.
This course is recommended for anyone, government or private industry, who has to work with or prepare federal contracts for construction firms. In addition, this course will be suitable for anyone seeking elective units for Level II Defense Acquisition Workforce Improvement Act (DAWIA) certification.
Classroom$1,845(5days)
8:30a�m�–4:30p�m�
Course CodeGCP-DS1
KeY topICS�� overview of Construction Contracting
�� acquisition planning
�� Construction Solicitation development and Issuance
�� Special aspects of Construction Contracting
�� proposal evaluation and award
�� Construction Contract administration
�� Changes and Modifications
�� Claims, disputes and terminations
�� payments and Closeout
Federal Construction Contracting (CON 244)The Business of Building for the Government
DAWIAEquivalency:CON244
PDUs:35
CEUs:3�5
CPEcredits:42
Openenrollmentandon-sitedeliveryavailable
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You wIll learN to:●● Manage the key factors that influence contract administration●● Apply effective techniques for monitoring costs●● Execute new strategies for assessing and solving complex contract issues
CourSe SYNopSIS
Designed to enhance your skills, career and organization, Applied Administration of Government Contracts presents sophisticated, hands-on instruction for government and contractor personnel. Blending theory, everyday application and proven practices, the course focuses on the most complex aspects of contract admin-istration, including planning, performance issues, modifications, cost monitoring, price adjustments and disputes. The emphasis is on large, traditionally difficult, multi-task contracts and on the options and responsibilities government and industry administra-tors have at each key phase.
You’ll learn new ways of assessing, managing and solving complex administration challenges and issues. Through case studies, exer-cises and real-world examples, you will receive the management tools necessary for handling difficult administration situations successfully, and for reinforcing and building on your manage-ment competencies.
reminder: Participants who have taken Advanced Contract Admin-istration should not take this course.
Classroom$1,645(4days)8:30a�m�–4p�m�
Course CodeGCP-DPG
KeY topICS�� planning for Successful
Contract administration●● Contract administration plan●● Potential contract administration issues●● Risk management and contract administration●● Post-award orientation●● Alternative Dispute Resolution (ADR)●● Intellectual property
�� Monitoring for performance and Quality●● Planning for quality control●● Oversight roles and responsibilities●● Quality assurance surveillance plan●● Quality control plan●● Tracking performance●● Management of performance problems●● Major and minor non-conformance●● Monitoring of external issues●● Acceptance and transfer of ownership
�� documentation and evaluation●● Legal and best-practice reasons to document●● What and how to document
�� Monitoring Costs and payments●● Monitoring the contractor’s cost control●● Preventing Antideficiency Act violations●● Cost accounting and audits●● Cost treatment by contract type●● Tying payment to performance
�� Modifications and Changes●● Reasons for contract modification●● Illegal modifications●● Process for contract modification●● Approaches for equitable adjustment●● Adjustments for unabsorbed indirect cost●● Economic price adjustments●● Price redeterminations●● Modifications that reduce contract quality●● Adjustments for defective pricing
�� disputes, Claims and appeals●● Preventing disputes, claims and appeals●● Dispute, claim and appeal procedures●● Terminating the contract
�� Final assessment of Contract performance●● Routine vs. quick closeout●● Assessing the prime contractor’s performance●● Assessing the subcontractor’s performance●● Assessing and improving the
government’s contract administration
Applied Administration of Government Contracts
PDUs:26
CEUs:2�6
CPEcredits:31
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
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You wIll learN to:●● Discuss the elements of a performance management system●● Follow key policies, regulations and guidelines governing a performance management system
●● Comply with the industry standard (ANSI/EIA Standard 748) for earned value management systems (EVMS)
●● Leverage the EVMS surveillance process to effectively manage cost, schedule and technical performance
●● Use the performance management system as an integrated project management tool to facilitate improved planning and control of cost, schedule and work scope
●● Provide management with the necessary information to ensure that day-to-day decisions keep performance consistent with program objectives
CourSe SYNopSIS
Applied Earned Value Management emphasizes the processes related to the Performance Management Baseline (PMB), the Integrated Baseline Review (IBR) and the American National Standards Institute/Electronic Industries Alliance Standard 748 (ANSI/EIA-748) for Earned Value Management (EVM) systems. You’ll gain hands-on knowledge of the EVM process and EVM metrics, as well as an overview of the EVM process from project develop-ment to execution.
You’ll learn to use tools for managing data associated with EVM as they apply to federal acquisition management in the cost contract environment. You’ll also learn EVM skills through hands-on exer-cises and a multi-part case study that takes you from EVM project baseline formation at the beginning of the project through the challenges of ongoing assessments and reassessments of cost, schedule and performance to the project changes.
reminder: This course is designed for those who will be required to calculate and interpret the EVM data generated in capital asset acquisitions. The course has been designed for federal members of integrated procurement teams and for commercial personnel dealing with EVM on government contracts. While the course is based on the government’s use of EVM for major capital asset investments, commercial contracting personnel will find they can readily apply the principles taught here to commercial capital asset investments as well.
Classroom$1,445(3days)
8:30a�m�–3:30p�m�
Course CodeGCP-DDQ
Applied Earned Value Management
PDUs:18
CEUs:1�8
CPEcredits:22
Openenrollmentandon-sitedeliveryavailable
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KeY topICS�� Basic elements of performance Measurement
●● Statutes and policies related to EVM●● Earned value (EV) independent variables
�� establishing a performance Measurement Baseline (pMB)—part I
●● Work breakdown structure●● Organizational breakdown structure●● Responsibility assignment matrix ●● Reporting relationships●● Accounting system●● Costs and cost variance●● Material costs
�� establishing a pMB—part II●● Integrated master schedule (IMS)●● Schedule integration●● Scheduling techniques●● Master schedule and control accounts●● Budgeting and management reserve●● Resource leveling
�� earned Value analysis●● EV techniques●● Realism of the cost curve●● Realistic program/project targets●● Evaluating the baseline●● Material cost vs. labor performance
�� data Collection and estimating Cost at Completion
●● Performance reports●● Summarization and interpretation of data●● Schedule performance index (SPI)●● Cost performance index (CPI)●● The EVM EAC equation●● To complete performance index (TCPI)
�� Change Control and Baseline Maintenance●● Internal replanning/rephrasing work or budget●● Overtarget baseline (OTB)●● Budget at completion (BAC)●● Cost variance or utilization of
management reserve
�� the Integrated Baseline review (IBr)●● Statutory requirements●● Elements of IBR●● Pre-IBR tasks
�� Surveillance and Certification●● Certification of the contractor’s system●● Primary surveillance responsibility●● Surveillance plan●● Contractor corrective actions
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You wIll learN to:●● Explain the regulatory requirements that influence the federal contract closeout process
●● Save time and money by mastering techniques and practices to complete the closeout process timely and effectively
●● Coordinate the roles of multiple players involved in closing contracts
●● Improve the closeout process from the perspectives of today’s federal rule makers and procurement professionals
●● Overcome obstacles and close contracts in a timely manner
CourSe SYNopSIS
Contract closeout is the most unheralded phase of the procure-ment process, yet, when performed efficiently and effectively, it can protect the government’s interests and free up significant dollars for current-year program priorities. This practical, two-day course strikes an optimal balance between theory and practice by presenting the regulatory basis for the contract closeout process and then taking participants beyond theory to a real-life perspec-tive on the challenges of actually doing closeout.
Interjected liberally throughout the course are valuable, proven tricks of the trade to help participants overcome the many pitfalls and delays inherent in the closeout of complex contracts. A variety of case studies and exercises will bring the real world of contract closeout to the classroom.
You’ll leave this course armed with a thorough, up-to-date knowl-edge of the current rules and practices of contract closeout and a newfound confidence in your ability to apply this knowledge when you return to the office.
Classroom$1,345(2days)8:30a�m�–3:30p�m�
Course CodeGCP-DCG
KeY topICS�� Introduction to Contract Closeout
●● Contract life cycle●● Contract completion●● The contract file●● Importance of timely closeout●● FAR time standards for closeout●● Funding closeout●● Roles in the closeout process●● Key contracting officer (CO)
closeout responsibilities●● Key project officer (PO) closeout responsibilities●● Key property administrator
closeout responsibilities
�� Closeout principles and Strategies●● Contract closeout planning●● Closeout strategies●● Audit coordination strategies●● Strategies for dealing with contractors●● Quick closeout procedure●● Strategies for maximizing use of quick closeout
�� Steps for a Successful Closeout●● Managing contract closeout●● Steps in contract closeout●● Step 1: Verify contract completion●● Step 2: Obtain all forms, reports and clearances●● Step 3: Resolve outstanding issues●● Step 4: Initiate final payment●● Step 5: Deobligate excess funds●● Step 6: Prepare contract completion statement●● Step 7: Dispose of contract file
�� additional Closeout Issues●● Importance of past performance●● Requirement for past performance●● Past performance evaluation●● Quick closeout: a closer look●● Improving the closeout process●● Common closeout problems●● Late submission of final indirect rate proposal●● Closeout tips●● Audit delays●● Automated system reconciliation problems
Contract Closeout
PDUs:12
CEUs:1�2
CPEcredits:14
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
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You wIll learN to:●● Determine when and how a contract may be terminated for convenience
●● Calculate the amount due under a termination settlement proposal
●● Apply the rules applicable to terminations for default and identify contractor defenses
●● Determine the rights and liabilities of the parties after a termination for default
●● Prepare a claim, issue and respond to a contracting officer’s final decision and comply with the limitations statutes
●● Identify opportunities for Alternative Dispute Resolution (ADR)
CourSe SYNopSIS
Contract disputes and terminations are the most problematic aspects of contract administration for both the government and the contractor. At the time of contract award, neither party expects that the contract will be terminated prior to its scheduled completion date or that the parties will be filing one or more claims against each other. When such events do occur, success will go to the party that is better prepared.
This course prepares government and contract personnel to deal effectively with the complex issues that arise when a contract is terminated or a claim is submitted. In addition to addressing the many procedural rules that could mean the difference between success and failure, this course merges the discussion of termina-tions and contract disputes so participants can gain a better appreciation of the many ways in which these two processes are interrelated.
Classroom$1,345(2days)
8:30a�m�–3:30p�m�
Course CodeGCP-CZZ
KeY topICS�� Introduction
●● Definitions●● Types of terminations●● Disputes and remedies
�� terminations for Convenience (t4Cs)●● Historical basis●● The right to terminate for convenience●● Bases for applying T4C remedies●● Procedural requirements●● T4C settlements●● Special rules applicable to
commercial item contracts
�� terminations for default (t4ds)●● The right to terminate for default●● Grounds for T4D●● Notice requirements●● Contractor defenses●● Procedural requirements●● Rights and liabilities of the government
and the defaulted contractor●● Special rules applicable to commercial
item contracts
�� Contract disputes●● The Contract Disputes Act (CDA) ●● Other disputes legislation●● Claims asserted by contractors●● Claims asserted by the government●● Disputes under commercial item contracts●● Appellate forums and procedures●● Alternative dispute resolution
Contract Disputes and Terminations
PDUs:12
CEUs:1�2
CPEcredits:14
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You wIll learN to:●● Explain the purpose and government objective of the Contractor Purchasing System Review (CPSR)
●● Describe the contractor risk assessment●● Detail the CPSR process ●● Identify what areas will be reviewed by the auditor●● Apply practical tips when preparing for a CPSR●● Explain the notification and consent process
CourSe SYNopSIS
Having your purchasing system meet government requirements may be vital to your continued success as a contractor. At the very least, withheld approval can mean lost contract opportunities, increased administrative burdens, and the prospect of more fre-quent CPSR reviews long after deficiencies are improved.
Whether you’re part of a large company striving to maintain your purchasing system approval or an emerging company approach-ing the threshold for review, this course contains guidance that is key to your operations.
This course fully analyzes a CPSR—its requirements, procedures, rights and obligations. The CPSR process is considered from a legal/policy viewpoint, as well as from a daily, on-the-job compli-ance perspective. In addition, the course uses the actual training guide utilized by the government for its auditors. Fully up-to-date, this course includes discussions of the latest developments affect-ing contractor compliance with purchasing system requirements.
Classroom$1,345(2days)8:30a�m�–3:30p�m�
Course CodeGCP-DNB
KeY topICS�� CpSr purpose and objectives
●● When a CPSR is required●● Identifying contractors for CPSRs●● ACO responsibilities●● Timeline for the CPSR●● Major purchasing areas in the CPSR
�� government’s risk assessment of Contractor ●● Determining potential risk●● Approval status history and recommendations●● Contractor’s mix of customers
and contract types●● DCAA audit reports and CO input●● Contractor’s workforce and self-governance●● Contractor’s market position
�� the review process●● Information requested from the contractor●● The contractor’s support requirements●● Entrance conference●● Review of contractor procedures●● Review of purchase orders and subcontracts
�� areas of emphasis●● Preaward activities ●● Financial●● Management of major subcontracts●● Purchasing●● Public law and small business compliance
�� Notification and Consent to Subcontract●● The government’s interest●● The FAR requirement●● Contractors without an approved
purchasing system●● Advanced notification requirements:
cost-reimbursement prime contracts●● ACO considerations in granting consent●● Limitations on consent●● Practical considerations for
notification and consent
Contractor Purchasing System Review
PDUs:12
CEUs:1�2
CPEcredits:14
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
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You wIll learN to:●● Manage the cost estimating process throughout the project life cycle
●● Incorporate risk and uncertainty into estimates
CourSe SYNopSIS
Cost estimating is a fundamental yet challenging task for contract and project managers. Participants will receive instruction on the cost estimating process, principles and procedures based on best-practices and the GAO Cost Estimating and Analysis Guidebook. In addition, they will learn the step-by-step processes for developing accurate and realistic project cost estimates and form a baseline for tight financial control. They will also learn how to incorporate risk and uncertainty in their estimates, provide range estimates and manage the cost estimating process throughout the project life cycle.
The integrated case study will give participants an opportunity to apply the cost estimating process to a realistic IT scenario using both time-tested estimating techniques and recent innovative approaches.
Participants will benefit from seasoned advice on avoiding pitfalls, mistakes and inaccuracies that can spell the difference between failure and success in any project.
Classroom$1,345(2days)
8:30a�m�–5p�m�
Course CodeGCP-CMB
KeY topICS�� overview of Cost estimating
●● Significance of the cost estimating process●● Cost estimates in project
management vs. acquisition●● Challenges faced by cost estimators●● Characteristics of a credible cost estimate●● Types of cost estimates
�� the Cost estimating process●● Public vs. private sector cost estimating process●● GAO’s twelve step cost estimating process●● Attributes of a successful cost estimating team●● Cost estimating planning●● Customer and provider proposal processes
�� estimating Methodologies●● Cost elements used in estimating techniques●● Analogy●● Regression analysis●● Vendor quotes or catalog prices●● Learning curves●● PERT estimates and distributions●● Top-down estimating technique●● Cost factor estimating●● Bottoms-up (detailed) estimating●● Special estimating issues
�� Cost risk and uncertainty●● Factors contributing to program
risk and uncertainty●● ESI’s Risk Management Model●● Sensitivity analysis●● Changes in cost estimate uncertainty●● S-Curve
�� Validating and documenting the estimate●● Mapping GAO’s twelve steps to
characteristics of a high-quality estimate●● Validating the cost estimate●● Documenting the cost estimate
�� linking the Credible Cost estimate to the eVM System
●● Managing program/project costs●● Using the cost estimate as the
foundation of EVM analysis●● Steps in the EVM process●● Risk factors warranting EVM surveillance●● Common indicators of poor
program performance●● Rebaselining
Cost Estimating
PDUs:15
CEUs:1�5
CPEcredits:18
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You wIll learN to:●● Justify the COTR role in planning, awarding and management of an IT contract
●● Analyze and control IT risk throughout the contract management life cycle
●● Apply performance-based acquisition techniques to IT contracts●● Plan, buy and measure “results” in IT acquisitions●● Implement the process model for building effective service level agreements (SLAs) for IT contracts
●● Establish IT-related terms and conditions on the contract
CourSe SYNopSIS
The contracting officer’s technical representative (COTR) plays an essential role in the planning, awarding and management of the information technology (IT) contract. Their technical expertise and project management skills are critical in designing performance-based acquisitions that respond to risk, motivate excellent contractor performance and ensure organizational goals and objectives are being met.
In this course, you’ll learn the essential techniques for being an effective COTR on IT contracts. The course addresses the COTR’s role throughout the IT contract life cycle—from defining initial requirements to effective post-award performance management. It will help you understand the importance of early IT risk assess-ment and how risk mitigation and control influences the entire IT contracting process. Through classroom exercises and case study analysis, you will receive an assortment of practical IT COTR man-agement tools and techniques that can be immediately applied back on the job.
Classroom$1,445(3days)8:30a�m�–3:30p�m�
Course CodeGCP-DDL
KeY topICS�� Key principles for Success
●● Critical COTR skills●● Examples of IT contract debacles
and tips for avoiding them●● The “risk focused” IT acquisition process
�� planning and “Scoping” the It acquisition●● Developing clear and concise
IT Statements of Need
�� Identifying, analyzing and documenting It risk
●● A strong IT risk management program●● Assessing risk●● Risk quadrant map
�� Conducting Market research and Collaborating with the It Industry
●● IT market research process ●● Market research techniques
�� developing performance-Based It requirements
●● Three types of orientation: process, effort and results
●● Benefits of using performance-based acquisition (PBA)
�� Building a Streamlined, Flexible It acquisition Strategy
●● IT acquisition strategy and planning ●● Mitigating risk●● Key issues in contract type selection●● Available vehicles to meet IT needs
�� developing a risk-Focused It request for proposal (rFp)
●● Key terms and conditions●● Developing RFP evaluation criteria
�� uncovering Best Value through Innovative Source Selections
●● Exceptions to full and open competition ●● Designing source selection strategies ●● Comparative proposal assessments
and cost/technical trade-offs
�� Monitoring Contract performance and handling It risk
●● Essential elements of contracts●● Types of contractual authority●● Change management●● COTR management of buyer-furnished
information, equipment and property●● Inspection and acceptance
COTR Management of IT Service Contracts
PDUs:18
CEUs:1�8
CPEcredits:22
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You wIll learN to:●● Team with the contracting officer (CO) and other acquisition team members to jointly accomplish both the project and public goals of federal acquisition
●● Prepare a requirements package for submittal to the contracting office that includes at minimum a statement of work (SOW), cost estimate and surveillance plan
●● Provide technical assistance to the CO and other acquisition team members during the source selection and award phases
●● Discover effective ways to communicate and influence stakeholders
●● Conduct contract administration duties as authorized by the CO●● Perform contract closeout and review lessons learned
CourSe SYNopSIS
As a designated representative acting on behalf of the govern-ment during the contracting process, the contracting officer’s representative (COR) fills a critical role in the federal acquisition process, acting as technical expert and business partner to both internal and external stakeholders. CORs are responsible for keep-ing contracting officers fully informed on a project’s progress and must monitor, inspect and accept work performed under the contract.
This special program provides comprehensive training on manag-ing contract planning, award and performance duties facing CORs. The course emphasizes the COR’s unique perspective on the contracting process, providing participants with guidance on the successful performance of the essential COR duties as well as the FAC-COR competencies identified by the Office of Federal Procurement Policy. In addition, the course provides CORs with the skills necessary for anticipating, identifying and solving contract problems. The COR Training Program provides CORs with everything that they need to become business leaders, build mutually beneficial relationships with contractors and ensure that the contracts that they manage provide exactly those products and services the government needs.
Note: Students who complete this course (and whose agency has established a single-course COR certification policy) can be certi-fied under FAC-COR by their agency career manager (ACM).
Classroom$1,845(5days)
8:30a�m�–5p�m�
Course CodeGCP-DYL
COR Training Program
PDUs:40
CEUs:4�0
CPEcredits:45
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�� what is a Cor? ●● Federal Acquisition Regulation
(FAR) and legal framework ●● FAI’s COR competencies ●● Key COR responsibilities ●● Working with the acquisition team ●● Effective communication ●● Negotiation ●● Allowable and prohibited activities ●● Ethical responsibilities
�� the Cor role in acquisition planning ●● Developing the statement of work ●● Performing market research ●● Developing the independent
government estimate ●● Developing the quality assurance surveillance plan ●● Developing evaluation factors ●● Obtaining approvals ●● Recommending government property
�� the Cor role in Contract award ●● Providing preaward/postaward
technical assistance ●● Proposal evaluation ●● Preparing for contract administration ●● Participating in the postaward orientation
�� the Cor role in Contract administration ●● Administering government property ●● Monitoring contract performance ●● Inspecting, accepting and rejecting
contract deliverables and performance ●● Recommending modifications and options ●● Resolving delays ●● Administering stop-work orders ●● Resolving contract disputes and claims ●● Identifying and resolving performance problems ●● Providing termination assistance
�� additional Contract administration Issues ●● Modifications and options ●● Delays ●● Claims ●● Alternative Disputes Resolution ●● Remedies ●● Termination
�� Closeout and lessons learned ●● Documenting past performance ●● Calculating and recommending
contractor payment ●● Key tasks required for contract closeout ●● Preparing and communicating lessons learned
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supportlive CHAt 79
You wIll learN to:●● Define and recognize when to apply to a capital asset●● Become familiar with the laws mandating CPIC●● Relate and recognize the alignment of the CPIC, capital programming, investment funding, performance improvement and IT project life cycles
●● Identify and use the supporting documents and tools from OMB in obtaining and maintaining funding and proper justification for your investment(s)
●● Apply all processes in the pre-select, control and evaluate phases
●● Recognize why the information needed on the Exhibit 300 is important and where to find it
CourSe SYNopSIS
What can you do to ensure your IT capital investments receive funding? All federal agencies must seek approval and funding for their IT Capital investments through the Office of Management and Budget (OMB).
You will review what questions you should ask when your project is in each phase of CPIC life cycle. And, you’ll discuss the role of the OMB and the role of a programs support documentation. You will learn about a number of guidance documents and requirements, primarily the Circular A-11, part 7, Exhibit 300a and b, and the A-130.
In this course, you will learn to recognize the significance of your investment’s total estimated life cycle costs and to appreciate the growing importance of your investment’s performance informa-tion and adherence to security and privacy laws.
Through a hands-on case study, you will work with your team to troubleshoot the changes in your IT investment, the impact of new requirements on your Exhibit 300 submission, when your investment’s life cycle has shifted and how to get involved in multi-agency collaboration.
Classroom$1,945(3days)8:30a�m�–4:30p�m�
Course CodeGCP-DHB
KeY topICS�� Capital planning and Investment Control
�� CpIC in Your everyday life
�� pre-Select phase
�� Select phase
�� Control phase
�� evaluate phase
CPIC and the Exhibit 300
PDUs:21
CEUs:2�1
CPEcredits:25
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
Updated! esi updates this course based on the oMB circular A-11
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supportlive CHAt80
You wIll learN to:●● Prepare the request for qualifications●● Prequalify design-build proposers●● Prepare RFPs and performance specifications●● Evaluate and select the design-build contractor and document the selection
●● Administer the cost and schedule of the design-build project●● Manage claim issues unique to design-build projects
CourSe SYNopSIS
Design-build contracting integrates project design and construc-tion into one process, from concept and design through construc-tion to owner occupancy. Although it offers many advantages, this contracting approach brings risks and responsibilities—to all parties—not ordinarily associated with traditional construction contracting. This innovative approach requires new skills for successful management.
Whether you work for the government or commercial sector, this course will give you an in-depth understanding of the design-build process. You’ll learn why design-build is a success-ful construction delivery method, its advantages and potential pitfalls. And you’ll be able to identify and analyze the roles and responsibilities of everyone involved.
Classroom$1,345(2days)
8:30a�m�–3:30p�m�
Course CodeGCP-CFP
KeY topICS�� design-Build: a New Method
or proven Concept?
�� design-Build: a Brief primer
�� how to Form a design-Build team
�� the owner: Selecting the design-Build project and team
�� design-Build: Selecting the design-Build project and the owner
�� developing the request for proposals (rFp)
�� performance Specifications and Statement of work
�� developing the proposal
�� evaluating the proposal
�� executing the Contract
�� transferring the risk
�� pricing Strategies, progress payments and Schedules
�� Monitoring design-Build through Closeout
�� advantages and disadvantages
Design-Build Contracting
PDUs:12
CEUs:1�2
CPEcredits:14
Openenrollmentandon-sitedeliveryavailable
underGS-02F-0058P�
COURSE SCHEDULE
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supportlive CHAt 81
You wIll learN to:●● Prepare and participate in the RFP process in full compliance with all applicable statutes and regulations
●● Supply “neutral ratings” when past performance information is not available
●● Distinguish between clarifications, communications and discussions to achieve the best possible contract
●● Negotiate fee and incentive structures by incorporating the statutory change that removed the fee limitations on CPIF and CPAF contracts
●● Select and participate in the competitive range process ●● Use the notifications process for the best interests of all concerned
●● Assure fair and reasonable pricing ●● Ensure compliance with the Truth in Negotiations Act
CourSe SYNopSIS
FAR Part 15 establishes basic ground rules that are fundamental to a well-run federal procurement. The 1997 FAR Part 15 Rewrite cre-ated significant changes in source selection in federal contracting, including new procedures and policies regarding pricing, best-val-ue decisions, past performance evaluations, communication with offerors and more. The rewrite laid the foundation for the rules that today govern negotiated contracting: how the government prepares for formal source selection, how industry competes for negotiated government contracts; and how the government evaluates proposals, selects a source and awards these contracts. The rewrite has stood up well over the last decade and some of its more fundamental rules have been carried over to other FAR-based contract vehicles.
This special course is an excellent opportunity for you to learn about FAR Part 15 as it currently works. You will learn how the current FAR Part 15 affects the daily responsibilities of government and industry procurement professionals.
This two-day comprehensive course includes case studies and discussions that will help students apply what they learn. Take advantage of this special opportunity to obtain an excellent overview of the current FAR Part 15 requirements and learn how to incorporate them into your procurement dealings.
Classroom$1,345(2days)8:30a�m�–5p�m�
Course CodeGCP-DMM
KeY topICS�� Contracting by Negotiation
�� Source Selection processes and techniques
�� Solicitation of proposals and Information
�� development and disclosure of evaluation Factors
�� evaluation of proposals
�� Competitive range decision and award
�� preaward, award and postaward Notifications
�� Contract pricing
FAR Part 15: Negotiated Acquisition
PDUs:15
CEUs:1�5
CPEcredits:18
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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You wIll learN to:●● Explain the congressional role●● Avoid impasses at each phase of the budgeting and spending process
●● Avoid incurring personal financial liability ●● Comply with statutory requirements and limitations on spending
●● Explain the budgeting process●● Manage anti-deficiency questions
CourSe SYNopSIS
Under the current administration and Congress, financial pressures are mounting—and will continue to do so in the future. For those who handle federal funds, finding ways to do more with less is essential.
The subtle rules on the availability of appropriations can block an otherwise well-reasoned management plan. These rules are dif-ficult to understand and are not well known or publicized. For-tunately, there are clear precedents that you can follow to avoid reaching an impasse—and to avoid incurring personal financial liability for failure to comply.
This course takes you through every facet of the budgeting and spending processes. You’ll get a thorough analysis of all funding activities, as seen through the eyes of the contracting, certifying and disbursing officers. And, you’ll participate in sessions that explore controlling decisions by the Government Accountability Office (GAO).
Sign up for this unique course today and become well grounded in federal appropriations law.
Classroom$1,645(4days)
8:30a�m�–3:30p�m�
Course CodeGCP-BLM
KeY topICS�� legal Framework
●● Congress’ role●● The role of GAO
�� life Cycle of an appropriation●● Budget authority●● Types of appropriations●● Budget formulation●● Congressional action●● Apportionment and allotment●● Impoundment●● Audit and review●● Three phases of an appropriation
�� Interpreting appropriation language●● Specific vs. general appropriations●● Reprogramming and transfer●● Permanent legislation in
an appropriation●● Authorization and appropriation
�� availability of appropriations as to purpose
●● Necessary expense rule●● Specific limitations
�� availability of appropriations as to time●● Bona fide needs rule●● Incrementally funded contracts●● Replacement contracts rule●● Contract modifications●● Year-end disposition of appropriation balances●● Elimination of “M” accounts
�� availability of appropriations as to amount●● Earmarking language●● Anti-Deficiency Act●● Augmentation of appropriations
�� obligation of appropriations●● Recording statute●● Contingent liabilities●● Deobligation
�� Continuing resolutions●● Rate for operations●● Projects or activities●● Relationship to other legislation
�� accountable officers—liability and relief●● Statutory framework●● Physical losses●● Improper payments●● Statute of limitations
Federal Appropriations Law
PDUs:24
CEUs:2�4
CPEcredits:29
Openenrollmentandon-sitedeliveryavailable
underGS-02F-0058P�
COURSE SCHEDULE
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You wIll learN to:●● Market off-the-shelf commercial products and services to the federal government
●● Establish your company as a pre-approved supplier
CourSe SYNopSIS
This two-day course—which is geared to contractor representa-tives—shows you how to establish your company as a preap-proved supply. Each year, the General Services Administration (GSA) and the Department of Veterans Affairs (VA) purchase approximately $40 billion worth of off-the-shelf commercial products and services under schedule contracts. To engage in this vast market, you must understand the GSA and VA schedules process—including GSA’s new Federal Acquisition Service.
You’ll get a comprehensive overview of the GSA and VA programs, including their purpose and their statutory and regulatory bases. You’ll learn how contractors are evaluated and selected and how the contracts are administered. You’ll gain valuable information on the government’s “most favored customer” policy and other criti-cal pricing and competition issues. You’ll find out about additional opportunities to sell to the government through participating dealers. And, you’ll learn how pricing, discounts, costs, volume sales, terms and conditions and sourcing all play key roles in the awards process.
reminder: This course is geared toward a commercial audience. Government participants would be better served by taking ESI’s Using GWACs, IDIQ and GSA Schedule Contracts.
Classroom$1,345(2days)8:30a�m�–3:30p�m�
Course CodeGCP-BVX
KeY topICS�� overview of Schedule Contracting
●● Purpose of the GSA and VA programs ●● Statutory and regulatory bases ●● Priorities for use of government supply sources●● Types of schedule contracts ●● Eligibility to order ●● Specialized schedule contracting programs●● Schedules vs. simplified acquisition
procedures and GWACs
�� Negotiation of Schedule Contracts ●● GSA’s final rule on commercial items ●● Commerciality requirement ●● Disclosure obligations: commercial sales●● Resellers ●● Basis of award ●● Maximum orders
�� defective pricing ●● Price Adjustment clause ●● Sanctions for defective pricing data●● Major settlement agreements ●● Criminal prosecutions
�� price reductions Clause ●● Coverage of clause ●● Calculation of price reductions ●● Reporting requirements ●● Sanctions for noncompliance with the clause
�� audits and Investigations of Schedule Contractors
●● Types of audits ●● Audit process ●● Investigations
�� administration of Schedule Contracts ●● Socioeconomic requirements ●● Schedule price lists ●● Multiyear, renewable, and “evergreen” contracts ●● Best-value item selection ●● Delivery and task orders●● Invoicing and payment ●● Industrial funding ●● Contract modifications ●● Disputes and protests ●● Compliance programs
�� adpe and telecommunications Schedule Contracting under the Former Brooks act: a historical Note
�� recent developments in Schedule Contracting
Federal Supply Schedule Contracting
PDUs:12
CEUs:1�2
CPEcredits:14
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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supportlive CHAt84
You wIll learN to:●● Determine what the contract says—and why●● Identify your rights, responsibilities and remedies in government contract law
●● Identify the unique features of government contracts●● Analyze federal legislation and judicial and administrative decisions and determine their impact on government contracts
●● Take advantage of the legal assets available to you
CourSe SYNopSIS
This course focuses on the basic legal principles involved in fed-eral government contracts. You’ll get expert analyses of the funda-mental principles of the common law rules, statutes, regulations and policy pronouncements as interpreted by the federal court and board of contract appeals decisions that form the foundations of government contract law.
You’ll obtain a practical knowledge of the law and an understand-ing of how it is applied on a daily basis, as well as find out about recent changes, new developments and anticipated trends. Class discussions of significant government contract cases, a key feature of the course, provide excellent examples of the many rules, statutes, regulations and court and administrative board decisions that you must consider when preparing government contracts.
You’ll also learn how government contracts differ from standard contracts.
Classroom$1,845(5days)
8:30a�m�–3:30p�m�,exceptlastday
8:30a�m�–12:30p�m�
Course CodeGCP-BPB
KeY topICS�� First Steps
�� Fundamental Contract principles
�� Bases of government Contract law
�� Contract types
�� Specifications
�� how the government Contracts
�� government’s Socioeconomic policies
�� Inspection, acceptance and warranties
�� when government property Is Involved
�� ability to Make Contract Modifications
�� equitable adjustments
�� Intellectual property under government Contracts
�� termination for Convenience
�� termination for default—Bases, procedures and defenses
�� Contract disputes
�� remedies available to the government
Government Contract Law
PDUs:28
CEUs:2�8
CPEcredits:34
Openenrollmentandon-sitedeliveryavailable
underGS-02F-0058P�
COURSE SCHEDULE
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You wIll learN to:●● Comply with government cost accounting rules and standards●● Incorporate accounting requirements into your costs system●● Manage issues crucial to a contractor’s ability to recover costs, including the requirements of allowability and allocability
●● Effectively monitor costs at each step of contract performance●● Stay informed of new and emerging issues and the impact of commercial items acquisitions
●● Deal with and manage audits●● Handle claims and profit determinations
CourSe SYNopSIS
Because of the complexity of government cost accounting rules and standards, dealings with the federal government differ greatly from standard commercial business practices. All professionals involved with government contracts need a basic understanding of the cost accounting principles that affect these contracts. In fact, many agencies, organizations and companies require such training.
This course provides you with solid, clear guidance on account-ing for, recovering and monitoring costs at each step of contract performance, from bidding to closeout. You’ll obtain an in-depth understanding of the FAR (particularly Part 31), the Truth in Nego-tiations Act (TINA) and treatment of unallowable costs. You’ll also learn about the auditing standards and how to deal with auditors. And, you’ll learn how to handle claims and profit determinations, as well as many other requirements.
You’ll be updated on special and emerging issues, including new TINA and FAR requirements; rules applicable to nonprofit associa-tions, universities, hospitals, and state and local governments; incurred cost-electronic (ICE); cost accounting issues in privatiza-tion projects and commercial item acquisitions; and the impact of procurement reform and streamlining.
Designed for both industry and government representatives—comptrollers, accountants, auditors, administrators, managers and attorneys—this two-day course gives you the practical foundation you need to handle the inevitable cost problems that arise when dealing with government contracts.
Classroom$1,345(2days)8:30a�m�–3:30p�m�
Course CodeGCP-CJK
KeY topICS�� legal Framework
●● Generally Accepted Accounting Principles (GAAP)●● Federal Acquisition Regulations (FAR)●● Cost Accounting Standards (CAS)
�� types of Contracts
�� Cost accounting Systems●● Full cost absorption●● Consistency●● Job cost capability●● Standard costing●● Labor time keeping and distribution●● Estimating systems●● General accounting controls●● Proposal analysis
�� Cost allowability●● Reasonableness●● Treatment of unallowable costs●● Advance agreements●● Travel costs●● Contracts with noncommercial organizations
�� Cost allocability●● Basic requirements●● Direct costs vs. indirect costs●● Cost objectives●● Indirect cost rates●● Forward pricing rates
�� Special topics●● Change order accounting●● Fixed cost vs. variable cost●● Truth in Negotiations Act●● Profit determinations●● Claims●● Contract terminations
�� accounting rules applicable to other entities●● Nonprofit associations●● Colleges and universities●● State and local governments
�� audit Standards●● Generally Accepted Auditing Standards (GAAS)●● DCAA Contract Audit Manual (CAM)●● Generally Accepted Government
Auditing Standards (GAGAS)
�� Financial accounting Systems●● Critical accounting functions●● Recent trends in accounting software market●● Accounting software evaluation methodology
�� emerging trends
Government Cost Accounting
PDUs:12
CEUs:1�2
CPEcredits:14
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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supportlive CHAt86
You wIll learN to:●● Characterize the families of contracts and explain how they allocate risk
●● Select the appropriate contract type based on performance and cost risk
●● Define recent policy initiatives ●● Explain the various types of fixed-price contracts●● Describe how fixed-price incentive contracts are formed and administered
●● Select contract clauses and provisions applicable to fixed-price contracts
●● Compare and contrast select fixed-price and cost-reimbursement contract clauses
●● Analyze contract clauses to determine if and how they should flow to lower tiers
CourSe SYNopSIS
With the recent shift by the federal government toward more fixed-price contracts, it is crucial that contracting personnel understand the implications of fixed-price contracts compared with other contract types. Contracting personnel who have only worked with cost-reimbursement and T&M/labor-hour contracts are now being required to make the shift to fixed-price contracts for new procurements.
This two-day course provides participants with a focused over-view of fixed-price contracts. Participants will leave with a com-prehensive understanding of the current emphasis on fixed-price contracts, the various types of fixed-price contracts and when each is used. The course will also focus on the key risks associated with terms and conditions of fixed-price contracts.
Classroom$1,345(2days)
8:30a�m�–4:30p�m�
Course CodeGCP-DNS
KeY topICS�� overview of Contract types
●● Families of contracts●● Types of contracts●● Contract type and risk analysis●● Degrees of risk●● Firm-fixed-price with economic
price adjustment●● Fixed-price-incentive-firm target●● Cost-plus-fixed-fee●● Cost-plus-incentive-fee●● Cost-plus-award-fee●● Time-and-materials●● Indefinite delivery contracts
�� Fixed-price Contracts●● Current emphasis on fixed-price contracts●● Fixed-price arrangements●● Firm-fixed-price●● Fixed-price with economic price adjustment●● Firm-fixed-price, level-of-effort●● Fixed-price-incentive●● Fixed-price with redetermination●● Fixed-price with award fee
�� risk analysis: terms and Conditions●● Analysis of terms and conditions●● Government risks●● Contractor risks●● Managing changes in fixed-price contracts●● Unpriced contract actions●● Contractor cost/price proposals●● Contractor analysis of competition●● FAR clauses for fixed-price contracts●● FP contract clauses vs. CR contract clauses●● Contract types and flow down●● Flow down of contract clauses●● Negotiating subcontract clauses
Introduction to Fixed-Price Contracts
PDUs:14
CEUs:1�4
CPEcredits:17
Openenrollmentandon-sitedeliveryavailable
underGS-02F-0058P�
COURSE SCHEDULE
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You wIll learN to:●● Distinguish between fixed-price, time and materials/level of effort and cost-reimbursement contacts and when they are used
●● Employ different types of cost-reimbursement contracts when appropriate
●● Recognize the source selection issues associated with using cost-reimbursement contracts
●● Apply the cost principles contained in FAR Part 31●● Explain the issues related to the administration of cost-reimbursement contracts
CourSe SYNopSIS
On the surface, cost-reimbursement contracting offers the gov-ernment and contractors a direct route to success. Most often used when the cost of a particular procurement is too uncertain for a fixed-price contract, the process seems simple enough: con-tractors are reimbursed for allowable and properly allocated costs, the government is limited in its obligation to reimburse costs over a certain limit and both sides follow specific procedures at every stage.
Beneath the surface, however, are uncertainties and the potential for significant problems, particularly in contract formation and administration. How, for instance, do government representatives show that a cost-reimbursement contract is indeed the most advantageous, lowest-cost route to take for a particular project? What type of cost- reimbursement contract is best for the circum-stances? How will proposal evaluation and source selection occur if costs are uncertain? What monitoring is necessary to ensure that costs are reasonable, controlled and based on efficient practices? This course answers these questions, and more.
The course is a complete cost-reimbursement contracting guide. It provides government and industry personnel with the practical guidance needed to understand and then efficiently manage cost-reimbursement contracts. To ensure maximum learning, the course will be supplemented with case studies and exercises that demonstrate practical, on-the-job applications of the material.
Classroom$1,645(4days)8:30a�m�–3:30p�m�
Course CodeGCP-BQR
KeY topICS�� Contract types
●● Guidelines for selecting contract types●● Cost growth or cost overrun?●● Categories of contracts●● Contract type and risk analysis
�� Cost reimbursement Contract types and uses●● Statutory fee limitations●● Key obligations of cost-
reimbursement contractors
�� Source Selection Issues in Cost-reimbursement Contracts
●● Potential management problems●● Statement of Work (SOW)/
Statement of Objectives (SOO)●● Development of evaluation factors●● Evaluating cost and price●● Performance risk ratings●● Contractor assessment of risk●● The Truth in Negotiations Act (TINA)●● Requiring cost and price data
�� Cost reasonableness, allocability and allowability
●● Criteria for cost allowability determinations●● Subject to CAS or GAAP●● Terms of the contract●● Limitations set forth in FAR Subpart 31.2●● Allowable and unallowable direct costs
�� the Cost principles: Far Subpart 31.2●● Always unallowable costs●● Fines, penalties and mischarging costs●● Generally unallowable with limited
allowability provisions●● Allowable, subject to conditions●● Always allowable
�� administration of Cost-reimbursement Contracts
●● Contract funding●● Incorporation of the Anti-Deficiency Act●● Payment—reimbursing costs●● When is a cost incurred?●● Indirect costs ●● Payment procedures ●● Invoice/voucher review●● Disallowance of costs●● Contract modifications●● Cost and schedule control●● Quality assurance
Managing Cost-Reimbursement Contracts
PDUs:24
CEUs:2�4
CPEcredits:29
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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supportlive CHAt88
You wIll learN to:●● Apply key tools of a performance-based service contract to manage effective contract performance
●● Differentiate between the traditional approach and the performance-based approach to administering contracts
●● Facilitate a partnering relationship between government contract monitors and the contractor
●● Identify practical methods for inspecting, measuring performance and applying incentives
●● Develop performance standards and metrics as contract conditions change
●● Assess contractor performance and successfully close a performance-based contract
●● Administer performance-based contracts using tips from industry leader
CourSe SYNopSIS
Performance-based service contracts (PBSCs) are designed to allow contractors to propose and implement innovative ways to achieve contract objectives and provide the government with effective tools to objectively assess and enforce contractor performance.
Managing Performance-Based Service Awards will outline the next steps following the award of a performance-based service con-tract. This course is designed to equip government contracting managers with the knowledge needed to maximize the benefits of performance-based service contracts. You will learn to measure and document contractor performance and reach successful contract completion by applying the appropriate incentives.
The course exercises are derived from real-life, performance-based contract management scenarios that take participants beyond a mere review of the regulatory and process aspects of obtaining effective contractor performance. By completing these practical, interactive exercises, you will have an opportunity to observe the key activities following the award of a performance-based service contract and apply that knowledge to your day-to-day contract-ing environment. You will leave the course with a thorough, updated knowledge of PBSC tools, and be equipped to use these tools to successfully monitor and assess performance, receive and accept services and close contracts.
Classroom$1,445(3days)
8:30a�m�–3:30p�m�
Course CodeGCP-DDT
KeY topICS�� pBSC overview
●● Policy requirements●● Review of PBSC steps●● Definition of key PBSC terms●● Key components of post-award phase of a
performance-based contract
�� team roles and responsibilities●● Building a contract administration team●● Roles of the CO, COTR and others in the PBSC
process
�� Communicating with the Contractor●● Partnering relationship with the contractor●● Communications plan for monitoring process●● Post-award orientation ●● Using PBSC contract tools in communicating
with the contractor●● Ethics in dealing with the contractor
�� Monitoring performance●● Performance measurement●● Using the Quality Assurance Surveillance Plan●● Inspection techniques●● Application of incentives●● Earned value techniques for major systems
contracts●● Interpreting performance data and making
contracting management decisions●● Performance evaluation
�� Change Management●● Change management planning●● Recognizing the necessity and potential
benefit of change
Managing Performance-Based Service Awards
PDUs:18
CEUs:1�8
CPEcredits:22
Openenrollmentandon-sitedeliveryavailable
underGS-02F-0058P�
COURSE SCHEDULE
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You wIll learN to:●● Comply with new Federal Acquisition Regulation (FAR) provisions
●● Describe the categories of commercial items and services●● Determine when market research is required or useful, select the most appropriate methods for a particular acquisition and perform an effective investigation
●● Compose purposeful requirements definitions●● Employ commercial practices●● Streamline procedures for selecting suppliers
CourSe SYNopSIS
The Federal Acquisition Streamlining Act (FASA) and the Federal Acquisition Reform Act (FARA) dramatically changed the way federal agencies contract for commercial items. Using a practical business approach, participants will learn the basic policy and procedural changes that resulted from the implementation of FARA and FASA.
Federal contracting officials who take this course will understand the ramifications of FARA and FASA and how to issue a solicitation for commercial items and award the contract, basing decisions on appropriate considerations presented in the course. Additionally, the course focuses on important contract administration con-cepts—emanating from unique commercial contracting clauses and practices—that are very different from business-as-usual government practices.
Industry officials will be in a better position to protect their companies’ interests by understanding the companies’ rights as outlined in the new standard contract clauses. Additionally, by understanding the process better, one can more effectively participate in it. This course provides the basis for participants to become proactive business partners in the commercial segment of government contracting rather than the more reactive partners envisioned in the traditional government contracting approach.
Classroom$1,345(2days)8:30a�m�–3:30p�m�
Course CodeGCP-DH9
KeY topICS�� Commercial Item Contracting
●● Legislative history ●● Benefits of buying commercial items ●● FAR coverage ●● Statutory preference for commercial items ●● Contract clause limitations
�� Fundamentals of Market research ●● Planning for market research ●● Market research resources ●● Techniques for conducting the research ●● Results of market research ●● Market research for products/services ●● After market research (FAR 10.002)
�� Conducting a Market Investigation ●● The market investigation process ●● Summarize market surveillance ●● Success factors in market research
�� using Market research to define Needs ●● Describing agency needs ●● Requirements documents: order of precedence ●● Requirements analysis: key characteristics ●● Strategies to meet the need and manage risks ●● Specifications and standards ●● Managing the requirement process ●● Recommended strategy
�� the Solicitation process for Commercial Items ●● Commerciality determination ●● Special acquisitions (FAR 12.102(f )) ●● Specific procedures for commercial items ●● Use of contract type ●● Determining price reasonableness ●● Optional streamlined procedures ●● Solicitation cycle times for commercial items ●● Solicitation format ●● Procurement laws ●● Provisions and clauses ●● Required notice when not using FAR Part 12
�� Commercial terms and Conditions ●● Uniform Commercial Code (UCC) ●● UCC vs. FAR ●● Decision not to use FAR Part 12 ●● Terms and conditions ●● Tailoring, evaluating and negotiating
terms and conditions
�� Contract administration process
�� Summary
Market Research and Commercial Item Acquisition
PDUs:12
CEUs:1�2
CPEcredits:14
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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You wIll learN to:●● Identify key phases of the acquisition process●● Plan an acquisition and select the most appropriate method of procurement
●● Describe the processes for both the development of the solicitation document and the evaluation of proposals
●● Recognize typical contractual issues and how to manage them●● Better manage and administer contracts after award
CourSe SYNopSIS
This concentrated two-day course covers all of the most critical aspects of the federal contracting process. The course is intended for those who are new to federal contracting and want to gain an understanding of the basic concepts. It is also intended for non-contracting personnel who are indirectly or occasionally involved in contracting and want to better understand this complex subject, including senior agency personnel, financial managers, technical and quality assurance personnel, evaluators, attorneys, logisticians and private sector personnel seeking to do business with the federal government.
The course effectively combines informative lectures with numer-ous practical examples and exercises to reinforce the most im-portant aspects of the material. In addition to the course manual, students will receive the most recent edition of the Federal Acqui-sition Regulation (FAR), which will be used throughout the course to familiarize students with this critically important reference.
Classroom$1,345(2days)
8:30a�m�–3:30p�m�
Course CodeGCP-DC6
Overview of Government Contracting
PDUs:12
CEUs:1�2
CPEcredits:14
Openenrollmentandon-sitedeliveryavailable
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KeY topICS�� government Contracting Fundamentals
●● The acquisition process●● Federal Acquisition Regulation System●● Organization of the FAR●● The key players in government procurement●● Responsibilities in acquisition●● Role of the acquisition team●● Standard of conduct●● Steps to ethical decision making
�� pre-award●● The acquisition process●● Government’s pre-award goals●● Funding the procurement●● Acquisition planning●● Market research●● Competition●● Socio-economic goals●● Set-asides●● Identification of sources●● Procurement methods●● LPTA vs. trade-off process●● Drafting evaluation criteria●● Evaluating proposals●● Performance-based contracting
�� Solicitation and award●● Solicitations●● Contract types: fixed-price and cost-reimbursement●● Ordering arrangements and agreements●● The solicitation document●● Clauses and provisions●● Publicizing procurements●● Contractor’s proposal preparation process●● Government’s evaluation of the proposal●● Determining competitive range●● Conducting discussions●● Preparing and executing awards●● Notification and debriefings●● Protests
�� Contract administration (post-award)●● Develop a contract administration plan●● Government contract administration team●● Post-award orientation●● Performance monitoring●● Payment and accounting●● Contract financing payments and invoice payments●● Allowable costs●● Contract changes●● The claims process●● Termination procedures●● Contract closeout
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You wIll learN to:●● Understand the categories of intellectual property●● Interpret the federal policies on patent rights under government contracts
●● Interpret the federal clauses on rights in technical data and computer software
●● Negotiate special contract provisions protecting or obtaining intellectual property rights
●● Determine the amount of technical data and computer software that must be delivered to the government
●● Work with the Freedom of Information Act●● Protect technical data submitted with proposals●● Obtain remedies when the government uses proprietary intellectual property
CourSe SYNopSIS
The procurement of intellectual property is a challenging and evolving area of government contracting. The numerous forms that intellectual property can take—and the legal strategies and methods used to protect such property—can create contract negotiation obstacles for even the most informed practitioners.
This course helps you make sense of the myriad statutes and regulations that provide the legal framework within which the government procures intellectual property. You’ll explore the procurement policies and practices of the various government agencies, particularly the U.S. Department of Defense (DoD), in acquiring rights to patents and technical data, in procuring sup-plies or services covered by patents and copyrights (or described by proprietary data), and in licensing government-owned patents.
You’ll also learn about the regulatory coverage on intellectual property protection for computer software. Litigation issues involving patents and proprietary data, as well as techniques for administrative settlement of these matters, are also addressed.
As a course participant, you’ll receive free copies of the sixth edi-tion of Intellectual Property in Government Contracts and the 2008 supplement by Ralph C. Nash Jr. and Leonard Rawicz.
Classroom$1,695(3days)8:30a�m�–3:30p�m�
Course CodeGCP-BSM
KeY topICS�� Intellectual property law
�� patent rights under government Contracts and grants
�� Interpretation of patent rights provisions
�� government promotion of Commercial use of Inventions
�� use of patented Inventions
�� procurement of technical data
�� procurement of Computer Software
�� protection of Computer Software
�� technical data rights
�� Freedom of Information act (FoIa)
�� government Misuse of data rights
Patents, Technical Data and Computer Software
PDUs:18
CEUs:1�8
CPEcredits:22
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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You wIll learN to:●● Write performance work statements that clearly describe your requirements
●● Establish measurable, realistic standards of performance●● Develop clear and solid evaluation factors that are tailored to the acquisition
●● Use incentives and penalties to your advantage●● Apply strategies, criteria and advantages for converting cost-plus requirements into fixed-price requirements
●● Develop and manage the PBA team—who should be involved, work breakdown and task identification
●● Evaluate performance results against performance standards
CourSe SYNopSIS
Service contracts have been widely criticized for being plagued by cost overruns, delays, and other problems. Performance-based contracting is increasingly being invoked as a means of overcom-ing these problems and ensuring value for money. Does the ap-proach live up to its promise? It can—if it is properly employed.
This course demonstrates how to lay a solid foundation for any service contract by establishing a sound performance-based approach from the start. You’ll learn the critical steps to take in procurement planning and request for proposals preparation to implement the performance-based approach. Emphasizing preparation of a performance-based work statement, the course focuses on use of draft solicitations; team development of the work breakdown structure and task identifications; conversion of cost-plus requirements to fixed-price; use of incentives, deduc-tions and penalties in connection with performance goals; and application of specific cost and performance measurement techniques, quality assurance surveillance plans and quality-related evaluation factors. You’ll learn to incorporate proven best practices in performance-based service contracting, and you’ll tackle issues in a hands-on environment emphasizing real-life-in-the-workplace skills.
If you are responsible for obtaining, pricing or administering service contracts, this course will help you achieve results.
Classroom$1,445(3days)
8:30a�m�–3:30p�m�
Course CodeGCP-DH7
KeY topICS�� performance-Based acquisition (pBa)
●● Federal policy ●● Definition and key terms●● Objectives ●● Benefits and challenges ●● Elements ●● Implementation●● Teamwork
�� determination of Needs and Market research●● Determination of needs●● Forecasting requirements●● Market research●● Techniques●● Public and private sources●● Meeting with industry●● Acquisition planning
�� job analysis●● Work analysis●● Analyzing the requirement●● Developing the Work Breakdown Structure (WBS)●● Performance analysis●● Developing performance standards●● Determining acceptable quality levels●● Identifying incentives/penalties●● Performance Requirements Summary●● Evaluation analysis●● Establishing performance measurements●● Cost estimate and monetary incentives
�� developing the performance work Statement (pwS) and Quality assurance plan (Qap)
●● Federal guidance●● Elements of a PWS●● Types of Specifications●● The SOO and the SOW●● Guidelines for writing the PWS●● Elements of a QAP●● Guidelines for writing the QAP●● Right to change measures and methods
�� Source Selection and Contract administration●● Absolute, minimum, and relative
evaluation standards●● Evaluation procedures●● Contract administration team and duties●● Key components of postaward phase●● Crucial success factor for monitoring●● Maintaining the relationship●● Conflict resolution
Performance-Based Acquisition: Preparing Work Statements
PDUs:18
CEUs:1�8
CPEcredits:22
Openenrollmentandon-sitedeliveryavailable
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You wIll learN to:●● Effectively manage projects using the key elements of procurement management
●● Identify project management components and processes●● Assemble and manage a high-performance team●● Set realistic, measurable goals and objectives●● Master fundamental project management skills, concepts and techniques
CourSe SYNopSIS
As government agencies and companies continue to streamline operations and with the huge growth in public- and private-sector outsourcing, contract management is increasingly taking on many of the elements and responsibilities of project management.
When the lines between contract management and project man-agement blur, clear communication and a working knowledge of each discipline’s core elements and competencies are vital to the success of a contract or project.
Reflecting the latest practices in the project management field, and viewed from the special perspective of contracting professionals, this course offers concise instruction on project management. Step-by-step, the course covers the entire project life cycle—from selection and initiation, through planning, imple-mentation and control, to termination and closeout.
Also highlighted are the latest insights taken from the Project Management Institute’s A Guide to the Project Management Body of Knowledge, incorporating information critical to successful projects.
Through case studies, exercises, and an array of practical experi-ences, you will learn lessons you can relate directly to your pro-curement activities immediately upon completing the course.
Classroom$1,845(5days)8:30a�m�–3:30p�m�,exceptlastday8:30a�m�–12:30p�m�
Course CodeGCP-CQG
KeY topICS�� Introduction to project Management
●● The triple constraints●● Project life cycle●● Project management process groups●● Contracts●● Types of authority●● Typical roles and responsibilities
�� project Initiation●● Influences on a project●● Assess business needs and opportunities●● Project selection and selection tools●● Benefit-Cost Ratio (BCR)●● Present value and net present value●● Payback period●● Requirements: functional and technical●● Prototyping and progressive elaboration●● Project charter and Project
Requirements Document (PRD)
�� project planning and estimating●● Scope planning●● The Work Breakdown Structure (WBS)●● Estimating: good practices and techniques●● Schedule planning●● Cost planning and estimates●● Resource planning ●● Risk management planning●● Procurement planning●● Communication and quality planning●● The project plan
�� project Implementation●● Project baselines and performance●● Earned value●● Assessing project status●● Performance reporting●● Project evaluation●● Managing change●● Configuration management●● Managing risk●● Quality assurance●● Managing stakeholder expectations
�� project Closeout●● Guidelines for project closeout●● Project closeout issues●● Scope verification and customer acceptance●● Contract and administrative closeout●● Lessons learned●● People-oriented closeout activities
Project Management for Contracting Professionals
PDUs:28
CEUs:2�8
CPEcredits:34
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You wIll learN to:●● Apply in-depth, practical knowledge of the best-value source selection process
●● Apply your understanding and skills in buying or selling using best-value source selection
●● Interact with your acquisition colleagues effectively and appropriately
CourSe SYNopSIS
In-depth knowledge is the key to success in the government’s best-value source selection process. With in-depth knowledge, the acquisition team can plan and execute streamlined, innovative source selections that result in timely selection of high-quality contractors and suppliers can design customer-focused, fully compliant proposals that clearly articulate their technical and cost solutions.
Source Selection Essentials: Planning, Conducting and Debriefing concentrates on practical application of the source selection pro-cess. This is a scenario-based class where students participate in all phases of the source selection process including development of an acquisition plan, preparation of performance standards, instructions to offerors, evaluation factors, evaluation of proposals for a single scenario, and debriefings.
reminder: Participants who have taken Advanced Source Selection should not take this course.
Classroom$1,645(4days)
8:30a�m�–3:30p�m�
Course CodeGCP-DSL
KeY topICS�� Building a results-Focused acquisition team
�� acquisition planning and Market research
�� Buying results through performance-Based acquisition
�� Identifying and developing discriminating evaluation Criteria
�� proposal preparation Instructions: the Key to efficient Competitions
�� writing Customer-Focused proposals: the Contractor’s perspective
�� Managing Successful proposal evaluations
�� past performance and Cost evaluation techniques and Strategies
�� Setting the Competitive range and Conducting Meaningful exchanges
�� Comparing evaluation results and documenting the decision
�� delivering effective debriefings
Source Selection Essentials: Planning, Conducting and Debriefing
PDUs:24
CEUs:2�4
CPEcredits:29
Openenrollmentandon-sitedeliveryavailable
underGS-02F-0058P�
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You wIll learN to:●● Recognize roles and responsibilities of government, prime and subcontractor
●● Distinguish which contract clauses must flow down to subcontracts and their requirements
●● Understand subcontractor rights and remedies when the prime contractor is terminated
●● Analyze the impact of cost or pricing data●● Resolve subcontract-related disputes
CourSe SYNopSIS
This course provides a comprehensive overview of the laws, government policies and regulations—including the Federal Acquisition Regulation (FAR)—that apply to subcontracts and sub-contract management. With all of the changes that have occurred in procurement, this course is a must for keeping subcontracting activities efficient, profitable and in compliance with government requirements.
Created for government representatives, subcontractors and prime contractors, the course details the subcontracting provi-sions contained in the FAR. The course also covers key issues of subcontracting today, such as flow-downs, pricing, disputes, payments and terminations. Cases and real-world examples are used to illustrate the application of laws, regulations and manage-ment principles and to provide practical solutions to problems frequently encountered by subcontractors and prime contractors.
Classroom$1,445(3days)8:30a�m�–3:30p�m�
Course CodeGCP-DKF
KeY topICS�� overview of government Subcontracting
�� Socio-economic Considerations in Subcontracting
�� Subcontract Formation—advanced Notice and Consent
�� Contractor purchasing System review (CpSr) and Make or Buy program
�� Subcontract Formation—Flow down Clauses and pricing
�� Subcontract administration
Subcontract Management in Government Contracting
PDUs:18
CEUs:1�8
CPEcredits:22
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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You wIll learN to:●● List the distinct characteristics of IDIQs, GWACs, and GSA Federal Supply Schedules
●● Discuss pre-solicitation activities and recognize potential hurdles●● Discuss the impacts of the GSA Federal Supply Schedule and the requirements for ordering under this type of contract
●● Demonstrate an understanding of the unique requirements for ordering under IDIQs and GWACs
●● Recognize best practices for post-award issues that may arise
CourSe SYNopSIS
Using GWAC, IDIQ and GSA Schedule Contracts focuses on utilizing the various indefinite delivery contractual arrangements available to federal agencies following the life cycle of a delivery or task order. From an overview of the various types of contracts covered by this course and their characteristics, the participant starts with acquisition planning, proceeds through the ordering rules for each type of agreement and concludes with task order and delivery order administration.
During this three-day course, emphasis is placed on how task order and delivery order contracting utilizes the same acquisition foundation as traditional, stand alone supply and/or service con-tracts. The course also focuses on the unique terms and condi-tions tools available under these ordering contractual agreements used to shorten and simplify the life cycle of an acquisition while maintaining compliance with the regulatory requirements of the FAR.
reminder: Participants who have taken GWACs, IDIQ Contracts and Schedules or Task Order Contracting should not take this course.
Classroom$1,345(3days)
8:30a�m�–3:30p�m�
Course CodeGCP-DSM
KeY topICS�� overview of IdIQs, gwaCs, and
gSa Federal Supply Schedules
�� acquisition planning for ordering under IdIQs, gwaCs, and gSa FSSs
�� using IdIQ Contracts
�� using gwaCs and MaCs
�� using gSa Federal Supply Schedules (FSS)
�� post-award Issues
Using GWAC, IDIQ and GSA Schedule Contracts
PDUs:18
CEUs:1�8
CPEcredits:22
Openenrollmentandon-sitedeliveryavailable
underGS-02F-0058P�
COURSE SCHEDULE
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You wIll learN to:●● Prepare for contract administration●● Avoid common problems and reduce risk●● Manage the change process more effectively●● Apply best practices of:
– Payment management
– Quality assurance
– Completion criteria and acceptance●● Resolve disputes quickly and reduce costs●● Manage contracts to increase profitability
CourSe SYNopSIS
This course provides practical, in-depth guidance on both carry-ing out the “routine” but vital responsibilities of contract adminis-tration and handling the challenges that typically arise during the life of a contract. You will learn how to use a proactive team ap-proach to successfully administer contracts of all types and sizes to increase profitability and improve customer satisfaction.
The course is highly interactive, using discussion, exercises and case studies to teach effective approaches to analyzing contract terms and conditions, assuring quality, managing changes, resolv-ing disputes and remedying inadequate performance. You will also see how different legal systems affect contract administration practices.
Note: Those interested in FAR Part 12 based courses should take Market Research and Commercial Item Acquisition.
Suggestion: If you’re interested in this course you may also be interested in Contract Management Principles and Practices.
Classroom$1,945(3days)8:30a�m�–5p�m�
Course CodeCCM-DF5
KeY topICS�� Contract administration: a proactive process
●● Main tasks in contract administration●● Contract administration realities
�� Contract administration: planning●● Contract work breakdown
structure (CWBS) as a tool●● Responsibility matrix●● Schedules●● Contract administration plans●● Pre-performance meetings
�� dispute avoidance and resolution—a proactive approach to problem Solving
●● Early identification of potential problems●● Measure/assess potential impacts●● Importance of documentation●● Rules of contract interpretation●● Dispute resolution methods
�� Changes Management—risk vs. opportunity●● Types of changes ●● Analyzing impacts●● Principles of change management●● Delegation of authority issues
�� Monitoring progress—tools and techniques●● Performance observation●● Progress reports●● Performance variances●● Corrective action
�� Quality assurance and acceptance●● Inspections and tests●● Acceptance methods and criteria●● Types of warranties●● Warranty issues—cost vs. risk
�� Invoice and payment Management●● Payment objectives and procedures●● Types of payments●● Invoice preparation
�� terminations●● Mutual agreement●● Default or cause●● Notifications—what to say●● Settlements
�� Contract Closeout—Final actions●● Closeout checklists●● Lessons learned database
Administration of Commercial Contracts
PDUs:22�5
CEUs:2�2
CPEcredits:27
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You wIll learN to:●● Use the law as a partner in protecting your rights in the marketplace
●● Apply the requirements of the UCC to business transactions●● Evaluate the risks and opportunities of business ventures by assessing the legal issues involved
●● Protect your purchase and sales activities through solid contracts
●● Recognize and address the legal issues covering your own and your customers’ financial transactions
CourSe SYNopSIS
With companies increasingly accepting greater risks and empha-sizing empowerment, contracting and other business profession-als need to understand the legal ramifications of their actions so that preventive law can be practiced and costly legal difficulties can be avoided. This is particularly true in contract negotiations focusing on issues that are not price related, such as intellectual property, product liability and warranties.
Taught by an experienced team of practicing contract attorneys, this course guides you through the Uniform Commercial Code (UCC), the essentials of contract law, techniques in the use of alternative dispute resolution (ADR) and key antitrust laws. You will gain the knowledge to manage relationships with suppliers in a manner that protects the rights of your organization.
Classroom$1,445(3days)
8:30a�m�–3:30p�m�
Course CodeGCP-CGR
KeY topICS�� the legal environment
�� ethics
�� the law of agency
�� Forms of Business entities
�� Constitutional law
�� Contract law
�� torts
�� Business Crimes
�� Intellectual property law
�� anti-trust law
�� the uCC—law of Sale of goods
�� Commercial paper/Negotiable Instruments
�� debtor and Creditor
�� the legal process: dispute resolution
Business Law and the UCCPrinciples and Practices
PDUs:18
CEUs:1�8
CPEcredits:22
Openenrollmentandon-sitedeliveryavailable
underGS-02F-0058P�
COURSE SCHEDULE
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You wIll learN to:●● Assess what legal systems impact your projects●● Identify legal risks in global projects●● Draft practical, workable international contracts●● Control post-contracting changes●● Resolve contracting disputes quickly and cost efficiently
CourSe SYNopSIS
This highly practical, information-packed course explains how you can anticipate and address the key issues and conflicts that arise in entering and managing contractual relationships with foreign firms and governments. You’ll gain a solid understanding of the provisions that govern international contractual relationships and how they differ from provisions governing domestic contracts. This comprehensive course addresses corruption and other legal considerations, the ins and outs of commercial arrangements, and the implications of international treaties and world events. It also gives you a firm foundation for drafting, interpreting, negotiating and modifying contractual agreements.
Project managers and others who are new to the international marketplace, as well as those with experience in foreign govern-ment and commercial contracting, can learn to profit from over-seas trade opportunities while avoiding the pitfalls that face those who are uninformed.
Classroom$1,645(4days)8:30a�m�–3:30p�m�
Course CodeGCP-BPQ
KeY topICS�� understanding legal Systems
●● Comparing British and U.S. common law●● Discovering what law applies to
an international contract
�� Comparing the rules of Contracting●● Formation●● Termination●● Authority●● Agents●● Penalties and forfeitures●● Liquidated damages●● Specific performance●● Assignment
�� Intellectual property (Ip)●● Drafting IP clauses●● The risks in using trade and service
marks internationally●● The issues in copyright protection●● Treaties and international enforcement
�� the uNIdroIt principles of International Contracting
�� extraterritorial laws of the united States●● The Foreign Corrupt Practices Act●● Antiboycott laws●● Antitrust●● Export controls and licensing
�� using International agents●● Legal protections for agents●● Bonded agents●● Drafting an agent’s contract
�� drafting and Interpreting International Contract documents
●● Understanding civil law phraseology●● Effective and ineffective use
of standardized clauses
�� termination and dispute resolution●● Drafting closeout and termination
clauses for the international arena●● Negotiating dispute resolutions●● Using international mediation●● Litigation in foreign courts●● The pros and cons of international arbitration
�� using INCoterMS●● How INCOTERMS are adopted into contracts●● The specifics of each term●● Which terms have become obsolete●● Which terms to avoid
International Contracting
PDUs:24
CEUs:2�4
CPEcredits:29
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
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Business Skills CoursesTechnical skills are important but business savvy is critical. You just can’t get there without the ability to communicate effectively, set goals, think critically, and solve problems. Someone is going to lead—shouldn’t it be you?
Professional Certificate in Business Skills
ComPlete five CourSeS within four years. At least four courses must be taken
from the core courses listed below:
Establishing a Business Mindset
High-Impact Communication
Critical Thinking and Problem Solving
Budget and Financial Management
Coaching and Mentoring for Improved Performance
Taking Charge of Organizational Change
One course may be taken from the following elective courses:
Negotiation Skills for Project Managers
Business Process Analysis, Innovation and Design
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You wIll learN to:●● Apply business acumen to realize professional and personal potential
●● Use ESI’s Mindset Model as a framework for approaching current work and setting future goals
●● Enhance your contributions to the organization●● Adapt to changing variables in a typical business environment●● Grow your skills in alignment with your personal and professional goals
CourSe SYNopSIS
Expert knowledge is prized in today’s business environment. Without it, businesses cannot compete in the global market-place. But in today’s business world, deep technical knowledge is not enough—especially as you move up the ranks. Your technical knowledge must be complemented by business acumen— general knowledge of the “rules of engagement” in business.
This course helps professionals develop and apply holistic solu-tions to business issues. You will learn to leverage variables related to the business environment, business thinking, business interac-tions, and business outcomes for project, organizational, personal and professional success.
The course allows you to practice analyzing business situations and applying new skills to common business issues. You will also assess yourself against a set of core competencies to determine which skills you want to strengthen to support your professional development. And, you’ll create a plan to realize those goals.
In Establishing a Business Mindset, you will discover the value and impact of business acumen and how you can apply it to achieve greater success. You’ll learn to apply ESI’s practical Mindset Model for interpreting different business situations, identifying goals, communicating effectively, and leveraging a variety of business “influencers.” You’ll also be introduced to common metrics used to measure business success. You’ll walk away with a firm grasp of what you must be aware of to be successful in business, as well as a plan for your professional development.
Classroom$2,195(3days)8:30a�m�–5p�m�
Course CodeBUS-DFL
KeY topICS�� the Mindset Model
●● Strategic perspective●● Operational perspective●● Interpersonal perspective●● Personal perspective●● Influences within the Mindset Model●● The dynamic model
�� the Strategic perspective●● Strategic influences●● Identify vision●● Determine your strategy●● Identify and analyze stakeholders●● Set goals and objectives
�� the operational perspective●● Operational influences●● ESI’s Operational Framework (OPF)●● Basic change processes
�� the Interpersonal perspective●● Interpersonal influences●● Structuring communications●● Communication and virtual teams●● Coaching and mentoring●● Giving and receiving feedback●● Effective learning●● Conflict and conflict management ●● Cultural conflicts
�� the personal perspective●● Personal influences●● Organizational culture●● Business etiquette and politics ●● Linguistic considerations●● Gender, ethnicity and class roles●● Critical thinking●● Career track preferences
Establishing a Business Mindset
ACECREDITrecommendation:Undergraduate2credithrs�
PDUs:22�5
CEUs:2�2
CPEcredits:27
CDUs:22�5
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
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High-Impact CommunicationKeY topICS�� Communication Intelligence
●● ESI’s Communication Model●● Communication factors●● Emotional awareness●● What’s my communication style?●● Communication styles
�� planning Messages●● ESI’s Communication Model●● ESI’s Communication Planning Process ●● Audience analysis●● Overcoming objections
�� Message Structure●● Content●● Audience●● Purpose ●● Storytelling●● Visual aids●● Different learning styles●● Persuasive oral communication
�� Message delivery●● Preparation●● Rehearsing●● Q&A sessions●● Feedback●● Persuasive presentation skills
�� effective Meetings●● Business meetings●● Trust●● Empathy●● Active listening●● Question types●● Dialogue (vs. discussion)●● Meeting facilitation
You wIll learN to:●● Deliver persuasive communications that achieve outcomes you want
●● Adapt your communication style to the receiver’s style for greater impact
●● Work and dialogue more effectively in small groups●● Select the most appropriate medium and structure for high-impact communication
●● Implement techniques and strategies to create high-impact communication
●● Plan your communications and meetings for maximum results
CourSe SYNopSIS
Without communication skills, your technical capabilities simply aren’t worth as much as they could be. Even the best ideas, strate-gies and work plans must be effectively communicated to have value. In our information-overloaded business world, being heard and getting what you need is more challenging than ever.
This course teaches techniques for creating high-impact, mean-ingful communication with coworkers, clients and stakeholders. Through practical exercises, group discussions and case studies, you will learn how to determine your own communication style, identify the communication styles of your audience and adapt your delivery accordingly. This course will provide hands-on practice in crafting persuasive messages, facilitating dialogue and making powerful communications. It will address common com-munication fallacies and ways to identify where a miscommunica-tion has occurred. The course will also address issues related to communication in a virtual and global environment.
You’ll walk away from the course firmly grounded in key com-munication techniques and possessing the additional tools neces-sary to apply these techniques to your work environment. You’ll also be able to implement standard communication planning processes to ensure that every communication is high-impact and well-structured.
Classroom$2,195(3days)
8:30a�m�–5p�m�
Course CodeBUS-DFM
ACECREDITrecommendation:
Undergraduate2credithrs�
PDUs:22�5
CEUs:2�2
CPEcredits:27
CDUs:23
Openenrollmentandon-sitedeliveryavailable
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You wIll learN to:●● Employ different thinking approaches at different times to yield better results
●● Generate innovative responses to business problems or opportunities
●● Analyze your own thinking style preferences●● Think in the present to prepare for the future●● Determine the root cause of business problems and opportunities
●● Apply different types of thinking for improved analysis and problem solving
●● Predict possible responses accurately to select an optimal response
●● Design and execute appropriate action plans
CourSe SYNopSIS
Imagine if you could solve a problem once and it would go away. Or, if you could implement a solution that really works or seize upon opportunities before they pass you by.
This course presents a structured approach for tackling problems, opportunities and decisions that will ultimately help you get better results—whether you are innovating, managing crises or planning for the future. The course addresses the five types of critical thinking needed in business environments: strategic think-ing, tactical thinking, analytical thinking, innovative thinking and implicative thinking. It also teaches a proven five-step process for responding to business problems and opportunities.
Through exercises, you’ll practice using these different thinking approaches to achieve maximum results. You’ll also have the op-portunity to apply these concepts to a specific problem or oppor-tunity from your own business environment, share newly learned approaches with classmates, and give and receive feedback on those approaches.
Classroom$2,195(3days)8:30a�m�–5p�m�
Course CodeBUS-DFN
KeY topICS�� eSI’s Critical thinking Model
●● Analytical thinking●● Strategic thinking●● Tactical thinking●● Innovative thinking●● Implicative thinking
�� problem/opportunity Identification and analysis
●● ESI’s Problem/Opportunity Response Process●● Active vs. passive problem/
opportunity identification●● AS-IS vs. TO-BE●● Tools and techniques for problem/
opportunity identification●● Process flowcharting●● Root cause analysis
�� environmental Scan●● What is an environmental scan?●● Business architecture●● Your business processes/business rules
�� response exploration●● Tools and techniques for exploring
new and unique responses●● Other innovative thinking approaches
�� response Selection●● Filtering●● Clustering●● Voting●● Capability and value analysis●● Response prioritization matrix●● Decision trees●● Implications analysis
�� response Implementation●● Communicating the optimal response●● Gaining acceptance by stakeholders●● Managing expectations●● Saying “no” to high profile stakeholders●● Building an action plan●● Ensuring ownership and commitment
Critical Thinking and Problem Solving
ACECREDITrecommendation:Undergraduate2credithrs�
PDUs:22�5
CEUs:2�2
CPEcredits:27
CDUs:23
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
REGISTER NoW! use priority code: Cto
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Budget and Financial ManagementKeY topICS�� Strategic Focus and drivers
●● Identifying and examining strategy●● Business trends
�� Managing Stakeholder expectations●● Identify and analyze stakeholders●● Getting buy-in
�� the Basics of Finance●● Financial basics●● Accounting●● Costs, profits and profitability●● Financial statements
�� Budgeting Skills●● Budgeting basics●● Budget cycles●● Budgeting processes: planning,
approving, managing and reporting●● Budget elements●● Gather and categorize●● Prioritize●● Develop initial estimates●● Compile and total estimates●● Perform tradeoffs●● Finalize initial budget for approval
�� presenting a Budget for approval●● Communicating budgets to decision makers●● Negotiating for resources
�� Managing and reporting Budget and Financial results
●● Monitoring performance●● Taking corrective action●● Budget reporting●● Closing out budgets●● Revenue recognition
You wIll learN to:●● Utilize ESI’s Mindset Model to understand how finance and accounting influence management decisions
●● Ask the right questions to successfully create, present, monitor and manage a budget
●● Negotiate for financial resources ●● Communicate financial information and results to stakeholders, executives, colleagues and project teams
●● Correlate budget success with its presentation in financial reports
●● Recognize the relationships between primary financial statement line items by calculating and examining relevant financial ratios
CourSe SYNopSIS
In a global business environment, employees are increasingly tasked with responsibilities outside of their traditional job roles. Finance is the fastest growing area where senior managers are looking to department staff and leaders for insight, understanding and recommendations. Without understanding the fundamental links between budgets and finance, many struggle to show senior managers how their projects or departments contribute to the organization’s bottom line.
This course will give you the necessary tools to make sound finan-cial decisions. Whether your goal is to stay on budget, increase overall cost-savings or meet specific profitability targets, you’ll become familiar with standard financial documents, and learn to use budget and estimating methods and tools more effectively.
After completing this course, you’ll better understand how to gather, compile and prioritize financial data to develop, execute and manage a budget. You will also be better able to communi-cate financial and budgetary information, have greater confidence in assessing finances, and participate more effectively in the busi-ness decision-making process.
Recommendation: Please bring a calculator to class.
Classroom$2,195(3days)
8:30a�m�–5p�m�
Course CodeBUS-DMY
ACECREDITrecommendation:
Undergraduate2credithrs�
PDUs:22�5
CEUs:2�2
CPEcredits:27
Openenrollmentandon-sitedeliveryavailable
underGS-02F-0058P�
COURSE SCHEDULE
REGISTER NoW! use priority code: Cto
Updated!
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You wIll learN to:●● Effectively assign and guide progress on work●● Evaluate and improve the performance of others●● Adopt techniques for evaluating impact, including your own●● Provide focused feedback to sustain or improve future performance●● Handle difficult performance issues●● Get better results in coaching situations●● Apply a structured coaching and mentoring model to guide you through the coaching process
CourSe SYNopSIS
Do you find yourself with too little time—and with too few capable resources—to do the work that needs to be done? Are resource or performance issues creating roadblocks to your or others’ success?
This course teaches you how to apply a powerful behavioral model to improve the quality, efficiency and effectiveness of your coaching and mentoring with lasting results. Through practical exercises, group discussion and case studies, you will acquire the skills and tools you need to determine what work can be allocated and to whom based on current performance levels.
As a participant, you will gain techniques for assigning work with the appropriate level of detail and guiding others’ progress on the work assigned with suitable style and frequency. You’ll also learn how to evaluate results of the finished work and to provide focused feedback that helps improve or sustain performance in the future.
You will learn how to more effectively handle the increasing challenges faced by coaches and managers in all types of organizations. You’ll uncover the differences and similarities between coaching and mentor-ing, and begin to apply your newfound skills to realize the personal and organizational benefits of both. You will also have opportunities to assess and discuss your own real-life coaching issues in a practical, highly engaging and thought-provoking environment. You will leave this course with a structured approach for improving the performance of others and a cache of techniques that will make you a more effective coach and mentor.
Classroom$2,195(3days)8:30a�m�–5p�m�
Course CodeBUS-DFR
KeY topICS�� why Coach?
●● Benefits of coaching●● Impact of coaching●● ESI Mindset Model●● Coaching Statement of Purpose●● Similarities and differences between
coaching and mentoring
�� Coaching and Mentoring Model●● Determining the appropriate style●● Coaching styles●● Coaching actions
�� preparing to Coach●● Assessing personal coaching style●● Assessing learning styles●● Asking effective questions●● Setting expectations●● Creating a plan
�� Coaching●● Aligning coaching style with
performance level●● Defining and assigning tasks●● Guiding performance
�� evaluating results●● Evaluating performance●● Assessing coaching’s impact on results●● Handling performance problems ●● Providing effective feedback
Coaching and Mentoring for Improved Performance
ACECREDITrecommendation:Undergraduate2credithrs�
PDUs:22�5
CEUs:2�2
CPEcredits:27
CDUs:22�5
Openenrollmentandon-sitedeliveryavailableunderGS-02F-0058P�
COURSE SCHEDULE
REGISTER NoW! use priority code: Cto
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Taking Charge of Organizational ChangeKeY topICS�� Change defined
●● ESI’s Mindset Model●● Effects of change●● Resistance to change●● Core values inventory●● Framework for change
�� Being a Change agent●● Assessing personal strengths●● Identifying personal barriers●● Being inspired by change
�� Need for Change●● “As is” and “to be” gap analysis●● Deciding what needs to change●● Developing a business case for change●● Prioritizing changes
�� organizational readiness●● Engaging support●● Articulating a compelling vision●● Gaining sponsorship●● Assessing stakeholders●● Identifying key roles and responsibilities●● Process and plan a case for change
�� planning for Change●● Creating the change team●● Communication plan●● Strategy for change●● Measures and milestones●● Articulating the case for change
�� Implementing Change●● Changing business process●● Coaching and supporting the transition●● Helping others transition●● Preparing an implementation plan●● Sustaining organizational change●● Implementing the case for change
You wIll learN to:●● Become a change agent●● Leverage organizational change for positive outcomes●● Help others deal with change●● Create a business case for an organizational change●● Consider other perspectives that impact change initiatives●● Apply a framework to plan and lead organizational change
CourSe SYNopSIS
Are you experiencing anxiety or uncertainty stemming from a merger, acquisition, outsourcing, plant or base closure, staffing change or some other organization change? Too often, change initiatives fail because of poor planning, resistance to change, and lack of vision and communication. With constant change occur-ring in most organizations, a better understanding of how orga-nizational changes come about, how they are planned, and the challenges inherent in the change process will facilitate smoother transitions and organizational effectiveness.
This extremely interactive course provides an overarching ap-proach for making change happen in organizations and helps participants embrace a mindset that welcomes organizational change. This course addresses how to assess whether change is necessary, as well as what needs to be changed and how to build a business case for a change. Based on that, you will explore how to develop and articulate a compelling vision and strategy for change.
The course will teach you how to engage support for change from stakeholders, as well as how to develop a successful commu-nication plan that is key to any successful change initiative. Par-ticular emphasis is placed on the emotional reactions to change and how to help people support change.
During class, you will work through real-life change scenarios and have the opportunity to plan for change and understand the impact of change from multiple perspectives. You will gain a better understanding of how you personally handle change and use strategies and tips to help others cope with change. You will come away from the course able to apply the framework, tools and approaches for leveraging the inevitable change that occurs every day in today’s business environment.
Classroom$2,195(3days)
8:30a�m�–5p�m�
Course CodeBUS-DFS
ACECREDITrecommendation:
Undergraduate2credithrs�
PDUs:22�5
CEUs:2�2
CPEcredits:27
CDUs:22�5
Openenrollmentandon-sitedeliveryavailable
underGS-02F-0058P�
COURSE SCHEDULE
REGISTER NoW! use priority code: Cto
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Academic ExcellenceSince 1984, ESI International has partnered with The George Washington University (GW) to deliver professional courses that achieve the highest standard of academic excellence. The George Washington University School of Business (GWSB) and School of Law are widely renowned for excellence in teaching and research, and are often recognized in top academic and professional rankings by the Financial Times, The Wall Street Journal, the Princeton Review, U.S. News & World Report and Business Week, as well as numerous other respected media sources. GW maintains a global profile and collaborates with universities around the world.
The ESI and GW Partnership: Working Together Toward Your Success
Enhance Your Professional CredibilityESI’s partnership with GW adds additional assurance for our students that ESI courses and curricula meet the highest academic standards. Achieving a GW certificate through ESI demonstrates outstanding skill and competency and serves as a recognized credential.
With the successful completion of each ESI course, students are awarded a GW certificate and those accomplishing required course series are awarded the corresponding associate’s, master’s or professional certificate. To date, more than 100,000 ESI students have earned certificates through the partnership.
ESI students who choose to complete a Master’s Certificate in Project Management, and who are otherwise eligible, may then enter GWSB’s Master of Science in Project Management Program with advanced standing. For more information about GWSB degree programs, call +1 (202) 994-6145 or email [email protected].
Earn certificates from eSI and gwprofessional Certificate in:
• Business Skills
associate’s Certificate in:
• Project Management
• IT Project Management
• Business Analysis
• Contract Management
Master’s Certificate in:
• Project Management
• Project Management With a Concentration in IT Project Management
• Program Management
• Business Analysis
• Contract Management
• Federal Government Project Management
• Federal Government Program Management
advanced Master’s Certificate in:
• Federal Government Project Management
CERTIFICATES and CAREER ADVANCEMENT
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ESI’s DAU Authorized Equivalency in the CON Career Path
DAU Courses ESI INtErNAtIONAl CoursesCON 100: Shaping Smart Business Arrangements Shaping Win-Win Acquisitions (CON 100)
CON 110: Mission Support Planning Federal Contracting Basics (CON 110) (courses taken on or after January 11, 2006)
CON 111: Mission Strategy Execution Source Selection: The Best-Value Process (CON 111) (courses taken on or after February 1, 2006)
CON 112: Mission Performance Assessment Operating Practices in Contract Administration (CON 112) (courses taken on or after February 1, 2006)
CON 120: Mission Focused Contracting Applications in Federal Contracting (CON 120)*
CON 214: Business Decisions for Contracting Preaward Business Decisions in Contracting (CON 214)
CON 215: Intermediate Contracting for Mission Support Intermediate Contracting for Mission Support (CON 215)*
CON 216: Legal Considerations in Contracting Legal Considerations in Government Contracting (CON 216)
CON 217: Cost Analysis and Negotiation Techniques Cost Analysis and Negotiation Techniques (CON 217) NeW!
CON 218: Advanced Contracting for Mission Support Advanced Federal Contracting (CON 218)*
CON 353: Advanced Business Solutions for Mission Support Advanced Business Solutions in Contracting (CON 353)*
CON 243: Architect-Engineering Contracting Federal Architect-Engineer Contracting (CON 243) NeW!
CON 244: Construction Contracting Federal Construction Contracting (CON 244) NeW!
ESI’s DAU Authorized Equivalency in the BCF Career Path
BCF 102: Fundamentals of Earned Value Management Earned Value Management Fundamentals (BCF 102)
ESI’s Commitment to the Contracting WorkforceOur complete equivalency curriculum authorized by DAU is designed to help personnel throughout the government attain certification for warranting and keeping up with the ever- increasing demands of the acquisition environment. All ESI DAU CON equivalent courses are recommended by the American Council on Education for college credit.
The chart above displays the relationship between ESI equivalent courses and DAU’s curriculum. Individuals are eligible to receive DAU Equiva-lency/FAC-C credit as long as they meet DAU’s standard 80% passing grade requirement.
How to Obtain Your Formal CertificationOnce the formal education, career work experience and certification curriculum requirements (DAWIA and FAC-C) are met, DoD employees should visit the DAU website for instructions and civilian agency employees should check with their agency’s Acquisition Career Manager for information necessary to apply for certification.
For more information on ESI’s DAU program and course equivalencies, visit www.esi-intl.com/DAU or contact our DAU representatives at +1 (888) 374-4682 or email [email protected].
ESI has a full complement of DAU equivalent courses necessary to obtain the FAC-C certification for acquisition professionals working for civilian agencies.
Please note that the DAU course equivalencies were granted based upon specific course materials, delivery agendas and course durations. Therefore, courses that are cus-tomized may or may not be eligible for equivalency. Please contact ESI directly at +1 (888) 374-4682 with any questions concerning our DAU equivalencies and course deliveries.
Federal Acquisition Workforce
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Attention DAWIA Certified DoD EmployeesTake control of your career by earning a joint Master’s Certificate from the defense acquisition university (dau), the george washington university (gw) and eSI International.
Improve your job performance with career-building courses in:
• Government Contracting—Master the core principles, regulations and procedures that govern today’s federal procurements with ESI’s government contracting courses.
• Project Management—ESI’s project management courses provide a comprehensive education in the essentials of project management.
• Information Technology Project Management—ESI’s information technology project management courses provide practical guidance to achieve project success in this risk-driven area.
This joint program was established to enhance the existing DAU curriculum and to provide defense personnel another venue for professional development.
Through this strategic partnership, you also have access to numerous ESI courses that are sure to help you improve your job performance and provide you with the additional skills and knowledge needed to advance your career.
For more information, call +1 (888) 374-4682 today!
DAU/ESI Joint Master’s Certificate
Attention FAC-C Certified PersonnelYou can now earn a Master’s Certificate from ESI and The George Washington University!This program was established to enhance the existing training you’ve received through your level I, II or III certification and to provide civilian personnel another venue for professional development.
For more information, call +1 (888) 374-4682 today!
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once again, in 2013, NCMa, in cooperation with the contracting community, will award the 2013 NCMa global Contracting award to a commercial or government contracts professional who has contributed significantly to acquisition operations or acquisition policy. the winner will receive a cash prize of $5,000.
Noteworthy contributions to acquisition operations could include:
● Extraordinary business leadership or team participation in the design, development or execution of an acquisition program, project or contract that furthers an agency’s mission or company’s business
● Any single task that merits special recognition because of its contribution to meeting an acquisition’s cost, schedule and performance goals
Noteworthy contributions to acquisition policy could include:
● The development of a management policy, regulation, data system or other task that significantly enhances the economy, efficiency and effectiveness of an agency or company’s acquisition system
Get Recognized for Your Achievements
Award sponsored and awarded by:
SUBMIT NoW!Nominations for the 2013 NCMA Global Contracting Award are due by January 15, 2013. For details on how to submit nominations please visit www.ncmahq.org/Awards.
For more information, including complete award eligibility and evaluation criteria, contact:
Mary Beth Lech, CFCM, Fellow Chapter Relations Manager National Contract Management Association Phone +1 (800) 344-8096 ext. 419 Fax +1 (703) 448-0939 [email protected]
NCMA Award
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Academic Creditwhether or not you choose to pursue one of our certificates, you are eligible for various types of credit and career advancement opportunities for each course you complete. You may apply these credits toward various degree programs or use them to earn or maintain professional credentials.
For questions, call our Office of Student Affairs at +1 (888) eSI-4681.
Continuing Education UnitsESI has been accredited as an Authorized Provider by the International Association for Continuing Education and Training (IACET), 1760 Old Meadow Road, Suite 500, McLean, VA 22102; (703) 506-3275. To earn CEUs and receive a certificate of completion, you must attend the entire class and pass the exam, where applicable. CEUs are used nationwide to maintain records of completion of organized postsecondary education.
Recommendations of College Credit from ACE CREDITThe American Council on Education’s College Credit Recommendation Service (ACE CREDIT) has evaluated and recommended college credit for many of ESI’s courses. For more information, visit the ACE CREDIT website at www.acenet.edu/acecredit.
Advanced Standing in Master’s Degree Program
The George Washington University (GW) offers a Master of Science in Project Management within its School of Business. The program has full- and part-time options, and ESI master’s certificate holders may receive up to 25% of the credits needed to complete the degree. For information, contact the program office at +1 (202) 994-6145, by email at [email protected] or visit www.gwu.edu/business.
Project Management Institute CertificationsIf you complete ESI’s Project Management Curriculum, you are well on your way toward certification as a Certified Associate in Project Management (CAPM)® and as a Project Management Professional (PMP)® by the Project Management Institute (PMI)®.
For information on exam administration and to learn more about certification as a PMP®, contact PMI in Newtown Square, Pennsylvania, at +1 (610) 356-4600, or visit www.pmi.org.
The Project Management Institute requires that a PMP® earn 60 professional development units (PDUs) every three years in order to maintain certification. Attendance at all of ESI’s courses— including our e- training and Virtual Classroom courses—is an excellent means of earning PDUs.
International Institute of Business Analysis ESI is proud to be a Charter Endorsed Education Provider (EEP™) of International Institute of Business Analysis (IIBA®). For more information or to join IIBA®, visit www.iiba.org.
Contact Hours for ICCP Certified Computing ProfessionalsThe Institute for Certification of Computing Professionals (ICCP) has approved some ESI project management courses for the awarding of contact hours. Call ESI at +1 (888) ESI-8884 for a listing of ICCP approved courses.
CLE CreditMany of our courses are eligible for continuing legal education (CLE) credit. Each state abides by a unique set of CLE guidelines.
For more information on which courses meet the requirements for your state, contact ESI’s CLE coordinator at +1 (888) ESI-4681.
State Council of Higher Education for virginiaESI International is certified to operate by the State Council of Higher Education for Virginia (SCHEV). SCHEV is the commonwealth of Virginia’s coordinating body for higher education. Its mission is to “promote the development of an educationally and economically sound, vigorous, progressive and coordinated system of higher education” in Virginia.
State of TexasESI International is eligible to provide training within the state of Texas for those individuals whose organizations sponsor and pay for their training.
NCMA Education PartnerESI has been reviewed and approved by NCMA as an education partner. ESI courses are pre- approved for CPE credits toward NCMA certification or re-certification.
Defense Acquisition University TrainingDAU students can earn accredited training thanks to a strategic partnership among the Defense Acquisition University, The George Washington University and ESI. You can earn one of three jointly awarded master’s certificates in government contracting, project management or IT project management. For more information, call +1 (888) 374-4682.
Continuing Professional Education for State Boards of AccountancyIf you interface with a State Board of Accountancy and are keeping records of your continuing education to maintain your license or certification, please be aware that:
The George Washington University/ESI International is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be submitted to the National Registry of CPE Sponsors through its website: www.learningmarket.org.
All ESI open enrollment courses are “Group-Live” instructional delivery method and qualify for CPE credit. The applicable CPE credits for each course are found on the individual course page. In accordance with the Standards of the National Registry of CPE Sponsors, CPE credits are calculated based on a 50-minute hour.
Unless otherwise stated, there are no required prerequisites for any of our courses. For more information on courses and credits, visit our website at www.esi-intl.com or call our Office of Student Affairs at +1 (888) ESI-4681.
Earn graduate credits through our new relationship with Arcadia University.
LEARN MORE AT www.esi-intl.com/
arcadia
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Our staff and instructors are dedicated and
passionate about enabling you to improve vital skills to
achieve great things now and prepare you for
what’s next.
WHY ESI?
We are built to make you better.
We do this by putting you in control of how you
manage your projects, your stakeholders and your
contracts so that you can bring certainty to your
commitments.
ESI is a global, project-focused training company.
Our clients tell us that we’re better and different
because we take them beyond traditional training
to achieve sustained, measurable results.
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What do I say to my manager about ESI?We get asked these questions all the time…so here’s some coaching on what to say when you are asked “Why ESI?”:
What assurance do I have that your training will improve my knowledge and skills, improve my job performance or deliver business results to my organization?
At ESI, we’re better and different because we do measure this stuff. We can tell you how 50,000 project and contract manag-ers and their managers have answered the same question.
• 94% of ESI learners reported that they learned new knowledge and skills during their ESI class
• Immediately after training, 88% of ESI learners reported that the time they spent in training was a worthwhile investment in their career development
• 84% of ESI learners said that their job performance would improve by 50% or more as a result of their participation in ESI training
How is your content, your instructors, your pre/post event support any different than your competitors?
It’s easy to fixate on one or two things… sometimes it’s in-structors, sometimes it’s content, sometimes it’s pre- and post-support, but it’s never really about one thing—it’s about knowing how to use all of them to get to a result. And frankly, that takes resources and experience, and none of ESI’s com-petitors come close to matching us in either of these catego-ries. Here are some quick facts…
• 80,032 project managers, contract managers and business analysts trained last year with 95% recommending ESI to a friend or colleague
• Training in 59 global public locations and physical offices in 13 countries
• 65% of the Fortune 100 as active clients
• 5,910 courses sessions delivered in 2011
• Approximately 600 instructors delivering globally in 13 languages with an average evaluation score of 94%
• 107 courses to be applied to 13 different certificate programs
• Four-time winner of ASTD Excellence in Practice Award and Chief Learning Officer Magazine Silver Award for excellence in course content
My boss thinks I am already good at project management, so why would I need a class from ESI?
You have a choice: you can either get even better, or stay the same. It’s likely that you did not achieve your current level of maturity without a commitment to continuous improvement. And you likely have a next level in mind. Demonstrate initia-tive, and tell your manager where you want to go and detail the knowledge and skills it will take to get you there. ESI has assessment tools to help you design a learning path specific to your goals—so you invest not in more than you need, but in exactly what you need.
I can see you add value to your training programs beyond the classroom experience compared to your competitors, but there’s a considerable price variance. Why?
What we are really talking about is outcome. When you say that we are more expensive compared to our competitors, then you are assuming the same outcome…and through experience we will tell you, that’s a big assumption…and its one that you don’t have to make. Here’s hard fact: when asked to quantify the performance improvement attributed to ESI training, learners reported a 9% improvement directly tied to the training program. While this number may seem insignifi-cant, consider a 9% reduction on a $1,000,000 budget; or the impact on a year-long project that is delivered 1 month early (9% ahead of schedule). That’s why we cost more—we deliver results and we have evidence to support it.
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ESI is dedicated to serving our clients with flexible, fully integrated performance im-provement programs designed to support individual learning styles and organizational objectives. Instructor-led and self-paced de-livery methods blend with workshops, other reinforcement activities and consulting ser-vices for maximum program impact.
The Benefits to Your organization• Improved bottom line
• Stronger competitive position
• Successful change management
• Measurable return on investment
• Elimination of skill gaps
• Improved project success rates
• Adoption of global pro-cesses and vocabulary
• Effective requirements management and development
• Enhanced vendor and con-tract management
• Improved business literacy
• Stronger communications
• Increased employee retention and morale
• Dependable leadership
ESI can provide the learning program required to build talent and drive results within your organization.Tolearnmorevisitwww.esi-intl.com/corporate-solutionsorcontactustodayat+1 (877) [email protected]�
Drive results in your company through innovative learning
Adopt
Assess
Imple
men
tIMPACT
For 30 years, organizations have partnered with ESI International to create and implement strategic learning initiatives designed to improve the way their employees manage projects, gather requirements and work with vendors, contractors and suppliers. These programs help our clients, both commercial organizations and government agencies, succeed through consistent methodologies, assessed and benchmarked skills, and globally integrated teams.
ESI’s Proven Framework for Client Success
Assess: Defining Where You Are and Where You Want to Go Assessments and other measures of learning impact are an important part of your perfor-mance improvement program and are also necessary to demonstrate business impact and ROI. ESI performs a variety of assessments, the results of which can help to identify, categorize and prioritize current practices and behaviors, as well as to analyze gaps and establish base-lines for improvement. And they play a critical role in validating the effectiveness of perfor-mance improvement programs before, during and after completion.
Implement: Building Knowledge and Skills for Improved PerformanceESI’s blended learning strategically combines everything from workshops and instructor-led training to on-demand learning to create a performance improvement solution that fits each client’s unique challenges. Plus, we can develop or improve existing methodology solutions or centers of excellence within your organization to increase efficiencies.
Adopt: Reinforcing and Applying the Skills LearnedYour learning program has to achieve real-world results to be successful. We make sure that new skills and knowledge learned are leveraged and retained, so you continue to get the measurable results you need go-ing forward. We can help you and your staff incorporate learning into everyday practice, including workshops, coaching, online adoption resources and change management support.
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Building Talent to Drive Agency ResultsGovernment at all levels must operate in a new context where fiscal challenges, greater transparency and public interactions are shifting public managers’ mindsets to focus on results. The acquisition workforce, in particular, is under even greater scrutiny to ensure the intended outcomes of programs, contracts and missions. Improved capability is needed in order to meet the demand for better government service and greater operational efficiency.
Public managers from all agencies and at all levels turn to ESI International for government-specialized training programs that will have the desired impact on performance.
ESI’s professional development programs go beyond meeting manda-tory certificate requirements. They develop real-world capabilities and enhance the way individuals and teams perform on the job, which helps build effective talent and drive agency results. Our courses and content are continually updated for relevancy in today’s changing marketplace, and to remain in line with new and existing government standards and regulations, including:
• FAC-P/PM certification (see page 32 for new courses)
• FAC-COR certification
• FAC-C certification
• DAWIA/CON certification
Save with ESI’s GSA ScheduleFederal agencies receive substantial discounts off our regular prices by pur-chasing training and professional services through ESI’s GSA Schedule. Our open enrollment contracting, business skills and FAC-P/PM courses are available under contract GS-02F-0058P. Look for the GSA logo on individual course pages to learn which ones are available through open enrollment.
on-site Learning options Also AvailableFor your convenience, if you have a group to train, courses from our contract management and business skills programs, as well as select project management and business analysis courses, can also be delivered on-site at your organization under contract GS-02F-0058P.
See the full list of on-site courses online at www.esi-intl.com/GSAonsite.
Available on-Site only
Igniter Workshops: Competitive Source SelectionEach Igniter Workshop is a highly customized, two- or three-day session designed specifically around your agency’s approach to source selection planning and execution.
To schedule an Igniter Workshop, call +1 (888) ESI-3381.
Learn why more than 180 government agencies from across the U.S. have relied on ESI to provide relevant training programs that drive measurable results. Call +1 (800) ESI-8609 or visit www.esi-intl.com/gov for more information.
The changing face of public service
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How do you want to learn?
You have options.Is your time limited? Do you need to
learn skills quickly and have resources
at your fingertips? You can choose the
most appropriate blend of learning
methods—traditional classroom, virtual classrooms, workshops, self-guided online courses, learning on demand modules, assessments, etc.—as well
as reinforcement tools to ensure you are
successful back on the job.
ESI understands that you and your
workplace are changing dramatically.
From technology and learning preferences
to time and budget constraints, these
changes require more flexibility and
options when building your professional
skills. ESI has you covered.
TO CREATE A LEARNING SOLUTION THAT WORKS BEST FOR YOU, CALL +1 (888) ESI-8884 OR REQUEST TO CHAT.
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Learning is a continual process. Before, during and after your ESI coursework is complete, you’ll enjoy the support need-ed to maximize your learning experience and turn the knowledge and skills into concrete working habits and behavior.
MyESI®With MyESI®, you have access to your own personal training portal where you can complete and track pre-and post-course assessments, utilize tools and templates and create a training plan to help you meet your specific goals.
Pre- and Post-Course AssessmentsMany of our project management and business analysis courses offer pre- and post-course assessments. Pre-course assessments help you define a baseline and better target your studies and goals. Post-course assessments allow you to measure knowledge gained, track skill improvements and identify areas for further learning.
ESI’s Real-Time Source™This searchable, online resource provides you 24/7 support with quick, easy access to our project management and business analysis concepts, tools, templates and terms.
instructor-led training self-Guided training reinforcement tools
Students can earn graduate credits with ESI e-Training courses through our new relationship with Arcadia University.
For more information, go to www.esi-intl.com/arcadia.
Traditional ClassroomESI offers traditional instructor-led class-room training options for more than 90 courses nationwide. Scheduled year-round, these courses offer networking and a hands-on way to learn.
Virtual ClassroomStudents and the instruc-tor all join ESI’s Virtual Classroom at the same time from remote locations, allowing for an engaging learning experience without the cost and hassle of traveling. You’ll communicate with instructors and fellow students via microphone and text chat. The interactive format includes games, polls, breakout rooms, group white boarding and more. For a complete list of courses available in ESI’s Virtual Classroom, click here.
Project WorkshopsBring your project to ESI’s one-day work-shops to not just learn, but put that learn-ing into action. At the end of the day, with the guidance of your expert facili-tator, you’ll produce high-fidelity draft project documents in up to 60% less time. See page 29 for more information.
e-TrainingESI e-Training offers the same quality of content as our classroom courses with the conve-nience of online learning. Participants can log in to their accounts anytime, 24/7 and review the course materials at a pace that’s right for them. This highly interactive online experience provides the opportunity to work with peers through online message boards. Plus, an expert instructor will work directly with you throughout the course via email. For a complete list of ESI’s e-Training courses, click here.
Learning on-Demand ModulesSometimes you don’t need to attend a full course to achieve your learning objectives. Or sometimes you just need a refresher on a topic you’ve covered in a previ-ous course. When you need to focus on a specific skill gap or an area of interest, you can now get the exact learning content you require in a convenient 90-minute module. ESI Learning on Demand modules include content that spans the four phases of the project life cycle. Each module is 90 minutes long, self-paced and has a variety of interac-tive multi-media features including games, video and more. For a list of ESI Learning on Demand modules currently available, click here.
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Before…Tuition and PaymentPayment must be received at least 30 days before the class start date. If you register less than 30 days before the class start date, pay-ment is due at time of registration. ESI accepts payment in the form of a check, credit card, purchase order or government training form. Pricing listed in the catalog is in U.S. dollars.
CancellationsYou may cancel your course without charge up to 30 days before the start of the course. Within 30 days of the course start date, can-cellations are subject to a $150 processing fee; however, you may send a substitute or transfer to another ESI class without penalty prior to the start date. No-shows cannot transfer payment to another ESI class and will not receive a refund. Payments for cancella-tions will results in a credit valid for one year (refundable upon request) from the date on which the registration was canceled.
Most questions about how to attend our courses are answered on this page. If you have other questions or concerns, please call toll-free +1 (888) ESI-8884 and a customer care representative will assist you.
Attending a course
DiscountsVisit www.esi-intl.com/discounts for a list of current promotions and the complete terms and conditions.
Disability Accommodation PolicyUpon prior sufficient notices, ESI will provide reasonable accommodations to students with disabilities pursuant to applicable laws. We request written notice at least 15 business days prior to the start of a course so that ESI can arrange for reasonable ac-commodations and establish appropriate billing arrangements. If applicable, the employer of the student will be billed for the costs of any necessary accommodation. Please call +1 (866) eSI-8201 or contact ESI at [email protected] for assistance.
After…State Council of Higher Education for virginia (SCHEv)An individual student may contact SCHEV with a complaint as a body of last resort. All complaints must be submitted in writing and mailed to SCHEV, James Monroe Building, 101 N. 14th Street, Richmond, VA 23219.
100% Money-Back GuaranteeYour investment in this program is fully guaranteed. If you are not completely satis-fied after taking the class, you may request a refund of your tuition.
office of Student AffairsContact the Office of Student Affairs if you have questions about ESI’s certificates, qualifying courses, certificate comple-tion dates, transcripts, ACE Credit, PMI® Professional Development Units (PDUs), other professional credits or questions for ESI instructors. Call +1 (888) ESI-4681.
3 Easy Ways TO REGISTERoNLINEwww.esi-intl.comUsing the “Find a Course” search tool, find the session you are looking for by program area, title, location, delivery and more.
EMAIL [email protected]
PHoNE+1 (888) eSI-8884 +1 (703) 558-44467 a.m.–6 p.m. (ET) MONDAY–THURSDAY
7 a.m.–5 p.m. (ET) FRIDAY
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Get the best price!
New Student DiscountIf you have never taken an ESI course, now is the perfect time to train with ESI. With our New Student Discount, take 20% off the list price of any ESI open enrollment classroom course* scheduled before the end of 2012 if you register by December 31, 2012. Or, register for an e-Training course before December 31, 2012 and you can receive $300 off the list price!* Be sure to mention Priority Code: NSD-W.
Double DealsINdIVIdualRegister at the same time for two or more ESI classroom sessions and take 10% off each course.*
two perSoNSRegister yourself and a friend at the same time for the same classroom session and take 10% off each registration.*
100% MoNey-BACkGuArANtee
Course Pack DiscountsWhen you buy classroom or online training in packs of three or more, you can save on average more than $500 off the list price of each course.*
Call +1 (888) 374-8884 for more information.
GSA Federal Supply Schedule Take advantage of discounts for contract man-agement and business skills courses offered through ESI’s GSA Federal Supply Schedules. Discounts cover consulting, on-site training and classroom training offered in locations across the United States.
veterans Benefits Use your Montgomery GI Bill for any ESI open enrollment classroom course held in the commonwealth of Virginia. Visit www.esi-intl.com/MgIB or call +1 (888) eSI-4691 for more information.
State and Local Government Employees Open enrollment courses within our Contract Management, Federal Project Management and Business Skills curricula are available to state and local government employees at newly established discount pricing. On-site delivery to state and local employees is also available in all curricula. Please call +1 (888) eSI-8884 for more information and pricing details.
on-site Classes Receive special group discounts and save on travel expenses and time out of the office with On-site Training Programs at your site. If you have a group of employees who need training, we’ll arrange to bring our courses to your pre-ferred location.
Call +1 (888) 877-3337 or email [email protected] today for more information on on-site training.
Learn more at www.esi-intl.com/Discounts.
Stretch your training budget for professional development courses with discounts and promotions.
*Terms and conditions apply. See website for details.
