ESI Project Training Broucher

www.esi-intl.in

PROFESSIONAL COURSE PROGRAMME

ESI INTERNATIONAL

Courses in:PROJECT MANAGEMENT

PROGRAMME MANAGEMENT

BUSINESS ANALYSIS

BUSINESS SKILLS

IT PROJECT MANAGEMENT

CERTIFICATION PROGRAMMES

2 [email protected]

CONTENTS

ESI’s Impact Model ................................................................................3

Core Project Management CoursesManaging Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Project Leadership, Management and Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Scheduling and Cost Control . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Contract Management Principles and Practices . . . . . . . . . 7

Quality for Project Managers . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Project Management Applications . . . . . . . . . . . . . . . . . . . . 10

Managing IT Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

IT Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

IT Project Management CoursesManaging IT Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

IT Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Agile Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Project Management ElectiveAgile Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Business Process Analysis, Innovation and Design . . . . . 14

Negotiation Skills for Project Managers . . . . . . . . . . . . . . . 15

Writing Statements of Work: The Heart of Any Contract . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Courses for Experienced Project ManagersProgramme Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Rapid Assessment and Recovery of Troubled Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Aligning Project Management with Organisational Change . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Prepare for Your CertificationPMP® Exam Power Prep . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

PMP® Exam Preparation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

CBAP® Exam Preparation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Study Tools and Publications ..........................................................21

Business Analysis CoursesFoundations of Business Analysis . . . . . . . . . . . . . . . . . . . . . 23

How to Gather and Document User Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Process Modelling Management . . . . . . . . . . . . . . . . . . . . . . 25

Use Case Modelling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Logical Data Modelling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Testing Techniques for Tracing and Validating Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

Facilitation Techniques for Requirements Development . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Strategic Enterprise Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . 30

CBAP® Exam Preparation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Business Skills CourseEstablishing a Business Mindset . . . . . . . . . . . . . . . . . . . . . . . 32

High Impact Communication . . . . . . . . . . . . . . . . . . . . . . . . . 33

Critical Thinking and Problem Solving . . . . . . . . . . . . . . . . . 34

Budget and Financial Management . . . . . . . . . . . . . . . . . . . 35

Coaching and Mentoring for Improved Performance . . 36

Taking Charge of Organisational Change . . . . . . . . . . . . . . 37

ESI’s e-Training .........................................................................................38

CertificatesThe George Washington University . . . . . . . . . . . . . . . . . . . 39

Associate’s Certificate in Project Management . . . . . . . . 40

Associate’s Certificate in IT Project Management . . . . . . 40

Master’s Certificate in Project Management . . . . . . . . . . . 41

Master’s Certificate in Project Management with a Concentration in IT Project Management . . . . . . . . . . . . . 41

Master’s Certificate in Programme Management . . . . . . 42

Associate’s Certificate in Business Analysis . . . . . . . . . . . . 43

Master’s Certificate in Business Analysis . . . . . . . . . . . . . . . 43

Development Path ................................................................................44

Your Route to Certification...............................................................46

Assessment Tools ...................................................................................47

Indian Testimonials ...............................................................................48

Indian Clientele .......................................................................................50

MyESI® ...........................................................................................................51

= available online via ESI’s e-training

3www.esi-intl.in

Imagine the Impact…of Achieving Measurable Results

Getting StartedFor nearly 30 years, organisations have come to ESI seeking to build capabilities and enhance efficiencies at three levels of their organisation — the enterprise, the operation and the individual. We can help you evaluate and address current strengths and opportu-nities for improvement in the following areas.

Enterprise—executive sponsorship of initiatives in support of the organisation’s strategy, such as:

✓ Enterprise analysis and architecture

✓ Ensuring return on assets

✓ Culture, environment and change management

✓ Portfolio management, strategic alignment, project selection and prioritisation

Operation—the structures, systems and processes that exist to efficiently execute the strategy of the organisation, such as:

✓ Project delivery systems: programme and project management methodology, process and tools

✓ Centres of excellence: business analysis and project management

✓ Project performance metrics: best practices, lessons learned, benchmarking and measurement

✓ Contract management performance: vendor management, government contracting and compliance

Individual—building capability and ensuring the proficiency of individuals who support the enter-prise and its operations. This includes:

✓ Establishment of competency and career paths

✓ Leadership development and communication strategies

✓ Skill development: training, coaching and mentoring

✓ Application of knowledge and skills

Delivering Measurable ResultsAt ESI our number-one priority is to drive bot tom-line results for our clients. How do we do that? We focus first on a comprehensive under standing of your baseline and create a road map to measurable results. This road map builds on current strengths and provides a plan to address opportunities for improvement. It will include three areas of activ ity—Assess, Implement and Adopt, which create our Impact Model.

Completing key deliverables within each of these activities, along with validation through out, helps us provide the business justification that every client seeks:

1. Will my investment with ESI have a positive impact on this organisation?

2. How much impact will my investment have?

ESI’s Flexible Impact ModelWhile some clients may choose to follow the Impact Model closely, it is important to note that ESI can deliver best-practice services and solutions in one activity without engaging in

the others. Each activity drives value and results on its own; however, it is when they come together that clients can truly build talent and drive measurable results.

ESI can provide a road map to help your organisation achieve measurable results.

Adopt ESI offers a range of tools and services designed to ensure that processes and practices implemented on your road map translate into measurable results for the organisation. It is through adoption activities that the desired future state is achieved. These activities may include—

• Recommendations for clients to drive results internally and support the adoption of improved business processes

• Application workshops to provide opportunities to learn while creating deliverables

• Knowledge transfer tools and approaches

• Individual or group coaching and mentoring services

• Change management

• Use of our interactive, proprietary learning platform, MyESI®

• An online library of reference materials and tools available for real-time application

Implement With a clear road map and measurement tools in place to validate progress toward your future state, the programme is set up for successful implementation. Elements of your programme could include—

• Training courses in project management, programme management, business analysis, contract management and business skills

• Workshops, seminars and webinars

• Consulting services aimed at practice and process improvement

• Building and deploying methodologies and standards

• Establishing and improving the effectiveness of centres of excellence

The Impact Model approach establishes clear baselines and a road map for improvement and validates programme results for the organisation. The positive impact our clients experience resonates for years to come.

Assess To measure programme impact and the results of an investment, the client’s baseline and current state must be under-stood. A cross-functional team of our experts work to gain insight into your organisation’s best practices and unique challenges and an understanding of your distinct goals, cultures and methodologies. This establishes a road map to deliver your organisation’s measur-able results. Some of the tools that support these activities include—

• A custom survey

• Interviews with key staff members

• Individual assessment tools

• Organisational assessment tools

• Skill gap and performance analysis of your employees, and the process, tools and infrastruc-ture

• Project assessments

• Methodology evaluations

Adopt

Assess

Imple

men

tIMPACT

CORE PROJECT MANAGEMENT

COURSES

Register today • +91 80 4114 1344 • [email protected] • www.esi-intl.in4

Managing Projects

Knowledge of project management methodology is essential to a project manager’s ability to define, plan and manage projects predictably and effi-ciently. Planning and Managing Projects is designed to give you practical project management skills — the skills necessary in today’s dynamic environ-ment for bringing products to market on time and with features that meet business objectives. In this fundamental three-day course, you will learn a step-by-step process for planning and manag-ing projects of any size. You will focus on defining, organising, planning, tracking and managing a project. Through dynamic presentations, exer-cises and extensive laboratory work using actual projects, project managers will develop effec-tive project management skills while generating immediately useful project information. By the end of the third day, you will have acquired hands-on experience in applying the new concepts and techniques to the planning and managing of projects. Solid methodology, powerful instruc-tional design, customised solutions, flexible presentation, and highly knowledgeable project management experts with practical, relevant experience all combine to ensure the effective-ness and strong impact of Planning and Managing Projects.

You will learn how to:• Use a systematic approach to defining projects

• Develop reliable plans to achieve the desired outcome

• Track, assess and communicate project status

• Apply project management techniques to your next project

Introduction to Project Management• Definition of a project• Project management methodology• Project management and life cycles

Defining and Organising the Project• Establish the project organisation• Set project parameters• Define roles and responsibilities• Outline modes of communication• Select common practices to follow

Planning the Project• Divide the project into manageable components• Identify and analyse dependencies• Estimate the project time line• Assess resource requirements• Identify and analyse risk• Develop preventive and reactive contingency plans• Transition to project tracking

Tracking and Managing the Project• Collect task status information• Analyse variances• Assess and implement adaptive actions• Report project progress• Close out the project

COURSE TOPICS

Course InformationCourse Duration: 3 daysProfessional Development Units (PDUs): 24.0

this course is also available in e-training format

PMBOK® Guide Knowledge Areas: Project Integration Management

Project Scope Management

Project Quality Management

Project Time Management

Project Cost Management

Project Risk Management

Project Human Resource Management

Project Procurement Management

Project Communications Management

Register today • +91 80 4114 1344 • [email protected] • www.esi-intl.in 5


COURSES

Project Leadership, Management and CommunicationsThis interactive course provides a solid foundation in key leadership competencies and gives you the opportunity to transform your skills as a leader. As a participant, you will complete a self-assessment of your skills and master the basics of leadership competencies, such as setting direction, aligning people, motivating and inspiring, leading teams, communicating, building relationships, facilitating ethical conduct, negotiating and leading change.

You will create and refine a personal leadership vision and work on strengthening your leader-ship competencies as you develop your personal Leadership Development Plan. You will learn how to empower yourself and other team members through more effective negotiation based on an understanding of the differences between com-petitive and collaborative negotiation approaches such as win/win negotiation processes.

Project managers and business profession-als who need to increase their leadership skills will find Project Leadership, Management and Communications extremely valuable as they mas-ter important skills to get the most from their most valuable project management resource — their people!

You will learn how to:• Better lead project teams through more effec-

tive communication

• Identify motivational value systems to improve productivity and cooperation

• Recognise the role of business and personal ethics in leadership

• Define predictable change stages and identify appropriate leadership strategies for each stage

• Utilise a powerful four-stage collaborative nego-tiation process

• Create a leadership development plan to imple-ment when you return to work

Leadership and Management• What is leadership?• The difference between leadership and

management• Assess your leadership competencies and

development needs• In light of the assessment, articulate your leadership

vision and consider the best ways to realise it• Processes for establishing direction, aligning people

and motivating people to follow your vision• Identify different leadership styles: tasking,

encouraging, steering and entrusting

Leading Effective Teams• What is a team?• The stages of team development: forming, storming,

norming, performing and adjourning• Leading and maintaining effective and productive

teams• Evaluate team progress and coach team members as

necessary

Building Relationships• How individual differences affect your ability

to lead• Identify 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• Define ethics and the link between ethics and trust• The role of ethical behaviour and leadership• The difference between personal and organisational

ethics• The effect of the triple constraint on ethics

Negotiating Conflict• Major sources of conflict in project teams• The five modes of handling conflict: forcing,

smoothing, withdrawing, compromising and problem solving

• The difference between ‘competitive’ negotiation and ‘collaborative’ negotiation

• Conflict scenarios and strategies for initiating conflict resolution

• Power bases used in typical organisations• How to plan and conduct collaborative negotiation

Leading Change• Your role in a changing organisation• Predictable stages of adjusting to change• Appropriate leadership strategies for each stage• Developing a change management plan

Strength Deployment Inventory® and SDI® are registered trademarks of Personal Strengths Publishing, Inc.

For students

interested in pursuing PMP®

certification, this course is

recommended

PMBOK® Guide Knowledge Areas:Project Cost Management






COURSE TOPICS


Test your knowledge before you attend class with our pre-course assessment and access targeted course content after you leave class. Make sure you create a FREE MyESI® account when you register.


COURSES


For students



recommended

Scheduling and Cost Control

Develop effective measures for scheduling and controlling projects as you put the tools of project management to work. In this course you will focus on managing the constraints typical of many a project, such as limits on time, human resources, materials, budget and specifications. Discover proven ways to work within the identi-fied constraints, without letting predefined limits curtail creativity or innovation.

From the outset, you will get hands-on experi-ence practising your skills in building project requirements and the work breakdown structure. You will learn a sound, logical framework for scheduling and controlling project activities. Master techniques for estimating, forecasting, budgeting, monitoring, controlling, analys-ing, and reporting costs and interpreting the meaning of earned- value data.

Participants in this course will receive ESI’s ‘Earned Valued Formula Finder*,’ which gives you all the information you need to determine cost, schedule, estimate at completion and estimate to complete values for your projects.

You will learn how to:• Use the work breakdown structure to develop

a network diagram

• Calculate schedules using PERT/CPM

• Identify, assign and tabulate resource requirements

• Predict costs and work time using specific lev-els and estimate types

• Plan for contingencies and anticipate variations

• Predict future project performance based on historical data

• Monitor changes and close out projects on time

* free resource

Essential Background• Overview of the project management life cycle• The triple constraint• Planning tools• Project requirements: a review• The work breakdown structure: a review• Challenges in scheduling and cost control

Resource Allocation and Estimating• Using estimates for scheduling and cost control• The basic rules of estimating• Levels of estimating and estimate types

• Top-down vs. bottom-up • Order of magnitude• Budget• Definitive

• Four estimating methodologies• Identifying controllable costs

• Resource• Material• Direct• Indirect

• Planning for risk with contingency• Building the project resource pool

• Using resources to build estimates• The responsibility matrix

• Time-controlled estimates• Resource-limited estimates• Scheduling• Network scheduling• Validating schedules• Arrow diagrams and precedence diagrams

• Basic scheduling and network calculations• Advanced precedence relationships and

the critical path• 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• Considerations in establishing a monitoring system• Earned value• Advanced earned-value forecasting tools

The Exit Strategy• Steps in completing the project• Scope verification• Contract closeout• Administrative closure

COURSE TOPICSPMBOK® Guide Knowledge Areas: Project Scope Management










COURSES

Contract Management Principles and Practices

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 organisational objectives. The environment in which contracts are being devel-oped is becoming increasingly complex and the use of contracted supplies and services through-out government and industry is rising. Get a solid understanding of the contracting process and cre-ate an advantage whether you are on the buyer’s or the seller’s side.

This course explores issues vital from the project manager’s perspective, highlighting key roles and responsibilities to give you greater influence over how work is performed. You will also discuss actions that can be taken to help ensure that con-tractors or subcontractors perform as required under the contract.

Case studies, exercises and negotiation role-play maximise the learning experience. You will also receive a comprehensive course materials pack-age, including unit-specific course materials.

Effective contract negotiation and administration can ensure project success and can reduce risks and costs along the way. Discover the key to con-tracting in this practical course.

You will learn how to:• Identify contract components and understand

the process from start to finish

• Select the right contract type for your project

• Decipher contract legalise

• Choose the offer that will result in the best value for the buyer

• Agree on objectives, requirements, plans, and specifications

• Negotiate favourable terms and make revisions to the contract

• Apply the rules of contract interpretation in project disputes

• Administer contracts appropriately and know when and how to terminate before or upon completion

Understanding 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 legally enforceable

contract• Terms and conditions• Remedies• Interpreting contract provisions

Contracting Methods• Contracting methods: competitive and

non-competitive• 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 negotiation vs. sole-source negotiation

Developing Contract Pricing Agreements• Uncertainty and risk in contract pricing• Categories and types of contracts• Incentive

• Fixed-price• Time and materials• Cost-reimbursement• Selecting contract types

Pre-award Phase• Buyer Activities: plan purchases and acquisitions,

plan contracting, request seller response• Seller activities: presales, bid/no-bid decision, bid

proposal preparation• Understanding the PMBOK® Guide

Award Phase• Source selection process• Selection criteria: management, technical, and price

criteria• Evaluation standards• Evaluation procedures• Negotiation objectives• Negotiating a contract• Tactics and counter tactics (buyers vs. sellers)• Document agreement or walk away

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

PMBOK® Guide Knowledge Areas: Project Quality Management




COURSE TOPICS




COURSES


Quality for Project Managers

Quality for Project Managers applies quality prin-ciples to project management itself, as well as to the products and services resulting 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 organisation, regardless of your industry. This course shows you how to integrate quality management concepts with project management practices to create a successful quality manage-ment programme to support your business success.

You will learn about the philosophy and princi-ples 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 immediately apply to your work environment. With a strong emphasis on exercises, this course gives you the opportunity to apply quality strategies and skills to real-world scenarios. You will practice concepts, tools and techniques using modularised case stud-ies that require immediate and direct application of skills learned.

The strategies of quality management and continuous improvement dovetail with project management concepts to increase your control over objectives, work and performance. Master these proven methods and discover how qual-ity greatly contributes to and enhances project success.

You will learn how to:• Integrate project quality management into the

entire project life cycle

• Use five steps to plan effectively for project quality management

• Use five steps to assess and improve your organisation’s current quality capabilities to ensure that projects will meet specified quality standards

• Ensure customer satisfaction by monitoring re-sults using project quality control tools

• Apply project quality management tools and techniques to “real world” project management situations

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• Project quality 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• QC outputs

Putting Project Quality to Work

COURSE TOPICS

PMBOK® Guide Knowledge Areas:Project Integration Management








COURSES

Risk Management

Project management is opportunity management. It is the ability to seize opportunities, minimise threats and achieve optimum results. Too often risk management is seen as reactive, or worse, unresponsive. Nothing could be further from the truth. During Risk Management, you will work through the proactive approach to threat and opportunity. This will be shaped by a clear under-standing of the powerful nature of both qualitative and quantitative approaches to risk management.

This course examines threat and opportunity from both a top-down and bottom-up perspective using ESI’s proven eight-step risk management process which includes the PMI® seven-step proc-ess. Using effective tools, including ESI’s highly regarded risk assessment model, you will learn how to evaluate and respond to risk at the project and task levels.

Included in the course is a multi-part case study that takes you from a risk overview at the begin-ning of a project, through to the challenges of ongoing assessment, with a constant reassess-ment of the threats and opportunities throughout the duration of the project. Finish the course with new practices and insights to apply to your environment.

You will learn how to:• Use a practical, eight-step process to manage

project risk

• Identify threats and opportunities and weigh their relative value in your project

• Control multiple risks using limited strategies

• Overcome psychological barriers to risk in stakeholders and team members

• Make risk and opportunity integral components of your next project plan

Introduction to Risk• Definition and characteristics of “risk”• Elements and factors of risk

• Event (future occurrence)• Probability (uncertainty)• Impact (amount at stake)

• Types of risk• Components of risk management

• Identification• Quantification• Response development• Response control

Risk Management Planning and Identifying Risk• Risk management planning• Risk identification• Idea generation tools and techniques

Analysis Fundamentals• Probability and impact• Presenting risk

• Narrative• Qualitative• Quantitative• Probability analysis

Analysing and Prioritising Risk• Determining risk tolerances• Analysing risks• Establishing and evaluating profitability• Risk-based financial tools and techniques• Expected-value analysis• Decision trees• Prioritising risks

Risk Response Planning• Risk response strategies for opportunities

and threats• Risk acceptance• Risk avoidance• Risk mitigation

• Probability minimisation• Impact minimisation

• Transference• Establishing reserves

Execution, Evaluation and Update• Risk response monitoring and control• Execute risk strategies• Contingency plans and workarounds• Risk evaluation• Reassessing risk• Risk documentation

COURSE TOPICS

PMBOK® Guide Knowledge Areas: Project Time Management








For students



recommended


COURSES


Project Management Applications

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 completing 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.

Watch basic concepts come to life in this course, a comprehensive synthesis of core project manage-ment 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 will propose, plan and execute a full-scale project under typical organisational constraints. Follow your project through the life cycle, resolv-ing issues of performance, scheduling and control as you address questions of leadership and man-agement. Each team member will take a turn as project manager, defining objectives and perform-ing tasks and producing deliverables critical to the project’s success.

As a course participant, you will receive a com-plimentary copy of ESI’s Project Management Tools CD for your use following class.

Confirm your mastery of the core principles of project management in this experiential course and gain the hands-on confidence to practice new skills in your organisation.

You will learn how to:• Select the level of staffing, resources and man-

agement support required for a project

• Assemble a project team and gain commitment on project objectives

• Assign tasks based on work breakdown structure

• Estimate time and costs and present a project plan to team members and stakeholders

• Create a project binder documenting each stage of the project and lessons learned

Team Building• Project assignment• Organisational assessment: working with what you

have• Options assessment

Preproposal Analysis and Planning• Analysing the market• Assessing risk• Building the team and reviewing roles• Developing a plan to complete the proposal

Proposal Kickoff and Preparation• Evaluating the requirement• Evaluating bid contracts• Obtaining the team’s commitment• Writing the winning proposal• Delegating to team members• Managing time constraints

Postaward Planning• Project kickoff meeting• Detailed project planning

Negotiation/Agreement• Four steps of prenegotiation preparation• Negotiation performance

• Exploratory sessions• Joint-gain resolution

• Postnegotiation activity• Memoranda and documentation• Communication

Implementation• Measuring performance• Managing risk and uncertainty• Reporting progress and following up• Managing change and achieving project control• Levelling resources

Closeout• Team: review, closeout and reassignment• Project documentation and lessons learned• Organisation• Client sign-off, “ownership” and revenue

enhancement

COURSE TOPICS

PMBOK® Guide Knowledge Areas:Project Integration ManagementProject Scope ManagementProject Quality ManagementProject Time ManagementProject Cost ManagementProject Risk ManagementProject Human Resource ManagementProject Procurement ManagementProject Communications Management






COURSES

Managing IT Projects

Today’s IT projects present unique challenges to the project manager requiring coordination with many stakeholders and integration of multiple technological capabilities. Through Managing IT Projects, you will discover critical success factors and hidden risks inherent in IT projects, and will leave with an understanding of strategies and techniques developed in the field by experienced IT project managers.

IT means different things to different people. This course addresses all areas of IT project management, such as: hardware, software, sys-tems integration, communications and human resources. It addresses the role of the project manager and the project team at each phase of the project life cycle, helping you gain the founda-tion, basic experience, techniques and tools to manage each stage of your project. You will learn techniques to determine customer requirements, set goals tied directly to stakeholder needs, get the most from your project management team, and utilise project management tools to get work done on time and within budget.

By extending traditional project management concepts into the IT arena, this course will help you gain an understanding of the strategies and skills necessary to manage IT projects of any size.

You will learn how to:• Define the role of the IT project manager

• Develop a results-driven project management team

• Identify, interpret and manage the real project requirements

• Develop a focused project plan to manage IT projects

• Estimate IT project costs and schedules using proven techniques

• Find solutions to problems specifically related to IT projects

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 and the activities of each life-

cycle phase• Project processes common to all projects

Concept Phase• Selecting and funding IT projects• Identify key project stakeholders• Describe the purpose and content of an IT

business case• Prepare a project charter

Requirements Phase• Identify and articulate customer requirements• Distinguish between functional and technical

requirements• Use different methods for gathering requirements• Develop a requirements traceability methodology

Planning Phase• Identify the key components of the project plan and

the planning process• Construct a work breakdown structure showing all

work components• Build a project schedule• Estimate duration, resources and costs• Describe risk management planning and risk

response planning• Describe subsidiary management plans including

communications, procurement, and quality

Design Phase• Describe the major activities of the preliminary

and detailed design activities• Identify typical content of the technical specification

document• Identify some design techniques use in developing

the technical solution• Describe make or buy decision methodology

Construction Phase• Develop a project team to build and deliver

the product• Describe quality assurance activities, testing

and audits• Assess project performance• Develop and use a change request methodology• Develop risk response strategies

Delivery Phase• Describe the key activities of the delivery phase• Describe four major product/system conversion

strategies• Understand the “go-live” transition responsibilities of

the project manager• Develop scope verification and customer acceptance

strategies

COURSE TOPICS PMBOK® Guide Knowledge Areas: Project Integration Management





Project Human Resources Management







For students



recommended


COURSES


IT Risk Management

Reminder: Participants taking this course should not take Risk Management.

The unique challenges of IT projects make it man-datory 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 aggres-sive schedules and budgets to support business success. However, it is not inevitable that risk management will be an impossible task that will result in your being viewed as reactive, or worse, unresponsive.

In IT Risk Management, you will learn to look at risk management as a way to seise opportunities, mini-mise threats and achieve optimum results. You will work through the proactive approach to threat and opportunity—based on a clear understand-ing of the powerful nature of both qualitative and quantitative approaches to risk management.

Using effective tools, including ESI’s highly regarded risk assessment model, you will learn how to evaluate and respond to risk at the project and task levels. You will apply these tools from the course material to analyse and classify risks, deter-mine 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 over-view at the beginning of an IT project through the challenges of ongoing assessment and reassess-ment of threats and opportunities throughout the project.

You will leave this course prepared to face the challenges and opportunities of risk management with new practices to apply in your environment and new insights on the implications and advan-tages of applying risk management well.

You will learn how to:• Use a practical, eight-step process to manage IT

project risk

• Identify threats and opportunities and weigh their relative value to your project

• Develop practical response strategies for com-mon IT project risks

• Overcome stakeholder and team member road-blocks to risk strategy implementation

• Make risk and opportunity integral components of your next IT project plan

Introduction to Risk• Definition and characteristics of “risk”• Elements and factors of risk• Types of risk• Components of risk management

Risk Management Planning and Identifying Risk• Risk management planning• Risk identification• Idea generation tools and techniques

Analysis Fundamentals• Probability and impact• Presenting risk—• Descriptive• Qualitative• Quantitative• Probability

Analysing and Prioritising Risk• Determining risk tolerances• Analysing risks• Establishing and evaluating profitability• Risk-based financial tools and techniques• Expected-value analysis• Decision trees• Probability analysis• Risks vs. opportunities• Prioritising risks

Developing Risk Responses• Risk response strategies for opportunities and threats• Risk acceptance, avoidance, transference and

mitigation• 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

COURSE TOPICS

PMBOK® Guide Knowledge Areas:Project Time Management









PROJECT MANAGEMENT

ELECTIVES

Agile Project Management

Reminder: Prior to taking this course, you should have acquired the background as taught in Managing Projects or Managing IT Projects.

Today, global businesses want and need to be able to deliver products to the market faster. As new projects are selected by the organisation or man-agement, it is important to determine whether a traditional or agile project management approach is appropriate. For a project to succeed, the organi-sation needs to support the process, customers need to be involved daily, teams need to be crea-tive and self-disciplined, and project managers need to be able to facilitate and lead the team. Working in an agile environment means being able to quickly deliver the customers’ features on time and be able to respond to their needs by balancing flexibility and stability in this ever-changing world.

Agile Project Management will help you:

• Decide if your organisation is ready to accept 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 development and work through the life cycle of an agile project.

You will learn how to:• Select which projects are suitable for an agile

environment

• Determine the readiness of an organisation, team, customer and project manager

• Plan for risks

• Define user stories and how to elaborate and define test cases to assure the customer’s requirement

• Plan releases, estimate iterations by providing story point estimates for each feature and deter-mine the team’s velocity

• Provide status reports to management through burndown charts, iteration tables, agile earned value management and so on

• Adapt changes based on the customer’s request and effectively enhance the process to manage those changes

• Determine when a project should be terminated

Introduction to Agile Project Management • History of agile movement • Agile manifesto • Common myths about agile project management• Characteristics of an agile project• When not to use agile development• Strengths and challenges of agile development• Variants of agile methods

Traditional Approach vs. Agile Approach

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• Prioritising feature for a release• Iterations in releases

Building an Iteration• Iteration planning • Estimating for an iteration

• Rough order of magnitude• Velocity• Story points• Time box• Delivery schedule• Planning poker

• Managing risks• Tracking iteration progress

• Daily standup meeting• Iteration delta tables• Burndown charts• Progress reports• Running test procedures• Agile EVM

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

COURSE TOPICS

PMBOK® Guide Knowledge Areas:Project Scope ManagementProject Quality ManagementProject Time ManagementProject Cost ManagementProject Risk ManagementProject Human Resource ManagementProject Procurement ManagementProject Communications Management


PROJECT MANAGEMENT

ELECTIVES


Business Process Analysis, Innovation and Design

To survive in the twenty-first century, organisa-tions must become lean, flexible, innovative and customer-driven. To do this, most companies need to analyse and redesign core business processes. They must abandon old ideas about how organisa-tions 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 tre-mendously improve an organisation’s productivity, profitability, responsiveness and cus-tomer satisfaction.

Learn practical techniques for designing critical processes in corporations, government agen-cies and nonprofit organisations at this valuable course. Get answers to fundamental questions about process innovation: what it is, what ben-efits it affords, and why it necessitates rethinking an organisation’s use of information technology and management control mechanisms.

You will leave the course prepared to begin busi-ness process analysis and redesign with realistic expectations and sound strategies that provide a foundation for success.

You will learn how to:• Avoid the management “dead zone” lurking in

every process redesign project

• Facilitate a paradigm shift within your organisation

• Set realistic “stretch targets” for the transition

• Evaluate the organisation culture’s readiness for change

• Maintain a constancy of purpose despite de-clining morale and hostile attitudes in some stakeholders

• Assess the effectiveness of current processes

• Reinvent effective processes for the future

Defining Business Process Innovation• A working definition• A model for process invention• A business process innovation road map• Why organisations are stuck with worn and broken

processes• Six guidelines for success

Learning by Looking Backward: A Historical View• The evolution of organisations, the revolution of

productivity• 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• Analysing current change strategy• Process measurements• Process innovation value-added• Establishing and prioritising customer requirements• Strategic process capability

The Process-Centred Organisation: Leadership and Change Acceleration• The management “dead zone”• The change acceleration model• Process innovation and leadership styles• Recruiting the process design team

Analysis and Evaluation of Current Systems and Processes• Assessing organisational readiness• Mapping the existing processes• Measuring hidden and visible process costs• Process analysis tools• Assumption busting

Functional Process Diagnosis• Symptoms of process disease• Cause-and-effect analysis• Improve it, fix it or obliterate it?• Picking “low-hanging fruit”

Designing the Optimal Process• The return on investment (ROI) of process redesign• Breaking away from the old process• Templates for process reinvention• Process design tools• Developing the desired process• Linking the new process to the customer• Analysing the risk of change and the consequences

of doing nothing• Anticipating barriers and identifying accelerators• Highlighting communication tactics and the “rule

of 50s”

Overcoming Resistance to Change• Making the benefits real• Dealing with fear and anxiety• Do not wrestle the crocodiles, drain the swamp• Avoid common costly mistakes• Celebrate success

COURSE TOPICS

PMBOK® Guide Knowledge Areas:Project Time Management







PROJECT MANAGEMENT

ELECTIVES

Negotiation Skills for Project Managers

Negotiation is an invaluable skill for any project manager. Not only do you negotiate agreements with vendors and contractors, but also you must effectively negotiate with stakeholders, customers and team members throughout the life of a project. This highly interactive three-day experience covers the dynamics, processes and techniques of internal and external negotiation situations faced by project managers.

Big on practice, this course provides participants with the opportunity to experience one-on-one negotiation. You will learn how to analyse your own and the other party’s negotiation style, dif-fuse conflict and turn it into an advantage and negotiate more effectively. Learn how to negoti-ate for efficient cost and schedule performance and achieve successful results on time. You will receive coaching and feedback from the instruc-tor and the other participants.

You will learn how to:• Strategise and prepare for contract

negotiations

• Use proven techniques for conducting a nego-tiation session

• Understand your strengths and use them to your advantage at the negotiating table

• Use 65 proven techniques for influencing the other party

• Maximise key listening and question-asking skills that get you the information you need

Negotiation in the Project Environment• Stakeholder analysis• Negotiating with key stakeholders• Negotiation and the triple constraint• Issues throughout the project life cycle

Natural Tendencies in Negotiation• Negotiating from positions• Transformation of goals• Destroying trust• Need to win• Emotional reaction

Developing the Best Alternative to Negotiated Agreement (BATNA)• Defining BATNA• Determining the need to negotiate• Strengthening the BATNA• Using BATNA• The other party’s BATNA

The Two Major Schools of Negotiation: Competitive and Collaborative

Competitive Negotiation• Determining primary and secondary issues• Establishing the maximum and minimum positions• Defining the conflict range• Assessing the negotiation range

Understanding and Developing Your Negotiation Style• Myers-Briggs Type Indicator® (MBTI®) and

communication style • Personality preferences and style• Temperament Theory and collaboration

Collaborative Negotiation: Creating Win-Win by Exploring Differences• Clarifying interests• Developing options• Establishing criteria

Negotiating Within the Team• Identifying interests• Defining the process• Determining roles

Negotiating Between Teams• Establishing an approach• Monitoring the dialogue• Clarifying all interests

Preparing to Negotiate Your Project• Analysing your situation• Predicting the other party’s situation

Dealing with Conflict in Negotiation• Insight from MBTI®• Sequence of strengths as conflict escalates

Breakthrough Strategies to Get Past “No”• Managing emotional content• Reframing vs. reacting• Building a golden bridge• Educating vs. escalating

Maintaining and Building Your New Skills• Personal Action Plan• Other useful strategies for long-term gains

Myers-Briggs Type Indicator and MBTI, are registered trademarks of the Myers-Briggs Type Indicator Trust in the United States and other countries.

PMBOK® Guide Knowledge Areas: Project Scope Management






COURSE TOPICS

PROJECT MANAGEMENT

ELECTIVES


Writing Statements of Work: The Heart of Any Contract

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 skilfully creating the SOW document. This course is designed for practical use by requirements developers, in-house SOW team members and other project managers and contract managers whose responsibilities include properly identifying needs and turning them into quality contracts. It provides the information you need, including basic contract management concepts, to consistently develop and administer effective SOWs.

This course employs challenging team exercises and case studies that will take you through the process of building a solid statement of work. You will learn how outsourcing needs emerge within companies and how these needs are eventually recognised and articulated. You will identify meth-ods by which needs are analysed using proven tools to yield contract objectives that generate logic, flow and consistency in the resulting SOW.

The skills learned in this practical course can be immediately applied by anyone involved in writ-ing, negotiating, awarding or administering SOWs.

You will learn how to:• Identify the most common errors found in inap-

propriate, confusing or misconstrued narratives

• Employ easy techniques and “best practice” methods that will help you maintain consist-ently high quality in your SOW documents

• Identify what a “breach of contract” entails

• Assist others more effectively in critiquing SOWs for quality, clarity and completeness

• Utilise information on how the courts histori-cally interpret disputes in contract language according to long-standing principles

The Basics of SOWs in Business• The role and importance of the SOW• A well-written SOW• The essential elements of a contract• Addressing risk management in SOWs• Basic concepts of agency—agent law• Types of authority at your company or organisation• Basic concepts in contract law

The Purpose of the SOW• Relationship between master contract

and SOW• Conflicts in contracts• Contract interpretation guidelines• Different approaches to SOWs• Uncertainty and risk in contracting• Categories and types of contracts

A SOW’s Concept Development• Needs and requirements evolution in SOW

development• Sources of requirements• Initiating requirements identification• Ensuring clarity of requirements• Use of a requirements analysis checklist

The Use of a Requirements Definition• The work breakdown structure’s (WBS) relationship

to requirements and the SOW• Integral parts of the SOW format• Outline for typical SOW• Preparing an actual WBS

Creating the Narrative• Problems associated with poor writing and poor

construction• Guidelines for writing SOWs• Locating errors in a draft SOW• Drafting an actual SOW

Quality Assurance Through the Use of a SOW Master Checklist• The purpose/rationale of a SOW master checklist• The use of the master checklist by the

SOW writer

Standard Tools Used for Preparing Quality SOWs• Standard outline for a typical SOW• Checklists for identifying typical problems of poor or

complicated narratives• Master checklist for the SOW writer• Basic project management glossary• Basic contract management glossary

Long-Term Issues for Quality SOWs• Ways to monitor SOWs and performance issues• Responsibilities of team members• Having a sound contract administration plan• Post-award orientation• Proactive problem resolution

COURSE TOPICS



COURSES FOR EXPERIENCED PROJECT

MANAGERS

Programme Management

Programme managers are, above all else, change agents. Their role has evolved in most organisa-tions from that of managing multiple projects to implementing business strategy through an integrated portfolio of projects involving the management of multiple teams and executive-level stakeholders. As such, the programme manager today requires a refined set of business and leadership skills that are vastly different from that of a project manager. Yet, being an effective programme manager generally requires a firm foothold in project management. To many, pro-gramme management is the next logical step in the career progression of one of the world’s fastest growing disciplines.

This course includes an integrated case study that will provide you with the opportunity to walk through the entire life cycle of a programme while facing the types of realistic challenges you will surely encounter. You will learn tools and techniques for programme governance, effectively managing stakeholders and ensuring that your programme realises its benefits and strategic objectives. You will learn “real-life” best practices presented and facilitated by instructors who have “been there, done that.”

You will learn how to:• Increase the effectiveness of an organisation’s

approach to programme management

• Initiate and organise a large-scale programme to implement business strategy

• Manage stakeholder relationships effectively

• Manage, execute and control a successful pro-gramme consisting of multiple, related projects

• Establish and implement programme governance to ensure consistent alignment with organisational strategy

• Ensure the realisation of programme benefits

Defining Programme Management• Portfolios vs. portfolio management• Programmes vs. programme management• Projects vs. project management

Linking Programmes to Strategic Goals• Real-world examples • Business case• Programme Charter• Methods

Programme Management Life Cycle• Purpose• Stages

• Pre-programme set-up• Programme set-up• Establishing programme management and

technical infrastructure• Deliver the incremental benefits• Closing the programme

Maintenance and Support

Three Themes of Programme Management• Benefits management• Programme governance• Stakeholder management

Programme Planning• Basic considerations• Feasibility study• Programme management plan• Stakeholder management• Programme architecture and benefits map

Programme Management Office• Purpose and benefits• Process control• Process support• Process Improvement• Strategic goal alliance

The Programme Manager’s Role in Delivering the Benefits• Manage enterprise programmes and projects• Manage change• Provide support

Reporting Tools• Checking programme “health” through programme

and project reviews

The Standard for Programme Management knowledge areas:Project Integration Management










COURSE TOPICS

This course has been updated to reflect the PMBOK® Guide — Fourth Edition and the Standard for Programme Management — Second Edition.



MANAGERS

Rapid Assessment and Recovery of Troubled Projects

If you are a project manager who is in the trenches every day, sooner or later you will be staring into the face of a troubled project. The project may be your own or may be one you have inherited. Knowing what to do when the time comes will be critical to your success. You will need to take action immediately — with speed, accuracy, power, balance and focus. You will have little time to think about an approach or polish your skills.

Rapid Assessment and Recovery of Troubled Projects demonstrates a proven process to project recovery. You will get everything you need (process, tools, techniques) to perform a rapid assessment of a project in trouble, develop a recovery plan and manage the transition to stabilisation.

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.

You will learn how to:• Structure and lead the effort to assess project

problems rapidly

• Determine the root causes of identified problems

• Develop a recovery plan for any troubled project

• Provide leadership to turn the project around

• Identify and manage signs of trouble early in a project

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• Analysing and validating project data

Developing the Stabilisation Plan• Stabilisation conceptual overview• Recovery strategy options• Developing a plan for stabilisation• Addressing people, processes, products and timing

Stabilising the Project• Steps to conduct stabilisation plan• Techniques for prioritising threats, opportunities

and problems• Rebaselining the project plan• Implementing project control metrics

Preventive Measures• Avoiding classic mistakes• Establishing a plan for continuous improvement











COURSE TOPICS



MANAGERS

Aligning Project Management with Organisational Change

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.

Today’s business climate is characterised by unprecedented changes in technology and globalisation, as well as by complex business relationships and the unrelenting drive for competitive success. In this highly stressful envi-ronment, it is essential for project managers to think and act strategically. How does an organisa-tion formulate a strategy to achieve competitive success? How do projects contribute to the implementation of the organisation’s strategy? How should a project manager develop a project strategy that supports organisational strategic and business goals?

Aligning Project Management with Organisational Strategy gives you an in-depth analysis of the proc-ess 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 align-ment 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 highlight this dynamic, timely course.

You will receive the book The Project Manager’s MBA—How to Translate Project Decisions into Business Success by Dennis J. Cohen and Robert J. Graham. In addition, you will learn how to use a project ranking tool that can be used within your organisation to prioritise strategic projects. This tool can help you, the project manager, ask the questions to understand how your project fits into your organisation’s strategic initiatives.

You will learn how to:• Support top-level strategy formulation

• Link organisational strategy from business strategy to portfolio development to project implementation

• Ensure project credibility by aligning your project with your organisation’s goals, objectives and strategies

• Create 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

Organisational Strategy in Context• Strategy defined• Strategy as a way to achieve organisational success• Paradigm shifts and their impact—

how change influences strategy• Forces for business change• The impact of organisational constraints

on strategy

Organisational Strategy: Approaches and Techniques• Strategy as a key to organisational success• Elements of a successful strategy• The relationship between strategy and achievability• Strategy assessments• Classic approaches and techniques for level-setting

strategic thinking• Towards 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• Organisational 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

PMBOK® Guide Knowledge Areas:Project Integration ManagementProject Scope ManagementProject Risk ManagementProject Communications Management


COURSE TOPICS

This course has been updated to reflect the PMBOK® Guide — Fourth Edition and the Standard for Programme Management — Second Edition.


PROJECT MANAGEMENT ELECTIVE COURSES—PREPARING FOR PMP® EXAM CERTIFICATION

PMP® Exam Power Prep

Take PMI’s PMI® certification exam within 60 days of the PMP® Exam Power Prep course completion and we will stand behind your success. Should you fail to pass the exam on your first try, we will 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 enrol within 30 days after having taken the PMP® certification exam; you will be given standard course access.)

Immerse yourself in ESI’s PMP® Exam Power Prep and you will be well on your way to passing PMI’s PMP® certification exam. This course is for you if you have met PMI’s requirements put forth in the PMP® Credential Application. This intensive, five day course integrates in-depth topic reviews with morning instructor-led lecture and afternoon structured personal study time, including individ-ual assistance from your PMP-certified instructor. You will thoroughly review exam “trouble spots,” use highly effective drills to accelerate your learn-ing, receive invaluable test taking tips, and take and review practice exams.

You will 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 will be given The Portable PMP® Exam Prep: Conversations on Passing the PMP® Exam CD set.

You will learn how to:• You want an in-depth topic review and struc-

tured study

• You want to ensure exam success with five power-packed days of preparation

• You have met the requirements on PMI’s PMP® Credential Application



PMP® Exam Preparation

Improve your chances of passing the gruelling PMP® certification exam on the first try with this well-proven and successful course. You will find out exactly what components of your project management background will be tested so you know where to focus your attention during the vital weeks of preparation. You will become famil-iar 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 answers. Plus, you will get a chance to explore the rationale behind answers with your instructor, a certified PMP®.

You will 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 questions on spiral-bound, fully tabbed flashcards.

Learn from the project management experts at ESI how to make the most of your limited study time.

You will learn how to:• Reduce your study time by half by focusing only

on relevant exam topics

• Use test taking strategies to help answer any question correctly

• Turn double negatives into simple statements

Course InformationCourse Duration: 5 daysProfessional Development Units (PDUs): 15.0Course code: BSJ


21

Business Analysis Terms: A Working GlossaryGlenn R. Brûlé

Over the past few decades, business analysis has steadily de-veloped into a widely recognized global discipline. Now, more than ever, business analysts must communicate clearly and unambiguously, choosing words that need no further interpre-tation. This convenient reference will help you and your team establish a common business analysis language that conveys universally understood meaning and context. It contains more than 1,600 definitions, phrases and acronyms used in day-to-day business analysis that are essential to today’s business analyst. (Published 2009, 220 pages) $29.95

CBAP® Exam: Practice Test and Study Guide, Second editionGlenn R. Brûlé

With this essential study guide, which has been updated to reflect the BABOK® Guide–Version 2.0, you can prepare to pass the Certified Business Analysis Professional™ (CBAP®) certification exam. You’ll have access to study hints, a list of exam topics and 40 multiple-choice questions from each of the six knowledge areas covered by the International Institute of Business Analysis (IIBA®) CBAP® exam. Plus, you’ll be able to quiz yourself with two 150-question practice tests that are representative of the CBAP® exam. With this proven, structured approach to studying, you’ll validate your knowledge and experience and familiarize yourself with key industry phrases and terminology. $39.95

PgMP® Exam: Practice Test and Study Guide, Second editionJ. LeRoy Ward, PMP, PgMP and Ginger Levin, D.P.A., PMP, PgMP

Are you ready to pass your Program Management Profes-sional (PgMP)® exam? With the help of essential book and CD, you will be. The book includes study hints, a list of major topics covered on the exam, 20 multiple-choice practice questions for each domain, a comprehensive answer key and a bibliographic reference for further study. Two challenging, 170-question practice tests, also delivered via CD to provide a real simulation of the PgMP® exam, will give you an insider’s look at the questions, phrases, terminology and sentence construction that you’ll encounter on the real exam. And, you can retake the tests as many times as you’d like. This essential study tool was created with one goal in mind: helping you

pass your exam and become PgMP® certified. (Published 2009, 288 pages) $44.95

Dictionary of Project Management Terms, Third editionJ. LeRoy Ward, PMP, PgMP

The Dictionary of Project Management Terms is a valuable desk or briefcase reference that ensures project and program managers in every industry around the world are speaking the same language. The book contains 3,400 key terms, words, acronyms and phrases used in the day-to-day prac-tice of project management. Along with traditional project management terms, it includes broader business

terms to help seasoned managers and their succes-sors navigate more easily the ubiquitous language of project-speak. (Published 2008, 512 pages) $39.95

The Complete Project Management Office Handbook, Second editionGerard M. Hill, PMP

This handbook offers a structured ap-proach for developing critical project management capabilities through project management office (PMO) functionality. It describes 20 PMO functions that are crucial to defining and developing an effective approach to project oversight, control and support. ( Published 2007, Auerbach Publications, 752 pages) $89.99

Risk Management: Concepts and Guidance, Fourth editionCarl L. Pritchard, PMP

Gain a higher-level perspective on risk management. This fourth edition contains 35 tool-packed chapters focusing on a systematic approach to risk management. It highlights specific techniques to enhance organizational risk identification, assessment and management. (Published 2010, 448 pages) $58.95

Now Available in Kindle Format

ESI PUBLICATIONS AND TOOLS

For placing an order contact us by e-mail [email protected].

22

PMP® Exam Online Practice TestThis 200-question, Web-based practice test precisely follows the PMI® PMP® exam blueprint. You’ll answer the same number of questions in each of the PMBOK® Guide process areas as on the actual exam. You get exactly four hours to take

the exam, and the results are automatically scored, telling you the number of right and wrong answers in each of the process areas tested. Don’t use the real exam as your first “ practice” test. Reduce your anxiety and let ESI help you succeed. $39.95

ESI’s PMP® Exam TurboPREP™

Save when you buy the set of PMP® Exam Challenge! and PMP® Exam: Practice Test and Study Guide $69.95

The Project Management Drill Book: A Self-Study GuideCarl L. Pritchard, PMP

Gear up for the PMP® certification exam! Learn project management one drill at a time. ESI’s Project Manage-ment Drill Book provides a provocative way to challenge yourself with hundreds of project management prac-tice drills. From earned value to expected value, from precedence diagrams to decision trees and from the WBS to professional responsibility, this data-packed volume builds your understanding of the language and confidence in the practice of project management. Multiple-choice, fill-in-the-blank and true-or-false drills deepen your understanding of available project man-

agement tools and how to use them effectively. ( Published 2003, 197 pages) $54.95

Nuts and Bolts Series No. 1: How to Build a Work Breakdown Structure—The Cornerstone of Project Management, First editionCarl L. Pritchard, PMPWhile project managers are consistently expected to create the WBS as the cornerstone of their project plans, there are limited references on how to actually go about crafting one that works. The book provides readers with the different approaches to WBS construction, highlights the advantages and disadvantages of each of these approaches, and examines the implications of the differ-ent styles of WBS. (Published 1999, 56 pages) $25.00

Precedence Diagramming: Successful Scheduling in a Team Environment, Second editionCarl L. Pritchard, PMPBy using precedence diagrams, project managers can clearly iden-tify the sequence and interdependence of critical activities, clarify work processes and solidify team member roles and buy-in.

This concise overview teaches you how to construct and interpret precedence diagrams—the most common model used in software programs—and apply them to strengthen team commitment and project success. (Published 2002, 62 pages) $25.00

Save money when you buy the CD set and all three books!

Self-study package only$199.95

New edition!

The Portable PMP® Exam Prep: Conversations on Passing the PMP® ExamFourth edition (A three-volume set of nine CDs)Carl L. Pritchard, PMP and J. LeRoy Ward, PMP, PgMP

This three-volume set of nine CDs ad-dresses the nine areas of the project management body of knowledge and professional responsibility. Ward and Pritchard’s informative, engaging style is easy to listen to and you can take the CDs anywhere you go. Plus, there are sessions on preparing for the current

exam and test-taking tips that ESI students have found indispensable. $109.95

PMP® Exam Challenge! Fifth editionJ. LeRoy Ward, PMP, PgMP and

Ginger Levin, D.P.A., PMP, PgMPHere’s a proven way to prepare for the PMP® certification exam. This easy-to-use, flashcard-format book lets you quiz your-self on all nine of the project management knowledge areas and the professional and social responsibility domain. That’s a total

of 600 questions, and each one includes references to the five project management process groups, which are the focus of the PMP® exam. ( Published 2009, 614 pages) $48.95

PMP® Exam: Practice Test and Study Guide, Eighth editionJ. LeRoy Ward, PMP, PgMP and Ginger Levin, D.P.A., PMP, PgMP

This rigorous study guide provides 40 multiple-choice practice questions in each of nine knowledge areas and the professional and social responsibility domain and a composite 200- question practice test intended to simulate the PMP® exam. You’ll also get fully referenced answers keyed to the five project management process groups, a complete bib-liography and a study matrix to help you key in on specific areas that require further study. (Published 2009, 400 pages) $44.95

For placing an order contact us by e-mail [email protected].


BUSINESS ANALYSIS COURSES

Foundations of Business Analysis

At the project’s earliest stages the business ana-lyst is key to defining the requirements, as well as planning, defining and validating project scope. It is 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 understanding of the benefits, func-tions 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 busi-ness 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 will learn how a business analyst supports the project throughout the solution development life cycle, from establish-ing 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.

You will learn how to:• Identify the roles and responsibilities of the

business analyst

• Define requirements

• Explain the importance of managing risk

• Define the solution vision and scope

• Plan the requirements elicitation process

• Recognise the importance of analysing and documenting requirements

• Explain the role of modelling for documenting and communicating requirements

• Perform requirements validation and traceability

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)• Components of the RWP• Work Breakdown Structure (WBS)• Elicitation techniques• Preparing for change

Analysing and Documenting Requirements• Analysing requirements• Characteristics of effective requirements• The Business Requirements Document (BRD)• The BRD vs. the technical specifications document• BRD validation techniques

Modelling Requirements• Modelling requirements• AS-IS vs. TO-BE modelling• 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

COURSE TOPICS

BABOK® Guide knowledge areas:Business Analysis Planning and Monitoring

Elicitation

Enterprise Analysis

Requirements Analysis

Requirements Management and Communication

Solution Assessment and Validation










How to Gather and Document User Requirements

Incomplete requirements are often cited as the number-one reason 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 familiarises participants with the core knowledge and skills required to identify and document user requirements. It also addresses how these require-ments are managed throughout the project life cycle.

You will learn how to:• Explain 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 modelling techniques

• Planning the requirements elicitation and analysis to maximise efficiency and estimate the required effort

• Determine the most appropriate technique(s) for eliciting requirements at different points in the analysis cycle

• Analyse various kinds of requirements into a complete, coherent and organised require-ments document

• Build consensus to validate and finalise the requirements in the business requirements document

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

Modelling at the Enterprise Level • Describing the function of modelling • 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 practising 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

COURSE TOPICS


Elicitation

Enterprise Analysis













Process Modelling Management

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 chal-lenges. 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 organisation’s business goals.

This highly interactive course provides par-ticipants the opportunity to perform the four phases of a process improvement project — define, analyse, implement and control. Key deliverables and outputs are emphasised during each phase, as well as the importance of tying all outputs back to the business strategy. You will practice identifying and prioritising the processes that require improvement, as well as creating the documents needed to communicate these changes to the rest of the organisation. You will focus on the competencies necessary to per-form workflow modelling to ensure you have the core tools required to document the processes.

You will also practice creating AS-IS and TO-BE process maps and learn the steps to conduct a gap and stakeholder analysis. Finally, you will develop the competencies required to create new process benchmarks and measurements for new processes.

You will leave this course with the preparation necessary to perform your business analysis responsibilities within the process improvement process and to employ the required skills in accordance with sensitive cost, organisational and stakeholder requirements.

You will learn how to:• Describe the Process Modelling Management

(PMM) framework

• Define key PMM terms and concepts

• Conduct major activities performed dur-ing each phase of PMM, including workflow modelling

• Perform the business analyst’s role and re-sponsibilities in PMM

• Apply PMM methodologies and techniques specific to the business analyst’s role and responsibilities

Key PMM Terms and Concepts• Process modelling, process management, process

improvement• Process management activities• Workflow modelling• Key benefits of PMM• Process improvement project (PIP) phases• Business analysis roles and responsibilities • Managing organisational 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 Analyse Phase • Conducting workflow modelling• 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

COURSE TOPICS


Elicitation














Reminder: Prior to taking this course, you should have acquired the background as taught in How to Gather and Document User Requirements.



Use Case Modelling

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 Modelling, 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 competencies for creating use case diagrams and use case scenarios, which serve as a vehicle for eliciting, analysing, documenting and communicating functional requirements. You will practice creating use cases in the Unified Modelling Language (UML) to graphically rep-resent the interactions between use cases and actors. To fully gain the benefits of UML, you will create use case diagrams through an object-ori-ented approach, which enables business analysts to sift through the complexity of a system by breaking it down into smaller units.

Take this course and you will gain more than just the lexicon required for use case and object ori-ented modelling. Through interactive exercises, you will practice writing the alternate/ exception flows, arranging objects into properly named classes, and reading class diagrams. Most impor-tantly, you will gain the ability to integrate use case modelling within the software development life cycle to ensure that project requirements are accurate, complete, and map to the objectives of the business.

You will learn how to:• Employ use cases to elicit, analyse, document

and communicate functional requirements for software

• Use the Unified Modelling Language (UML) to create use case diagrams

• Determine when to employ use case modelling

• Prioritise use cases based on their importance to the business and on technical considerations

• Describe ways to develop consistent vocabulary between use cases and objects

• Analyse and document detailed requirements using an object model

• Read a class diagram

Introduction to Use Case Modelling• Organising requirements with use cases• Use case diagrams as a UML notation• Organising 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 Modelling Techniques• Diagramming an «include» relationship• Diagramming an «extend» relationship• Diagramming generalisation and specialisation• Considering multiplicity

Ensuring Use Case Quality• Employing quality assurance techniques• Ensuring use cases are testable

Prioritising Use Cases• Estimating project cost with use cases• Employing prioritisation techniques

Introduction to Object Modelling• 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

COURSE TOPICS


Elicitation




PMBOK® Guide knowledge areas:Project Scope Management





Reminder: Prior to taking this course, you should have acquired the background as taught in How to Gather and Document User Requirements and Process Modelling Management.



Logical Data Modelling

The ability to communicate business proc-esses and information needs is central to the success of any software development project. Explaining user needs is a major challenge as well as an opportunity. The business analyst who understands structured modelling has a distinct advantage in addressing and communicating requirements. The use of models can greatly increase all stakeholders’ understanding of a project’s business rules and data management requirements.

Logical Data Modelling explores business rules, policies and procedures and how they can be modelled effectively. Participants will learn entity relationship diagramming, super and sub-types, attributive and associative entities, and docu-menting data constraints. You will also learn how to create models without being limited by tech-nology or organisational structure.

You will leave this course ready to communicate business and project requirements to project stakeholders using conceptual and logical data models. In short, you will be able to integrate multiple business units so that you understand the big picture of your organisation.

You will learn how to:• Create logical data models to define business

and project requirements

• Explain the purpose, importance and uses of logical data modelling 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 modelling to the overall software development life cycle and respond to business management issues

Data Flow Diagrams (DFDs) and Functional Decomposition Diagrams (FDDs)• Developing DFDs and FDDs• Identifying the business area• Modelling 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• Analysing 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• Modelling with subtypes and supertypes• Understanding attributive and associative entities• Understanding multivalued attributes• Documenting the logical data model• Analysing 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• Levelling the data flow diagram• Avoiding common errors in diagramming

The Transition to OO/UML• Understanding the Unified Modelling Language

(UML)• Applying use case, class state and activity diagrams

Other Key Topics• Applying normalisation rules• Understanding the physical data model• Describing the functions and benefits of

CASE tools• Verifying and presenting models to increase

project success

COURSE TOPICS


Elicitation











Testing Techniques for Tracing and Validating Requirements

Do not underestimate the importance of testing! To ensure project success, planning and execut-ing 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 incor-porates test strategies to identify any defects in the requirements, solution, or corresponding documentation.

In this interactive course, you will work to develop a master test plan under the guidance of an expe-rienced 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 busi-ness need.

By attending this course, you will develop the competencies required 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 and Use Case Modelling.

You will learn how to:• Recognise 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 require-ments throughout the solution development life cycle (SDLC)

• Develop and execute a test plan

• Understand various testing techniques

Introduction to Testing• Recognising the importance of testing• Recognising the BA role in the testing process• Differentiating between validation and verification• Validating the business requirements document

(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• Recognising 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

when developing the master test strategy• Documenting the master test strategy

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 in requirements, risk

and quality

Testing from the BA Perspective• Testing and assessing that business and user

requirements are met• Performing user testing and acceptance testing• Conducting a satisfaction assessment • Performing usability testing during unit, integration,

system and user testing• Conducting a pilot implementation test• Managing and prioritising risk and developing risk

response strategies

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

COURSE TOPICS


Elicitation




PMBOK® Guide knowledge areas:Project Integration Management









Facilitation Techniques for Requirements Development

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 analyse and work with. Facilitation Techniques for Requirements Development focuses on teaching the facilitation skills necessary to elicit and analyse 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 session. 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 facilitation plan, motivat-ing a group’s participation, building consensus, managing conflict, maintaining session focus and evaluating results for lessons learned.

You will learn how to:• Identify the use of facilitation in business

analysis

• Explain the role and responsibilities of a busi-ness 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

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 of the business analysis facilitator• The 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

• Brainstorming• Brainwriting/Crawford Slip

• Definition — requirement elicitation• Focus group• Joint Application Design (JAD)

• Analysis — requirements analysis and documentation• Gap analysis• Root-cause analysis• Force-field analysis

• Decision — solution assessment and validation• Multi-voting• Criteria-based grid• Impact/effort grid

Verification of the Facilitation Session Plan

Facilitation Practices• Generating participation• Neutrality• Active listening• Questioning• Paraphrasing• Using flip charts• Maintain focus• Intervention• Feedback• Summarising• Synthesising ideas

Executing a Facilitation Session• Prior to the session• Starting the session• Conducting the session• Ending the session

Facilitation Conflict Techniques• Argument vs. debate• How to intervene• Choices in resolving issues• Working toward consensus

Business Analysis Facilitation Opportunities

COURSE TOPICS


Elicitation



PMBOK® Guide knowledge areas:Project Scope Management






Reminder: Prior to taking this course, you should have acquired the background as taught in How to Gather and Document User Requirements.



Strategic Enterprise Analysis

Senior business analysts are increasingly involved in pre-project activities to ensure that solutions to business problems reflect the organisation’s business strategy. Through strategic enterprise analysis, the senior business analyst becomes a vital contributor to helping the organisation deter-mine sound investments and enhance its project portfolio. These activities ensure the organisation can maximise the return on investment, minimise duplication of efforts across the organisation, and realign business operations to meet executive management’s strategy.

Strategic Enterprise Analysis is an advanced course designed to provide you with the knowledge you need to begin working as part of a strategic enter-prise 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 analysing core competencies, performing customer value analysis, performing process management, examining 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 modelling the AS-IS and TO-BE enter-prise architectures and how the TO-BE enterprise architecture contributes to the overall project portfolio. The steps for conducting an impact anal-ysis, risk analysis and feasibility study are discussed to ensure that the business case for future invest-ments 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, Process Modelling Management and Use Case Modelling

You will learn how to:• Identify core competencies for the organisation

• Model the AS-IS and TO-BE enterprise architecture

• Perform customer value analysis

• Plan for process management

• Manage the AS-IS and TO-BE IT architectures

• Recognise the importance of service-oriented architecture

• Manage the project portfolio

• Perform impact analyses, risk analyses and fea-sibility studies

• Prepare the decision package

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• Modelling the AS-IS and TO-BE enterprise

architectures• Performing an impact analysis and feasibility study• Documenting the business case for the TO-BE

enterprise architecture

Customer Value Analysis• Performing customer value analysis• Using customer value analysis to improve the

enterprise architecture

Process Management• Creating a process improvement project plan in

support of the TO-BE enterprise architecture• Documenting the business case for new processes

IT Architecture• Create the IT architecture project plan• Modelling the AS-IS and TO-BE IT architecture• Ensuring the IT architecture supports the enterprise

architecture• Documenting the business case 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

COURSE TOPICS


Elicitation

Enterprise Analysis











CBAP® Exam Preparation

This unique e-training course is designed to improve your chances of passing the Certified Business Analysis Professional™ (CBAP®) cer-tification exam on the first try. The demand for professionals with the CBAP® certification is growing within industries across the globe as organizations struggle to create disciplined approaches for eliciting and managing require-ments. 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-ques-tion 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 require-ments for each BABOK® Guide knowledge area, including the business analysis techniques identi-fied in each area. You will become familiar with the makeup and format of the exam itself by answer-ing 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 down-load 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. The Handbook will not only help you study for the exam, but can also be used to help you identify and select the appropriate techniques when conducting a business analysis effort. 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.

Note: This course can be applied toward the Master’s Certificate in Business Analysis only. It cannot be applied toward any other certificate.

You will learn how 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, tech-niques and best practices require attention when studying the knowledge areas outlined in the BABOK® Guide.

• Gain confidence in your understanding of the concepts and approach used in the CBAP® exam by taking practice exam questions

• 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


Studying for the Exam• The nature of the exam• What to study• How to study for the exam

Underlying CompetenciesTechniques• 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


Elicitation


Enterprise Analysis



Underlying Competencies

This course has been updated to reflect the BABOK® Guide–Version 2.0.


Coming soon!CBAP® Exam: Practice Test and Study Guide, Second EditionGlenn R. Brûlé

With this essential study guide, which has been updated to reflect the BABOK® Guide—Version 2.0, you can prepare to pass the Certified Business Analysis Professional™ (CBAP®) certification exam. USD $39.95

this course is only available in e-training format

COURSE TOPICS


BUSINESS SKILLS

COURSES

Establishing a Business Mindset

Expert knowledge is prized in today’s business environment. Without it, businesses cannot compete in the global marketplace. But in today’s business world, deep technical knowl-edge 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 solutions to business issues. You will learn to leverage variables related to the business environment, business thinking, busi-ness interactions, and business outcomes for project, organisational, personal and professional success.

The course allows you to practice analysing 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 realise 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 “influenc-ers.” 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.

You will learn how to:• Apply business acumen to realise

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 organisation

• Adapt to changing variables in a typical busi-ness environment

• Grow your skills in alignment with your per-sonal and professional goals

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 analyse stakeholders• Set goals and objectives

The Operational Perspective• Operational influences• ESI’s Operational Framework (OPF)

• Products and services• HR/training• Marketing/Sales• Customer service• Supply Chain Management• Finance/budgeting

• 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• Organisational culture• Business etiquette and politics • Linguistic considerations• Gender, ethnicity and class roles• Critical thinking• Career track preferences



COURSE TOPICS


BUSINESS SKILLS

COURSES

High-Impact Communications

Without communication skills, your technical capa-bilities simply are not worth as much as they could be. Even the best ideas, strategies 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, meaningful communication with coworkers, clients and stakeholders. Through prac-tical exercises, group discussions and case studies, you will learn how to determine your own commu-nication style, identify the communication styles of your audience and adapt your delivery accord-ingly. This course will provide hands-on practise in crafting persuasive messages, facilitating dialogue and making powerful communications. It will address common communication fallacies and ways to identify where a miscommunication has occurred. The course will also address issues related to communication in a virtual and global environment.

You will walk away from the course firmly grounded in key communication techniques and possessing the additional tools necessary to apply these techniques to your work environ-ment. You will also be able to implement standard communication planning processes to ensure that every communication is high-impact and well-structured.

You will learn how to:• Deliver persuasive communications that achieve

the outcomes you want

• Adapt your communication style to the receiv-er’s style for greater impact

• Work and dialogue more effectively in small groups

• Select the most appropriate medium and struc-ture for high-impact communication

• Implement techniques and strategies to create high-impact communication

• Plan your communications and meetings for maximum results

Communication Intelligence• ESI’s Communication Model• Communication factors• Emotional awareness• What is 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

COURSE TOPICS




BUSINESS SKILLS

COURSES

Critical Thinking and Problem Solving

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 opportu-nities 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 busi-ness environments: strategic thinking, 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 dif-ferent thinking approaches to achieve maximum results. You’ll also have the opportunity to apply these concepts to a specific problem or opportu-nity from your own business environment, share newly learned approaches with classmates, and give and receive feedback on those approaches.

You will learn how to:• Employ different thinking approaches at dif-

ferent times to yield better results

• Generate innovative responses to business problems or opportunities

• Analyse your own thinking style preferences

• Think in the present to prepare for the future

• Determine the root cause of business prob-lems 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

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

• Identification and analysis• Environmental scan• Response exploration• Response selection• Response implementation

• 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?

• Internal scan• External scan• Stakeholder 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 prioritisation 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



COURSE TOPICS


BUSINESS SKILLS

COURSES

Budget and Financial Management

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 look-ing to department staff and leaders for insight, understanding and recommendations. Without understanding the fundamental links between budgets and finance, many struggle to show sen-ior managers how their projects or departments contribute to the organisation’s bottom line.

This course will help you understand the “macro” big picture and “micro” line item context and trends of finance—as well as the mechanics of developing budgets. It will give you the neces-sary tools to make sound financial decisions for your business unit. Whether your goal is to stay on budget, increase overall cost-savings or meet spe-cific profitability targets, real-world exercises will help you become familiar with standard financial documents, and use budget and estimating meth-ods and tools more effectively. Specifically, you’ll review and discuss commonly used financial met-rics to not only understand the numbers, but also to explore the not-so-obvious financial impacts of typical operating decisions and actions—from a project to organisational level.

After completing this course, you’ll know how to gather, compile and prioritise financial data to develop, execute and manage a budget. You will also be better able to communicate financial and budgetary information, have greater confidence in assessing finances, and participate more effec-tively in the business decision-making process.

Recommendation: Please bring a calculator to class.

You will learn how to:• Utilise 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

• Recognise the relationships between primary financial statement line items by calculating and examining relevant financial ratios

Strategic Focus and Drivers• Identifying and examining strategy• Business trends

• Mergers and acquisitions• Aggressive asset management• Outsourcing• Legislative and regulatory scrutiny• Balanced scorecard

Managing Stakeholder Expectations• Identify and analyse stakeholders• Getting buy-in

The Basics of Finance• Financial basics• Accounting• Costs, profits and profitability• Financial statements

• Balance sheets• Income statements• Cash flow statements

Budgeting Skills• Budgeting basics• Budget cycles• Budgeting processes: planning, approving,

managing and reporting• Budget elements• Gather and categorise• Prioritise• Develop initial estimates• Compile and total estimates• Perform tradeoffs• Finalise 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

• Variances• Earned value technique

• Taking corrective action• Budget reporting• Closing out budgets• Revenue recognition

COURSE TOPICS




BUSINESS SKILLS

COURSES

Coaching and Mentoring for Improved Performance

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 perform-ance issues creating roadblocks to your or others’ success? Imagine if you could apply proven techniques to assign work successfully—with or without formal authority—and achieve the results you want with colleagues in the office, or around the world.

This course teaches you how to apply a powerful behavioural model to improve the quality, effi-ciency 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 deter-mine what work can be allocated and to whom based on current performance levels. You’ll also learn how to assign that work with improved clarity and efficiency, establishing a strong foun-dation for success.

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.

During class, you’ll assess your own coaching style and learn how to leverage that style. You

will learn how to more effectively handle the increasing challenges faced by coaches and managers in all types of organisations. You’ll uncover the differences and similarities between coaching and mentoring, and begin to apply your newfound skills to realise the personal and organisational 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 oth-ers and a cache of techniques that will make you a more effective coach and mentor.

You will learn how to:• Effectively assign and guide progress on work

• Evaluate and improve the current performance of others

• Adopt techniques for evaluating impact, in-cluding your own

• Provide focused feedback to sustain or im-prove future performance

• Handle difficult performance issues

• Use essential skills for getting better results in coaching situations

• Apply a structured coaching and mentoring model to guide you through the coaching process

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

• Direct• Advise• Entrust

• Coaching actions• Define and Assign• Guide• Evaluate

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



COURSE TOPICS


BUSINESS SKILLS

COURSES

Taking Charge of Organisational Change

Are you experiencing anxiety or uncertainty stem-ming from a merger, acquisition, outsourcing, plant or base closure, staffing change or some other organisation change? Too often, change initiatives fail because of poor planning, resistance to change, and lack of vision and communica-tion. With constant change occurring in most organisations, a better understanding of how organisational changes come about, how they are planned, and the challenges inherent in the change process will facilitate smoother transitions and organisational effectiveness.

This extremely interactive course provides an overarching approach for making change happen in organisations and helps participants embrace a mindset that welcomes organisational 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 communication plan that is key to any successful change initiative. Particular 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.

You will learn how to:• Become a change agent

• Leverage organisational change for positive outcomes

• Help others deal with change

• Create a business case for an organisational change

• Consider other perspectives that impact change initiatives

• Apply a framework to plan and lead organisa-tional change

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• Prioritising changes

Organisational 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 organisational change• Implementing the case for change

COURSE TOPICS



BABOK® Guide knowledge areas:Requirements Management and Communication


Underlying Competencies

38 [email protected]

Courses available in this format include:Project Management Core Courses • 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 • Managing IT Projects • IT Risk Management

Business Analysis• Foundations of Business Analysis• How to Gather and Document User

Requirements • Testing Techniques for Tracing and Validating

Requirements

Online Exam Preparation Courses and Tools• PMP® Exam Preparation • PMAppraise: A Knowledge and Skills

Assessment® • BAAppraise: A Knowledge Appraisal® • PMP® Exam Online Practice Test

ESI’S E-TRAINING

NOW AVAILABLE, ALLOWING YOU TO TAKE ESI’S COURSES ONLINE

To find out more about e-training or to sign up for a free

e-training demo visit www.esi-intl.com/e-training.

What are the benefits of e-training?• The convenience of being able to take

the course at a time, pace and location that is convenient to you.

• E-training delivers the same quality of content as our classroom courses.

• Classes offer the opportunity to collaborate with the instructor and participants through online message boards and e-mail.

• There will be progress assessments throughout the course.

• Our new resource portal is now available! Ask our instructors a question online and be guaranteed a response in 24 hours.

What you need to start• You will need an up-to-date browser

and an online connection.

The format of the course• Interactive with real-life case studies.

• Through case studies and exercises you will be required to solve a series of project management challenges in each lesson.

• On average a course takes 30 hours to complete and must be completed within 42 days.

• There will be a final exam on the subject which will determine your success in conjunction with the case studies and exercises you complete in class.

39www.esi-intl.in

Stand Out With Professional Certificates from ESI and The George Washington UniversityThrough professional certification you

can arm yourself with the knowledge and

skills to confidently complete increasingly

demanding projects and build credibility that

sets you apart as a leader.

Backed by our academic partner, The George

Washington University, ESI offers the most

comprehensive project management,

program management and business analysis

coursework and certification available on the

market.

When you have completed ESI courses and

corresponding ESI certificates, you will have

attained an advanced level of knowledge

that indicates readiness to achieve equivalent

industry certifications.

Project Management: Associate’s CertificateThis certificate is valuable for those requiring

a basic working knowledge of project

management, and is a stepping stone to

earning the Master’s Certificate in Project

Management.

Project Management: Master’s CertificateThis certificate program offers the widest

range of project management course choices

in the training industry and is designed for

managers in all fields and professions. The

program provides flexibility in building an

outstanding skill-set as well as a common

knowledge base that is essential for today’s

project managers.

IT Project Management: Associate’s Certificate This certificate is appropriate for those

needing a basic working knowledge of

IT project management, and serves as a

stepping stone toward completion of the

Master’s Certificate in Project Management

with a Concentration in IT Project

Management.

THE GEORGE WASHINGTON UNIVERSITY

Project Management: Master’s Certificate with a Concentration in IT Project ManagementThis certificate program combines essential

project management skills with a distinctly

IT focused curricula, and is an ideal way to

showcase your expertise and demonstrate

your commitment to IT project excellence.

Program Management: Master’s CertificateThis certificate program offers a structured

array of courses chosen from various ESI

curricula to help strengthen your skills and

develop the basis of knowledge required to

manage programs successfully.

Business Analysis: Associate’s CertificateThis certificate shows the holder has acquired

a working knowledge of the business analysis

process as well as a great prequel to mastery

of skills with the Master’s Certificate in

Business Analysis.

Business Analysis: Master’s CertificateThis certificate program offers a well-

rounded mastery of business analysis skills

that prepares you to more effectively gather,

analyse, document and validate accurate

requirements in order to find the best

solution to fit your organization’s need.

SCHOOL OF BUSINESS PROFESSIONAL CERTIFICATES


ASSOCIATE’S CERTIFICATE IN PROJECT MANAGEMENT

ASSOCIATE’S CERTIFICATE IN IT PROJECT MANAGEMENT

ESI’s Associate’s Certificates in Project

Management and IT Project Management

provide an introduction to project

management and are appropriate for

anyone who needs a basic working

knowledge of the subject. Backed by

our academic partner, The George

Washington University, associate’s

certificates are flexible

programmes that

can be customised to

your specific needs.

Earning Your CertificateThe associate’s certificates complement

the Project Management Institute’s (PMI®)

Certified Associate in Project Management

(CAPM®) credential and begin to lay the

groundwork for anyone seeking PMI’s

Project Management Professional (PMP®)

certification.

Certificate RequirementsTo earn either of these associate’s

certificates, you must successfully complete

three courses within two years. One

(and only one) introductory course must be

taken.

The certificate paths on this page provide

you a complete breakdown of the way you

can plan your certifications.

Although there is no order in which you

must take the courses leading to an

associate’s certificate, we recommend

that you take the introductory course

first to become familiar with basic project

management terminology and principles.

You must adhere to the restrictions on

the course pages.

Courses for Experienced Project

Managers, workshops and the PMP®

Exam Review courses may not be applied

to either associate’s certificate.

Managing Projects

You must take the following introductory course…

At least one course must be taken from the following…

➤➤

Upon successfully completing the required three courses, you will receive an Associate’s Certificate in Project Management awarded by ESI and The George Washington University.


Core and Elective Project Management courses

in this catalogue

IT Project Management, Business Skills and Business

Analysis courses

IT Project Management courses in this catalogue

Core and Elective Project Management, Business Skills

and Business Analysis courses

You must take the following introductory course…


➤➤

Upon successfully completing the required three courses, you will receive an Associate’s Certificate in IT Project Management awarded by ESI and The George Washington University.

= available online via ESI’s Virtual Classroom


The remaining course may be taken from the following…

➤


➤

NEW!

NOTE: You may only apply each course to one associate’s certificate. However, all courses

taken for the associate’s certificate may be applied toward a specific master’s certificate

requirement.

THE ASSOCIATE’S CERTIFICATES IN

PROJECT MANAGEMENT

41www.esi-intl.in

Earning a Master’s Certificate in Project

Management is the ideal way to showcase

your expertise and demonstrate your

commitment to project excellence.

With ESI, you have the flexibility to choose

between two master’s certificates, allowing you

to focus on the knowledge and skills specific to

your individual needs—

• Master’s Certificate in Project Management

• Master’s Certificate in Project Management with a Concentration in IT Project Management

Earning Your Master’s Certificate in Project ManagementThis master’s certificate programme offers

the widest range of course choices in the

training industry. The programme is designed

for managers in all fields and professions and

provides flexibility in building your skill set. You

will gain a common base of knowledge and skills

essential for today’s project manager. All project

management processes and knowledge areas

found in the PMBOK® Guide, which is considered

the foundation of modern project management,

are addressed in the core project management

courses.

Certificate RequirementsTo earn a Master’s Certificate in Project

Management, you must successfully complete

seven courses within four years. The certificate

paths on this page provide you a complete

breakdown of the way you can plan your

certifications.

Courses may only be applied to one master’s

or professional certificate. You must adhere

to the restrictions on the course pages.

MASTER’S CERTIFICATE IN PROJECT MANAGEMENT

Upon successfully completing the required seven courses, you will receive a Master’s Certificate in Project Management awarded by ESI and The George Washington University.

You may choose to start by taking…

Then take at least two of the following courses…

You may also take…

➤➤

Managing Projects

Project Leadership, Management and Communications



Risk Management


Project Management Applications

Elective Course(s)You may apply up to four courses toward your master’s certificate from the following:• IT Project Management

courses• Project Management

Elective courses• Courses for Experienced

Project Managers• Business Analysis courses• Business Skills courses

(up to two)• Contract Management courses• PMP® Exam Review

courses (one)

➤

THE MASTER’S CERTIFICATES IN

PROJECT MANAGEMENT AND IT PROJECT MANAGEMENT

MASTER’S CERTIFICATE IN PROJECT MANAGEMENT WITH

A CONCENTRATION IN IT PROJECT MANAGEMENT

Then, take at least two project management courses…

You may also take…

Project Leadership, Management and Communications




Elective Course(s)You may apply up to two courses toward your master’s certificate from the following:• Project Management

Elective courses• Courses for Experienced

Project Managers• Business Analysis courses• Business Skills courses

(up to two)• Contract Management courses• PMP® Exam Review

courses (one)

➤

Software Testing for Better Project Management

Systems Integration Project Management

Take at least three of the following IT-related courses…

How to Gather and Document User Requirements


IT Risk Management

➤➤

Agile Project Management

Upon successfully complet-ing the required seven courses, you will receive a Master’s Certificate in Project Management with a Concentration in IT Project Management awarded by ESI and The George Washington University.



NEW!


THE MASTER’S CERTIFICATE IN

PROGRAMME MANAGEMENT

New!

The Program Management Development

Path was created to meet the needs of the

increasing number of professionals responsible

for managing programs. The Master’s Certificate

in Program Management offers a structured

array of courses chosen from various ESI

curricula to help strengthen your skills and

develop the basis of knowledge required to

manage programs successfully. Backed by GW,

this certificate is an excellent way to showcase

your skills and set yourself apart as a leader.

Earning Your CertificateThe Master’s Certificate in Program Management

curriculum, which is designed to be flexible and

practical, is vital for anyone performing the duties

of a program manager.

The courses in the Program Management

Development Path support the PMBOK® Guide, the

Project Management Institute’s The Standard for

Program Management, as well as other key business

skill areas determined to be critical to successful

program management.

Certificate RequirementsTo obtain your Master’s Certificate in Program

Management, you must successfully complete seven

courses within four years. You must complete the

Program Management course in order to be

eligible to receive this certificate.

MASTER’S CERTIFICATE IN PROGRAM MANAGEMENT

You must take the following course…➤

Program Management

Then take at least six of the following…

Courses for Experienced Project Managers• Unlocking the Power of Earned Value Management• Requirements Management: A Key to Project Success• Rapid Assessment and Recovery of Troubled Projects• Leading Complex Projects• Leading Project Managers• Leading High-Performing Project Teams• Aligning Project Management with Organizational Strategy

Selected Business Analysis Courses• Developing a Business Case • Strategic Enterprise Analysis

Core Business Skills Courses (limit one)

Selected Project Management Elective Courses• Business Process Analysis, Innovation and Design• Negotiation Skills for Project Managers• Writing Statements of Work: The Heart of Any Contract

Selected Contract Management courses• Advanced Source Selection• CPIC and the Exhibit 300

• Applied Earned Value Management

• Managing Performance-Based Service Awards• Subcontract Management in Government Contracting

• Administration of Commercial Contracts

➤

Upon successfully completing the required seven courses, you will receive a Master’s Certificate in Program Management awarded by ESI and The George Washington University.

Updated!

New!

Revised!

43www.esi-intl.in

ASSOCIATE’S CERTIFICATE IN BUSINESS ANALYSIS

MASTER’S CERTIFICATE IN BUSINESS ANALYSIS

THE CERTIFICATES IN

BUSINESS ANALYSIS

Earning certificates in Business Analysis from ESI

and GWU is an excellent way to build a solid

foundation in requirements development and

management, and demonstrate dedication

to accurate, high-quality requirements and

advancement within the business analysis

profession.

Earning Your CertificateThe associate’s certificate shows you have a basic

working knowledge of business analysis and the

skills to more effectively manage requirements and

the master’s certificate teaches you how to more

effectively elicit justifiable, verifiable and traceable

requirements and manage them through the entire

requirements process

These certificates complement the International

Institute of Business Analysis (IIBA®) Guide to the

Business Analysis Body of Knowledge® (BABOK® Guide)

and lays the groundwork for anyone seeking IIBA’s

Certified Business Analysis Professional™ (CBAP®)

certification and exceed the best practices by

integrating key principles and practices that can be

applied on the job immediately.

Certificate RequirementsTo earn the Associate’s Certificate in Business

Analysis, you must successfully complete three

courses within two years. To earn a Master’s

Certificate in Business Analysis, you must

successfully complete seven courses within four

years.

The certificate paths on this page provide you

a complete breakdown of the way you can plan

your certifications. Each course in the business

analysis curriculum builds upon the skills learned

in previous courses. We recommend you take

the courses in the order shown on the certificate

path to the right, although you may take your two

electives at any time.

Note: You may only apply each course to one

associate’s certificate. However, all courses taken for

the associate’s certificate may be applied toward a

specific master’s certificate requirement. You must

adhere to the restriction on the course pages.

➤➤

➤

*This path is recommended for students preparing for the CBAP® certification.


You must take at least one of the following introductory courses…

Core Business Analysis courses in this catalogue

Elective Course• Managing Projects • Managing IT Projects • Project Leadership, Management

and Communications • Negotiation Skills for Project

Managers• Agile Project Management • Making Effective Presentations:

Fundamentals• Core Business Skills courses



Upon successfully completing the required three courses, you will receive an Associate’s Certificate in Business Analysis awarded by ESI and The George Washington University.

How to Gather and Document User Requirements*

and/or

New!



You must take one or both of the following introductory courses…


How to Gather and Document User Requirements*

Logical Data Modelling*

Process Modelling Management*

Use Case Modelling*

Testing Techniques for Tracing and Validating

Requirements*

Facilitation Techniques for Requirements Development

Strategic Enterprise Analysis*

CBAP® Exam Preparation*

Upon successfully completing the required seven courses, you will receive a Master’s Certificate in Business Analysis awarded by ESI and The George Washington University.

Then take at least four of the following…

You may also apply up to two courses from the following:

and/or

Elective Course• Managing Projects • Managing IT Projects • Project Leadership, Management

and Communications • Negotiation Skills for Project

Managers• Agile Project Management • Making Effective Presentations:

Fundamentals• Business Skills courses

*This path is recommended for students preparing for the CBAP® certification.

Developing a Business Case

➤

New!

New!

➤➤

New!

New!


• Contract Management Principles and Practices

• Managing Projects

• Managing IT Projects

• Planning and Managing Projects

• Project Leadership, Management and Communications

• Project Planning Workshop

• Quality for Project Managers

• Risk Management

• Scheduling and Cost Control

• Simulation: Project Management Applications

ESI’s Core Project Management CoursesGETTING CERTIFIED:

YOUR DEVELOPMENT PATH—FINDING THE RIGHT COURSE TO SUIT YOUR NEEDSEach course you take with ESI and The George Washington University (GWU) takes you one step

closer to professional Academic or Industry Certification.

FoundationAssociate’s Certificate in Project Management: 3 COURSES IN 2 YEARS

Managing Projects OR Managing IT Projects lAND 2 Courses from Core and/or Elective ll

Master’s Certificate in Project Management: 7 COURSES IN 4 YEARS3 Courses from Core l

AND 4 Further Courses from ANY Course Section lllll

Master’s Certificate in Business Analysis (PCBA): 7 COURSES IN 4 YEARS5 Courses from Business Analysis l

Outside the BA curriculum you may also take: Managing Projects l

Managing IT Projects lProject Leadership, Management and Communications l

Negotiation Skills for Project Managers or Agile Project Management l

Master’s Certificate in Programme Management: 5 COURSES IN 4 YEARSProgramme Management l

AND 2 Courses from Business Skills lAND 2 Courses from Advanced l

Includes: Business Process Analysis, Innovation and Design lNegotiation Skills for Project Managers l

Advanced Master’s Certificate in Project Management: 5 COURSES IN 4 YEARS5 Courses from Advanced l

Includes: Taking Charge of Organisational Change l

Intermediate

Intermediate/ Advanced

Advanced

ESI and The George Washington University (GW)Development Stages

ALIGNING YOUR PROFESSION WITH INDUSTRY RECOGNIZED

CERTIFICATIONWhether you are new or a seasoned professional, you will be able to find the development

path that is most suited to your current needs. If you need more information on what

development path is right for you and how ESI’s courses and certificates are aligned with

an industry certification, contact us at 91-80-41141344 or email us [email protected].

YOU ARE NOW ON YOUR WAY TO

45www.esi-intl.in

• Agile Project Management

• Aligning Project Management with Organisational Strategy

• Leading Complex Projects

• Leading Project Managers

• Managing Global Projects

• Programme Management

• Rapid Assessment and Recovery of Troubled Projects

• Requirements Management

• Facilitation Techniques for Requirements Development

• Foundations of Business Analysis

• How to Gather and Document User Requirements

• Logical Data Modelling

• Process Modelling Management

• Strategic Enterprise Analysis

• Testing Techniques for Tracing and Validating Requirements

• Use Case Modelling

• Budget and Financial Management

• Business Process Analysis, Innovation and Design

• Establishing a Project Management Office

• Negotiation Skills for Project Managers

• PMP® Exam Preparation

• PMP® Exam Power Prep

• Systems Integration Project Management

• Writing Statements of Work

• Budget and Financial Management

• Coaching and Mentoring for Improved Performance

• Critical Thinking and Problem Solving

• Establishing a Business Mindset

• High Impact Communication

• Taking Charge of Organisational Change

ESI’s Advanced Project Management Courses

ESI’s Business Analysis Courses

ESI’s Elective Project Management Courses

ESI’s Business Skills Courses

Certified Business Analysis Professional™ (CBAP® Certification)

Project Role: Leads and directs business analysis focused project teams

Requirements: 7,500 hours of business analysis work experiencein the last 10 years (in BABOK® Guide Knowledge areas)

AND Demonstrated expertise in 4 of the 6 knowledge areasAND 21 hours or professional training in the last 4 years

PMI® Certification IIBA® Certification

Certified Associate in Project Management (CAPM® Certification)

Project Role: Contributes to project teamRequirements: High school diploma/global equivalent,

1,500 hours experienceAND 23 hours of project management training

Project Management Professional (PMP® Certification)Project Role: Leads and directs project teams

Requirements: High school diploma/global equivalent,5 years project management experience,

35 hours of project management educationOR Bachelor’s degree/global equivalent, 3 years project

management experience, 35 hours project management education

Programme Management Professional (PgMP® Certification)

Project Role: Achieves an organisational objective through defining and overseeing

projects/programmes and resourcesRequirements: High school diploma/global equivalent,

4 years project management experience,7 years programme management experience,

OR Bachelor’s degree/global equivalent, 4 years project management experience,

4 years programme management experience


LET ESI GUIDE YOU

• Budget and Financial Management*

• PMP® Exam Power Prep

• PMP® Exam Preparation*

• Project Management Applications*

• Systems Integration Project Management*

• Writing Statements of Work*

• Contract Management Principles and Practices*

• Quality for Project Managers

• Risk Management

• Scheduling and Cost Control

Inte

rmed

iate

/Adv

ance

d

Inte

rmed

iate

Foun

datio

n

• Aligning Project Management with Organisational Strategy*

• Leading Complex Projects*

• Leading Project Managers*

• Budget and Financial Management*

• Coaching and Mentoring for Improved Performance*

• Critical Thinking and Problem Solving*

• Establishing a Business Mindset*


• High Impact Communications


• Taking Charge of Organisational Change


Adv

ance

dIn

term

edia

teBe

ginn

ers

• CBAP® Exam Preparation*



Please note that these are only indicative guidelines. You may have little or more experience than is shown here and still be eligible for one of these courses. All training suitability is looked at on an individual basis. Please call our course advisors for more information on 91-80-411413444.




Adv

ance

dIn

term

edia

teBe

ginn

ers

Entr

y Le

vel



Adv

ance

d

Inte

rmed

iate

Begi

nner

sEn

try

Leve

lA

dvan

ced

PROJECT MANAGEMENT

HARD SKILLS

WHAT INDUSTRY CERTIFICATION AM I READY FOR?

PM AND BA BUSINESS

SOFT SKILLS

BUSINESS ANALYSIS

HARD SKILLS

• Agile Project Management*

• Establishing a Project Management Office*

• Managing Global Projects*

• Programme Management

• Rapid Assessment and Recovery of Troubled Projects

• Requirements Management*


• Managing Projects*

• Planning and Managing Projects

• Master’s Certificate in Project Management (ESI)

• Certified Business Analysis Professional™ (CBAP®) Certification (IIBA®)

• PMP® Certification (PMI®)

• Advanced Master’s Certificate in Project Management (ESI)

• PgMP® Certification (PMI®)

• Associate’s Certificate in Project Management (ESI)

• Certified Associate in Project Management (CAPM®) (PMI®)

ALIG

NED

PRO

FESS

ION

AL IN

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PMAppraise® is a complete assessment tool that:

• Measures knowledge of project management best practices• Compiles a comprehensive report that provides an overall picture of any

knowledge gaps• Offers an accompanying resource guide that recommends appropriate

courses and books• The convenient, online assessment consists of 80 multiple-choice questions

that cover the nine knowledge areas of the PMBOK® Guide plus the professional responsibility domain. The assessment takes about three hours to complete.

• After completion, the assessment is scored automatically and the results are sent to the individual. For 30 days after completing PMAppraise®, you have online access to the report that shows all areas needing improvement.

• If a project team is completing the assessment a group summary report from ESI is available to provide a “snapshot” of a team’s knowledge and skill performance.

PROJECT MANAGEMENT AND BUSINESS ANALYSIS ASSESSMENT TOOLS

…MAXIMISE YOUR LEARNING INVESTMENT

By measuring the existing knowledge and

skill levels of an individual or team, learning

can be readily targeted to employees’

needs, and therefore, can speed the

development of job-related competencies.

Your organisation’s business analysis and

project teams are made up of a wide variety

of team members who bring varying skill

sets to the table. Knowing each person’s

grasp of standard business analysis

methods, tools and techniques will give you

a clear picture of potential training needs.

With ESI’s BAAppraise® and PMAppraise®,

you can evaluate your employees’ business

analysis training needs and then select

the professional development programme

that will yield the highest return for your

training budget.

Your own development needs and

requirements for job performance

are typically broken into three areas:

knowledge and skills, abilities and

behaviours.

• Knowledge and skills are elements that are taught in educational and training programmes and focus on the content areas of a job.

• Abilities, generally, are personal characteristics that are refined over time by the individual’s actual performance of his or her job.

• Behaviours may be learned in a classroom setting, however, making them second nature usually takes time, practice and experience.

ESI’s PMAppraise®/BAAppraise® are complete

assessment tools that:

• Measure knowledge of best practices, as well as the knowledge areas of the PMBOK® Guide/BABOK® Guide

• Compile a comprehensive group summary report that provides an overall picture of individuals and the group as a whole

• Provide recommendations for learning activities to help bridge knowledge gaps

Both the individual and group summary

reports give you detailed information that:

• Summarises your individual or organisation’s results based on the best practices and the PMBOK® Guide/BABOK® Guide knowledge areas

• Compares your results against other professionals in the project management industry

• Prioritises group and individual learning needs based on the mappings to key project management topics

BAAppraise® is a tool that:

• Measures knowledge of the eight competency areas as defined by the BA Competency Model. a. IT Fluency b. Eliciting Requirements c. Building the Business Requirements Document d. Business Process Reengineering e. Structured Analysis f. Object-Oriented Analysis g. Designing Testing Strategies h. User Support

• This convenient online assessment consists of 80 multiple choice questions that cover eight competency areas defined by the BA Competency Model.

• After completion, the assessment is scored automatically; the results are sent to the individual by email to be tested as part of a team. Group summary reports through provide an effective overview of a team’s business analysis knowledge level.


INDIAN TESTIMONIALS

We have engaged ESI on multiple skill improvement initiatives across the Project Management and Business Analyst communities at Virtusa. All programs were delivered exceeding expectations in terms of faculty, courseware and assessments. I would specially highlight the high quality of ESI course material covering key concepts, case studies and additional reading, well integrated with the course objectives. Chrishan de Mel Associate Director - Process Virtusa (Pvt.) Ltd, Sri Lanka

ESI has been a great training partner for RBS providing quality training programs on project Management and BA. ESI brings in resourceful faculties which builds trust in the customers.Yogesh Balan Head Training Chennai Center Royal Bank of Scotland, India

The program forms the basic foundation layer for our incoming BA trainees. It has grounded our trainees into a well structured approach and intricacies of Business analysis as an essential Business Technology function. Since it is a foundation program, the future development and skill enhancement of BAs is heavily dependent on the skill base created through this program. The BAs have benefited greatly from this program and it reflects both in their professional approach to client engagements and also the appreciation received from clients on their activities and impact within the project teams.Sanjay Kumar VP BFSI Solutions Name not to be disclosed An Indian IT organization

The Foundation course in Business Analysis was very helpful in establishing sound foundation of domain skills within the team. The trainer had in-depth knowledge of the subject and made the workshop/sessions lively by giving examples from other organizations.

Undergoing this program, the ACIS Business Change team was found reflecting a deeper understanding of business issues and demonstrated a more

holistic approach employing the concepts of Business Analysis. The industry best practices were looked upon to derive necessary solution options and aptly apply the knowledge acquired on-the-job.

Overall, excellent program for anyone starting out in Business Analysis area.Nilesh Sagale Manager – Business Change Allianz Cornhill, India

It has been an absolute pleasure and a great experience in working with ESI India over the past one year. The course materials and speed of response ESI offers are of world class standards and the facilitators are simply best in class! We look forward to working with them in all our Project Management, Business Analysis and Leadership related training and development initiatives in the coming years…Nishat Husain Vice President, Enterprise Program Management Office (EPMO) Robi Axiata Ltd, , Bangladesh

49www.esi-intl.in

It has been great working with ESI. The ESI team has been amazingly helpful in every matter; from the training content to the execution of the programs.

I cannot say enough good things about the programs named ‘Planning & Managing Projects’ and ‘Negotiation Skills for Project Managers’. It has been rated as one of the best project management training programmes our employees have attended so far. Both the programs were highly interactive programs with structure and impact, and equip individuals with solid techniques/skills that can be applied immediately to increase personal and organisational effectiveness. The programme-materials are of the highest quality and useful resources. I was personally and professionally inspired by the program. The sessions offered essential skills that are often the lost or missing foundation pieces that help drive personal and organisational success. The trainers also delivered the workshops with passion, energy and expertise. Their willingness to share examples and experiences from their personal life is a unique component that creates an environment where participants feel safe and willingly open up to each other.

I eagerly look forward to work with ESI in near future.Ainee Islam Specialist, Enterprise Program Management Office, Robi Axiata Ltd, Bangladesh

We have worked with ESI for the past two years across India and China. It has been fantastic working with ESI. Two things companies look for in their training vendors are high quality content and trainer backed up by a great operations team. ESI has all of them and have delivered great quality consistently. I would recommend ESI anytime to anyone looking for great project management training.Jayakanthan M Manager- Learning and Organisational Development VMware, India

During my tenure in Grameenphone as Head of Competence Services of CPMO, I had the opportunity to have ESI as Strategic partner to develop a pool of resources as Project Management Specialist.

The best part of ESI, India was its top class Instructors with resourceful training materials. The sessions with ESI, India influenced the participants to go for PMP certification. As a result, Grameenphone were enriched with competent PMs and they are still leading the innovations in the industry. ESI is not a name of a training institute; it is a bridge between special knowledge and success. The services outside the training session are also praise worthy. ESI can be a strategic partner to any industry to develop their future leaders and get a real uplift.Mohammad Zahirul Islam, PMP Ex Head of Project Management Office


IIBA®, the IIBA® logo, Business Analysis Body of Knowledge® and BABOK® are registered trademarks owned by International Institute of Business Analysis. These trademarks are used with the express permission of International Institute of Business Analysis. CBAP® is a registered certification mark owned by International Institute of Business Analysis. This certification mark is used with the express permission of International Institute of Business Analysis. Certified Business Analysis Professional™ is a trademark owned by International Institute of Business Analysis. This trademark is used with the express permission of International Institute of Business Analysis. Microsoft® is a trademark of the Microsoft Corporation.MyESI® is a registered trademark owned by ESI International.PMI®, PMP®, CAPM®, PgMP® and PMBOK® are registered marks of the Project Management Institute, Inc. BAAppraise® and PMAppraise® are registered trademarks owned by ESI International, Inc.

INDIAN CLIENTELE

Accenture Services Private India

Allianz Cornhill -An Alliance Group Company

Aircel

Alstom Projects India Ltd

ANZ IT INDIA

AOL Online

Asea Boveri Brown

AXiata Telecom

Axis Bank India

BRAC Bank Ltd

Cap Gemini Consulting

CG Coreel India Pvt Ltd

Cisco India

Cognizant Technology Solutions ,India

Credit Suisse India

Deutsche Bank AGS

Deutsche Bank Operations India Pvt Limited

DHL Express India Pvt Ltd

Engro Foods Ltd

Essar Technoloy (India)

Fidelity Business Services - India

Ford IT Services India Ltd

Grameenphone Ltd

Hewitt Associates

Hewlett Packard

Honeywell

HSBC

IDBI Fortis India Pvt Ltd

Iflex Solutions Limited

Inautix India Ltd

ING Vysya India

ITC Infotech Ltd

JPMorgan

KPMG

Mastek Ltd.

Merrill Lynch

Microsoft® Corporation India

Mobilink

MTS India

National Human Resources for Life Sciences Forum.

NDS

Nomura Services India Pvt Ltd

Pepsico

Pepsico India Pvt Ltd

PMI India Ltd

Punj Lloyd

Qualcomm India

RBS - India

Royal Bank of Scotland

SBI Life Insurance

Sid Vin Core Technologies

SLASSCOM

Standard Chartered Bank

Syngene International Limited

Syntel Inc - India

Target India

TCS Eserve

Telenor Pakistan Pvt Ltd

Tetra Pak

Thomson Reuters India

TietoEnator Software Technologies Pvt Ltd

United Health Group

Virtusa Pvt Ltd

VMWare

Wipro Technologies

.....to name a few.

51www.esi-intl.in

How do I sign up to MyESI®?Sign up today by visiting

www.esi-intl.com/myesi.

An automated e-mail will be sent to you

— just follow the links to register and set

up your password online.

If you have additional questions please

call us on +91 80 4114 1344.

MyESI® is a new, online training portal

designed to help you manage your training.

Through MyESI® you will have easy access

to all of the information you need regarding

your training.

What can I do with MyESI®?Once you have registered online and set up

your account you will be able to:

• Take a pre-course assessment to benchmark your existing knowledge.

• Do a post-course assessment to measure how much knowledge you have retained.

• Get information about future courses for which you are registered.

• Manage your development path by seeing which specific courses you have to complete to achieve your desired certification, including PDUs earned.

• Access templates and course materials for the courses you have taken. They will be available online for up to five years after you have taken the course.

YOUR OWN PERSONAL TRAINING PORTAL

Benchmarking and Reinforcing KnowledgePre- and post-course assessments are

currently available for the following

ESI courses:









• Managing Projects




WELCOME TO MYESI®

Track your training history or create your training plan with MyESI®, ESI’s online training portal. Visit www.esi-intl.com/en/MyESI

for more information and to sign-up.

ESI INTERNATIONAL - INDIA HEADQUARTERSTHE PRESIDENCY

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BANGALORE 560001 INDIA+91 80 4114 1344 MAIN

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PROFESSIONAL COURSE PROGRAMME

ESI INTERNATIONAL

ESI Project Training Broucher

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Transcript of ESI Project Training Broucher