Marathon Catalog 2006 4 Kw

8/7/2019 Marathon Catalog 2006 4 Kw

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Fellow Employees,

Those of you who know how to successfully manage projects will always be in demand. By

successfully we mean projects that meet the business objectives established, are delivered on

time and are within budget. Projects are the vehicle by which we turn business opportunities

into valued business assets. It should be noted that major capital projects are not the only

projects that benefit from a structured management process. Smaller projects such as those

found in IT, F&A, M&TE and other areas also apply. Our ability to execute these projects, in

very real terms, determines the future success of our people and shareholders.

In 1997, our companies embarked on a mission to significantly improve the way we manage

projects. Over the past few years we have moved toward that goal with the application of the

Marathon Project Management Process (MPMP). We are now pleased to endorse this major

step toward the creation of premier project performance across the entire organization with

the Marathon Project Management Professional Development Program.

Successfully managing projects is a challenging task, requiring substantial knowledge and

skills. It is a valuable career discipline. We have chosen to partner with ESI International and

The George Washington University to offer this training curriculum for project managers and

project teams to further develop the discipline. We make this commitment to teaching project

management knowing it leads to lower costs, improved quality and productivity, and faster

cycle times.

This curriculum has been tailored specifically for Marathon and MAP. The courses addressproject management competencies that support the broad spectrum of knowledge and skills

required for handling the demands of an increasingly complex and challenging business

environment. For Marathon and MAP to thrive now and in the future, our project managers

and project management practices must be world-class. This curriculum is integral to

developing such competencies.

We urge all who are involved in project management activities to take advantage of these

opportunities for your professional growth as well as the continued improvement of Marathon

and MAPs competitive position.

Sincerely,

Clarence P. Cazalot Jr. Gary R. Heminger

President & CEO President

Marathon Oil Company Marathon Ashland Petroleum LLC


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ContentsAbout the Program ...........................................................................2

Curriculum Paths................................................................................4

Professional Certification ..............................................................6

e-Training .................................................................................................7

Courses

Core Project Management Courses

Managing Projects in Marathon ..................................................................8

Scheduling and Cost Control .......................................................................9

Risk Management .......................................................................................10

Project Leadership, Management and Communications..........................11Contract Management Principles and Practices .......................................12

Quality for Project Managers .....................................................................13

Project Management Applications ............................................................14

Exam Review Course

PMP Exam Preparation .............................................................................15

Information Technology Project Management Courses

Managing IT Projects .................................................................................16

IT Risk Management...................................................................................17

Software Testing for Better Project Management .....................................18

Network and Telecom Principles for Project Managers ............................19

Systems Integration Project Management .................................................20

Continuing Education Elective Courses

Financial Management for Project and Contract Managers.....................21

Negotiation Skills for Project Managers ...................................................22

Vendor Selection: A Collaborative Approach ............................................23

Writing Statements of Work: The Heart of Any Contract ........................24

Requirements Management: A Key to Project Success..............................25

Rapid Assessment and Recovery of Troubled Projects ..............................26

Managing Global Projects ..........................................................................27

Leading Complex Projects ..........................................................................28

Leading Project Managers ..........................................................................29

Aligning Project Management with Organizational Strategy ...................30

Program Management ................................................................................31

Information for Attendees .........................................................32

Frequently Asked Questions .....................................................33


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About the Program

Managing Projects for Competitive

Advantage

In the energy industry, those organizations

that can quickly mobilize motivated, multi-

disciplined teams to address varied andcomplex opportunities will succeed. In 1997,

Marathon took a considerable step towards

creating this agile organization with the devel-

opment of the Marathon Project Management

Process (MPMP). MPMP provides a framework

to respond quickly and effectively apply our

talent and resources to precisely the right tasks.

Project Management as a Core

Competency

Marathon needs skilled practitioners ofmodernproject management to realize all the benefits

of the MPMP. Marathon spends in excess of

$1 billion and commits hundreds of people to

projects each year. As a Project Management

Professional you are vital to ensuring these

resources are utilized effectively to create value

for the company.

Project management skills enable you to work

within time, quality, cost and technical perfor-

mance constraints, while focusing on customers

real needs.

The project management discipline emphasizes

the leadership, negotiation and communica-

tion skills that are critical when you cannot rely

solely on position in the hierarchy to get things

done.

A project management focus teaches

professionals how to work across functional

boundaries and how to calculate risks, bring

about change and integrate personal goals with

those of the organization.

Professionals with these skills are in high

demand.

Why the Program Was Created

Marathon is pleased to bring you the

Marathon Project Management Professional

Development Program. This program is

designed to move project management out of

the realm of the accidental profession and into

a recognized path for career success at Mara-

thon. The program comes to you through the

coordinated efforts of Marathon Engineering &

Technology, ESI International and The George

Washington University (GW).

The program will provide instruction to create acommon knowledge base that will help

project teams and business units meet their busi

ness, performance, training, management and

work environment objectives, as well as support

Marathons initiatives. ESI International and the

GW School of Business created the program to

help organizations enhance their ability to com-

pete by developing project management com-

petency. To date, the program has served more

than 800,000 professionals from 100 countries

around the world. Because of the breadth of its

scope and the depth of its content, the programhas become the worlds most comprehensive

training in project management.

What the Program Means to You

Whether you are an experienced project man-

ager or new to the project arena, the Marathon

Project Management Professional Development

Program was created for you. For those who are

already running projects, it will reinforce the

positive techniques and skills you are currently

using and will likely provide additional

concepts and areas of focus to increase yourproject success. For those who are new to

projects, these courses will help you avoid some

of the painful and often expensive lessons that

can come with running a project. For team

members, the program will provide insight into

key project management areas where your

contributions are critical to project success.

Practical Courses Taught by a

Distinguished Faculty

The courses are dynamic, thorough and practi-

cal. You will learn to apply the principles and

techniques of project management in realistic

situations where technical, economic and

human resource issues are intertwined. You will

also gain a degree of analytical proficiency and

an understanding of management techniques

that you could otherwise only acquire through

many years of on-the-job experience.

You can apply the

science of project

management across

the spectrum of our

business and do noth-

ing but make money.

Carl P. Giardini, Former

Executive Vice President,

Marathon Oil

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About the Program

The instructors selected for their project

management expertise and their ability to

communicate that expertise are skilled in

engaging participants in constructive problem

solving. All of the instructors have distinguished

themselves as project managers or in other busi-

ness endeavors, and as educators with other

institutions.

A World-Class Education

The program builds on the essential compo-

nents of the world-class curricula offered by ESI

and GW, as well as on the Project Management

Body of Knowledge (PMBOK Guide) defined by

the Project Management Institute (PMI).

ESI is an international educational and

consulting firm that conducts training in

project management, business analysis, contractmanagement and sourcing management.

GW is known for high-quality professional de-

velopment training that blends theoretical and

practical knowledge. In association with ESI, the

university offers programs leading to Masters

Certificates in Project Management and Infor-

mation Technology Project Management.

PMI is an independent organization of more

than 200,000 individuals from many countries,

industries and professions. PMI offers a

comprehensive program that certifiesprofessionals in project management.

In the relationship among ESI, GW and PMI,

each organization has a specific role. ESI

develops and manages programs and courses,

provides faculty members and consultants,

and ensures that each course adequately covers

PMBOK Guide topics and other critical infor-

mation. GW approves course content, awards

course completion certificates, provides faculty

members and, along with ESI, awards masters

certificates. PMI defines and publishes the

PMBOK Guide, administers a Project Manage-ment Professional (PMP) examination and

certifies project managers who pass the

examination and meet other qualifications.

Where the Program Leads

Courses in the program are open to all

Marathon employees with the approval of their

supervisor. These courses will provide for your

project management educational needs at everypoint in your career. Even if you are

not pursuing professional credentials,

these classes will allow you to im-

prove your project management skills

and knowledge, as well as stay current

in the project management discipline.

For those who seek a depth and

breadth of knowledge and who want

to acquire a defined set of compe-

tencies used by professional project

managers everywhere, the program

offers masters certificates from ESIand the GW School of Business.

Masters

certificates awarded by the university are widely

recognized as evidence of superior competence

in professional fields. Those interested in earn-

ing project management credentials have three

options:

Obtaining a Masters Certificate in Project

Management

Obtaining a Masters Certificate in Informa-

tion Technology Project Management Becoming certified as a Project Management

Professional (PMP) by the Project Manage-

ment Institute (PMI)

Marathon encourages all project managers to

seek both the masters certificate and PMP cer-

tification. The curriculum paths on pages

45 illustrate what is required to earn a masters

certificate and certification as a PMP. By earn-

ing PMP certification, you demonstrate a

commitment to the profession and a level of

knowledge of the PMBOK Guide, which is

considered the foundation of modern projectmanagement. See page 6 for more information

about becoming a certified PMP.

Project manage-

ment is the furnace

in which successful

careers are forged.

Tom Stewart, Intellectual

Capital, The New Wealth of

Organizations

PMBOK is a trademark of the Project Management Institute, Inc., and is registered in the United States and other nations.

PMI is a service mark and trademark of the Project Management Institute, Inc., and is registered in the United States and other nations.

PMP is a certification mark of the Project Management Institute, Inc., and is registered in the United States and other nations.

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Curriculum Paths

Curriculum Recommendations

If you intend to pursue the Masters

Certificate in Project Management, you

must take a total of seven courses in four

years, as illustrated in the diagram to theright. We recommend taking Managing

Projects in Marathon before any other

courses. You should take Project Manage-

ment Applications only after completing

at least six other core project manage-

ment courses.

If you are pursuing the Masters Certifi-

cate in Information Technology Project

Management, you must take a total of

seven courses in four years, as illustrated

to the right. We recommend taking

Managing IT Projects before any othercourses.

If you have significant project manage-

ment experience, you may take one of

the other courses first. However, you

must takeManaging Projects in Mara-

thon orManaging IT Projects at some

point to receive your masters certificate.

4

On successfully completingthe required seven courses,you will receive a Masters

Certificate in ProjectManagement awarded

by ESI and The GeorgeWashington University.

Managing Projectsin Marathon (page 8)

Risk Management

(page 10)

Project Leadership,Management and

Communications (page 11)

Contract Management Prin-ciples and Practices (page 12)

Quality for ProjectManagers (page 13)

Project ManagementApplications (page 14)

Start by taking . . .

Finish by taking . . .

Core ProjectManagement Curriculum

Then take at least two of

the following courses . . .

Scheduling and Cost Control(page 9)

Elective Courses

You may apply up to four coursestoward your masters certificatefrom the following:

PMP Exam Preparation

Information Technology ProjectManagement courses

Courses for Experienced ProjectManagers

Business Analysis courses

Project Management Electivecourses

Then take at least two of

the following courses . . .

Start by taking . . .

On successfully completingthe required seven courses,you will receive a Masters

Certificate in InformationTechnology Project

Management awarded byESI and The George

Washington University.

IT RiskManagement(page 17)

Systems Integration ProjectManagement(page 20)

Managing IT Projects(page 16)

Core Information TechnologyProject Management Curriculum

Software Testing for Better Proj-

ect Management(page 18)

Network and Telecom Prin-ciples for Project Managers

(page 19)

Elective Courses

You may apply up to four coursestoward your masters certificate fromthe following:

PMP Exam Preparation

Core Project Management courses

Courses for Experienced ProjectManagers

Business Analysis courses

Project Management Electivecourses

Finish by taking . . .


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Curriculum Paths

5

Project Stakeholders

If you are a member of a project

team who wants to better under-stand the fundamentals of project

management and how they affect

you, you should take . . .

Managing Projects inMarathon (page 8)

. . . followed by any of the core

courses or continuing education

electives.

PMP Exam Preparation(page 15)

As you prepare to earn

certification as a ProjectManagement Professional

(PMP) through the Project

Management Institute (PMI),

take the review course . . .

. . . which specifically prepares

you to take the PMP certifi-

cation exam . . .

PMI offers a 200-question

exam. By successfully com-

pleting the exam and qualify-

ing in the areas of service,education and experience,

you can

become a certified Project

Management Professional

(PMP). Marathon has

endorsed the PMI certifica-

tion program for Marathons

project managers. For more

information about PMP cer-

tification, see page 6.

Project ManagementCertification

Negotiation Skills for ProjectManagers (page 22)

Vendor Selection: ACollaborative Approach

(page 23)

If you wish to enhance your ex-

pertise in certain areas, take anyof the following courses . . .

Managing Global Projects

(page 27)

Leading Complex Projects(page 28)

Leading Project Managers(page 29)

Program Management(page 31)

Elective Courses

Writing Statements of Work:The Heart of Any Contract

(page 24)

Requirements Management:A Key to Project Success

(page 25)

Aligning Project Managementwith Organizational Strategy

(page 30)

Rapid Assessment and Recov-ery of Troubled Projects

(page 26)

Financial Management forProject and ContractManagers (page 21)


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Professional Certification

Understanding that it is people, notcompanies, that build projects, Marathonhas committed to creating outstanding Project

Management Professionals to staff and manage

our projects. We encourage Project Manage-

ment Professionals to pursue formal

certification.

The courses in the Marathon Project Manage-

ment Professional Development Program may

be taken either individually or together as a

course of study leading to official credentials.

Those credentials come in three forms:

A Masters Certificate in Project Management

A Masters Certificate in Information

Technology Project Management

Certification as a Project Management

Professional (PMP) by the Project

Management Institute (PMI)

University-Awarded Masters

Certificates

The Masters Certificate in Project

Management

By earning a Masters Certificate in Project

Management, you will gain the common base

of knowledge and skills represented by the Core

Project Management Curriculum. The program

is designed for managers in all fields and

professions. The courses address the entire

PMBOK Guide.

To earn a Masters Certificate in Project

Management, you must successfully complete

a total of seven courses within four years,

as explained on page 4.

The Masters Certificate in Information

Technology Project Management

The Core Information Technology Project Man-

agement Curriculum recognizes that the rapidly

expanding field of information technologyproject management constitutes a distinct body

of knowledge. It offers an exceptional

opportunity to fine-tune your education to your

background, professional interests and business

focus.

To earn a Masters Certificate in Information

Technology Project Management, you must suc-

cessfully complete a total of seven courses within

four years, as explained on page 4.

Certification as a Project

Management Professional

The Project Management Institute offers a two-

part qualification and examination program

leading to certification as a project managementprofessional (PMP). By successfully completing

the exam and qualifying in the areas of

service, education and experience you can

become certified as a PMP.

The project management body of knowledge

(PMBOK Guide) is a term that describes the

sum of knowledge within the profession of proj-

ect management. The PMBOK Guide

forms the foundation of the Marathon Project

Management Process. A copy is included in the

MPMP Guidelines.

The PMP certification exam tests your knowl-

edge in nine PMBOK Guide areas:

Project integration management

Project scope management

Project quality management

Project time management

Project cost management

Project risk management

Project human resource management

Project procurement management

Project communications management

The specific PMBOK Guide areas taught in the

individual courses are listed on the appropriate

course description pages. Each of the nine

areas is addressed primarily by one course and

secondarily by others.

For more information about certification

requirements, the exam and exam locations,

contact your local PMI chapter or the

PMI headquarters in Newtown Square,

Pennsylvania, at (610) 356-4600 or visit thePMI Web site atwww.pmi.org.

The ESI course PMP Exam Preparation, which

PMI has recognized as meeting its established

criteria, will help you prepare for the PMP

certification exam. The course will be offered

internally at Marathon; however, you may

attend one of ESIs regularly scheduled public

sessions of this course or take the course online

via ESIs e-training. For more information, see

ESIs Web site atwww.esi-intl.com.

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e-Training

The Marathon Project ManagementProessional Development Program makesit easy or you to get the expert training you

need right at your desk. ESIs e-training

courses are led by the same high-quality,

well-respected instructors that youve grown to

trust in every ESI course, and the quality o the

learning experience is equally robust.

Master Project Management withthe Click of a Mouse

ESIs Macromedia Flash-based e-training

courses place you in a ctional, but realistic,

environment, where you must solve a series o

challenges. The courses contain all the materials

you need to solve each challenge, so every lesson

is a valuable, sel-contained tool.

Each e-training course oers:

Assigned online instructor/mentor

One-on-one interaction gives you personal

access to your group instructor and provides a

supportive environment in which to learn.

Self-paced exercises and case studies

ESIs online courses are designed as modules,

enabling you to work at your own pace and

navigate through course components with

ease.

Access to a resource-rich online librarywith sample forms and seminar transcripts

With all the tools readily at hand, you spend

your time actively learning, not searching or

resources.

Collaboration through online bulletin boards

Students orm collaborative online learning

communities through an online discussion

area. This allows all students to discuss a topic

without having to be online simultaneously.

Ongoing assessments

Prompt eedback rom instructors enablesyou to continually sharpen your ocus as you

train and provides increased motivation.

Academically, ESIs online classes are as

challenging as their classroom courses. Most

courses typically take about 30 hours to

complete, which you must do within 42 days.

Like ESIs classroom courses, a nal exam tests

your mastery o the subject, although the ma-

jority o your grade is based on the case studies

and exercises you complete.

Earn a Masters Certificate Online

ESI brings its two decades o experience and the

backing o The George Washington University

to all o their e-training courses. Now you can

earn a Masters Certicate in Project Manage-

ment entirely online. For even greater fexibility,

you can integrate traditional classroom learning

with e-training.

You can also earn valuable CEUs and PDUs or

e-training classes, so i youre PMP-certied,

these credits can be used to maintain your

PMP certication.

The ollowing courses are currently available in

an e-training ormat:

Core Project Management

Managing Projects

Scheduling and Cost Control

Risk Management

Project Leadership, Management and

Communications

Contract Management Principles and Practices

Quality for Project Managers

Project Management Applications

Information Technology Project Management

Managing IT Projects

Exam Review

PMP

Exam PreparationFor more inormation on ESIs e-training cours-

es, please visit their Web site at

www.esi-intl.com.

Macromedia and Flash are trademarks or registered trademarks of Macromedia, Inc. in the United States and/or other countries.

7Forinformationaboutregistering,seepage32.


10/36For information about registering, see page 32.8

1. Understanding theProcess of ManagingMarathon Projects

a. What are projects?

b. Why project management?

c. The project life cycle

2. Building Projects from aClear Need

a. Identifying stakeholders

b. Reviewing stakeholders

needs

c. Assessing the organization

d. Building SMART objectives

Specific

Measurable

Agreed to

Realistic

Time-constrained

e. MPMP requirements

development

Strategic project

planning

Functional

requirements

Technical requirements Project Execution plan

3. Project Selection: Keysto Success

a. Stakeholders in the project

selection process

b. Benefit/cost ratios

c. Present value using

todays monetary values

d. Opportunity costs: the

forgotten variable

Managing Projects in Marathon

4. Defining the Project

a. Using the Project

Definition Worksheet

b. Establishing the projects

requirements and

constraints

c. Evaluating and managing

risk

d. Setting implementation

strategies

e. Defining project success

criteria

5. How Realities ofOrganizational Life AffectProjects

a. Matrix vs. functional

organization

b. Task force organization

c. Establishing the project

team

d. The responsibility matrix

e. Resource loading

6. Capable People: TheHeart of Every Project

a. Characteristics of the

successful project team

b. Team recruiting

c. Managing team dynamics

d. Succeeding in the

high-responsibility/low-

authority environment

e. Sources of authority

f. Leadership and

communication skills

g. Managing teams involving

subcontractors

Get a solid understanding of project management methods with this comprehensive introductorycourse. Gain practical experience in proven project management techniques and discover a wealthof valuable, flexible tools that you can use immediately to ensure the success of any project in any type

of organization.

Managing Projects in Marathon gives you the foundation, experience, techniques and tools to manage

each stage of the project life cycle, work within organizational and cost constraints, set goals tied

directly to stakeholder needs, get the most from your project management team, and utilize state-of-the-art project management tools to get the work done on time and within budget. Covering the entire

project life cycle, this course is built around the second edition of Dr. J. Davidson Frames popular book,

Managing Projects in Organizations , and integrates the Marathon Project Management Process. The latest

insights from the Project Management InstitutesA Guide to the Project Management Body of Knowledge,

which incorporates information critical to project success, are also highlighted.

Youll learn project management skills through incisive case studies, hands-on exercises, and a broad

array of practical experiences that can immediately be applied to your job. This approach yields a com-

prehensive project management experience, including the early stages of defining project requirements,

developing work breakdown structures, project change control, and closeout. This courseopens the

door to more efficient project implementation.

Participants taking this course should not takeManaging IT Projects.

Syllabus

Course length:3 days

Learn how to:Master fundamental proj-

ect management skills,

concepts and techniquesUse simple and effective

ranking techniques to se-

lect high-opportunity

projects

Link project goals and

objectives to clear, com-

pelling stakeholder needs

Recruit and manage a

high-performance team

Develop work break-

down structures

Set realistic, measurable

objectives and ensurepositive results

Estimate project costs

and schedules using sim-

ple, proven techniques

Establish a dependable

project control and

monitoring system

PMBOK Guideknowledge areas: Project integration

management Project scope

management

Project time manage-

ment



Project human resource

management

Project communications

management

ACE CREDITrecommendation:2 undergraduatecredit hours

7. Setting the ProjectCourse: Tools andTechniques for Planning

a. MPMP planning process

b. Work breakdown

structures

c. Network diagrams

PERT, CPM

d. Building project budgets

e. Responsibility matrices

f. Resource loading and

leveling

8. Managing Change:Keeping the Project onCourse

a. Change control

procedures that work

b. Evaluation and control

c. Crucial role of project

documentation

d. Tracking variance (cost and

schedule)

e. Integrated cost and

schedule control systems

f. Reporting on projectpersonnel

9. Closing Out the Projectwith Positive Results

a. Validating project success

b. Documenting and

publicizing results

c. Meeting all contractual

obligations

d. Capturing and sharing

knowledge


11/36For information about registering, see page 32. 9

1. Essential Background

a. Overview of the project

management life cycle

b. The triple constraint

c. Planning tools

d. Project requirements

a review

e. The work breakdown

structure a review

2. Resource Allocation andEstimating

a. Using estimates for

scheduling and cost

control

b. The basic rules of

estimating

c. Levels of estimating and

estimate types Top-down vs.

bottom-up

Order of magnitude

Budget

Definitive

d. Four estimating

methodologies

e. Identifying controllable

costs

Resource

Material

Direct

Indirectf. Planning for risk with

contingency

g. Building the project

resource pool

Using resources to

build estimates

The responsibility

matrix

h. Time-controlled estimates

i. Resource-limited

estimates

Develop effective measures for scheduling and controlling projects as you put the tools of projectmanagement to work. In this course youll focus on managing the constraints you face in anyproject: limits on time, human resources, materials, budget and specifications. Discover proven ways to

work within your identified constraints, without letting predefined limits curtail creativity or innovation.

From the opening morning, youll get hands-on experience, practicing your skills in building project

requirements and the work breakdown structure. Youll learn a sound, logical framework for schedul-

ing and controlling project activities. And youll master techniques for estimating, forecasting, budgeting,monitoring, controlling, analyzing and reporting costs and interpreting the meaning of earned-value data.

Individual and small-group exercises feature scenarios that help hone these skills, and a comprehensive

toolkit provides practical field guidance.Discover a number of sophisticated tools and techniques that

you can use to manage time and costs effectively on every type of project.

Please bring a calculator to class.

Syllabus

3. Scheduling

a. Network scheduling

b. Validating schedules

c. Arrow diagrams and

precedence diagrams

d. Basic scheduling and

network calculations

e. Advanced precedence

relationships and the

critical path

f. Alternative constraints

g. Gantt and milestone charts

4. The Baseline

a. Establishing baselines

b. Understanding types of

baselines

c. Time-phased distribution

of costs

d. Cumulative cost curves

5. Managing Change Withinthe Project

a. The process of control

b. Identifying sources of

change

c. Screening change

d. Updating the project plan

e. Communicating change

6. Evaluation andForecasting

a. Causes of variances

b. Establishing the data

date for evaluationc. Controlling costs and

schedule late in the project

d. Components of the

project audit

e. Considerations in

establishing a monitoring

system

f. Earned value

g. Advanced earned-value

forecasting tools

7. The Exit Strategy

a. Steps in completing the

projectb. Scope verification

c. Contract closeout

d. Administrative closure


Learn how to:Use the work break-

down structure to de-

velop a network diagramCalculate schedules us-

ing PERT/CPM

Identify, assign and

tabulate resource

requirements

Predict costs and work

time using specific levels

and estimate types

Plan for contingencies

and anticipate variations

Predict future project

performance based on

historical data

Monitor changes and

close out projects

on time

PMBOK Guideknowledge areas: Project scope

management


ment

Project cost manage-

ment


Project procurement

management

ACE CREDITrecommendation:2 undergraduate

credit hours

Scheduling and Cost Control


12/36 Forinformationaboutregistering,seepage32.10

Project management is opportunity management. It is the ability to seize opportunities, minimizethreats and achieve optimum results. Too often, risk management is seen as reactive, or worse,unresponsive. Nothing could be further from the truth. In this course, youll work through the proactive

approach to threat and opportunity based on a clear understanding of the powerful nature of both

qualitative and quantitative approaches to risk management.

Risk Management examines threat and opportunity from both a top-down and bottom-up perspective

using ESIs proven eight-step risk management process. Using effective tools, including ESIs highlyregarded assessment model, youll learn how to evaluate and respond to risk at the project and task

levels.

Included in the course is a multi-part case study that takes you from a risk overview at the beginning of

a project through the challenges of ongoing assessment and reassessment of threats and opportunities

throughout the project.

Youll end the course with new practices to apply in your environment and new insights on the implica-

tions and advantages of applying risk management well.

Participants taking this course should not take IT Risk Management.

Syllabus


Learn how to:Use a practical, eight-

step process to manage

project riskIdentify threats and

opportunities and weigh

their relative value in

your project

Control multiple risks

using concise strategies

Overcome psychological

barriers to risk in stake-

holders and team

members

Make risk and opportu-

nity integral components

of your next project plan

PMBOK Guideknowledge areas: Project time manage-

ment



Project procurement

management


management


1. Introduction to Riska. Definition and

characteristics of risk

b. Elements and factors of

risk

Event (future

occurrence)

Probability

(uncertainty)

Impact (amount at

stake)

c. Types of risk

d. Components of risk

management

Identification

Quantification

Response development

Response control

2. Risk ManagementPlanning and IdentifyingRisk

a. Risk management planning

b. Risk identification

c. Idea generation tools and

techniques

3. Analysis Fundamentals

a. Probability and impact

b. Presenting risk

Descriptive

Qualitative

Quantitative

c. Probability analysis

4. Analyzing and PrioritizingRisk

a. Determining risk

tolerances

b. Analyzing risks

c. Impact analysis

d. Risk-based financial tools

and techniques

e. Expected-value analysis

f. Decision trees

g. Prioritizing risks

5. Risk Response Planninga. Risk response strategies

for opportunities and

threats

b. Risk acceptance

c. Risk avoidance

d. Risk mitigation

Probability

minimization

Impact minimization

e. Transference

f. Establishing reserves

6. Execution, Evaluation

and Updatea. Risk response monitoring

and control

b. Execute risk strategies

c. Contingency plans and

workarounds

d. Risk evaluation

e. Reassessing risk

f. Risk documentation

RiskManagement


13/36 Forinformationaboutregistering,seepage32. 11

1. Leadership andManagement

a. What is leadership?

b. The difference

between leadership and

management

c. Assessing your leadershipcompetencies and

developmental needs

d. Articulate your leadership

vision, in light of the

assessment, and consider

the best way(s) to realize

it

e. Processes for establishing

direction, aligning people

and motivating people to

follow your vision

f. Identifying different

leadership styles Tasking

Encouraging

Steering

Entrusting

2. Leading Effective Teams

a. What is a team?

b. The stages of team

development

Forming

Storming

Norming

Performing

Adjourning

c. Leading and maintaining

effective, productive

teams

d. Evaluating team progress

and coaching team

members as necessary

3. Building Relationshipsa. How individual differences

affect your ability to lead

b. Identifying your

motivational patterns using

the Strength Deployment

Inventory (SDI)

c. How to be more

influential by

understanding motivational

patterns

d. Using an understanding of

individual differences to

help you manage conflictmore effectively

4. Ethics and Leadership

a. The definition of ethics

and the link between

ethics and trust

b. The role of ethical

behavior and leadership

c. The difference

between personal and

organizational ethics

d. The effect of the triple

constraint on ethics


Learn how to:Lead project teams

through more effective

communication

Identify motivational val-

ue systems to improve

productivity and

cooperation

Recognize the role of

business and personal

ethics in leadership

Define predictable

change stages and identi-

fy appropriate leadershipstrategies for each stage

Utilize a powerful four-

stage collaborative

negotiation process

Create a Leadership

Development Plan to

implement when you

return to work


ment


ment



ment


management


management


ProjectLeadership,ManagementandCommunications

Project Leadership, Management and Communications is an interactive course designed to provide asolid foundation in key leadership competencies and to afford you the opportunity for a truly trans-formational leadership experience. As a participant, you will complete a self-assessment of your leader-

ship skills, then master the basics of these leadership competencies: setting direction, aligning people,

motivating and inspiring, leading teams, communicating, building relationships, facilitating ethical conduct,

negotiating and leading change.

After you assess your skills, youll create and refine a personal leadership vision and work on strengthen-

ing your leadership competencies as you develop your personal Leadership Development Plan. Youll

learn how to empower yourself and other team members through more effective negotiation based

on an understanding of the differences between competitive and collaborative negotiation approaches

and youll gain an appreciation of the importance of a collaborative win/win negotiation process.

Youll also gain a clear understanding of why communication is so important regardless of how a

project is organized. And youll discover how business and personal ethics can influence your leadership

style and personality, and how your individual leadership style and personality can influence the course a

project will take.

Working with other professionals and an experienced instructor/facilitator in an interactive classroom

environment, youll engage in revealing case studies, lively discussion and practical exercises.Project managers and business professionals who need to increase their leadership skills will find Project

Leadership, Management and Communications to be extremely valuable as they master important skills to

get the most from their most valuable project management resource their people!

Syllabus

5. Negotiating Conflict

a. Major sources of conflict

on project teams

b. The five modes of handling

conflict

Forcing

Smoothing Withdrawing

Compromising

Problem solving

c. The difference between

competitive negotiation

and collaborative

negotiation

d. Conflict scenarios and

strategies for initiating

conflict resolution

e. Power bases used in

typical organizations

f. How to plan and conductcollaborative negotiation

6. Leading Change

a. Your role in a changing

organization

b. Predictable stages of

adjusting to change

c. Appropriate leadership

strategies for each stage

d. Developing a change

management plan



1. Understanding theContract ManagementProcess

a. Contract management

definition

b. Description and uses of

contracts

c. Buyer and seller

perspectives

d. Contract management and

the PMBOK Guide

2. Teamwork Roles andResponsibilities

a. Concept of agency

b. Types of authority

c. Privity of contract

d. Contractor personnel

3. Concepts and Principlesof Contract Law

a. Mandatory elements

of a legally enforceable

contract

b. Terms and conditions

c. Remedies

d. Interpreting contract

provisions

4. Contracting Methods

a. Contracting methods

competitive and

noncompetitive

b. Purchase cards, imprest

funds or petty cash

c. Sealed bidding, two-

step sealed bidding,

competitive negotiation

and competitive proposals

d. Reverse auctions

e. Purchase agreements vs.

contracts

f. Single-source negotiation

vs. sole-source negotiation

5. Developing ContractPricing Agreements

a. Uncertainty and risk in

contract pricing

b. Categories and types of

contracts

c. Selecting contract types

6. Preaward Phase

a. Buyer activities

b. Seller activities

c. Understanding the

PMBOK Guide

Project managers, contract managers and other professionals involved in the world of contracts mustbe able to work effectively together and with customers, contractors and subcontractors to accom-plish key organizational objectives. Because contracts are developed in an increasingly complex environ-

ment, including the rising use of contracted supplies and services throughout government and industry, a

solid understanding of the contracting process is critical and can give you an advantage whether you are

on the buyers or sellers side.

Get an overview of all phases of contracting, from requirements development to closeout. See how

incentive can be used to improve contract results.

This course explores these vital issues from the managers perspective, highlighting key roles and re-

sponsibilities to give you greater influence over how work is performed. Youll also discuss actions that

can be taken to help ensure that contractors or subcontractors perform as required under the contract.

Effective contract negotiation and administration can ensure project success, speed performance, and

reduce risks and costs along the way. Discover the keys to contracting from your perspective in this

practical course.

Syllabus7. Award Phase

a. Source selection process

b. Selection criteria:

management, technical

and price criteria

c. Evaluation standards

d. Evaluation procedures

e. Negotiation objectives

f. Negotiating a contract

8. Contract Administration

a. Key contract

administration policies

b. Continued communication

c. Tasks for buyers and

sellers

d. Contract analysis

e. Performance and progress

f. Records, files and

documentation

g. Managing change

h. Resolving claims and

disputes

i. Termination


Learn how to: Identify contract com-

ponents and understand

the process from start to

finish

Select the right contract

type for your project

Decipher contract legal-

ese

Choose the offer that will

result in the best value

for the buyer

Agree on objectives,

requirements, plans andspecifications

Negotiate favorable

terms and make revisions

to the contract

Apply rules of contract

interpretation in project

disputes

Administer contracts

appropriately, and know

when and how to

terminate before or upon

completion

PMBOK Guideknowledge areas: Project quality

management


Project procurement

management

ACE CREDITrecommendation:

1 undergraduatecredit hour

ContractManagementPrinciplesandPractices



1. Managing Project Quality

a. What is quality?

b. Quality and the triple

constraint

c. What is project quality

management?

d. The evolution of quality

e. Systems thinking

f. The cost of quality

g. Formal quality systems

2. Planning Project Quality

a. What is quality planning

(QP)?

b. QP inputs and tools and

techniques

c. Stakeholders and

customers

d. Project quality

requirements

e. Project quality standards

f. Quality function

deployment (QFD)

g. QP outputs

3. Assuring Project Quality

a. What is quality assurance

(QA)?

b. QA inputs and tools and

techniques

c. Developing QA activities

d. Investigating QA

capabilities

e. Process improvement

f. QA activities and

the project quality

management plan

g. Quality audits

h. Quality path vs. critical

path

i. QA and change control

j. QA outputs

Quality for Project Managers applies quality principles to project management itself, as well as to theproducts and services resulting from projects. It brings to the forefront the essentials of projectquality management and its vital link to business success, with a focus on the tools and essentials of

effective quality management that work for your organization, regardless of your industry. The course

prepares the project manager to be a positive force in using project quality management to help ensure

project and business success.

Businesses today realize that customer satisfaction and, thus, competitive success hinge on the effectiveimplementation of quality concepts, tools and techniques. This includes defining business quality

standards, determining performance measurements, and continuously improving processes, procedures

and products. This course shows you how to integrate quality management concepts with project

management practices to create a successful quality management program to support your business

success.

Youll learn about the philosophy and principles of quality management and learn how to translate these

concepts into specific actions that are key to successful project quality efforts. The course presents a

five-step model for successfully planning project quality, a five-step model for effectively assuring project

quality and a quality-control toolkit, all of which you can immediately apply to your work environment.

With a strong emphasis on exercises, this course gives you the opportunity to apply quality strategies

and skills to real-world scenarios. You will practice concepts, tools and techniques using modularized

case studies that require immediate and direct application of skills learned.

Syllabus


Learn how to: Integrate project quality

management into the

entire project life cycleUse five steps to plan

effectively for project

quality management

Use five steps to as-

sess and improve your

organizations current

quality capabilities to

ensure that projects will

meet specified quality

standards

Ensure customer satis-

faction by monitoring re-

sults using project qualitycontrol tools

Apply project qual-

ity management tools

and techniques to real

world project manage-

ment

situations


management

Project qualitymanagement


management


Quality forProjectManagers

4. Controlling ProjectQuality

a. What is quality control

(QC)?

b. Major questions of QP, QA

and QC

c. QC inputs and tools and

techniques

d. The voice of the customer

and the voice of the

processe. Good enough approach

f. Taguchis loss function

g. Quantum innovation vs.

continuous improvement

h. Plan-do-check-act (PDCA)

cycle

i. Basic quality control

toolkit

j. QC activities and

the project quality

management plan

k. QC outputs

5. Putting Project Qualityto Work



1. Team Building

a. Project assignment

Initial project

assessment

Team ownership

b. Organizational assessment:

working with what you

have

Staffing

Resources

Management support

c. Options assessment Preemptive

troubleshooting

Historical review

2. Preproposal Analysis andPlanning

a. Analyzing the market

b. Assessing risk

c. Building the team and

reviewing roles

d. Developing a plan to

complete the proposal

Watch basic concepts come to life in this course, a comprehensive synthesis of core projectmanagement principles designed to reinforce skills learned throughout the core curriculum. Buildon your new competencies and test your skills as you work in teams to complete an extensive, realistic,

week-long project case study.

Youll propose, plan and execute a full-scale project under typical organizational constraints using the

Marathon Project Management Process. Follow your project through the life cycle, resolving issues of

performance, scheduling and control as you address questions of leadership and management. Eachteam member will take a turn as project manager, defining objectives and performing tasks and produc-

ing deliverables critical to the projects success.

As a course participant, youll receive a complimentary copy of ESIs Project Management Tools CD for

your use following the classroom experience.

Confirm your mastery of the core principles of project management in this experiential course and gain

the hands-on confidence to practice new skills in your organization.

This practice-based course caps the Core Project Management Curriculum. Because it pulls together

competencies gained in the other courses, participants should complete at least six other core project

management courses before registering forProject Management Applications.

We recommend bringing a laptop computer for use in class.

Syllabus

3. Proposal Kickoff andPreparation

a. Evaluating the

requirement

b. Evaluating bid contracts

c. Obtaining the teams

commitment

d. Writing the winning

proposal

e. Delegating to team

members

f. Managing time constraints4. Postaward Planning

a. Project kickoff meeting

Goals

Participants

Principal points

b. Detailed project planning

5. Negotiation/Agreement

a. Four steps of

prenegotiation

preparation

b. Negotiation performance

Exploratory sessions

Joint-gain resolutionc. Postnegotiation activity

Memoranda and

documentation

Communication


Perform each phase ofproject managementas you:

Select the level of staff-ing, resources and

management support

required for a project

Assemble a project team

and gain commitment on

project objectives

Assign tasks based on

work breakdown

structure

Estimate time and costs

and present a project

plan to team members

and stakeholdersCreate a project binder

documenting each stage

of the project and lessons

learned


management

Project scope

management

Project qualitymanagement


ment




management

Project procurement

management


management


6. Implementation

a. Measuring performance

b. Managing risk and

uncertainty

c. Reporting progress and

following up

d. Managing change and

achieving project control

e. Leveling resources

7. Closeout

a. Team

Review Closeout

Reassignment

b. Project

Documentation

Lessons learned

c. Organization

d. Client

Sign-off

Ownership

Revenue enhancement

ProjectManagementApplications



1. Project ManagementProcess Groups

a. Initiating processes

b. Planning processes

c. Controlling processes

d. Executing processes

e. Closing processes

2. Project IntegrationManagement

a. Project plan development

Historical information

Constraints and

assumptionsb. Project plan execution

c. Overall change control

Change control system

Confirmation

management

3. Project ScopeManagement

a. Initiation

b. Scope statement

Cost, schedule and

performance criteria

Management plan

Work breakdownstructure

Scope baseline

c. Scope definition

d. Scope reporting

4. Project QualityManagement

a. Quality planning

b. Quality assurance

c. Quality control (QC)

5. Project TimeManagement

a. Activity definition

b. Activity sequencing

Dependencies

PDM vs. AOA

c. Activity-duration

estimating

Resource requirements

Historical information

d. Schedule development

Resource pools

Calendar

e. Schedule control

Performance reports

Change requests

6. Project CostManagement

a. Estimating and forecasting

b. Budgeting

c. Cost control

d. Present value

7. Project Risk Management

a. Identification

b. Quantification

c. Response development8. Project Human Resource

Management

a. Organizational planning

b. Staff acquisition

c. Team development

Theories of motivation

Conflict resolution

Influence factors


Learn how to:Reduce your study time

by halfby focusing only

on relevant exam topicsDevelop a personal study

plan based on three high

ly successful techniques

used worldwide

Use the five-step elimi-

nation process to help

answer any question

correctly

Turn double negatives

into simple statements

Beyond academic credentials, certification by the Project Management Institute (PMI) as a Project

Management Professional (PMP) shows the world that youve mastered essential project manage-

ment skills and knowledge. Marathon strongly encourages all project managers to earn PMP

certification. To earn PMP credential from PMI, you must demonstrate the required long-term

commitment to project management professionalism and pass a rigorous, 200-question exam

covering the five project management processes and nine knowledge areas in PMIs PMBOK Guide.

Improve your chances of passing the grueling PMP

certification exam on the first try with thiswell-proven and successful course. Youll find out exactly what components of your project management

background will be tested so you know where to focus your attention during the vital weeks of prepara-

tion. Youll become familiar with the makeup and format of the exam itself, thanks to ESIs

exclusive PMP Exam: Practice Test and Study Guide, featuring hundreds of multiple-choice questions

and fully referenced answers. Plus, youll get a chance to explore the rationale behind each answer

with your instructor, a certified PMP.

In addition to ESIs PMP Exam: Practice Test and Study Guide, youll take home an extensive collection of

exam-preparation study materials, including PMIsA Guide to the Project Management Body of Knowledge

and ESIs popular and unique PMP Challenge! 600 questions on spiral-bound, fully tabbed flashcards.

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

Syllabus

9. Project ProcurementManagement

a. Procurement planning

b. Solicitation planning

c. Solicitation

d. Source selection

e. Contract administration

f. Contract closeout

10. Project CommunicationsManagement

a. Communications planning

b. Communication process

c. Skills, techniques andstyles

d. Information distribution

e. Administrative closure

11. ProfessionalResponsibility

a. Ensuring individual

integrity and

professionalism

b. Contributing to the

project management

knowledge base

c. Enhancing individual

competenced. Balancing stakeholders

interests

e. Interacting in a

professional and

cooperative manner

12. Studying For and Takingthe Exam

PMP ExamPreparation



Todays IT projects present unique challenges to the project manager requiring coordination withmany stakeholders and integration of various technological capabilities. In this course, youll discovercritical success factors and hidden risks inherent in IT projects and youll leave with an understanding

of strategies and techniques developed in the field by experienced IT project managers for successfully

managing IT projects.

IT means different things to different people. This course addresses all areas of IT project manage-

ment: hardware, software, systems integration, communications and human resources. It addresses therole of the project manager and the project team at each phase of the project life cycle, helping you gain

the foundation, basic experience, techniques and tools to manage each stage of your project. Youll learn

techniques to determine customer requirements, set goals tied directly to stakeholder needs, get the

most from your project management team, and utilize project management tools to get work done on

time and within budget.

By extending traditional project management concepts into the IT arena, youll gain an understanding

of the strategies and skills necessary to manage IT projects of any size. And youll take home powerful

tools to enhance your IT project management capabilities, as well as written text in your course binder

explaining the concepts in each unit for reference when you return to the workplace. In addition, youll

receive Project Management Terms: A Working Glossaryby J. LeRoy Ward, PMP.

Youll learn IT project management skills through hands-on exercises, interactive case studies and rel-

evant discussions with your peers and an experienced IT project management instructor. This approach

allows you to practice new skills and ask questions as you assimilate a broad array of practical experi-ences that can immediately be applied when you return to the workplace.

Participants taking this course should not takeManaging Projects in Marathon.

Syllabus


Learn how to:Define the role of the IT

project manager

Develop a results-drivenproject management

team

Identify, interpret and

manage the real project

requirements

Develop a focused proj-

ect plan to manage IT

projects

Estimate IT project costs

and schedules using

proven techniques

Find solutions to prob-

lems specifically relatedto IT projects


management

Project scope

management

Project quality

management


ment




management


management


Managing ITProjects

1. Overview of IT ProjectManagement

a. Definition and

characteristics of IT

project management

b. Common reasons why IT

projects fail

c. Critical factors for ITproject success

d. The IT project life cycle

and the activities of each

life cycle phase

e. Project processes

common to all projects

2. Concept Phase

a. Selecting and funding IT

projects

b. Identifying key project

stakeholders

c. The purpose and content

of an IT business cased. Preparing a project

charter

3. Requirements Phase

a. Identifying and articulating

customer requirements

b. Distinguishing between

functional and technical

requirements

c. Using different methods

for gathering requirements

d. Developing a

requirements traceability

methodology

4. Planning Phase

a. Key components of the

project plan and the

planning process

b. Constructing a work

breakdown structure

showing all work

components

c. Building a project schedule

d. Estimating duration,

resources and costs

e. Risk management planning

and risk response planning

f. Subsidiary management

plans, including

communications,

procurement and quality

5. Design Phase

a. Major activities of the

preliminary and detailed

design activities

b. Typical contents of the

technical specification

document

c. Design techniques used in

developing the technical

solution

d. Make or buy decision

methodology

6. Construction Phase

a. Developing a project team

to build and deliver the

product

b. Quality assurance

activities, testing and

audits

c. Assessing project

performance

d. Developing and using

a change request

methodology

e. Developing risk response

strategies

7. Delivery Phase

a. Key activities of the

delivery phase

b. Four major product/

system conversion

strategies

c. Understanding the

go-live transition

responsibilities of the

project manager

d. Developing scope

verification and customer

acceptance strategies



The unique challenges of IT projects make it mandatory that a successful IT project manager be askilled risk manager. Risk will always exist in IT projects given the need to deal with challengingrequirements and expectations, complex and ever-changing technologies and business needs, and ag-

gressive schedules and budgets to support business success. However, it is not inevitable that risk

management will be an impossible task that will result in your being viewed as reactive, or worse, unre-

sponsive. In IT Risk Management, youll learn to look at risk management as a way to seize opportunities,

minimize threats and achieve optimum results. Youll work through the proactive approach to threat and

opportunity based on a clear understanding of the powerful nature of both qualitative and quantita-

tive approaches to risk management.

IT Risk Management examines threat and opportunity from the perspective of ESIs proven eight-step

risk management process. Using effective tools, including ESIs highly regarded risk assessment model,

youll learn how to evaluate and respondto risk at the project and task levels. Youll apply these tools

from the course material to analyze and classify risks, determine how to establish an acceptable level of

risk and develop a practical risk response plan.

Included in the course is a multi-part case study that takes you from a risk overview at the beginning of

an IT project through the challenges of ongoing assessment and reassessment of threats and opportu-

nities throughout the project. Included in the participant course material is comprehensive reference

material that is specific to each unit of the course.

Youll leave this course prepared to face the challenges and opportunities of risk management with new

practices to apply in your environment and new insights on the implications and advantages of applyingrisk management well.

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

Syllabus


Learn how to:Use a practical, eight-

step process to manage

ITproject risk

Identify threats and

opportunities and weigh

their relative value to

your project

Develop practical

response strategies for

common IT project risks

Overcome stakeholder

and team member road-

blocks to risk strategy

implementation

Make risk and opportu-nity integral components

of your next IT project

plan


ment


ment


Project procurementmanagement


1. The Basic Foundations ofRisk Management

a. Definition and

characteristics of risk

b. Elements and factors of

risk

Event (future

occurrence)

Probability

(uncertainty)

Impact (amount at

stake)

c. Types of risk

d. Components of risk

management

Identification

Quantification

Response development

Response control

2. Establishing an IT Project

Risk ManagementProcess

a. Risk management planning

b. Identifying, analyzing and

prioritizing risks

c. Planning for risk response

d. Executing the risk

response plan

e. Evaluating risk response

f. Documenting risk

response results

3. Planning and IdentifyingRisks

a. Risk identification

b. Idea generation tools and

techniques

c. Business versus pure risks

d. Financial risks

e. Schedule risks

f. Technical risks

g. Legal risks

4. Performing RiskAssessment

a. Determining risk

tolerances

b. Analyzing risks

c. Establishing and evaluating

profitability

d. Risk-based financial tools

and techniques

e. Expected-value analysis

f. Decision trees

g. Probability analysis

h. Risks vs. opportunities

i. Prioritizing risks

IT Risk Management

5. Developing RiskResponses

a. Risk response strategies

for opportunities and

threats

b. Risk acceptance

c. Risk avoidance

d. Risk mitigation

Probability

minimization

Impact minimization

Transference

e. Establishing reserves

6. Implementing RiskResponses

a. Communicating risk issues

b. Documenting risk

management practices

c. Reassessing risk

d. Decision-making processes

7. Risk Applications

a. Statistical analyses

b. Risk simulations

c. Risk tools



1. Software Testing

a. What is testing?

b. Testing goals

c. Why are there defects?

d. Relation to software

quality assurance

e. Black-box vs. white-box

techniques

f. Test management

g. The role of software

testing metrics

h. Value of reviews and

inspectionsi. Personnel issues

2. Software TestingAcross the SoftwareDevelopment Life Cycle

a. Preparing to test

b. Testing activities for every

phase of the life cycle

c. Ensuring testing is

scheduled

d. Requirements validation

and change

3. Unit Testing

a. Unit test planning

b. Methods

c. Practical techniques

d. Conducting the test

e. Analyzing results

4. Integration and SystemTesting

a. Integration test planning

b. Methods: top-down vs.

bottom-up


d. Conducting the teste. Analyzing results

f. Applying regression testing

g. System test planning and

methods

h. Conducting the test and

analyzing results

i. Regression testing

Many organizations wait until late in the development cycle to test new software and often limittesting due to time constraints. This approach can create pain for the project manager in the formof cost overruns, missed completion dates, overlooked requirements, undetected errors and dissatisfac-

tion among customers and users.

In this course, you will discover why and how to integrate testing throughout the software development

process in order to uncover defects, ensure performance, enhance quality and lower costs. Using a set

of integrated classroom exercises beginning with requirements validation and ending with implementa-

tion, this course demonstrates how management of testing activities relates to the life cycle of projects

involving software development.

Gain the necessary insight and training to develop, document and execute a project plan that incorpo-

rates an ongoing software testing program. Get specific tools to enable you to plan for and assess test

results. This course is designed for project managers, test managers and anyone who must ensure the

production of high-quality software delivered on schedule and within budget.

Youll receive a copy of the bestselling bookSoftware Testing by Ron Patton.

Syllabus


Learn how to:Establish software testing

as a critical component of

the project plan through-

out the development

cycle

Identify the project man-

agement considerations

related to software test-

ing activities

Assess unit, integration,

system, usability, beta,

acceptance and auto-

mated testingDetermine effective test

cases and incorporate

sound test management

practices

Involve users to increase

validity of

test results and know

when to stop testing

Counter pressures to

shortchange the testing

process

PMBOK Guideknowledge areas: Project scope

management

Project quality

management


ment


credit hour

SoftwareTesting forBetterProjectManagement

5. Acceptance Testing

a. Acceptance test planning

b. Methods


d. Conducting the test

e. Analyzing the results

f. Testing object-oriented

systems

6. Additional Testing Topics

a. COTS (commercial off-

the-shelf) systems

b. Web-based systems

c. Testing in a client serverenvironment



The proliferation of networking systems is forcing IT project managers to learn about voice anddata networks on the fly. A growing global economy is making unprecedented demands of organiza-tions data communications capabilities. Project managers must understand and converse intelligently

with project team members, vendors and customers to understand and meet requirements.Learn the fundamental principles in data networks with an emphasis on incorporating communication

capabilities in information systems design. Learn how data communications technologies are evolving

and how communications systems function and integrate with existing architectures. Explore how

standards apply to networks and which constraints influence the design and implementation of data

communications projects.

Get the background you need to identify and handle the risks, constraints, resourcing and scheduling

aspects of data communications projects.

Each course participant receives a copy ofBusiness Data Communications by William Stallings.

Syllabus


Learn how to: Identify the project

management consid-

erations inherent in

data communications

projects

Understand the basics of

the technology available

for LAN and WAN data

communications proj-

ects

Communicate effectively

with data communica-

tions managers, custom-ers and users

Fit network design to

match organizational

needs

Understand fundamenta

principles of data secu-

rity

Assess and mitigate risks

inherent to data commu-

nications projects

PMBOK

Guideknowledge areas: Project scope

management


ment



credit hours

1. Network and

TelecommunicationsChallenges and Issues

a. Project challenges, issues

and considerations

b. Project management

issues

c. State and federal

regulation impacts on

telecommunications

d. Management and technical

competencies

2. Project Requirements

and Risk

a. Requirements definitionb. Determining the

requirements and the

needed competencies

c. Assessment process

d. Steps to develop

requirements

3. Building and Cabling

a. Floor distribution systemsb. Wire specifications

c. Equipment and safety

d. Central equipment space

4. Local Area Networks

(LANs)

a. LAN components, types,

access methods and

characteristics

b. Considerations for project

managers

c. Multiple server LANs

d. Storage area networks

and client servers

5. Wide Area Networks

(WANs)

a. Open System

Interconnection (OSI)

model

b. WAN backbone network

c. Configuration and

topologies

d. Networks to support the

WAN

Network and Telecom Principles for Project Managers

6. Internetworking, Voice

and Wirelessa. Design considerations

b. Bridges and routers

c. Building versus campus

voice services

d. Local carrier services

e. PBX and Centrex

f. Wireless networks

7. Network Security

a. Risk assessment and

analysis

b. Access controls

c. Network security plan

d. Security toolse. Emergency/incident

response

f. Firewalls

g. Disaster recovery



1. What is SystemsIntegration (SI)?

a. Systems Integration and SI

projects

b. Typical SI projects

c. Importance of SI project

management

2. Process Evaluationa. Managing the complexity

of SI projects

b. Decomposition and

delegation as key

paradigms in SI

c. Value of formal methods,

processes and skills for

managing SI projects

3. SI Project Organization

a. Creating effective SI WBS

b. Developing effective SI

project teams

c. Organizing for SI projects

Todays information technology project manager faces projects of increasing size, complexity andrisk. Your job as project manager is to make sure that all of the components come together and tosee that the project is completed on time and within budget.

Yet the definition of all the components keeps getting broader and more complex. More and moreIT projects depend on critical systems integration (SI) issues, including client/server development, open

systems design, enterprise solution implementation, legacy systems maintenance and multi-site

deployment.

Now you can identify and explore the complex technical and business issues involved in integrating

custom software, hardware solutions, telecommunications networks, commercial off-the-shelf (COTS)

software, business procedures and services, and support facilities.

Through an interactive case study and classroom discussions, youll experience what it takes to be the

project manager on a typical SI project. Youll develop an understanding and appreciation of the prob-

lems that can occur and explore ways to solve them. And youll gain an understanding of the critical need

for a systems integration project manager on large IT projects in the real world.

If you face a future assignment as a systems integration project manager, this course will give you tools

and techniques needed for survival.Participants should have completed at a minimum an introductory course in project management such as

Managing IT Projects orManaging Projects in Marathon.

Syllabus

4. Controlling SI Projects

a. Estimating for SI projects

b. Define SI metrics for

project performance

measurement

c. Process mapping

d. Interaction complexity in

SI projects5. Integration Risk

Management

a. SI risk management

b. Tools for recognizing SI

complexity

c. Configuration and

integration management

6. SI ExecutionManagement

a. SI project execution

b. Requirements analysis

c. Procurement

considerationsd. Execution change analysis


Learn how to:Plan, estimate and orga-

nize system integration

efforts

Manage the implementa-

tion of complex system

interfaces

Assess and respond to

the risks inherent in inte-

gration projects

Apply the decomposi-

tion-integration paradigm

to manage complexity

Focus on the businessemphasis of systems

integration


management

Project scope

management

Project quality

management

Project time manage-ment



Project procurement

management


management


credit hours

7. Integration and TestingManagement

a. Testing concerns for SI

b. Managing testing issues

c. Tools to facilitate test

planning

8. SI Deployment

Managementa. Key system deployment

issues in SI projects

b. Single and multi-site

deployment

c. Options for predictable

crises

9. SI Project Closeout

a. SI closeout issues

b. The SI project closeout

plan

Systems IntegrationProjectManagement



FinancialManagement forProjectandContractManagers


Learn how to:Communicate more ef-

fectively with accounting

and financial personnel

Read, understand and

analyze accounting and

financial data

Expand your work in

project scheduling and

cost control to encom-

pass additional financial

metrics and tools

Minimize project finan-

cial riskDevelop and apply tools

for comparing project

financial returns

In todays world of increasing competition and focus on corporate earnings, project managers areheld accountable not just for achieving technical and schedule goals, but also for meeting profitabilityand other financial goals. This course explores the financial metrics that are commonly used and exam-

ines the not-so-obvious financial impact of typical operating decisions and actions. Building on competen-

cies developed in the core management curriculum, youll examine the inner mechanics of how financeand accounting can impact your project.

Youll learn about common financial analysis tools in the project environment that link project manage-

ment to broader corporate strategic goals. Case studies and project-related exercises give you the

opportunity to apply these proven tools and techniques. Youll see how finance often drives

organizational decisions and evaluations of project performance. Youll also learn how operating

decisions regarding pricing, terms and conditions, and asset management directly and significantly affect

the financial health of your organization.

This three-day course is so packed full of vital topics that many students refer to it as a mini-MBA

experience and even veteran MBAs have praised it highly. Take advantage of this opportunity to get a

firm grasp of the financial management issues that can affect your projects.

Syllabus1. Fundamentals of Finance

a. Financial accounting

concepts

b. Generally accepted

accounting principles

c. Reading and understanding

financial statements

d. Financial analysis

e. Managerial accounting

f. Business case

consideration

g. Cost vs. revenue

h. Profitability measures

ROS

ROA/EVA

ROE

IRR

i. Time value of money

j. Discounted cash flows

k. Direct vs. indirect costs

l. Fixed vs. variable vs.

semivariable costs

m. Break-even analysis

2. Contract Profitability Pricing

a. Pricing strategy and tactics

b. Profit planning

c. Cost estimating

d. Cost-based pricing

Documents

Marathon Catalog 2006 4 Kw