Project Planning Worksheet Scrum - PDF by wqd13781

VIEWS: 119 PAGES: 28

More Info

FALL 2010         SCE-PM.UWM.EDU

                NO LIMIT
            Why Choose Our Programs?
            Our flexible Project Management Certificate program allows you to choose from a variety
            of project management and mid-management classes to satisfy your specific needs.

            Several things make our Certificate series unique.
            All courses offer skills and knowledge you can           Each course is designed around a specific
            apply immediately to your workplace. Each class          real-life project situation. You have the
Fall 2010

            gives you the opportunity to assess your project         opportunity to discover successful approaches
            and determine what you need to do to enhance             to different aspects of project management, and
            its value to the participant and organization.           gain experience with the tools and techniques
                                                                     you can apply on your job.
            All project management-specific courses
            use a common framework—the Project                       Every course includes a set of easy-to-use
            Management Lifecycle. All concepts, tools,               worksheets and templates to aid you in
            techniques and approaches you learn in                   working through specific project management
            the Foundations course are reinforced in a               activities on any type of project.
            consistent manner throughout all other
            course offerings.                                        UWM is a Registered Education Provider
                                                                     certified by the Project Management Institute;
            Our instructors are seasoned professionals               all courses fully support the PMBOK® Guide,
            who have worked in a variety of industries               which entitles you to receive PDUs.
            and on a variety of projects. They also are
            experienced trainers who know how to help                As an added bonus, you receive a $350
            you effectively transfer what you learn back             discount off your last course registration fee.
            to the workplace. They are familiar with the
            content in the entire Certificate series, so they
            can help you integrate what you learn from
            one course into the next.

                                                   PMP, OPM3, CAPM, PMBOK
                                                     and the PMI Registered
                                                   Education Provider logo are
                                                  registered marks of the Project
                                                      Management Institute.
               Qualified project managers are at the
               center of every successful organization

  Table of Contents
  04 Project Management Certificate/Advanced      12 Defining and Managing Business Requirements   21 MS Project: Advanced Reporting, Forecasting
     Certificate Overview                                                                             and Customization Techniques (NEW)
                                                  13 Determining and Communicating the
  Project Management Courses                         Project Value                                 22 MS Project: Advanced Scheduling
                                                                                                      and Resource Management (NEW)
  05 Project Management Foundations               14 BUSINESS ANALYSIS ONLINE CERTIFICATE
                                                                                                   23 Project Management and Knowledge
  06 Agile Project Management                     15 Estimating, Scheduling and Managing              Management
                                                     the Project Performance
  07 Building and Improving Team Functionality                                                     24 Project Portfolio Management:
                                                  16 Implementing a Project Management                Tools and Techniques (NEW)
  08 Business Analysis Essentials                    Discipline/PMP® Exam Review
  09 The Business Roadmap: Gaining Knowledge of                                                    25 Stakeholder Management: Engaging
                                                  17 Lean Project Management (NEW)                    Key Individuals for Project Success (NEW)
     Key Business Concepts (NEW)
                                                  18 Managing Multiple Projects                    26 Management /Information Technology Courses
  10 Contracts and Vendor Management
                                                  19 Managing Project Risks                        27 General Information
  11 Critical Thinking: Business Analysis and
     Decision-Making Strategies                   20 MS Project for Project Managers:
                                                     Using a Software Toolkit

See courses through Spring ‘11 online                                                      414-227-3220       SCE-PM.UWM.EDU
         Project Management Certificate
          Program Benefits                                                                    Project Management
          In today’s busy work environment with budgets being carefully                       Certificate Program
          scrutinized and tighter deadlines, managing projects successfully is                Learn new skills or update existing ones
          critical. It is, therefore, important that project managers and team                with or without the intention of becoming
          members are properly trained in order to meet these challenges. The                 certified. A $350 discount is given when
          Project Management and Advanced Project Management Certificates                     you register for the last course.
          provide Project Managers and Business Leaders the skills for
          understanding and implementing business solutions successfully. Our                 Advanced Project Management
          courses provide an in-depth study of the operational and leadership                 Certificate Program
          aspects of project management in an applied learning environment.
                                                                                              The Advanced Project Management
                                                                                              Certificate is for those looking to pursue
          Programs are built on standards set forth in the Project Management
                                                                                              more advanced skills in the Project
          Institute’s A Guide to the Project Management Body of Knowledge
                                                                                              Management area.
          (PMBOK® Guide).

    Certificate Requirements >                               Required Courses                                               Electives
     No need to pre-register for the                         Select 14 days of courses with a minimum of 10 days from the Required Courses.
     certificate program. Choose
     courses at your convenience.            • Project Management Foundations                             • Building Positive Relationships at Work (+)
                                              (This course is a prerequisite, unless you have a
    To earn a certificate in PROJECT          significant PM background.)                                 • Business Analysis Essentials
    MANAGEMENT you must complete                                                                          • Effective Interpersonal Communication Skills
    14 days as indicated under certificate   • Agile Project Management (+)
    requirements.                            • Building and Improving Project Team Functionality          • Emotional Intelligence I: How to Deal with
                                                                                                            Difficult People, Including Yourself
                                             • Contracts and Vendor Management
    To earn the ADVANCED PROJECT                                                                          • Finance Skills for Non-Financial Managers
    MANAGEMENT CERTIFICATE, you              • Critical Thinking: Business Analysis and
                                               Decision-Making Strategies (+)                             • Fundamentals of Organizational Development
    must complete eight additional days                                                                     and Change Management
    indicated by the (+) sign next to the    • Defining and Managing Business Requirements
    program.                                                                                              • Managing Today’s Technical Professional
                                             • Determining and Communicating the Project Value
                                                                                                          • MS Project: Advanced Reporting, Forecasting
                                             • Estimating, Scheduling and Managing the                      and Customization Techniques (+)
                                               Performance of a Project
                                                                                                          • MS Project: Advanced Scheduling and
                                             • Implementing a Project Management                            Resource Management (+)
                                               Discipline/PMP® Review (+)
                                                                                                          • Power and Influence without Authority (+)
                                             • Lean Project Management (+)
                                                                                                          • Strengthening Your Leadership Capabilities (+)
                                             • Managing Multiple Projects (+)
                                                                                                          • The Business Roadmap: Gaining Knowledge of
                                             • Managing Project Risks                                       Key Business Concepts
                                             • MS Project for Project Managers:
                                               Using a Software Toolkit (+)
                                             • Project Management and Knowledge Management (+)
                                             • Project Portfolio Management: Tools and Techniques (+)
                                             • Stakeholder Management: Engaging Key
                                               Individuals for Project Success (+)

Project Management Foundations
Success in today's project management arena demands a structured, systematic approach to
project management. This workshop provides core tools and techniques for each phase of project
management: initiating, planning, executing, control and closing. Through case studies and
hands-on practice you gain a working foundation to better plan and control a variety of projects
in your organization.
                                                                                                                      Who Should Attend
Value to the Participant                                                                                               • Project leaders/doers who need a
 - Standardize PM concepts and training through entire organization                                                      better understanding of the core
                                                                                                                         techniques in all phases of project
 - Comprehensive overview of project management processes and project manager responsibilities
 - Learn key project management processes and concepts
                                                                                                                       • Full-time project managers
 - Create a project charter for establishing the initial parameters of the project
 - Create a project management plan to use as a basis for managing and directing project work
 - Focus on “real world” s c
                           enarios and techniques
 - Gain immediate results to take back to your daily applications                                                     Aug. 12-13, 2010       5025-0350

 - Network with others to collaborate on real world challenges/solutions                                              Oct. 7-8, 2010         5025-0351*
                                                                                                                      Dec. 9-10, 2010        5025-0352
                                                                                                                      Feb. 17-18, 2011       5025-0353
                                                                                                                      May 9-10, 2011         5025-0354*
Overview of Project Management                               • Developing a budget                                    Time: 8:30am – 4:30pm
 • Defining what is a project and what is                    • Identifying and addressing task interdependencies      Fee: $845
   project management                                        • Converting the work breakdown structure into a         PDUs/CEUs: 14/1.4
 • Project management lifecycle                                Gantt chart
                                                                                                                      Instructors: Robert McIlree, PMP
 • What is a project manager?                                • Creating the risk management plan
                                                                                                                      *Sandra Hoskins, ISP, PMP, ITCP
Prerequisites                                                • Assembling the project plan and having it reviewed
                                                               and approved
 • Prerequisites to project initiation
                                                             • Steps in the change management process
 • Identifying stakeholders and understanding
   their needs and issues                                    • Areas of project variance and how variance are
                                                               tracked and reported
 • Types of project managers and reporting
   relationships                                             • Managing issues
                                                             • Considerations in managing quality
Initiating the Project
                                                             • What to do in crisis management
 • Elements of initiating a project
                                                             • Summarizing the elements of the project                  • Change Approval Form
 • Creating a project notebook                                 planning process
 • Establishing the core team                                                                                           • Identify Risks
                                                            Execution and Control                                       • Initial Status Reports
 • Holding a kick-off meeting
                                                             • Assembling the full team                                 • Post-Mortem Form
 • Beginning initial status reporting
                                                             • Establishing metrics and data to be gathered             • Progress Report
Planning the Project                                         • Managing communications: status reports                  • Project Charter Template
 • Identifying and formulating the project strategy
                                                            Closing the Project                                         • Stakeholder Worksheet
 • Creating a project estimate and schedule
                                                             • Activities for closing out a project
 • Summary tasks and work packages
                                                             • A final project report and how to produce it
 • Creating baseline time estimates
 • Identifying resources

EARNCAT3PDUs NO LIMIT                                                                                 414-227-3220   SCE-PM.UWM.EDU                      5
           Agile Project Management
                                       Quickly responding to changing conditions is critical to success in today’s business climate.
                                       Acquire the latest agile project management techniques and best practices through this course.
                                       The session includes many examples, practical exercises and case studies.

                                       When properly executed, agile development generates rapid project outcomes and deliverables
Who Should Attend                      that your business requires to compete in today’s fast-paced marketplaces. You can gain an
    • Systems and business managers    overview of mainstream agile approaches such as XP, Scrum, DSDM and Unified Process. You
    • Project leaders
                                       will learn to determine whether agile project management techniques fit your particular situations,
                                       and equally importantly, when they don’t.
    • Analysts
    • Programmer analysts
                                       Value to the Participant
                                        - Successfully integrate Agile methods into the organization, and how the organization must change
                                        - Use Mainstream Agile Methods: Scrum, XP, UP/RUP
Oct. 11-12, 2010        5025-0355
                                        - Manage where Agile methods work, and where they don’t or can’t
Feb. 21-22, 2011        5025-0356
                                        - Focus on “real world” scenarios and techniques
Time: 8:30am – 4:30pm
                                        - Network with others to collaborate on challenges/solutions
Fee: $845
PDUs/CEUs: 14/1.4                      Outline
Instructor: Robert McIlree, PMP
                                       Introduction                                                XP Development Methodology
                                        • Introduction to Agile and iterative project management    • XP overview and lifecycle
                                        • Traditional, process-based project management             • Work products, roles and practices
                                        • Waterfall lifecycles and its problems                     • Common mistakes and misunderstandings
                                        • Why agility matters: The Agile Manifesto                  • Sample projects
                                        • What Agile project management will do                     • Adoption strategies
                                          for your organization, and what it won’t                  • The facts versus the hype
                                       Overview of Agile and Iterative Development                  • Debrief and discussion
                                        • The facts of change on software development projects     Unified Process Methodology
                                        • Fundamental concepts of Agile development                 • Unified Process overview and lifecycle
                                        • Problems, pitfalls, and hype surrounding agile            • Work products, roles and practices
                                                                                                    • Common mistakes and misunderstandings
                                        • Typical Agile development lifecycles
                                                                                                    • Sample projects
                                        • Overview of types of agile development
                                                                                                    • Adoption strategies
                                          (XP, Scrum, Unified Process, DSDM, FDD)
                                                                                                    • The facts versus the hype
                                        • Which methodology to choose? A comparison
                                          of development techniques                                DSDM, FDD, and Other Agile Methodologies
                                       Scrum Development Methodology                                • DSDM and FDD overview and lifecycle
                                        • Scrum overview and lifecycle                              • Work products, roles and practices
                                        • Work products, roles and practices                        • Common mistakes and misunderstandings
                                        • Common mistakes and misunderstandings                     • Adoption strategies
                                        • Sample projects                                           • The facts versus the hype
                                        • Adoption strategies                                       • Debrief and discussion
                                        • The facts versus the hype                                Agile Project Management Practice Tips
                                        • Debrief and discussion                                    • Relationships to traditional project management
                                                                                                      (PMBOK® Guide, etc.)
                                                                                                    • Business environment concerns — educating
                                                                                                      stakeholders and management

6                SAVE MONEY AND TIME ONSITE TRAINING SOLUTIONS details on pg 27
Building and Improving Project Team Functionality
All projects require effective teamwork to achieve quality outcomes. Learn how to improve the
functionality and accountability of your team given these unique project team challenges:
  • Getting the team up and running quickly and efficiently
  • Managing accountability without direct line authority
  • Helping team members manage competing priorities
                                                                                                                    Who Should Attend
  • Deciding when to address group dynamic issues and when to ignore them
                                                                                                                     • Project managers, leaders,
  • How to effectively confront issues that are jeopardizing team success                                              team members and/or facilitators
  • Gaining team member buy-in to the purpose of the team                                                            • Business analysts
                                                                                                                     • Project team members
Value to the Participant                                                                                               who are moving into
                                                                                                                       business analysis roles
 - Assist the team in taking accountability for results
 - Learn why most teams are dysfunctional and what they can do to change that
 - Understand what changes leaders must make to allow the team to become functional and accountable                 Information
                                                                                                                    Nov. 15-16, 2010           5025-0357
 - Assist the team in identifying and working through their real issues
                                                                                                                    Mar. 10-11, 2011           5025-0358
 - Gain immediate results to take back to your daily applications
                                                                                                                    Time: 8:30am – 4:30pm
 - Network with others to collaborate on real world challenges/solutions
                                                                                                                    Fee: $845
                                                                                                                    PDUs/CEUs: 14/1.4
Outline                                                                                                             Instructor: Eric Coryell
What Is Required for a Team to Operate                      Team Problem Solving
 • Creating a team charter                                    • Team member roles in the problem-solving process
 • Defining measures of success                               • How to leverage team member strengths
 • Defining roles and responsibilities                      Authority Versus Influence
 • Agreeing on team processes                                 • Understanding the difference
 • Creating a shared fate                                     • How to have influence without authority
 • Address real issues
                                                            Team Member Role Definitions and Keys to Success
How to Set the Team up to be Accountable                      • Facilitator
 • Defining success, measures and validating impact           • Project manager
 • Creating an accountability board                           • Team leader
 • Defining what we are willing to give up to                 • Team member                                           • Group Dynamic Team Survey
   achieve success
                                                            Understanding and Addressing Style Differences            • Individual Development Plan
Dependencies on the Project Manager
                                                              • Understanding the differences in how people
 • Understanding the messiah syndrome                           absorb information
 • How to avoid dependence                                    • Understanding the differences in how people
 • How to avoid the group turning on the project manager        make decisions

Behaviors that Destroy Team Functionality                     • How different people engage with the team
and How to Eliminate Them                                     • How to address and bridge these differences
 • Ignoring real issues                                     Conflict Resolution
 • Pairing                                                    • Diagnosing the situation
 • Taking real issues to the leader                           • Achieving commitment
How to Effectively Confront Real Issues                       • Addressing real issues between team members
 • Avoiding group think or trips to Abilene
 • No fault formula for confrontation
 • Addressing dysfunctional behavior

EARNCAT3PDUs NO LIMIT                                                                            414-227-3220      SCE-PM.UWM.EDU                          7
            Business Analysis Essentials
                                       The successful Business Analyst needs to be business savvy, have a very good understanding of
                                       technology and is best filled by individuals with a broad skill set.

                                       Get briefed on the tools and skills a Business Analyst needs in order to succeed, and learn how
                                       to apply those skills throughout the Business Analysis Life Cycle (as documented in the Business
Who Should Attend                      Analyst Body of Knowledge, or BABK). Walk away with practical take-back-to-your-desk applications
    • Project team managers,           to apply to daily challenges.
      leaders, and/or facilitators
    • Business analysts                Value to the Participant
    • Project team members              - Improve soft skills (communication, creativity, office politics)
      who are moving into               - Enhance understanding of the relationship among data, decisions and process
      business analysis roles
                                        - Develop a strong comprehension of systems thinking and its universal role in the organization
                                        - Gain immediate results to apply to your current applications
Information                             - Network with others to collaborate on real world challenges/solutions
Nov. 9-10, 2010            5025-0359
May 2-3, 2011              5025-0360
Time: 8:30am – 4:30pm                  Outline
Fee: $845                              Course and Instructor Introduction                            • Requirements planning and management
PDUs/CEUs: 14/1.4                       • The organizational role of business analysts                  - Team roles
Instructor: Timothy Johnson             • The evolving role of the business analyst                     - Requirements risk approach
                                        • Business analysis in the context of strategy,                 - Stakeholders
                                          operations and projects                                       - Estimates
                                        • Business Analysts vs. Project Manager                         - Measuring and reporting product and
                                       Business Analyst Tools, Techniques and Skills                      project metrics

                                        • Brainstorming: Purpose, techniques, objectives,               - Managing requirements change
                                          do’s and don’ts, voting and narrowing                      • Requirements elicitation
                                        • Basic Facilitation: Meeting management,                       - Elicitation techniques
                                          meeting logistics, handling difficult personalities,          - Documentation and quality control
                                          documenting, meeting follow-up
                                                                                                     • Requirements analysis and documentation
                                        • Business Process Modeling
                                                                                                        - Structure requirements and documentation
                                        • Flowcharting: How to create a working flow-chart
                                                                                                        - Business domain models
    • Functional Requirements           • Numeric/statistical analysis
                                                                                                        - Analyze user and functional requirements
    • Project Requirements Guide        • Communication
                                                                                                        - Assumptions and constraints
    • Operational Requirements          • Office politics
                                                                                                        - Document requirements attributes
                                        • Creativity: Convergent and divergent thinking
                                                                                                        - Validate and verify requirements
                                        • Problem solving and systems thinking
                                                                                                        - Data behavior and data modeling
                                       Applying the Life Cycle of Business Analysts                  • Requirements communication
                                        • Introduction of “Running Case Study” –                        - Creating a requirements communication plan
                                          Call Center Changes
                                                                                                        - Managing requirements conflicts
                                        • Enterprise analysis
                                                                                                        - Creating a requirements package
                                          - Strategic planning and goal setting
                                                                                                     • Solution assessment and validation
                                          - Business architecture
                                          - Feasibility studies
                                          - Project scopes and business case
                                          - Prioritizing projects

8               SAVE MONEY AND TIME ONSITE TRAINING SOLUTIONS details on pg 27
The Business Roadmap:
Gaining Knowledge of Key Business Concepts
Enhance your professional capabilities by mastering the business basics. Build a solid understanding
of the business disciplines. This course is designed to provide a foundation of basic business
knowledge. The course provides insights into the key skills in business policy and general
management, marketing, financial accounting, budgeting, human resource management, change                       Who Should Attend
management and information systems. Additionally, the course will provide an excellent overview                  • Project team managers,
of current events and critical topics affecting business today.                                                    leaders, and/or facilitators
                                                                                                                 • Business analysts
Value to the Participant                                                                                         • Project team members who are
 - Gain essential business knowledge                                                                               moving into project leader roles
                                                                                                                   or business analysis roles
 - Understand interdependences that exist in business
 - Obtain an integrated business view
 - Add depth to your managerial skills                                                                          Information
 - Understand value drivers                                                                                     Oct. 5, 2010            5025-0388
 - Gain immediate results to take back to your daily applications                                               Time: 8:30am – 4:30pm
 - Network with others to collaborate on real world challenges/solutions                                        Fee: $450
                                                                                                                PDUs/CEUs: 7/0.7
Outline                                                                                                         Instructor: Kathleen Villars

Business Policy and General Management                    Human Resource Management
 • Strategic planning                                      • Human resource issues
 • Aligning objectives with organizational strategies      • Efficient use of human resources
 • Operations management                                   • Organizational capacity
 • Metrics/key performance indicators                      • Staffing models
 • Understanding corporate culture                        Change Management
Marketing Management                                       • What is change management
 • Marketing research                                      • The change process
 • Assessing customer needs                                • Skills and strategies
 • The marketing process and product strategy             Information Systems
 • The promotions mix and pricing strategy                 • Project prioritization
Financial Accounting and Analysis                          • Application development and support
 • Financial accounting principles                         • Data quality and Governance
 • Key financial statements                                • Reporting tools
 • Ratio analysis                                          • Business continuity planning
 • Quality of earnings                                     • Technology and work from home considerations

Capital Budgeting                                         Current Events
 • Deciding what investments a company should make         • Outsourcing
 • Capital budgets vs. operating budgets                   • The economy
 • Key aspects of a Net-present value approach             • International business, globalization and trade

EARNCAT3PDUs NO LIMIT                                                                           414-227-3220   SCE-PM.UWM.EDU                       9
         Contracts and Vendor Management
                                        Learn to effectively manage contracts and vendors in a project environment. This course
                                        reviews steps associated with identifying work that should be done external to the project,
                                        and corresponding steps to selecting and developing a contract with the seller. Analysis of
                                        which type of contract to use also is reviewed. At the end of this course you are able to
                                        interpret, evaluate and administer contracts throughout the Project Management Life Cycle.
Who Should Attend
 • Managers, project managers or        Value to the Participant
   project team members who              - Experience smoother contract development, negotiations, and execution
   require a better understanding of
                                         - Improve delivery from your providers
   planning and managing contracts
                                         - Establish greater accountability between buyers and sellers
 • Professionals with at least two
   years experience working in a         - Effectively manage contracts
   project management environment        - Attain expectations from vendors while maintaining a positive relationship
 • PMPs (Project Management              - Become comfortable with contract language
   Professional®) who need               - Gain immediate results to apply to your current applications
   training/education seminars
   for certification/re-certification    - Network with others to collaborate on real world challenges/solutions

Information                             Outline
Sept. 29-30, 2010        5025-0361      Initiating                                                Planning
Mar. 3-4, 2011           5025-0362       • Terminology                                              • Project and contract work breakdown structures
Time: 8:30am – 4:30pm                    • Roles and responsibilities in contracts                  • How the WBS aids in contract development
Fee: $845                                • Project management lifecycle and contract                • Contract planning process
PDUs/CEUs: 14/1.4                          management                                                    - Request for information
Instructor: Barbara Farmerie, PMP        • Project managers and contracts                                - Request for quote
                                         • Contract terminology                                          - Request for proposal
                                         • Boilerplate contract language                                 - Statement of work
                                           - Review of commonly used clauses                        • Evaluation criteria for contract selection
                                           - Purpose                                                • Bidders conference
                                           - Mandatory/optional                                     • Developing a contract work breakdown structure
                                           - Sample phrases
                                                                                                  Execute and Control
                                         • Types of contracts
                                                                                                    • Developing contract evaluation criteria
 • Form to Identify Needed Contracts       - Employment
                                                                                                    • Evaluating responses
 • Vendor Evaluation Template              - Financial
                                                                                                    • Contract negotiations
                                           - Intellectual property
                                                                                                    • Contract administration
                                           - Asset protection
                                                                                                         - Metrics tracking
                                         • Identifying needed contracts
                                                                                                         - Reporting
                                           - Current inventory
                                                                                                         - Escalation
                                           - Proposed needed contracts
                                                                                                    • Contract violations
                                                                                                    • Closing out a contract within a project
                                                                                                    • Contract close-out
                                                                                                    • Transferring contract responsibility
                                                                                                    • Lessons learned

Critical Thinking:
Business Analysis and Decision-Making Strategies
It could happen while reading an editorial in the newspaper about genetic engineering, hearing a
pharmaceutical company ad stating its product is safe, or reviewing analysis of several investment
options on the job. Making decisions about such items, if done well, involves critical thinking
processes. Critical thinking is a growing topic in both the professional and personal world.
Everything you do is affected by the quality of your thinking. In this course, you become more                Who Should Attend
aware of your own thinking, the thinking of others and develop critical thinking skills, which can             • Individuals with at least
                                                                                                                 one-year experience as
be applied to any walk of life. Learn techniques to foster critical thinking through probing and
                                                                                                                 a project team member
reflecting. Become more skilled in structuring an argument, judging credibility of a source or making
                                                                                                               • Project managers and
better decisions. As a result, become more effective in analysis, communication and leadership.
                                                                                                                 team members
                                                                                                               • Project stakeholders
Value to the Participant
 - Improve customer service through better problem solving and decision making skills
 - Increase situational analysis
                                                                                                              Nov. 18-19, 2010          5025-0365
 - Develop critical thinking and analysis skills, which can be applied in any walk of life
                                                                                                              Apr. 7-8, 2011            5025-0366
 - Learn techniques to foster critical thinking and improve focus
                                                                                                              Time: 8:30am – 4:30pm
 - Become more effective in analysis, communication and leadership
                                                                                                              Fee: $845
 - Gain immediate results to apply to your current applications
                                                                                                              PDUs/CEUs: 14/1.4
 - Network with others to collaborate on real world challenges/solutions
                                                                                                              Instructor: Barbara Farmerie, PMP

Overview of Critical Thinking                               Business Problem Analysis and Decision-Making
 • Definitions of critical thinking                          • Business problem analysis pyramid
 • Components of critical thinking                           • SWOT analysis
 • Critical thinking model                                   • Decision trees
 • History of critical thinking                              • Parallel thinking
 • Baloney detection: skeptical thinking                     • Systems thinking
 • Critical reading                                          • Decision methods
 • The impact of bias                                       Gaining Mental Sharpness
Asking Questions and Problem Definition
 • Asking probing questions
 • Defining problem statements
 • Goal statements
 • Divergent/convergent thinking
 • Parallel thinking
 • Six thinking hats: The role of each

EARNCAT3PDUs NO LIMIT                                                                         414-227-3220   SCE-PM.UWM.EDU                         11
        Defining and Managing Business Requirements
                                       Understanding and articulating business requirements for automated systems is the weakest
                                       link in systems development. Many times systems are built without first defining why to build
                                       them and what the systems must do to produce value for the customer/user. This interactive
                                       workshop fills that gap. Using realistic cases, participants practice discovering, understanding,
                                       and documenting clear and complete business requirements that can speed development,
Who Should Attend                      reduce maintenance and delight customers.
 • Systems and business managers
 • Project leaders                     Value to the Participant
 • Analysts                             - Avoid the main source of scope creep that causes most project overruns
 • Programmer analysts                  - Discover the REAL Business Requirements that provide value when met
 • Quality/testing professionals        - Use the powerful Problem Pyramid™ to identify and solve the right problem
 • Auditors responsible for assuring    - Define the important requirements so everyone understands them the same way
   business requirements are defined    - Gain immediate results to take back to your daily applications
   adequately                           - Network with others to collaborate on real world challenges/solutions

Oct. 25-26, 2010       5025-0367
Mar. 28-29, 2011       5025-0388       Requirements Role and Importance                           Documentation Formats
Time: 8:30am – 4:30pm                   • Sources and economics of system errors                   • Seven guidelines for documenting requirements
Fee: $845                               • How requirements produce value                           • Deliverables lists

PDUs/CEUs: 14/1.4                       • Business vs. system requirements                         • Use cases

Instructor: Robin Goldsmith             • Survey on improving requirements quality                 • Business rules, structured English
                                        • Software packages and outsourcing                        • E-R, data flow, organization diagrams
                                        • Understanding the business needs                         • Responsibility matrices
                                        • Horizontal processes and vertical silos                  • Data models
                                        • Customer-focused business processes                      • Performance, volume, frequency statistics
                                                                                                   • Sample inputs, reports, screens, menus
                                       Discovering "REAL" Requirements
                                        • Do users really not know what they want?                Getting More Clear and Complete
                                        • How the "real" requirements may differ                   • Identifying all the stakeholders
                                        • Aligning strategy, management, operations                • Detecting all three quality dimensions
                                        • Technology requirements vs. design                       • Addressing relevant quality factor levels
                                        • Who should do it: business or systems?                   • Emphasizing business value
                                        • Joint Application Development (JAD) limits               • Priorities, criticality and trade-off balances
                                        • System design vs. preferred practices                    • Conceptual system design solutions
                                                                                                   • Simulation and prototyping
                                       Data Gathering and Analysis
                                                                                                   • Defining acceptance criteria
                                        • Interviewing
                                                                                                   • Testing to assure accuracy/completeness
                                        • Surveys and questionnaires
                                        • Research and existing documentation                     Managing the Requirements
                                        • Observing/participating in operations                    • Incorporating traceability
                                        • Prototyping and proofs of concept                        • Supporting and controlling changes
                                        • Organizing and understanding                             • Measuring the "proof of the pudding" testing

Determining and Communicating the Project Value
ROI Value Modeling™ for Decision Making
Companies are demanding reliable financial measures of proposed projects’ value. Yet, project
managers often don’t know how to identify, calculate, or communicate a project’s real return on
investment. Traditional ROI calculations increasingly are being criticized for telling only part of the
necessary story. The difficulty afflicts all types of projects, where benefits may seem intangible
and frequent overruns impact estimates’ credibility. This interactive workshop shows how to
                                                                                                                     Who Should Attend
identify full-story key effects on revenue and expense variables, reliably quantify tangible and                      • Business, systems and
                                                                                                                        project managers
intangible costs and benefits, and convincingly communicate the business value of project
investments. Exercises enhance learning by allowing participants to practice applying practical                       • Analysts, implementers users,
                                                                                                                        and those who must know the
techniques to a real case.                                                                                              return on project investments

Value to the Participant
 - Compute right, reliable, responsible REAL ROI™ to guide sound decisions
                                                                                                                     Oct. 27, 2010         5025-0368
 - Overcome ten common pitfalls that undermine the value of most ROI calculations
                                                                                                                     Mar. 30, 2011         5025-0389
 - Objectively account for risk, flexibility, and timing impacts on realized revenue
                                                                                                                     Time: 8:30am – 4:30pm
 - Financially quantify both tangible and intangible costs, benefits and value
                                                                                                                     Fee: $450
 - Gain immediate results to take back to your daily applications
                                                                                                                     PDUs/CEUs: 7/0.7
 - Network with others to collaborate on real world challenges/solutions
                                                                                                                     Instructor: Robin Goldsmith

What Does Money Have to Do with It?                         Estimating Credible Costs
 • Project Manager role with regard to ROI                   • Problem Pyramid™ ties costs to value
 • Situations demanding ROI, their issues                    • Basing costs on implementation of design
 • Linking ROI to the business case                          • Business case framework
 • Value Modeling™ Relationship Diagram                      • Basic formula for estimating costs
 • Justification vs. objective analysis                      • Main causes of poor estimates
 • Total Cost of Ownership (TCO)                             • Top-down vs. bottom-up techniques
 • Factors other than cost to be considered                  • Risks that afflict ROI calculations
 • ROI calculations                                          • Three measurable ways to address risks
 • Internal rate of return (IRR), hurdle rate                • Best-, worst-, most-likely-case scenarios
 • Issues with typical ROI usage                             • Defining a reasonable scenario for success
 • Economic Value Added (EVA)                                • Getting reliable cost and revenue amounts
 • Other “Designer ROI” calculations                        Reporting and Monitoring
Determining Meaningful Benefits                              • Single vs. multiple scenario presentation
 • Why it’s important to find the benefits first             • Scenario assumptions and parameters
 • Treacy’s model of 5 revenue categories                    • No change vs. proposed scenarios’ ROIs
 • Problem Pyramid™ to find requirements                     • Measuring intangibles’ monetary effects
 • Decision variable clarification chain                     • Continual, step-wise, and one-time changes
 • Putting a dollar value on intangibles                     • Presenting with spreadsheets
 • Opportunity, innovation, and flexibility                  • ROI Value Dashboard™ modeling tool
                                                             • Using value modeling to improve decisions
                                                             • Dashboard and scorecard-type notification
                                                             • Capturing, calibrating with project actuals
                                                             • Adjusting appropriately during project

EARNCAT3PDUs NO LIMIT                                                                                414-227-3220   SCE-PM.UWM.EDU                      13
     6002   6102

     2006                                                                                 2016

                       INSIDE SCOOP:
                       Job opportunities for business analysts are expected to grow 22%
                       by 2016, according to the U.S. Bureau of Labor Statistics (BLS).

                       STUDY the business and info needs of your organization
                       TRANSLATE requirements into functional systems
                       BRIDGE the gap between business and IT

                       Coming Spring 2011

                       INTERESTED? Visit
                       Select Business and Management > Project Management > Business Analyst

14                 SAVE MONEY AND TIME ONSITE TRAINING SOLUTIONS details on pg 27
Estimating, Scheduling and Managing
the Project Performance
Minimizing schedule and cost issues before they happen
The elements of the planning phase of a project are critical to its execution and control. Through
case studies and hands-on practice, this workshop provides an in-depth look at each step
involved in estimating time and resources, estimating costs for budgeting and scheduling a                                Who Should Attend
project. It also covers the metrics that need to be in place and how to track performance                                  • Programmers/analysts/system
during the project’s execution.                                                                                              analysts/business analysts
                                                                                                                           • Project leaders who are
                                                                                                                             combination leaders/doers
Value to the Participant
                                                                                                                           • Full-time project managers
 - Start your projects on an optimistic note, with better estimates
                                                                                                                           • PMPs (Project Management
 - Have your projects come in on schedule                                                                                    Professional®) who need to take
 - Develop earned value management metrics to measure performance to date                                                    training/education seminars for
 - Gain immediate results to take back to your daily applications                                                            re-certification
 - Network with others to collaborate on real world challenges/solutions
                                                                                                                          Nov. 11-12, 2010      5025-0369
                                                                                                                          Mar. 17-18, 2011      5025-0370
Estimating                                                                                                                Time: 8:30am – 4:30pm
                                                              • Using scheduling diagrams: Activity on Node
 • Assessing a project charter prior to creating estimates      Network Diagram, Gantt Chart, PERT Chart                  Fee: $845
 • What's involved in estimating time                         • Identifying predecessor and successor tasks               PDUs/CEUs: 14/1.4
 • Scheduled and unscheduled duration                           for a project
                                                                                                                          Instructor: Jackie Ramin, PMP
 • Effort                                                     • Understanding critical path: what it is, where
                                                                it is, why should I bother and how will I know
 • Defining the role of the work breakdown
                                                                it is calculated correctly
   structure in estimating
                                                              • Scheduling resources
 • Estimating duration using weighted average estimating
                                                              • Resource leveling
 • Estimating and calculating effort
                                                              • How to calculate a productive day
 • Linking a work breakdown structure to resources
   and costs                                                  • Eight types of resource loading on the task
 • Connecting a work breakdown structure to estimated         • Determining if resources are over-committed and
   duration, scheduled duration and effort                      what to do about it
 • Customizing Microsoft Project to ensure estimates          • Baselining the schedule to measure progress
                                                                                                                            • Project Change Approval
   are accurate
                                                             Performance To Date                                            • Project Charter Worksheet
 • Estimating non-HR costs
                                                              • Determining the types of performance to track at            • Issue Log
Scheduling                                                      the beginning of a project: actuals, progress to date,
                                                                                                                            • Multiple Project
                                                                stoplight reports and summary reports
 • Creating a project roadmap (aka the schedule)                                                                              Performance Report
                                                              • Tracking and reconciling actuals against the
 • Types of dependencies when ordering tasks                                                                                • Project Progress Report
                                                                estimates and the schedule
 • Scheduling reality check
                                                              • Interpreting a schedule stoplight report
 • Types of dependencies between tasks
                                                              • What to do when the project is in trouble
 • Constraints on the schedule
                                                              • Fast tracking a project
 • Types of constraints on start and finish dates
                                                              • Crashing a project
 • Selecting the type of constraint to use on the schedule
                                                              • How to decide which course of action to take
                                                              • Interpreting and taking action on a project
                                                                summary report

EARNCAT3PDUs NO LIMIT                                                                               414-227-3220         SCE-PM.UWM.EDU                     15
        Implementing a Project Management
                   Discipline / PMP Exam Review
                                      This three-day course provides an in-depth study of knowledge areas covered in A Guide to
                                      the Project Management Body of Knowledge (PMBOK® Guide) as they relate to the five process
                                      groups in the project management life cycle. An application of concepts to real world projects
Who Should Attend                     is achieved through group discussion and situation simulations.
 • Anyone who has two to
   three years of experience          This course also covers the necessary information required to prepare for the CAPM® and PMP®
 • Individuals involved in managing   exam. You will be able to evaluate your knowledge against exam requirements and develop a
   and/or working on projects         study plan for ensuring the required material is covered.
 • People interested in preparing
   for the written PMP® Exam,         Value to the Participant
   or who want to implement
   project management within           - Understand the importance of using the PMBOK® as the baseline for achieving PMP® certification
   an organization                     - Assess the project management processes within your organization
                                       - Implement a project management framework within your organization
Information                            - Learn how to apply current tools and techniques to create an effective project management study plan
Dec. 8-10, 2010        5025-0371
Apr. 13-15, 2011       5025-0372      Outline
Time: 8:30am – 4:30pm                                                                           • Communication planning
Fee: $945                              • Goals and objectives                                   • Risk management planning
PDUs: 21 / CEUs: 2.1                   • The PMBOK Guide and your projects
                                                                                                • Qualitative and quantitative risk analysis
Instructor: Sandra Hoskins,            • Impact of organizational structure                    Executing
            ISP, PMP, ITCP
                                       • The project manager’s toolkit                          • Getting to work - carrying out the plan
                                       • Project management lifecycle and PMO                   • Project plan execution
                                         exam preparation
                                                                                                • Quality assurance
                                      Project Management Framework                              • Team development
                                       • General management discipline                          • Information distribution
                                       • Project management body of knowledge                   • Solicitation
                                       • Understanding the terminology                          • Source selection
                                       • Knowledge areas                                        • Contract administration
                                      Initiation                                               Controlling
                                       • Scope initiation                                       • Integrated change control
                                       • Developing the project charter                         • Scope verification
                                       • Tools and techniques of initiation phase               • Scope change control
                                       • Measuring project benefit — Will the project           • Schedule, cost and quality control
                                         add value to the organization
                                                                                                • Performance reporting
                                      Planning                                                  • Risk monitoring
                                       • Project plan development
                                       • Scope planning and definition
                                                                                                • Effectively closing out the project
                                       • Activity definition and sequencing
                                                                                                • Developing a project repository
                                       • Activity duration estimating
                                                                                                • Lessons learned - where do we go from here?
                                       • Schedule development
                                                                                                • Professional responsibility and ethics
                                       • Resource planning
                                                                                                • Applying for the exam
                                       • Cost estimating and budgeting
                                                                                                • Exam tips
                                       • Quality and organizational planning

Lean Project Management
In a rapidly changing business environment, it is critical for project stakeholders to ensure that
project management processes and the supporting tools and techniques are used to expedite the
delivery of project work. Using situations based on real-world events, participants will simulate
the impact on a project by incorporating continuous improvement processes to facilitate an on time,
with budget delivery.
                                                                                                              Who Should Attend
Value to the Participant                                                                                       • Project leaders,
 - Identify critical project management processes and practices                                                  project stakeholders
 - Remove non value added deliverables from the project management processes                                   • Team leads, project managers,
                                                                                                                 project team members,
 - Use an optimized approach to planning, execution, monitoring and control
                                                                                                                 business managers
 - Manage the capacity and availability of resources to facilitate expedited delivery
                                                                                                               • PMP®s (certified Project
                                                                                                                 Management Professionals) that
                                                                                                                 need to take training/education
                                                                                                                 seminars for re-certification
Principles of Lean Project Management                      Making Decisions and the Power of Progress
 • Types of lean project management                          • Working the process and making incremental
                                                               changes (using Kaizen techniques to improve    Oct. 4-5, 2010            5025-0373
 • Principles of lean project management
                                                               the process)                                   Apr. 4-5, 2011            5025-0374
   - Seeing the big picture
                                                             • Reviewing lessons-learned                      Time: 8:30am – 4:30pm
   - Eliminating waste
                                                             • Updating the project management process        Fee: $845
   - Educating the stakeholders
                                                           Summary and Conclusion                             PDUs/CEUs: 14/1.4
   - Facilitating and making decisions
                                                                                                              Instructor: Sandra Hoskins,
   - Empowering the team
                                                                                                                          ISP, PMP, ITCP
 • Adopting lean project management and what the
   organization has to do to make it work
Optimizing the Planning, Executing, and Monitoring
and Controlling Cycle
 • Standardizing the PM Process
   - Creating a role for approval and prioritization
     of projects
   - Developing just-in-time education and
     training programs                                                                                         • PM Maturity Assessment
 • Using a Minimalist Approach                                                                                   Worksheet
   - Streamline the processes
   - Identify critical deliverables
   - Developing workable templates

EARNCAT3PDUs NO LIMIT                                                                         414-227-3220   SCE-PM.UWM.EDU                         17
          Managing Multiple Projects
                                         Integrating Projects into a Project Management Portfolio
                                         This course is for project managers who have responsibility for multiple projects. You learn the
                                         skills required to develop a structure for integrating individual projects into a single program
                                         management portfolio. Through activities and hands-on practice using a multiple project case
                                         study, you become familiar with best practices in the program management arena.
Project Management Foundations or
Estimating, Scheduling and Managing      Value to the Participant
the Project Performance (or equivalent    - Comprehensive overview of multiple project management and prioritization models
                                          - Improve project reporting — what’s good, what’s bad, what matters and makes sense

Who Should Attend                         - Enhance your skills on resolving inter-project conflicts successfully

 • Anyone responsible for                 - Learn techniques for managing project resources organization-wide
   multiple projects                      - Manage project resource pools within your organization
 • Programmers/system                     - Gain immediate results to take back to your daily applications
   analysts/business analysts             - Network with others to collaborate on real world challenges/solutions
 • Full and part-time
   project managers
 • PMPs (Project Management
   Professional®) who need to            Program Management                                          Program Management and Project Planning
   take training/education                • Identifying how your organization approaches              • Planning and program management
   seminars for re-certification            project management                                        • Creating a resource pool
                                          • How program management fits into the                      • Building a master/program schedule
Information                                 project management lifecycle                              • Identifying inter-project dependencies
Dec. 13-14, 2010          5025-0375       • Outlining enterprise strategy and different               • Analyzing a master/program schedule to
May 5-6, 2011             5025-0376         models for program management                               reconcile resources and interdependencies
Time: 8:30am – 4:30pm                     • Determining how to prioritize projects                    • How to standardize data gathering
                                            within a program/enterprise
Fee: $845
                                          • Defining what is meant by a program,                     Program Management and Project Execution
PDUs/CEUs: 14/1.4                                                                                    and Control
                                            subproject and portfolio
Instructor: Robert McIlree, PMP                                                                       • Determining frequency of report review at the
                                          • Distinguishing between projects and programs
                                                                                                        program level
                                         Program Management and Project Initiation                    • Tracking performance to date and schedule impact
                                          • Identifying the roles and responsibilities                • Reconciling projects to the program
                                            of a program manager
                                                                                                      • Critical reports for managing and tracking projects
                                          • Defining various organizational structures:
                                            project office and project management office              • How to intervene on under-performing projects

                                          • Identifying what needs to be in place and                 • Forecasting program performance
 • Weighting Factors Worksheet              standardized across projects and programs                 • Reconciling cost and schedule variance at
                                          • How to integrate a project into an existing program         the program level
                                                                                                      • Managing risks across several projects
                                                                                                     Program Management and Project Closing
                                                                                                      • Closing out staggered projects
                                                                                                      • Closing out the program
                                                                                                      • Introducing program management into
                                                                                                        your organization

Managing Project Risks
While demands increase to deliver faster and cheaper, the requirement to create a quality product
or service remains unchanged. Generating quality deliverables is key to customer satisfaction,
but understanding and managing impediments to acceptance of these deliverables is needed.
In this class you will review tools and processes to strike the balance to reducing risks while
increasing quality to maximize project results.
                                                                                                                    Who Should Attend
Value to the Participant                                                                                             • New and experienced
 - Align teams around high-risk decisions and buy-in of stakeholders                                                   project managers
 - Minimize uncertainty in risky decisions                                                                           • Team members
 - Increase your toolkit for identifying and avoiding project ‘land mines’                                           • Project representatives
 - Practice defining and delivering stakeholder satisfaction                                                         • Project leaders
 - Learn ways to integrate quality and risk management into project work plans
 - Gain immediate results to take back to your daily applications                                                   Information
 - Network with others to collaborate on real world challenges/solutions                                            Oct. 18-19, 2010        5025-0386
                                                                                                                    Mar. 7-8, 2011          5025-0387
                                                                                                                    Time: 8:30am – 4:30pm
Outline                                                                                                             Fee: $845
Getting Started                                            Planning for Quality                                     PDUs/CEUs: 14/1.4
 • Developing a quality management plan                        • Quality tools and techniques                       Instructor: Barbara Farmerie, PMP
 • Securing requirements from project stakeholders             • Planning and performing quality assurance
 • Determining risk management strategies                      • Quality assurance vs. quality control
 • The role of project teams in risk and                       • Developing a quality planning toolkit for
   quality management                                            your project

Risk Road Map                                                  • Roles of stakeholders in quality assurance
                                                                 and quality control
 • Identifying risks in project deliverables
                                                               • Determining stakeholder requirements relative
 • The value of risk work breakdown                              to quality
 • Evaluating stakeholder risk sensitivities                   • Evaluating the cost of quality
 • Your personal risk tolerance
                                                           Balancing Quality vs. Risk
 • Defining risk triggers and thresholds
                                                               • Integrating quality and risk into the project
 • Developing risk response strategies                           management plan
   for negative and positive risks
                                                               • Creating a link between standardization and          • Impact Probability Matrix
 • Dealing with showstoppers                                     improvement/problem solving                          • Risk ID Checklist
 • Developing a risk register                                  • Putting it all together                              • Risk Response Plan
 • Incorporating contracts into the plan
                                                                                                                      • Stakeholder Tolerance
 • Presenting the risk plan
 • Reducing risks in the project management plan
 • Using the Risk ID Checklist

EARNCAT3PDUs NO LIMIT                                                                               414-227-3220   SCE-PM.UWM.EDU                       19
         MS Project for Project Managers:
                     Using a Software Toolkit
                                        Managing Smart - Leveraging PM Tools and Techniques
                                        The session provides you an opportunity to establish MS Project standards, coordinate project
Prerequisite:                           documents, record estimates, schedule activities and tasks, assign resources to an activity or task,
Project Management Foundations          track performance to date and provide the appropriate level of reporting. The course is based on the
                                        Project Management Life Cycle Model: Initiation, Planning, Executing, Controlling and Closing a project.
Who Should Attend
 • Anyone interested in learning        Value to the Participant
   specific techniques and principles    - Understand the importance of configuring Microsoft Project®
   associated with project planning
                                         - Learn how to create a resource pool for managing staff and material resources
   and performance tracking
                                         - Learn how to input task dependencies to create project schedules
 • Project team members
                                         - Understand the importance of using network schedules to manage the critical path
 • Project and team leaders
                                         - Gain immediate results to take back to your daily applications
 • Project and business managers
                                         - Network with others to collaborate on real world challenges/solutions
 • Project stakeholders

Dec. 6-7, 2010            5025-0377     Introduction                                              Creating the Project Schedule
Mar. 14-15, 2011          5025-0378      • Terms of reference                                      • The PERT Chart
Time: 8:30am – 4:30pm                    • Overview of Microsoft Project                           • Customizing the PERT Chart
Fee: $845                                • Scheduling terms                                        • Resource the schedule (staff)
PDUs/CEUs: 14/1.4                        • Software interfaces                                     • Adjust the schedule to make best use
                                                                                                     of the resources
Instructor: Sandra Hoskins,             Configuring the Project
                                                                                                   • Critical path: Did it change?
            ISP, PMP, ITCP               • Project configuration
                                                                                                   • Customizing the Gantt Chart
                                         • Tool and menu configuration
                                         • Setting up the company calendar                        Developing Control Procedures
                                                                                                   • Tracking actual estimates
                                        Setting up Resources
                                                                                                   • Customizing reporting procedures
                                         • Adding resources
                                                                                                  Customizing for Flexibility
                                        Setting Up a Project
                                                                                                   • Customizing views and tables
 • Company Resource Pool                 • Setting up the summary information
                                                                                                   • Comparison reports
 • World Tour                            • Selecting the schedule type
                                                                                                   • Exporting data
                                         • Defining the project environment
                                                                                                   • Updating project status
                                        Creating Project Estimates                                 • Project consolidation
                                         • Identifying project deliverables
                                                                                                  Summary and Conclusion
                                         • Develop a work breakdown structure
                                                                                                   • What next!
                                         • Developing time-based estimates
                                                                                                   • What to remember!
                                           - Using fixed duration or fixed unit
                                                                                                   • Leveraging other products
                                         • Assigning resources
                                         • Re-evaluate estimates

MS Project: Advanced Reporting, Forecasting
and Customization Techniques
In a rapidly changing business environment, project managers and team members need to use the
built-in functions and capabilities to integrate MS Project information into Microsoft Excel, PowerPoint,
Word and Visio. The ability to develop Excel charts and pivot tables provides the project manager
with the ability to meet the ad-hoc needs of stakeholders. Project managers will learn to customize            Prerequisite:
reports and views to create digital dashboards.                                                                MS Project for Project Managers:
                                                                                                               Using a Software Toolkit
Value to the Participant
 - Establish reporting processes and standards                                                                 Who Should Attend
 - Create standards for sharing information between the Office Productivity Tools                               • Project stakeholders,
                                                                                                                  business managers
 - Provide an enhanced view of project-related information
                                                                                                                • Project leaders, project
 - Identify critical information requirements for project stakeholders                                            managers, team leads,
 - Create project specific reports with Excel and MS Project                                                      project team members
 - Develop macros to expedite the creation of forecasting and reconciliation reports                            • PMP®s (certified Project
 - Gain immediate results to apply to your current applications                                                   Management Professionals) who
                                                                                                                  need to take training/education
 - Network with others to collaborate on real world challenges/solutions
                                                                                                                  seminars for re-certification

Outline                                                                                                        Information
                                                           Leveraging Project Schedule Data                    Dec. 16, 2010           5025-0381
Ensuring a Standard Configuration
                                                            • Customizing reporting procedures                 May 17, 2011            5025-0382
 • Project configuration
                                                            • Create and publish weekly reports                Time: 8:30am – 4:30pm
 • Organizer
                                                            • Create and publish monthly reports               Fee: $450
 • Setting MS Project Standards
                                                            • Create and publish 30 – 60 – 90 day              PDUs/CEUs: 7/0.7
Work Breakdown Structure
                                                              projections                                      Instructor: Sandra Hoskins,
 • Develop a customized work breakdown structure                                                                           ISP, PMP, ITCP
                                                            • Create earned value reports
 • Customizing the outline numbers
                                                            • Create cash flow reports
Managing Baselines
                                                           Customizing for Flexibility
 • Reviewing initial baseline
                                                            • Customizing views
 • What is updated?
                                                            • Customizing tables
 • Creating new baselines
                                                            • Customizing groups and filters
Managing Project Milestones                                 • Exporting data to MS Excel
 • Types of schedule constraints                            • Creating pivot tables
 • When to use what type of schedule?                       • Updating project status
 • Role of milestones                                       • Project consolidation
Create a Master Schedule
 • Developing inter-project task dependencies
 • Defining the dependencies
 • Review calendar constraints
 • Issuing work authorizations – What are
   the options
 • Executing the activities and tasks to
   complete deliverables

EARNCAT3PDUs NO LIMIT                                                                          414-227-3220   SCE-PM.UWM.EDU                       21
         MS Project: Advanced Scheduling
                     and Resource Management
                                     It is critical for project managers and team members to use the functions and features
                                     of MS Project to create an optimum schedule for your project. These schedules can
                                     be effectively created and managed by using additional techniques for assigning and
Prerequisite:                        maximizing resources, developing non-default dependencies, and developing and
MS Project for Project Managers:     communicating project status using visual reports.
Using a Software Toolkit
                                     Value to the Participant
Who Should Attend                     - Develop best practices for creating schedule dependencies
 • Project stakeholders,              - Create standards for reconciling project progress
   business managers
                                      - Identify reporting requirements that communicate critical project status
 • Project leaders, project
   managers, team leads,              - Use resource leveling to create an optimum schedule
   project team members               - Leverage the reporting capabilities of MS Project
 • PMP s (certified Project
        ®                             - Use an optimized approach to resource management and costing
   Management Professionals) who      - Gain immediate results to apply to your current applications
   need to take training/education
                                      - Network with others to collaborate on real world challenges/solutions
   seminars for re-certification

Dec. 15, 2010           5025-0379                                                              Creating the Project Schedule
                                      • Terms of reference
May 16, 2011            5025-0380                                                                • Types of schedule constraints
                                      • Project management life cycle
Time: 8:30am – 4:30pm                                                                            • Develop a strategy for handling the lead
                                      • Critical PM deliverables                                   and lag time
Fee: $450
                                     Ensuring a Standard Configuration                           • When to use what type of schedule?
PDUs/CEUs: 7/0.7
                                      • Project configuration                                    • Role of milestones
Instructor: Sandra Hoskins,
                                      • Tool configuration                                     Review the Resource Allocations
            ISP, PMP, ITCP
                                     Setting up Resources                                        • Resource the schedule (staff)
                                      • Adding staff resources                                   • Adjust the schedule to make best use of
                                      • Using generic resources                                    the resources

                                      • Setting resources to inactive                               - Levelling resources

                                      • Time constraints for individuals                            - What can happen?

                                      • Adding material resources                                   - When should you use levelling?

                                      • Using the per use function                             Create a Master Schedule
                                      • Determine the billable component                         • Developing inter-project task dependencies

                                     Creating Project Estimates                                  • Defining the dependencies

                                      • Estimating versus scheduling                             • Review calendar constraints

                                      • The difference in the roles                            Reporting From the Project Schedule
                                      • Types of estimating                                      • Customizing reporting procedures

                                     Effort Based (People) Estimates                             • Using visual reporting to create pivot
                                                                                                   tables and charts in MS Excel
                                      • Loading resources
                                                                                                 • Create cash flow reports
                                      • Assigning work contours
                                      • Re-evaluate estimates

Project Management and Knowledge Management
Knowledge management, a collection of lessons learned and a knowledge repository, is a best
practice for all project professionals. Using the Project Management Office (PMO) as the catalyst,
this seminar describes how to incorporate knowledge management into your daily routine. This
course focuses on the importance of incorporating knowledge management (KM) methodologies
into a project management (PM) methodology. This course also covers communities of practice
and maturity assessments, and practical recommendations you can use to enhance knowledge                         Prerequisite:
management as part of your overall project management practice.                                                  Project Management Foundations

Value to the Participant
                                                                                                                 Who Should Attend
 - Communicate key concepts and terms used to develop a knowledge management strategy
                                                                                                                  • Program and project managers
 - Develop a community of practice to support both project management and knowledge management
                                                                                                                  • Business analysts
 - Create a process for creating a document and team collaboration repository
                                                                                                                  • Team members
 - Develop a knowledge management methodology for maintaining a document and collaborations
                                                                                                                  • Team leads
 - Gain immediate results to take back to your daily applications
                                                                                                                  • Project stakeholders
 - Network with others to collaborate on real world challenges/solutions
                                                                                                                  • Project leaders/doers who need a
                                                                                                                    better understanding of the core
                                                                                                                    techniques in all phases of project
Outline                                                                                                             management
Knowledge Management, Project Management                  Maturity Assessments                                    • Full-time project managers
and the PMO                                                • Reviewing PMI’s Organizational Project               • Operation managers
 • Discussing the roles of                                   Management Maturity Model (OPM3)®                    • Professionals responsible for
   - KM                                                    • Reviewing the KM Maturity Model                        managing project documentation
   - PM                                                    • Balancing the differences in PM maturity
   - PMO                                                     and KM maturity                                     Information
 • Determining the relationship between KM and PM          • Developing a strategy to achieve balance
                                                                                                                 Oct. 6, 2010              5025-0384
 • Communicating the value proposition for KM              • Determining the importance of governance,
                                                             people, content, processes, tools and techniques    May 18, 2011              5025-0385
Knowledge Management                                                                                             Time: 8:30am – 4:30pm
                                                          Implementing KM
 • Identifying components of Knowledge Management                                                                Fee: $450
                                                           • Creating a learning organization
 • Establishing KM key components                                                                                PDUs/CEUs: 7/0.7
                                                           • Promoting a culture that supports KM
 • Ensuring a PMO or PM advocate for KM                                                                          Instructor: Sandra Hoskins,
                                                           • Making KM a daily activity
 • Integrating the KM life cycle and the PM life cycle                                                                       ISP, PMP, ITCP
                                                           • Changing the culture to support KM
Communities of Practice                                    • Identifying key steps for implementation
 • Establishing optimal versus best practices              • Developing a KM strategy and culture
 • Reviewing types of PM communities                       • Establishing a KM charter
 • Identifying key community roles                         • Enrolling a PMO or PM advocate as a focal
 • Developing communities of practice                        point for KM
 • Maintaining a community of practice                     • Selecting the necessary tools and techniques
 • Supporting communities of practice                      • Establishing communication strategies for
                                                           • Establishing a metrics program
                                                           • Maintaining the focus on continuous

EARNCAT3PDUs NO LIMIT                                                                           414-227-3220    SCE-PM.UWM.EDU                         23

         Project Portfolio Management:
                      Tools and Techniques
                                      Project portfolio management is essential to ensure that your projects and programs are supportive
                                      of your organization’s strategic objectives. In the portfolio management environment, there is
                                      a predefined process for selecting projects and a uniform process for evaluating their success.
Prerequisite:                         This workshop provides the tools and techniques to establish and enhance project portfolio
Project Management Foundations        management in your organization. The course covers the fundamental concepts and techniques
                                      to consider and focuses on development of a project portfolio management model, and how to
Who Should Attend                     implement the process in your organization.
 • Business analysts
 • Team members                       Value to the Participant
 • Team leads                          - Communicate key concepts and terms used in a portfolio management organization
 • Project stakeholders                - Discuss and analyze different portfolio management models
 • Project leaders/doers who           - Develop a process for implementing project portfolio management in your organization
   need a better understanding         - Develop and manage a personal project portfolio
   of the core techniques in all
   phases of project management        - Gain immediate results to take back to your daily applications
 • Full-time project managers          - Network with others to collaborate on real world challenges/solutions
 • Operation managers
 • Professionals responsible for
   managing a diverse portfolio
   of projects and other work                                                                    • Confirming project approval
                                       • What is a portfolio?                                    • Establishing critical success measurements
Information                            • What is project portfolio management?                     for PPM

Apr. 12, 2011             5025-0383    • Why is portfolio management important?                  • Establishing an organizational master schedule

Time: 8:30am – 4:30pm                  • Where do best practices originate?                     Project Portfolio Management Models, Processes
                                       • What difference does the industry make?                and Knowledge Areas
Fee: $450
                                       • What difference does the organization make?             • Reviewing PPM knowledge areas & process groups
PDUs/CEUs: 7/0.7
                                       • Do regulated industries have an easier time?            • Understanding project scoring models
Instructor: Sandra Hoskins,
            ISP, PMP, ITCP                                                                       • Identify key performance indicators
                                      The Organization £ PPM
                                                                                                 • Develop a ranking process for projects by category,
                                       • Determining organizational governance                     criteria, budget or key performance indicator
                                       • Establishing project governance
                                                                                                Maintaining the Portfolio Management
                                       • Communicating the business case for PPM                Protocol / Process
                                       • Identifying optimal versus best practices for PPM       • Keeping up the protocol
                                       • Creating a comprehensive portfolio                      • Managing the queue
 • Project Portfolio Assessment        • Identifying the stakeholders                            • Reconciling results
                                      Implementing Project Portfolio Management                  • Continuing to reshaping the portfolio process
                                      Protocols and Practice                                     • Cancelling projects
                                       • What are the procedures and processes are               • Dealing with pet projects
                                         critical to implementing a PPM process?
                                                                                                 • Getting to strategic advantage
                                       • How to create a project inventory?
                                       • Developing criteria to evaluate projects
                                       • Categorizing projects
                                       • Developing a method to categorize projects

Stakeholder Management:
Engaging Key Individuals for Project Success
Getting the right people involved is key to successful project management. Win the support of
your stakeholders through applied techniques taught in this class. Identifying whose interests
should be taken into account, and then setting expectations and influencing these stakeholders
are key topics. This course will offer participants insights on ways to effectively deal with all
persons needed for project success.                                                                          Who Should Attend
                                                                                                              • New and experienced
                                                                                                                project managers
Value to the Participant
                                                                                                              • Team members
 - Increase overall project success
                                                                                                              • Project representatives
 - Reduce negative noise level associated with projects
                                                                                                              • Project leaders
 - Develop crispier expectations between working groups
                                                                                                              • Anyone seeking improved
                                                                                                                effectiveness with
                                                                                                                project resources
Setting Expectations                                      Yielding Power When You Have None
 • Identifying the project stakeholders                    • Uncapping power and influence
                                                                                                             Nov. 17, 2010         5025-0363
 • Addressing needs at all levels                          • Implementing multiple sources of influence
                                                                                                             Apr. 6, 2011          5025-0364
 • Understanding your stakeholders                         • Balancing confidence with humility
                                                                                                             Time: 8:30am – 4:30pm
 • Conducting a stakeholder analysis                       • Just-in-time teamwork
                                                                                                             Fee: $450
 • Internal vs. external stakeholders                      • Silence versus violence
                                                                                                             PDUs/CEUs: 7/0.7
 • Prioritizing your audience                              • Applied learning: Asking for more resources
                                                                                                             Instructor: Barbara Farmerie, PMP
 • Developing a stakeholder management strategy            • Performance reporting
 • Applying a statement of work (SOW)                      • Putting it all together
 • Setting a service level agreement
 • Getting agreement on expected deliverables
 • Increasing accountability
 • The role of the stakeholder register
Delivery and Accountability
 • Applying the service level agreement
 • Employing customer service
 • The power/interest grid                                                                                     • Stakeholder Register
 • Managing stakeholder expectations
 • Stakeholder tolerances
 • Offering critical conversations
 • Knowing when to say no
 • Maintaining relationships in troubled times

EARNCAT3PDUs NO LIMIT                                                                        414-227-3220   SCE-PM.UWM.EDU                     25
     Management /Information Technology Courses
     Building Positive Relationships at Work                                  Fundamentals of OD and Change Management
     You will learn to:                                                       You will learn to:
      • Recognize the impact of emotion on decision-making                     • Perform organizational assessment
        and adapting to change                                                 • Understand the elements of OD planning
      • Comprehend the dynamics of relationships                               • Improve ROI and outcome assessment
      • Sense, understand and react to others' emotions                        • Boost employee performance and talent management
      • Inspire, influence and develop others while managing conflict          • Implement the principles of change management

     Effective Interpersonal Communication Skills                             Managing Today’s Technical Professional
     You will learn to:                                                       You will learn to:
      • Use advanced listening skills                                          • Understand what motivates a technical workforce
      • Create strategies for shared meaning for performance                   • Match management strategies and techniques with the
        improvement                                                              needs of the workforce
      • Flex your communication style                                          • Capitalize on talent and establish a system of accountability
      • Communicate effectively in challenging situations                      • Build collaboration and resolve workplace problems
      • Increase self awareness
      • Apply techniques for managing difficult moments in
        sensitive conversations                                               Power and Influence without Authority
                                                                              You will learn to:
     Emotional Intelligence I: Dealing with Difficult                          • Enhance your credibility by building trust and expertise
     People, Including Yourself                                                • Identify your own personality temperament and that of others
                                                                               • Use story-based techniques to persuade others to take action
     You will learn to:
                                                                               • Hone specific communication techniques to obtain what you need
      • Understand the brain, body and emotions
                                                                               • Use seven influencing techniques in day-to-day work situations
      • Identify types of people, and recognize your fatal attractions
        to certain personalities
      • Classify style characteristics and their impact on relationships      Strengthening Your Leadership Capabilities
      • Transform tolerating difficult people into appreciating differences
                                                                              You will learn to:
      • Redefine recognition as a relationship tool
                                                                               • Distinguish between leading and managing behaviors
                                                                               • Utilize four styles of leadership and know which style is
     Finance Skills for Non-Financial Managers                                   your strength
                                                                               • Enhance followership with those you lead
     You will learn to:
                                                                               • Lead first with integrity
      • Read and analyze financial statements
                                                                               • Plan and implement change
      • Present your ideas using sound financial principles
                                                                               • Draw upon strengths, passions and purpose
      • Make intelligent financial decisions and understand the financial
        impact of your ideas
      • Focus on the numbers that matter most

     Visit for complete details and to register.

General Information
Registration:                      Cancellation:                                          Continuing Education Units:
Fee is payable prior to program    Our policy of limited enrollments makes it necessary
start date. Often seminars are                                                            All programs listed in this program carry Continuing
                                   to assess a $25 administrative fee for cancellations   Education Units (CEUs). CEUs are a means of
filled early; registrations are
confirmed in the order in          or transfers received during the final five business   recognizing and recording satisfactory participation
which they arrive.                 days. You may transfer to a future seminar without     in nondegree programs. One CEU is awarded for
                                   penalty if the University is notified prior to five    each 10 contact hours (or equivalent) in an organized
Online:                            business days before the program. Enrollees who                                                                  continuing education experience. All CEUs earned
                                   fail to attend without properly canceling will be      through UWM School of Continuing Education
                                   liable for the total fee. Substitutions are always     noncredit programs become a part of your permanent
                                   accepted. To transfer, substitute or cancel an         record.
8a-5p (Central) M-F
                                   enrollment call 414-227-3220.
414-227-3200 – Direct
800-222-3623 – Toll Free                                                                  Professional Development Units:
                                   Mailing List:
                                                                                          Earn Professional Development Units (PDUs)
In person:                         If you or someone you know would like to               by attending the courses listed in the Project
(advanced registration only)       be added to our mailing list, please visit             Management Certificate program. PDUs are a
161 W. Wisconsin Ave., 6th flr., select Project               means of measuring PMI-approved learning and
Milwaukee, WI                      Management under Business and Management.              professional service activities. These PDUs may
Plankinton Bldg. adjacent to the
                                                                                          be applied to Project Management Professionals
Shops of Grand Avenue 8a-5p                                                               (PMPs) towards their maintenance of certification
(Central) M-F                      Onsite Training Solutions                              or for those pursing certification.
                                   Save Money and Time
                                   Want training for eight or more of your staff? Any     For Further Information on the
414-227-3146 – Direct                                                                     Project Management Program:
                                   of our courses can be delivered at your location.
800-399-4896 – Toll Free
                                   Our professionals will work with you to design a       Call 414-227-3220 or toll free at 888-947-9947.
                                   program that meets your organization’s specific
                                   needs. While participants in our public courses        Note:
                                   benefit from networking with peers from other          Please advise in advance if you desire
                                   organizations, there are many unique advantages        special accommodations. Requests will
                                   to our customized, onsite programming.                 be kept confidential.
                                   Contact Nancy Mathews at 414-227-3264
                                   or                                      No Wisconsin tax dollars were used in
                                                                                          the printing of this publication.

              School of Continuing Education
              Business, Engineering & Technology
              161 West Wisconsin Ave., Ste. 6000
              Milwaukee, WI 53203-2602

                                              Please recycle this catalog
                                              by passing along to a friend.

              Please recycle this catalog
              by passing along to a friend.

                                              Message­Code:­AP-43-­ 0-W

                                                                                                            EARNCAT3PDUs NO LIMIT

                                                                                  “To be a strong leader, you have to keep
                                                                                   concepts fresh and continue your growth."
                                                                                       - Daniel Krause, GE Healthcare, Project Management participant

   O CK                                                        Find UWM Project
   UR NE UT                                                      Management on:
     SE W
      S                                                                                                                                                       ­
                                                                                                                                                        AP-43-­ 0-W

To top