BOOK Ecatalog2012b

CATALOG GUIDE
From Status Quo to Impact Core Project Management Courses

5 Managing Projects 6 Managing IT Projects 7 Project Leadership, Management and Communications 8 Scheduling and Cost Control 9 Contract Management Principles and Practices 10 Quality for Project Managers 11 Risk Management 12 IT Risk Management 13 Project Management Applications
Federal Project Management (FAC-P/PM) Courses NeW!

31 Managing Federal Government Projects (FPM 111) 32 Acquisition for Federal Government Project Managers (FPM 112) 33 Scheduling and Cost Control for Federal Government Projects (FPM 113) 34 Leading Federal Government Projects (FPM 114) 35 FAC-P/PM Entry Level Capstone Course (FPM 115) 36 Applied Project Management for the Federal Government (FPM 211) 37 Applied Acquisition for Federal Government Project Managers (FPM 212) 38 Applied Earned Value for Federal Government Projects (FPM 213) 39 Leading Federal Government Projects II (FPM 214) 40 FAC-P/PM Mid-Level Capstone Course (FPM 215) 41 Program Management for the Federal Government (FPM 311) 42 Advanced Acquisition for Federal Government Project Managers (FPM 312) 43 Advanced Earned Value for Federal Government Project Managers (FMP 313) 44 Leading Federal Government Project Managers (FPM 314) 45 FAC-P/PM Senior Level Capstone Course (FPM 315)
IT Project Management Courses

6 Managing IT Projects 12 IT Risk Management 14 Agile Projects: Keys to Getting Started
updated!
Project Management Elective Courses

14 Agile Projects: Keys to Getting Started updated! 104 Budget and Financial Management 15 Business Process Analysis, Innovation and Design 16 Negotiation Skills for Project Managers updated! 17 Unlocking the Power of Earned Value Management 18 Writing Statements of Work: The Heart of Any Contract updated! 19 PMP Exam Power Prep updated! 19 PMP Exam Preparation updated!
Business Analysis Courses

47 Foundations of Business Analysis 48 How to Gather and Document User Requirements 49 Process Modeling Management 50 Use Case Modeling 51 Logical Data Modeling 52 Testing Techniques for Tracing and Validating Requirements 53 Facilitation Techniques for Requirements Development 54 Strategic Enterprise Analysis 55 Developing a Business Case 56 CBAP Exam Preparation
Courses for Program Managers and Experienced Project Managers

21 Program Management 22 Requirements Management: A Key to Project Success 23 Rapid Assessment and Recovery of Troubled Projects 24 Leading Complex Projects 25 Leading Project Managers 26 Leading High-Performing Project Teams 27 Aligning Project Management with Organizational Strategy
Core Government Contracting Courses

59 Federal Contracting Basics (CON 110) updated! 60 Negotiation Strategies and Techniques 61 Source Selection: The Best-Value Process (CON 111) 62 Contract Pricing updated! 63 Operating Practices in Contract Administration (CON 112) updated!
updated!
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DAWIA/FAC-C Equivalent Courses
59 Federal Contracting Basics (CON 110) updated! 61 Source Selection: The Best-Value Process (CON 111) updated! 63 Operating Practices in Contract Administration (CON 112) updated! 64 Shaping Win-Win Acquisitions (CON 100) 65 Cost Analysis and Negotiation Techniques (CON 217) 66 Earned Value Management Fundamentals (BCF 102) 67 Legal Considerations in Government Contracting (CON 216) 68 Preaward Business Decisions in Contracting (CON 214) 69 Federal ArchitectEngineer Contracting (CON 243) New! 70 Federal Construction Contracting (CON 244) New!
Commercial Contracting Courses

97 Administration of Commercial Contracts 98 Business Law and the UCC 9 Contract Management Principles and Practices 99 International Contracting
Business Skills Courses

101 Establishing a Business Mindset 102 High-Impact Communication 103 Critical Thinking and Problem Solving 104 Budget and Financial Management updated! 105 Coaching and Mentoring for Improved Performance 106 Taking Charge of Organizational Change
Contract Management Elective Courses

71 Applied Administration of Government Contracts updated! 72 Applied Earned Value Management 73 Contract Closeout 74 Contract Disputes and Terminations 75 Contractor Purchasing System Review 76 Cost Estimating 77 COTR Management of IT Service Contracts 78 COR Training Program updated! 79 CPIC and the Exhibit 300 updated! 80 Design-Build Contracting 81 FAR Part 15: Negotiated Acquisition 82 Federal Appropriations Law 83 Federal Supply Schedule Contracting 84 Government Contract Law 85 Government Cost Accounting 86 Introduction to Fixed-Price Contracts New! 87 Managing Cost-Reimbursement Contracts 88 Managing Performance-Based Service Awards 89 Market Research and Commercial Item Acquisition 90 Overview of Government Contracting 91 Patents, Technical Data and Computer Software 92 Performance-Based Acquisition: Preparing Work Statements 93 Project Management for Contracting Professionals 94 Source Selection Essentials: Planning, Conducting and Debriefing New! 95 Subcontract Management in Government Contracting 96 Using GWAC, IDIQ and GSA Schedule Contracts New! 18 Writing Statements of Work: The Heart of Any Contract updated!
Certificates and Career advancement

107 Certificates from ESI and The George Washington University 108 Federal Acquisition Workforce 109 DAU/ESI Joint Masters Certificate 110 Get Recognized for Your AchievementsNCMA Award 111 Academic Credit
why eSI?
113 What Do I Say to My Manager About ESI? 114 Drive Results in Your Company 115 The Changing Face of Public Service 116 ESI Learning Options 118 Attending a Course 119 Discounts and Pricing
Project Management Professional and PMP are registered marks of the Project Management Institute, Inc CBAP is a registered certification mark owned by International Institute of Business Analysis This certification mark is used with the express permission of International Institute of Business Analysis ESI International, Inc 2012 This catalog is the copyrighted property of ESI International, Inc All rights reserved
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Project Management Courses

Global. Integrated. Complex. Your projects are more challenging than ever. ESIs project management courses are built to arm you with the tools to fight back.
Associates Certificate in Project Management
CoMPlete three Courses within two years, as follows:
(required)
Associates Certificate in IT Project Management

CoMPleTe Three Courses within two years, as follows:
(requIred)
One course from Core Project Management courses. One course from it or elective Project Management courses, Business Analysis or Business skills courses. Courses for Experienced Project Managers and Exam Preparation courses may not be applied.
One course from IT Project Management courses. One course from Core or elective Project Management courses, Business Analysis or Business skills courses. Courses for Experienced Project Managers and Exam Preparation courses may not be applied.
Masters Certificate in Project Management

CoMPlete seven Courses within four years. At least three courses must be taken from the core courses listed below: Managing Projects Project Leadership, Management and Communications Scheduling and Cost Control Risk Management Contract Management Principles and Practices Quality for Project Managers Project Management Applications Up to four courses may be taken from the following electives:
Masters Certificate in Project Management With a Concentration in IT Project Management

CoMPleTe seven Courses within four years. At least three courses must be taken from the IT-related courses listed below: Managing IT Projects IT Risk Management Agile Projects: Keys to Getting Started How to Gather and Document User Requirements At least two courses must be taken from the Core Project Management courses listed below: Project Leadership, Management and Communications Scheduling and Cost Control Contract Management Principles and Practices Quality for Project Managers Up to two course may be taken from the courses listed below:
Business Process Analysis, Innovation and Design Negotiation Skills for Project Managers Writing Statements of Work: The Heart of Any Contract It Project Management Courses Courses for experienced Project Managers PMP exam review Courses (lIMIt one) Business Analysis Courses Business skills Courses (lIMIt t wo) Contract Management Courses = availableonlineviaESIse-Training
Project Management
Business skills Courses (lIMIT T Wo) elective Courses Contract Management Courses Courses for experienced PMP exam review Courses Project Managers (lIMIT one) Business Analysis Courses = availableonlineviaESIsVirtualClassroom
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Managing Projects
You wIll learN to:
KeY topICS
Introduction to project Management What is project management? Project constraints The project life cycle Project management process groups Project manager responsibilities and skills project Initiation Influences on a project Key stakeholders Understanding the role of senior management Project selection Assessing business needs Developing SMART objectives Functional and technical requirements Project requirements document Project charters project planning Scope planning The work breakdown structure Estimating formulas and techniques Schedule planning Network diagramming (CPM) Project management planning documentation Cost planning Resource planning tools and techniques Risk planning and response strategies Procurement planning Communication and quality planning Baselines project Implementation Developing and managing the project team Organizations and team structures Assessing and monitoring project performance Earned value and variance Speeding up the schedule Sunk costs Managing change Managing risk Reserves Performance reporting Scope verification and customer acceptance project Closeout Administrative and contract closeout Transferring lessons learned to future projects
Use essential project management tools and techniques and apply fundamental project management principles Describe the roles and responsibilities of project managers across the project life cycle Define and develop the foundations of a project plan, including the project requirements document (PRD), work breakdown structure (WBS), budget, schedule, and other resources Manage and control the project against the baseline Close out a project effectively
Classroom $1,995 (3 days) 8:30 am5 pm virtual Classroom $1,649 e-training $1,395 42 days of access Course code PMC-CPM
CourSe SYNopSIS Obtain a solid understanding of project management methods with this comprehensive introductory course. Gain practical experience applying proven project management techniques and discover a wealth of valuable, flexible tools that you can use immediately to ensure the success of any project in any type organization. Covering the entire project life cycle, this course is built around best practices currently used in todays fast-paced business environment. The latest insights from the Project Management Institutes A Guide to Project Management Body of Knowledge (PMBOK Guide) are also highlighted. Youll learn project management skills through case studies and hands-on exercises that can immediately be applied to your job. Reminder: Participants taking this course should not take Managing IT Projects.
COURSE SCHEDULE ACE CREDIT recommendation: Undergraduate 2 credit hrs* PDUs: 225* CEUs: 22* CPE credits: 27* CDUs: 225*
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On-site delivery available under GS-02F-0058P
*Credits may vary by delivery method.
PMBOK is a registered mark of the Project Management Institute, Inc
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Managing IT Projects
Classroom $1,995 (3 days) 8:30 am5 pm e-training $1,395 42 days of access Course Code ITP-DBR
You wIll learN to:
KeY topICS
overview of It project Management Definition and characteristics of IT project management Common reasons why IT projects fail Critical factors for IT project success The IT project life cycle Project processes common to all projects Concept phase Selecting and funding IT projects Identifying key project stakeholders The purpose and content of an IT business case Preparing a project charter requirements phase Identifying and articulating customer requirements Functional vs. technical requirements Methods for gathering requirements Developing a requirements traceability methodology planning phase Key components of the project plan Constructing a work breakdown structure Building a project schedule Estimating duration, resources and costs Risk management and response planning Subsidiary management plans design phase Major activities of the preliminary and detailed design activities The technical specification document Design techniques used in developing the technical solution Make or buy decision methodology Construction phase Developing a project team Quality assurance activities, testing and audits Assessing project performance Developing and using a change request methodology Developing risk response strategies delivery phase Key activities of the delivery phase Four major product/system conversion strategies Understanding the go-live transition responsibilities of the project manager Developing scope verification and customer acceptance strategies
Apply essential project management tools, techniques and principles Describe the roles and responsibilities of project managers across the IT project life cycle Define and develop the foundations of a project plan, including the project requirements document (PRD), work breakdown structure (WBS), budget, schedule, and other resources Manage and control the project against the baseline Close out a project effectively
CourSe SYNopSIS This course addresses all areas of IT project management, as well as the role of the project manager and the project team at each phase of the project life cycle, helping you gain the foundation, basic experience, techniques and tools to manage each stage of your project. 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 the work done on time and within budget. By extending traditional project management concepts into the IT arena, this course will help you gain an understanding of the strategies and skills necessary to manage IT projects of any size. 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. In addition, youll receive Dictionary of Project Management Terms, Third Edition, by J. LeRoy Ward, PMP, PgMP. Youll learn IT project management skills through hands-on exercises, interactive case studies and relevant discussions with your peers and an experienced IT project management instructor. This approach allows you to practice new skills and ask questions as you assimilate a broad array of practical experiences that can immediately be applied when you return to the workplace. Reminder: Participants taking this course should not take Managing Projects.
PgMP is a registered mark of the Project Management Institute, Inc
COURSE SCHEDULE
ACE CREDIT recommendation: Undergraduate 2 credit hrs* PDUs: 225* CEUs: 22* CPE credits: 27* CDUs: 225*
Open enrollment and on-site delivery available under GS-02F-0058P
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Project Leadership, Management and Communications

You wIll learN to:
KeY topICS
leadership and Management What is leadership? The difference between leadership and management Assessing your leadership competencies and developmental needs Processes for establishing direction, aligning people and motivating Identifying different leadership styles leading effective teams What is a team? The stages of team development Leading and maintaining effective, productive teams Evaluating team progress and coaching team members as necessary Building relationships How individual differences affect your ability to lead Identifying your motivational patterns using the Strength Deployment Inventory (SDI) How to be more influential by understanding motivational patterns Using an understanding of individual differences to help you manage conflict more effectively ethics and leadership The definition of ethics and the link between ethics and trust The role of ethical behavior and leadership The difference between personal and organizational ethics The effect of the triple constraint on ethics Negotiating Conflict Major sources of conflict in project teams The five modes of handling conflict Competitive vs. collaborative negotiation Conflict scenarios and strategies for initiating conflict resolution Power bases used in typical organizations How to plan and conduct collaborative negotiation leading Change Your role in a changing organization Predictable stages of adjusting to change Appropriate leadership strategies for each stage Developing a change management plan
Lead project teams through effective communication Identify motivational value systems to improve productivity and cooperation Recognize the role of business and personal ethics in leadership Utilize a powerful four-stage collaborative negotiation process Define predictable change stages and identify appropriate leadership strategies for each stage Create a personal Leadership Development Plan
Classroom $2,095 (3 days) 8:30 am5 pm virtual Classroom $1,649 e-training $1,395 42 days of access Course code PMC-DBQ
CourSe SYNopSIS Project Leadership, Management and Communications is an interactive course designed to provide a solid foundation in key leadership competencies and to afford you the opportunity for a truly transformational leadership experience. As a participant, you will complete a self-assessment of your leadership skills, then master the basics of these leadership competencies: setting direction, aligning people, motivating and inspiring, leading teams, communicating, building relationships, facilitating ethical conduct, negotiating and leading change. 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 approachesand 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 importantregardless of how a project is organized. And youll discover how business and personal ethics can influence your leadership style and personality.
Strength Deployment Inventory and SDI are registered trademarks of Personal Strengths Publishing, Inc
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Scheduling and Cost Control

Classroom $2,295 (4 days) 8:30 am4:30 pm virtual Classroom $1,849 e-training $1,395 42 days of access Course Code PMC-BVZ
You wIll learN to:
KeY topICS
essential Background Overview of the project management life cycle The triple constraint Planning tools Project requirementsa review The work breakdown structurea review resource allocation and estimating Using estimates for scheduling and cost control The basic rules of estimating Levels of estimating and estimate types Four estimating methodologies Identifying controllable costs Planning for risk with contingency Building the project resource pool Time-controlled estimates Resource-limited estimates Scheduling Network scheduling Validating schedules Arrow diagrams and precedence diagrams Basic scheduling and network calculations Advanced precedence relationships Alternative constraints Gantt and milestone charts the Baseline Establishing baselines Understanding types of baselines Time-phased distribution of costs Cumulative cost curves Managing Change within the project The process of control Identifying sources of change Screening change Updating the project plan Communicating change evaluation and Forecasting Causes of variances Establishing the data date for evaluation Controlling costs and schedule late in the project Components of the project audit Establishing a monitoring system Earned value the exit Strategy Steps in completing the project Scope verification Contract closeout Administrative closure
Use the work breakdown structure to develop a network diagram Calculate the schedule and cost estimates using PERT and CPM Plan for schedule, scope, and cost variations Predict future project performance based on historical data Predict, assign and tabulate resource requirements Monitor changes and close out projects on time
CourSe SYNopSIS In this course youll focus on managing the constraints you face in any project: limits on time, human resources, materials, budget and specifications. Discover proven ways to work within your identified constraints, without letting predefined limits curtail creativity or innovation. Youll gain hands-on experience, practicing your skills in building project requirements and the work breakdown structure. Youll learn a sound, logical framework for scheduling 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. Recommendation: Please bring a calculator to class. Participants in this course will receive ESIs earned Value Formula Finder.
COURSE SCHEDULE
ACE CREDIT recommendation: Undergraduate 2 credit hrs* PDUs: 28* CEUs: 28* CPE credits: 34*
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Contract Management Principles and Practices

You wIll learN to:
KeY topICS
the Contract Management process Contract management definition Description and uses of contracts Buyer and seller perspectives Contract management and the PMBOK Guide teamworkroles and responsibilities Concept of agency Types of authority Privity of contract Contractor personnel Concepts and principles of Contract law Mandatory elements of a contract Terms and conditions Remedies Interpreting contract provisions Contracting Methods Contracting methodscompetitive and noncompetitive Purchase cards, imprest funds or petty cash Sealed bidding, two-step sealed bidding, competitive negotiation and competitive proposals Reverse auctions Purchase agreements vs. contracts Single-source vs. sole-source negotiation developing Contract pricing agreements Uncertainty and risk in contract pricing Categories and types of contracts Selecting contract types preaward phase Buyer and seller activities Seller activities Understanding the PMBOK Guide award phase Source selection process Selection criteria Evaluation standards and procedures Negotiation objectives Negotiating a contract Contract administration Key contract administration policies Continued communication Tasks for buyers and sellers Contract analysis Performance and progress Records, files and documentation Managing change Resolving claims and disputes Termination
Determine contract components and understand the process from start to finish Select the right contract type for your project Decipher contract legalese Determine which offer will result in the best value for the buyer Agree on objectives, requirements, plans and specifications Negotiate favorable contract terms and make revisions Apply rules of contract interpretation in project disputes Administer contracts appropriately, and know when and how to terminate
Classroom $1,995 (3 days) 8:30 am5 pm e-training $1,395 42 days of access Course code PMC-DF3
CourSe SYNopSIS Project managers, contract managers and other professionals involved in the world of contracts must be able to work effectively together and with customers, contractors and subcontractors to accomplish key organizational objectives. Because contracts are developed in an increasingly complex environment, including the rising use of contracted supplies and services throughout 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. This course explores vital issues from the managers perspective, highlighting key roles and responsibilities 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. Lectures are combined with case studies, exercise and negotiation role-playing to maximize the learning experience. Plus, youll receive a comprehensive course materials package, including reference materials specific to each unit of the course.
COURSE SCHEDULE ACE CREDIT recommendation: Undergraduate 1 credit hr* PDUs: 225* CEUs: 22* CPE credits: 27*
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Quality for Project Managers

Classroom $1,995 (3 days) 8:30 am5 pm e-training $1,395 42 days of access Course Code PMC-CTM
You wIll learN to:
KeY topICS
Managing project Quality What is quality? Quality and the triple constraint What is project quality management? The evolution of quality Systems thinking The cost of quality Formal quality systems planning project Quality What is quality planning (QP)? QP inputs and tools and techniques Stakeholders and customers Project quality requirements and standards Quality function deployment (QFD) QP outputs assuring project Quality What is quality assurance (QA)? QA inputs and tools and techniques Developing QA activities Investigating QA capabilities Process improvement QA activities and the project quality management plan Quality audits Quality path vs. critical path QA and change control QA outputs Controlling project Quality What is quality control (QC)? Major questions of QP, QA and QC QC inputs and tools and techniques The voice of the customer and the voice of the process Good enough approach Taguchis loss function Quantum innovation vs. continuous improvement Plan-do-check-act (PDCA) cycle Basic quality control toolkit QC activities and the project quality management plan putting project Quality to work
Integrate project quality management into the project life cycle Employ five steps to plan effectively for project quality management Evaluate and improve your organizations current quality capabilities ensuring that projects will meet specified quality standards Ensure customer satisfaction by monitoring results using project quality control tools Apply project quality management tools and techniques to real world project management situations
CourSe SYNopSIS Quality for Project Managers applies quality principles to project management itself, as well as to the products and services resulting from projects. It brings to the forefront the essentials of project quality management and its vital link to business success, with a focus on the tools and essentials of effective quality management that work for your organization, regardless of your industry. This course shows you how to integrate quality management concepts with project management practices to create a successful quality management program to support your business success. 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. The strategies of quality management and continuous improvement dovetail with project management concepts to increase your control over objectives, work and performance. Master these proven methods and discover how quality greatly contributes to and enhances project success.
COURSE SCHEDULE
10
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Risk Management
You wIll learN to:
KeY topICS
Foundations of risk Definition and characteristics of risk Elements and factors of risk Types of risk Components of risk management Risk factors specific to IT projects planning for risk Management and Identifying risks Risk management planning Risk identification Idea generation tools and techniques analysis Fundamentals Probability and impact Presenting risk Probability analysis analyzing and prioritizing risk Analyzing risks and impact Establishing and evaluating profitability Risk-based financial tools and techniques Expected-value analysis Decision trees Probability analysis Risks vs. opportunities Prioritizing risks planning responses to risk Risk response strategies for threats (avoid, transfer, mitigate and accept) Risk response strategies for opportunities (accept, enhance, share, exploit) Establishing reserves execution, evaluation and update Risk response monitoring and controlling Execute risk strategies Contingency plans and workarounds Risk evaluation Reassessing risk Risk documentation Closeout Closing out the risk process Expectations of the project [risk] manager
Implement a practical, eight-step process to manage project risk Identify threats and opportunities and determine their relative value to your project Control multiple risks using concise strategies Overcome psychological barriers to risk in stakeholders and team members Make risk and opportunity integral components of your next project plan
Classroom $1,995 (3 days) 8:30 am5 pm e-training $1,395 42 days of access Course code PMC-CTL
CourSe SYNopSIS Projects involve many risks such as cost, schedule and resources. For example, you could have a delay in the schedule causing your project to be delayed by two weeks, and a resource that wasnt available when you started the project is now available at a lower cost. As a project manager you need to be aware of any and all risks that could affect your project. In this Risk Management course, youll work through the proactive approach to threat and opportunitybased 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 eightstep risk management process. Using effective tools, including ESIs highly regarded risk assessment model, youll learn how to evaluate and respond to risk at the project and task levels. By applying these tools you will be able to identify, quantify, control and respond to risk in the context of the project life cycle through a risk management plan. This plan will enable you to monitor and control risks throughout the execution of the project by identifying new risks, reassessing existing risks and monitoring risk triggers. Youll end the course with new practices to apply in your environment and new insights on the implications and advantages of applying risk management well. Reminder: Participants taking this course should not take IT Risk Management.
COURSE SCHEDULE ACE CREDIT recommendation: Undergraduate 2 credit hrs* PDUs: 225* CEUs: 22* CPE credits: 27*
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11
IT Risk Management
Classroom $1,995 (3 days) 8:30 am5 pm e-training $1,395 42 days of access Course Code ITP-DBP
You wIll learN to:
KeY topICS
Foundations of risk Definition and characteristics of risk Elements and factors of risk Types of risk Components of risk management planning for risk Management and Identifying risks Risk management planning Risk identification Idea generation tools and techniques analysis Fundamentals Probability and impact Presenting risk Probability analyzing and prioritizing risk Analyzing risks and impact Establishing and evaluating profitability Risk-based financial tools and techniques Expected-value analysis Decision trees Probability analysis Risks vs. opportunities Prioritizing risks planning responses to risk Risk response strategies for threats (avoid, transfer, mitigate and accept) Risk response strategies for opportunities (accept, enhance, share, exploit) Establishing reserves risk execution, evaluation and update Risk response monitoring and control Execute risk strategies Contingency plans and workarounds Risk evaluation Reassessing risk Risk documentation Closeout Closing out the risk process Expectations of the project [risk] manager
Implement a practical, eight-step process to manage IT project risk Identify threats and opportunities and determine their relative value to your project Develop practical response strategies for common IT project risks Overcome stakeholder and team member roadblocks to risk strategy implementation Make risk and opportunity integral components of your next project plan
CourSe SYNopSIS The unique challenges of IT projects make it mandatory that an IT project manager be a skilled risk manager. Risk will always exist in IT projects given the need to deal with challenging requirements and expectations, complex and ever-changing technologies and business needs, and aggressive schedules and budgets to support business success. In IT Risk Management, 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 opportunitybased on a clear understanding of the powerful nature of both qualitative and quantitative approaches to risk management. Using effective tools, including ESIs highly regarded risk assessment model, youll learn how to evaluate and respond to risk at the project and task levels. Using these tools, youll analyze and classify risks, determine how to establish an acceptable level of risk and develop a practical risk response plan. A multi-part case study takes you from a risk overview at the beginning of an IT project through the challenges of ongoing assessment and reassessment of threats and opportunities throughout the project. 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 applying risk management well. Reminder: Participants taking this course should not take Risk Management.
COURSE SCHEDULE
12
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Project Management Applications

perForM eaCh phaSe oF projeCt MaNageMeNt aS You:
KeY topICS
project Management Competencies Identifying and applying key project management competencies to a real project project Management Simulation overview Stages of team development Ground rules for communication and feedback Reviewing key project planning concepts and tools team Formation Beginning the team-building process Translating preliminary project information into responsibilities and initial team structure decisions preproposal analysis and planning Building a productive team Applying influence strategies and tactics Preliminary risk analysis Developing a plan to complete the proposal proposal preparation Managing the team dynamic and commitment Writing a winning proposal Delegating to team members postaward planning Preparing for and conducting a project kickoff meeting Detailed project planning Negotiation Negotiation preparation Negotiation best practices Conduct a negotiation Implementation Measuring performance Managing risk and uncertainty Reporting progress and following up Managing change and achieving project control Leveling resources Closeout Team: review, closeout and reassignment Project documentation and lessons learned Organization Client sign-off, ownership and revenue enhancement
Apply key project management competencies and teambuilding techniques Build a cohesive and productive project team and deal with the practical and emotional issues involved with team building Develop a comprehensive project management plan Control a project in a resource-constrained environment while juggling competing project constraints of time, cost, resources, risk and quality Transfer lessons learned back to the real job
Classroom $2,195 (4 days) 8:30 am4:30 pm e-training $1,395 42 days of access Course code PMC-BTP
CourSe SYNopSIS Watch basic concepts come to life in this course, a comprehensive synthesis of core project management principles designed to reinforce skills learned throughout the core curriculum. Build on your new competencies and test your skills as you work in teams to complete an extensive, realistic, project case study. Youll propose, plan and execute a full-scale project under typical organizational constraints. Follow your project through the life cycle, resolving issues of performance, scheduling and control as you address questions of leadership and management. Each team member will take a turn as project manager, defining objectives and performing tasks and producing deliverables critical to the projects success. 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. Reminder: This practice-based course integrates the knowledge, skills and competencies that are gained in the other ESI core project management courses. Having a foundation in industry standard project management practices is a vital component to your success in this course. Typically, this can be achieved by completing at least four ESI project management courses. Recommendation: Please bring a calculator to class. You may also find a laptop computer useful during this class. Participants in this course will receive ESIs earned Value Formula Finder.
COURSE SCHEDULE ACE CREDIT recommendation: Undergraduate 2 credit hrs* PDUs: 28* CEUs: 28* CPE credits: 34*
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Agile Projects: Keys to Getting Started

Classroom $1,645 (2 days) 8:30 am5 pm Course Code ITP-DX2
You wIll learN to:
Updated!
KeY topICS
developing the agile environment Agile culture Management challenges to agile adoption Team challenges to agile adoption Stakeholder/customer challenges to agile adoption Agile approach to hybrid environments The agile project manager envisioning the agile project Agile approach to the requirement process User story development Release planning Prioritizing feature for a release Iterations in releases Building an Iteration Iteration planning Estimating for an iteration Managing risks Tracking iteration progress Managing Iteration Changes Introducing change to an iterative process Integrating change into the product Balancing change Closing out an agile project Early termination of an agile project Project closeout retrospective
Assess which projects are suitable for an agile environment Determine the readiness of an organization, team and customer Define user stories and elaborate on test cases to assure requirements Provide story point estimates for each feature and determine the teams velocity Deliver status reports to management Adapt and manage changes based on the customers request Determine when a project should be terminated
COURSE SCHEDULE
CourSe SYNopSIS Today, global businesses want and need to be able to deliver products to the market faster. As new projects are selected by the organization or management, it is important to determine whether a traditional or agile project management approach is appropriate. For a project to succeed, the organization needs to support the process, customers need to be involved daily, teams need to be creative and self-disciplined, and project managers need to be able to facilitate and lead the team. Agile Projects: Keys to Getting Started will help you: Decide if your organization is ready to accept estimates and status reports that are different from previous projects Determine whether your customer will be an active participant on a daily basis Identify any shortcomings your global team may have Determine if your project managers have the skills and characteristics needed to lead an agile project Through an integrated case study, participants will have the opportunity to select a project for agile development and work through the life cycle of an agile project. reminder: Prior to taking this course, you should have acquired the background as taught in Managing Projects or Managing IT Projects.
ACE CREDIT recommendation: Undergraduate 2 credit hrs PDUs: 155 CEUs: 15 CPE credits: 18
optIoNal preCourSe learNINg Module: Choosing Traditional or Agile Project Management, a new Learning on Demand module, is available upon requestprior to start of class. Contact Customer Care at +1 (888) 374-8884 for moreinformation. earn education hours toward your pMI agile Certified practitioner (pMI-aCp) CertificationSM
Agile Projects: Keys to Getting Started WEBINARS: Finding the Right Tools for the Agile Job AgilityA Necessary Prerequisite? Agile or PMBOK? Can You Have Both? Agile Project Management in Government 1 hr 1 hr 1 hr 1 hr 15 hrs
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Business Process Analysis, Innovation and Design

You wIll learN to:
KeY topICS
defining Business process Innovation A model for process invention A business process innovation road map Six guidelines for success a historical View Deciding when to redesign a process Leaping the curve of process change Making the case for process innovation process analysis and redesign as a Business Strategy An enterprise model for change Analyzing current change strategy Process innovation value-added Strategic process capability the process-Centered organization: leadership and Change acceleration The change acceleration model Process innovation and leadership styles Recruiting the process design team analysis and evaluation of Current Systems and processes Assessing organizational readiness Mapping the existing processes Process analysis tools Assumption busting Functional process diagnosis Symptoms of process disease Cause-and-effect analysis Improve it, fix it or obliterate it? designing the optimal process The return on investment (ROI) of process redesign Templates for process reinvention Process design tools Developing the desired process Analyzing the risk of change Anticipating barriers and identifying accelerators Highlighting communication tactics overcoming resistance to Change Making the benefits real Dealing with fear and anxiety Avoid common costly mistakes
Avoid the management dead zone lurking in every process redesign project Facilitate a paradigm shift within your organization Set realistic stretch targets for the transition Evaluate the organization cultures readiness for change Maintain a constancy of purpose despite declining morale and hostile attitudes in some stakeholders Assess the effectiveness of current processes Reinvent effective processes for the future
Classroom $2,195 (3 days) 8:30 am5 pm Course code PMC-DNG
CourSe SYNopSIS To survive in the twenty-first century, organizations must become lean, flexible, innovative and customer-driven. To do this, most companies need to analyze and redesign core business processes. They must abandon old ideas about how organizations should be managed and rethink how to do things faster, better, cheaperor whether to do them at all. Business process analysis and design can tremendously improve an organizations productivity, profitability, responsiveness and customer satisfaction. Learn practical techniques for designing critical processes in corporations, government agencies and nonprofit organizations in this valuable course. Get answers to fundamental questions about process innovation: what it is, what benefits it affords, and why it necessitates rethinking an organizations use of information technology and management control mechanisms. Youll leave the course prepared to begin business process analysis and redesign with realistic expectations and sound strategies that provide a foundation for success.
COURSE SCHEDULE PDUs: 225 CEUs: 22 CPE credits: 27
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Negotiation Skills for Project Managers

Classroom $1,995 (3 days) 8:30 am5 pm Course Code PMC-CW3
You wIll learN to:
Updated!
KeY topICS
Negotiation Fundamentals Defining key negotiation terms Developing a strong best alternative to negotiated agreement (BATNA) Competitive and collaborative approaches to negotiation Competitive styles Dynamic and static issues Negotiation in the project Management Context Negotiation during the project life cycle Power and politics Negotiating collaboratively Analyzing and negotiating with stakeholders Project constraints during negotiation Negotiation and the project constraints Influencing Styles Diagnosing your own preference for negotiation using the MyersBriggs Type Indicator (MBTI) Observational techniques to read the influencing style of the other party Collaborative Negotiation: the Basic elements Applying behaviors to build trust Positions vs. interests Establishing criteria acceptable to both parties to evaluate and select the best option Breakthrough strategies for overcoming obstacles to agreement Preparing to negotiate collaboratively Negotiation Challenges and Complexities Complexity vs. difficulty in negotiations Power in negotiations Negotiating across cultures Team negotiations Negotiating up Electronic negotiations Strategies for negotiating in challenging situations
Recognize the naturally occurring structure of a negotiation in order to develop an efficient and effective methodology for preparing and conducting a negotiation Explore negotiation in the context of project management Leverage your negotiating competencies to improve your strengths Gain insight into how to better manage yourself, your emotions and your relationship with the other party Better prepare for complex and difficult negotiation situations
COURSE SCHEDULE
CourSe SYNopSIS Negotiation is an invaluable skill for any project manager. Not only do you negotiate agreements with vendors and contractors, but you must effectively negotiate with stakeholders, customers and team members throughout the life of a project. This three-day, highly interactive experience covers the dynamics, processes and techniques of internal and external negotiation situations. Short on lecture and long on practice, this course provides participants the opportunity to experience one-on-one negotiations. You will learn how to analyze negotiation styles, diffuse conflict and turn it into an advantage, and negotiate more effectively. Participants will receive coaching and feedback from the instructor and the other participants. By the end of the course, you will have explored the dynamics of both the competitive and collaborative models of negotiation as well as some of the implications of team negotiations. Not only will you gain new skills, but you will gain experience using them in realistic situations. To ensure you maintain and build these skills, the course includes a personal action plan that will ensure the integration of new knowledge and skills in both your personal and professional life.
PDUs: 225 CEUs: 22 CPE credits: 27 CDUs: 23
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Unlocking the Power of Earned Value Management

You wIll learN to:
KeY topICS
evaluation and Control in a project environment What is the difference between evaluation and control? The challenges of evaluation and control How do you accomplish effective evaluation and control? effective earned Value Management EVM speakknow the language How to get the numbers OBS and WBS: What are they and why are they important? Estimating cost and schedule honestly and accurately Setting the Performance Measurement Baseline (PMB) data Collection, Change Management and Baseline Maintenance earned Value in action Formulas for control Variance tolerances and thresholds Are you in control? EVM rules eVM reporting EVM reports Tracking Project reviews Implementation of eVM Requirements of the organization Challenges to implementation Developing your plan for implementation
Harness the power of EVM to control your project Indicate work progress in a more objective way within and across projects Properly relate cost, schedule and technical accomplishment Relate time-phased budgets to specific tasks and/or statements of work to create a useful and realistic baseline Provide managers with a practical level of summarization Prepare an action plan and create an immediate impact to your organizations ability to effectively control projects
Classroom $1,645 (2 days) 8:30 am5 pm Course code PMC-DGX
CourSe SYNopSIS Management has been pushing you to explain whats really going on in your projects, and to tell them how you know that what youre telling them is true. What you really need is a more objective way to evaluate and control your project and to provide management accurate summary information. This course will take you beyond the calculations youve already learned. Youll review key project documents to gain an understanding of their relationship to effective project evaluation and control using EVM. Youll explore the challenges and approaches involved in establishing a baseline and obtaining accurate, timely and useful information to measure project performance with EVM. Working through an integrated case study designed to simulate real-world issues, problems and decisions, youll gain insight and experience in determining a realistic assessment of where your project actually stands. This approach allows you to practice new skills and ask questions as you assimilate a broad array of practical experience that can be immediately applied upon your return to the workplace. Reminder: Prior to taking this course, you should have a good understanding of standard project management control tools such as network diagrams and responsibility matrices. In addition, a basic background in applying and managing cost and schedule metrics is desirable.
Participants in this course will receive ESIsearned Value Formula Finder. Recommendation: Please bring a calculator to class.
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Classroom $1,995 (3 days) 8:30 am3:30 pm Course Code PMC-CWN
Writing Statements of Work: The Heart of Any Contract

You wIll learN to:
Updated!
KeY topICS
the Basics of Sows in Business The essential elements of a contract Basic concepts in contract law Categories and types of contracts Uncertainty and risk in contracting Conflicts in contracts Contract interpretation guidelines the purpose of the Sow Common elements of a Master Agreement Relationship between Master Agreement and SOW Buyer versus seller perspective of the SOW Importance of the SOW the evolution of the Sow Determining needs from wants Leveraging objectives into requirements Purpose of the Statement of Objective The work breakdown structure (WBS) relationship to requirements and the SOW preparing for an Sow SOW outline Different approaches to SOWs Goals in writing an SOW A well-written SOW Creating the Narrative Initial questions for an SOW Problems associated with poor writing and poor construction Guidelines for writing the SOW Quality assurance through the use of the Master Checklist The purpose/rationale of the SOW master checklist Changes to a Signed Sow Administering the contract Managing changes to the SOW Constructive SOW changes How to keep issues and disputes at bay Standard tools used for preparing Quality Sows Standard outline for a typical SOW SOW template Checklist for identifying typical problems or poor or complicates narratives Master checklist for the SOW writer
Identify common errors found in inappropriate, confusing or misconstrued narratives Employ easy techniques and best practice methods that will maintain high quality in your SOW documents Recognize what a breach of contract entails Assist others in critiquing SOWs for quality, clarity and completeness Utilize information on how the courts historically interpret disputes in contract language according to long-standing principles
COURSE SCHEDULE
CourSe SYNopSIS
PDUs: 18 CEUs: 18 CPE credits: 22
Widely considered the heart of the contract, the Statement of Work (SOW) is the foundation of the relationship between buyers and sellers. The purchase or sale of products and services can only be executed by skillfully creating the SOW document. This course is designed for practical use by requirements developers, in-house SOW team members and other project managers and contract managers whose responsibilities include properly identifying needs and turning them into quality contracts. It provides the information you need, including basic contract management concepts, to consistently develop and administer effective SOWs. This course employs challenging team exercises and case studies that will take you through the process of building a solid statement of work. First you will start out understanding the relationship between the Master Agreement and the SOW. Next comes the evolution of the SOW and how a Statement of Object (SOO) and/or a SOW outline is needed in preparation of the SOW. This is followed by breaking down poorly written and constructed SOWs and/or sections of SOWs and re-writing them using best practices and guidelines. After that, the team will build a multi-page SOW from scratch. Finally youll learn what needs to occur in regards to the SOW when there is change in the project that doesnt meet the SOW. The skills learned in this practical course can be immediately applied by anyone involved in writing, negotiating, awarding or administering SOWs.
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PMP Exam Power Prep

thIS CourSe IS For You IF:
Updated!
Take PMIs PMP certification exam within 60 days of the PMP Exam Power Prep course and well stand behind your success. Should you fail to pass the exam on your first try, well give you free access to the online version of our popular and effective PMP Exam Preparation course to support your additional focused preparation. (You must enroll within 30 days after having taken the PMP certification exam; you will be given standard course access.)
You want an in-depth topic review, structured study time, and expert coaching You want to ensure exam success with five power-packed days of preparation Youve met the requirements on PMIs PMP Credential Application
Classroom $2,295 (5 days) 8:30 am5 pm, except last day 8:30 am12:30 pm Course code PMC-DJ4
CourSe SYNopSIS
Immerse yourself in ESIs PMP Exam Power Prep and youll be well on your way to passing PMIs PMP certification exam. This intensive, five day course is packed with topic reviews, practice questions, and structured individual study time including targetted coaching by a PMP certified instructor and project management expert. Review exam trouble-spots and learn insightful test-taking strategies to accelerate your learning and pave your way to success on the PMP certification exam.
Youll receive a comprehensive workbook, including drills and practice exams, as well as PMIs A Guide to the Project Management Body of Knowledge (PMBOK Guide). And, for on-the-go reinforcement, youll be given The Portable PMP Exam Prep: Conversations on Passing the PMP Exam CD set.
PMP Exam Preparation

CourSe SYNopSIS
Updated!
DownloadESIs Free PMP Exam Prep app for your iPad
Classroom $1,195 (2 days) 8:30 am5 pm e-training $995 42 days of access Course code PMC-BSJ
Improve your chances of passing the grueling PMP certification exam on the first try with this well-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 preparation. Youll become Additional study tools available. familiar with the makeup and format of the exam itself, thanks to See www.esi-intl.com/publications ESIs exclusive PMP Exam: Practice Test and Study Guide, featuring for details. hundreds of multiple-choice questions and fully referenced answers. Plus, youll get a chance to explore the rationale behind answers with your instructor, a certified PMP. Youll also receive an extensive collection of exam-preparation study materials, including PMIs A Guide to the Project Management Body of Knowledge (PMBOK Guide) and ESIs popular and unique PMP Exam Challenge!600 questions on spiral-bound, fully tabbed flashcards. Learn from the project management experts at ESI how to make the most of your limited study time.
*Credits may vary by delivery method See PMI website for eligibility based on your PMP status PMI is a registered mark of the Project Management Institute, Inc iPad is a trademark of Apple Inc, registered in the US and other countries
COURSE SCHEDULE PDUs: 15* CEUs: 15* CPE credits: 18*
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Courses for Program Managers and Experienced Project Managers

Lets face it the use of complex projects and programs within organizations is growing rapidly. Not many have the skills to meet the demand. As a program manager you need to see beyond each individual project and think about the bigger picturebusiness results. ESIs Program Management curricula will help you develop the project management, business and leadership skills needed to focus on high-level, strategic business goals. Updated!
Masters Certificate in Program Management
CoMPlete seven Courses within four years, as follows:
(required)
Complete six courses from the following: Courses for experienced Project Managers Select Business Analysis Courses Core Business skills Courses
(liMit one)
Select Project Management elective Courses
Select Contract Management Courses
Requirements
Management: A Key to Project Success Recovery of Troubled Projects Projects
Developing a Strategic
Business Case Enterprise Analysis
Establishing a Business
Mindset
Negotiation Skills for

Project Managers
Source Selection
Rapid Assessment and
High-Impact
Communication Problem Solving Management
Business Process
Critical Thinking and Budget and Financial Coaching and
Analysis, Innovation and Design Work: The Heart of Any Contract of Earned Value Management
Essentials: Planning, Conducting and Debriefing
CPIC and the Exhibit 300 Applied Earned Value

Management
Leading Complex Leading Project

Managers
Writing Statements of
Unlocking the Power
Managing PerformanceBased Service Awards in Government Contracting
Leading High-Performing
Project Teams
Mentoring for Improved Performance Organizational Change
Subcontract Management
Aligning Project
Taking Charge of
Management with Organizational Strategy
Administration of
Commercial Contracts
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Program Management
You wIll learN to:
KeY topICS
Introduction to program Management Relationships and differences between projects, programs and portfolios Program life cycle Interdependencies between projects and programs Critical success factors for program management pre-program preparation Strategic benefits of programs Organizational mission, vision and values, and how they influence strategy Align program objectives with organizational objectives High-level business case The program managers role program Initiation Program charter Stakeholder management plan, including schedule and cost estimates Plan for program setup program Setup Program architecture Benefits realization plan Program management plan Plan for the remainder of the program Set up the program infrastructure, including governance tools, PMO, facilities and other processes Metrics for measuring and controlling the program delivery of program Benefits Governance structure for monitoring and controlling program components Factors for project sequencing in order to meet program objectives and realize benefits Monitor the program Respond to program changes and execute corrective actions when necessary Coordinate activities between program components/projects Manage impact of organizational changes and benefits program Closure Stakeholder communication Ensure program closure and benefits realization Program closure activities Transition to operations and maintenance Lessons learned
Increase your effectiveness and efficiency as a program manager in achieving the strategic value of a program Adopt a systematic approach to managing programs Apply proven tools and techniques to program management Recognize benefits management as the primary responsibility of the program manager Use a standard vocabulary for program management Distinguish between projects, programs and portfolios; and project management, program management and portfolio management Describe the program life cycle and recognize the value of following this approach Identify the critical success factors of program management
Classroom $1,995 (3 days) 8:30 am5 pm Course code PMC-DK4
CourSe SYNopSIS Program management doesnt simply entail managing interrelated projectsrather, its about managing programs to maximize benefits realization while ensuring that programs (and their components) align with organizational strategy and overall strategic objectives. Whether youre new to the field or a seasoned practitioner, this course offers a hands-on approach to program management. The course contains an integrated case study and walks participants through the life cycle of a typical program, identifying critical success factors at each step in the process. In addition to the latest insights from the Standard for Program Management, Second Edition, this course is packed with practical application tools, techniques and best practices for managing programs. Youll learn to initiate a program, develop a solid business case, manage stakeholders at all levels, develop a detailed roadmap (including program and governance plans), and define key deliverables and outputs needed for realizing program benefits. Youll also manage change and program challenges, and close out the program effectively.
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Classroom $1,995 (3 days) 8:30 am5 pm Course Code PMC-CVG
Requirements Management: A Key to Project Success

You wIll learN to:
KeY topICS
requirements Factors Influencing project problems the project requirements process The project management and requirements management life cycles Steps in the requirements management process Fixed and evolving requirements Organizational standards Stakeholder assessment Identification and categorization Relationship management Communication plan Risk factors requirements Identification Conducting a stakeholder analysis Identifying risks and mitigation strategies Critical Success Factors Traceability matrix Global requirements analysis Test plan Requirements management standards requirements derivation Functional and non-functional requirements Global requirements Identifying multiple views Tools and techniques Documentation standards evaluation and approval Selection of tools and techniques Requirement/prototype review Risk assessment Baseline documentation Internal and external reviews Change Management Evaluating policy for project needs Establishing business criteria for change control Selecting tools and techniques Success criteria Validation of project outcomes Acceptance criteria Project test results Closeout procedures
Apply a requirements management process Use proper evaluation techniques to verify and gain agreement on requirements that meet specific business and technical objectives Identify formal and informal techniques to manage stakeholder relationships within the requirements management process Implement a change management process to control scope creep
COURSE SCHEDULE
CourSe SYNopSIS Requirements are the foundation of any project, yet the number of project failures attributed to inadequate requirements development and management is staggering. As projects progress, scope creep often occurs due to the inability to manage constant change. Customers needs and the project sponsors needs frequently seem to be at odds. How does the project manager cope with all the turmoil? Requirements Management: A Key to Project Success takes the project manager beyond the basicsto all aspects of the requirements management process, from concept through closeout. Participants will learn practical techniques for requirements management and a recommended requirements management process, including proper selection of tools and techniques for specific types of projects. Explore evaluation techniques to verify requirements early in the project life cycle so as to prevent costly rework downstream. Even with a solid process for managing requirements, fallout may still result from the battle between important project stakeholders. Participants will practice methods of effective relationship management and negotiation to ensure agreement on functional requirements. An action-packed, integrated case study will provide experienced project managers, who already have experience with the basics of requirements management, the opportunity to practice new skills in a supportive learning environment. Reminder: Participants should have a basic understanding of project management processes and how to identify, analyze and write requirements prior to taking this course.
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Rapid Assessment and Recovery of Troubled Projects

You wIll learN to:
KeY topICS
Introduction to assessment Methodology Identifying the early warning signs of troubled projects The role of the assessment sponsor Overview of the Rapid Assessment Model planning the assessment The role of the charter in developing an assessment plan Bridging the gap between the project team and the assessment team Evaluating project history through critical documentation Conducting the assessment Developing the interview strategy Using interviews to determine project reality Analyzing and validating project data developing the Stabilization plan Stabilization conceptual overview Recovery strategy options Developing a plan for stabilization Addressing people, processes, products and timing Stabilizing the project Steps to conduct stabilization plan Techniques for prioritizing threats, opportunities and problems Rebaselining the project plan Implementing project control metrics preventive Measures Avoiding classic mistakes Establishing a plan for continuous improvement
Structure and lead efforts to evaluate project problems Determine the root causes of identified problems Develop a recovery plan for troubled projects Provide leadership to turn troubled projects around Identify and manage signs of trouble early in a project
Classroom $1,995 (3 days) 8:30 am5 pm Course code PMC-CVR
CourSe SYNopSIS If youre a project manager who is in the trenches every day, sooner or later youll be staring into the face of a troubled project. The project may be your own or may be one youve inherited. Knowing what to do when the time comes will be critical to your success. Youll need to take action immediatelywith speed, accuracy, power, balance and focus. Youll have little time to think about an approach or polish your skills. Rapid Assessment and Recovery of Troubled Projects demonstrates a proven process to project recovery. Youll get everything you need (process, tools, techniques) to perform a rapid assessment of a project in trouble, develop a recovery plan and manage the transition to stabilization. Active participation in the case study, designed to simulate the environment and feel of an actual troubled project, will enable you to build your skills in a meaningful way. This course is a must for experienced project managers who need to know what to do when the chips are down. Reminder: Participants should have a thorough understanding of scheduling and cost control and risk management before taking this course.
COURSE SCHEDULE PDUs: 225 CEUs: 22 CPE credits: 27 CDUs: 225
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Leading Complex Projects

Classroom $1,995 (3 days) 8:30 am5 pm Course Code PMC-DFZ
You wIll learN to:
KeY topICS
understanding Complexity in projects Elements of complexity theory Leadership approaches and techniques the Complex project Model and process ESIs Complex Project Model ESIs Complex Project Process Knowledge of complexity Communication Leadership Project management determining project Complexity ESIs Complexity Indicator Assessing complexity levels Applying the indicator designing for Complex projects OBS, PBS, WBS Design tasks Planning for project execution leading Complex projects Leadership levels Clear vision Principles and disciplines for leading complex projects
Adopt leadership techniques to increase your odds of success Apply the concepts of complexity science to project management Utilize ESIs Complexity Indicator to assess your projects complexity level Create an innovative framework for managing project complexity using ESIs Complex Project Model and Process
CourSe SYNopSIS
COURSE SCHEDULE
Have you ever taken on a project that appeared just too complex to handle? Just trying to identify the multitude of variables to be managed, let alone to anticipate how they might interact to create unexpected challenges, can be overwhelming. So how do you determine the true complexity, with a clear understanding of the variables involved and move forward to develop a plan that provides the right level of control and flexibility for success? Leading a complex project requires a new way of thinkinga new approach to applying known project management techniques and tools. Leading Complex Projects provides an innovative approach to assess project complexity and to deploy the best techniques to achieve success. Youll learn to use ESIs unique Complexity Indicator and Complex Project Model to increase your effectiveness in controlling the complexity in your project. The Complex Project Model provides valuable insight into the variables that create the complexity of your particular project. It enables you to select existing tools from a new point of view that both limits the level of complexity and leverages use of the remaining complexity for positive resultsin short, to stack the odds of success in your favor! The exercises and readings are designed to give you hands-on experience from a new perspective while determining the true level of project complexity. Among the tools provided is ESIs Complexity Indicator. Using your answers to the questions in the Complexity Indicator, this tool automatically calculates your projects complexity level, and plots the strengths and weaknesses of your project against the nine areas of PMBOK Guide. This course is a must for the experienced project manager who needs a leg up in managing the seemingly unmanageable!
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Leading Project Managers

You wIll learN to:
KeY topICS
the leader of project Managers (lpM) role in the project life Cycle Managing the Stage Gate process The role of management Defining project success Organizational factors Knowing the organizations project management process Managing in a Multi-project environment The importance of rank ordering projects Managing multiple project issues Resource allocation Issue resolution project Initiation Project selection Project charter Project funding Stakeholder considerations Financial tools leading and Managing project Managers Challenges Identifying, developing, evaluating and retaining project managers Rewarding success the lpMs role in project planning Risk management Cost estimates Schedule development Resource allocation Communications management Project plan review and approval Managing relationships Communicating across the organization Managing expectations Management styles Mentoring/coaching Supporting diversity and cross-cultural teams Conflict/resolution the lpMs role in project Implementation Project manager and team performance Management oversight Project reviews and audits Understanding signs of trouble Project recovery and turnaround Change management project Close Early termination Project end evaluation Lessons learned
Define the leaders role in each phase of the project life cycle Outline reasons for project successes Employ key performance indicators to monitor ongoing project progress Support project managers and project teams through coaching, mentoring and rewarding success Implement the project management tools and techniques that will help your teams be successful
Classroom $1,645 (2 days) 8:30 am5 pm Course code PMC-CWD
CourSe SYNopSIS The leader of project managers must bring order and rationality to a chaotic environment, identify opportunities to influence the direction of projects and lay the foundation for project managers to succeed. In addition, the leader of project managers must be skilled at managing project portfolios, allocating resources, reviewing projects and communicating appropriately. Above all, the leader of project managers must know the right questions to ask! In this highly facilitated course, you will learn soft and hard skills and approaches that lead to organizational success in the management by projects environment. You also will get expert perspectives and review best practices on issues critical to those who lead project managers. Youll enjoy lively debate and stimulating conversation that reinforces what you know and what youve learned. This course provides you with a new way of thinking about the best way to lead people in an organization that uses a project management approach. It is a must-have for anyone responsible for leading and managing project managers. Reminder: Participants should have a basic understanding of project management before taking this course. It is assumed that attendees currently or will soon lead project managers, with or without a direct reporting relationship.
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Leading High-Performing Project Teams

Classroom $1,995 (2 days) 8:30 am5:30 pm Course Code PMC-CXS
You wIll learN to:
KeY topICS
world of work Traditional learning vs. stages of skill learning Difference between a manager and leader Role of relationship skills teamwork Skills What makes a team high performing? Eight dimensions of high-performing teams How to get team commitment leadership Skills What makes leaders effective? Five practices of exemplary leaders Leadership skill self-assessment Relationship between leadership and teamwork skills Skill practice and application Using a control panel to track progress Practicing application of the eight dimensions of high-performing teams Practicing application of the five practices of exemplary leaders Contingency planning Identifying and using key performance indicators
Envision yourself as a leader (and more than just a manager) Apply the five practices of exemplary leaders Employ the eight dimensions of high-performing teams Integrate leadership and teamwork skills into managing projects Achieve success as a high-performing team member
CourSe SYNopSIS Teams make decisions every day, and they deal with dilemmas and unplanned events that must be resolved within specified times, budgets and other parameters. That fact forms the basis of this fast-paced, highly engaging workplace simulation. Project managers who have completed this simulation tell us they have two breakthrough insights that shatter myths and result in significant benefits to themselves and their organizations. Myth #1. Leaders are born, not made. Participants formally compare what they do at work with the five practices of exemplary leaders. These practices have been researched with more than 30,000 leaders around the world by James Kouzes and Barry Posner and are reported in their book, The Leadership Challenge. Inevitably, you will have a great Aha!you will find you possess, and express to some degree, every one of the five practices. Myth #2. A team is composed of a leader and followers. Research has found that strong teams are not made up of one leader and some number of followers. Superior teams are composed entirely of leaders! This second Aha! hits you as you discover the eight dimensions of high-performance teams, researched worldwide by Carl Larson and Frank LaFasto and reported in their book, Teamwork: What Must Go Right/What Can Go Wrong. With these two myths deflated, the way is cleared for you to practice leading and working in teams. This simulation enables you to integrate and apply the five practices of exemplary leaders and eight dimensions of high-performing teams, becoming a confident and competent leader! Reminder: Participants should have a thorough understanding of basic project management, including knowledge of Gantt charts, resource leveling and general leadership practices, before taking this course.
COURSE SCHEDULE
2006 by Davis&Dean, Inc.All Rights Reserved. Adapted with permission.
SIMULatION
This course combines classroom training with a computer-based simulation that challenges you to implement your new knowledge in real-life project situations!
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Aligning Project Management with Organizational Strategy

You wIll learN to:
KeY topICS
organizational Strategy in Context Strategy defined Strategy as a way to achieve organizational success Paradigm shifts and their impacthow change influences strategy Forces for business change The impact of organizational constraints on strategy organizational Strategy: approaches and techniques Strategy as a key to organizational success Elements of a successful strategy The relationship between strategy and achievability Strategy assessments Classic approaches and techniques for levelsetting strategic thinking Setting up a culture of strategic thinking portfolio Management: Strategic Context Defining a portfolio Identifying projects included in a portfolio The impact of portfolio management on strategy Challenges and benefits of portfolio management Influential roles in portfolio management portfolio Set-up and Maintenance Setting up a successful project portfolio Organizational influences of portfolios Generating potential portfolio projects Steps in selecting portfolio projects Integrating new projects into an existing portfolio Project performance and project gateway reviews The project filtering process Strategic project Management Strategic vs. classic project management Aligning projects with strategy The role of the project team The importance of managing change that affects strategic projects Anticipating and managing stakeholder expectations and resistance
Reinforce top-level strategy formulation Link organizational strategy from business strategy to portfolio development to project implementation Ensure project credibility by aligning your project with your organizations goals, objectives and strategies Develop and implement an appropriate strategy for your project Communicate your strategy to the project team, the customer and other project stakeholders Manage stakeholder expectations to maintain portfolio/project alignment
Classroom $1,995 (3 days) 8:30 am5 pm Course code PMC-DDN
COURSE SCHEDULE PDUs: 225* CEUs: 22* CPE credits: 27*
CourSe SYNopSIS Todays business climate is characterized by unprecedented changes in technology and globalization, as well as by complex business relationships and the unrelenting drive for competitive success. In this highly stressful environment, it is essential for project managers to think and act strategically. How does an organization formulate a strategy to achieve competitive success? How do projects contribute to the implementation of the organizations strategy? How should a project manager develop a project strategy that supports organizational strategic and business goals? Aligning Project Management with Organizational Strategy gives you an in-depth analysis of the process leading from business strategy formation to portfolio development to the project and project managers role. Learn how to link your project to the business strategy, apply and maintain alignment of the project strategy, and manage the expectations and interests of those who have a stake in the project outcome. Thought-provoking discussions and stimulating exercises highlight this dynamic, timely course. Youll learn how to use a project ranking tool that can be used within your organization to prioritize strategic projects. This tool can help you, the project manager, ask the questions to understand how your project fits into your organizations strategic initiatives.
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Whats HOT in Project Management and Business Analysis?
Learn more at www.esi-intl.com/trends
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Do your work while you train.

Do you worry your project will fall behind schedule if youre out of the office in training? What if you could fast track your project while you train? And even bring your team with you?
Bring your project to ESIs one-day workshops and do more than learnapply proven tools and techniques to your own project. At the end of the day, with the guidance of your expert facilitator, youll walk away with drafted or completed project deliverables such as a WBS, risk response plan, quality management plan and more.
Youll leave with a drafted or completed:
Project Schedule Work Breakdown Structure Project Scope Statement of Work Stakeholder Registry Communication Plan
Risk Response Plan Risk Register Risk Prioritization
Network Diagram Project Budget Human Resource Plan
Each workshop offers 7.5 PDUs. The workshops are designed to be highly interactive, allowing you to collaborate with not just the facilitator, but also other participants. This opportunity will enable you to gain insight from other project management professionals. By the end of the day, youll produce high-quality project documents in up to 60% less time. Take just one day to focus on your project, learn new skills and create essential deliverables to make your project a success. You can also take all three workshops in a row for intensive application throughout the project life cycle. Ask us about special pricing if you take all three workshops or take the workshop in coordination with a course.
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Federal Project Management Courses

Are you a member of a government integrated product team? Make better business decisions and become a trusted advisor to your acquisition team members. Learn the knowledge and skills to deliver successful customer outcomes in ESIs FAC-P/PM courses. In addition to meeting the FAC-P/PM certification requirements, many of the courses can also be applied toward FAC-C certification, FAC-COR certification and GW/ESI certificates. NeW!
Masters Certificate in Federal Government Project Management
CoMPlete seven Courses within four years from the courses listed below. Additional restrictions can be found at www.esi-intl.com/certificates. Managing Federal Government Projects (FPM 111) Acquisition for Federal Government Project Managers (FPM 112) Scheduling and Cost Control for Federal Government Projects (FPM 113) Leading Federal Government Projects (FPM 114) FAC-P/PM Entry Level Capstone Course (FPM 115) Two courses must be taken from the electives listed below:
NeW!
Advanced Masters Certificate in Federal Government Project Management
CoMPlete seven Courses within four years from the courses listed below. Additional restrictions can be found at www.esi-intl.com/certificates. Applied Project Management for the Federal Government (FPM 211) Applied Acquisition for Federal Government Project Managers (FPM 212) Applied Earned Value for Federal Government Projects (FPM 213) Leading Federal Government Projects II (FPM 214) FAC-P/PM Mid-Level Capstone Course (FPM 215) Two courses must be taken from the electives listed below: Contract Management elective Courses Project Management Courses It Project Management Courses Courses for experienced Project Managers Business skills Courses Business Analysis Courses
NeW!
Masters Certificate in Federal Government Program Management
CoMPlete seven Courses within four years from the courses listed below. Additional restrictions can be found at www.esi-intl.com/certificates. Program Management for the Federal Government (FPM 311) Advanced Acquisition for Federal Government Project Managers (FPM 312) Advanced Earned Value for Federal Government Project Managers (FPM 313) Leading Federal Government Projects Managers (FPM 314) FAC-P/PM Senior Level Capstone Course (FPM 315) Two courses must be taken from the electives listed below:
Contract Management elective

Courses
Project Management Courses It Project Management Courses Courses for experienced Project
Managers Business skills Courses Business Analysis Courses
Contract Management elective

Courses
Project Management Courses It Project Management Courses Courses for experienced Project
Managers Business skills Courses Business Analysis Courses
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Managing Federal Government Projects (FPM 111)

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Classroom $1,645 (4 days) 8:30 am5:30 pm Course code PPM-DQ9
KeY topICS
requirements for Federal government project Managers Core management skills project life Cycle project Initiation Requirements development process Market research Concept selection process project planning Scope Work breakdown structure Cost planning Resource planning Risk planning project Implementation Baselines Technology development process Technical management process Testing and validating requirements Test and evaluation strategy Performance reporting Life cycle logistics Total ownership cost risk Management Risk and opportunity management project leadership Stakeholders Project team formation Communications Management working groups and teams project Closeout
Describe the roles and responsibilities of project managers Define and develop the foundations of a project plan, including the project requirements document (PRD), work breakdown structure (WBS), budget, schedule and other resources Manage and control the project against the baseline Close out a project effectively
CourSe SYNopSIS Programs and projects funded by the federal government are under unprecedented scrutiny by agency leaders, legislators and the public. For federal project managers, a strong foundation in the project management best practices is not only necessary, but its becoming a requirement in many agencies. This course provides federal government project managers with the knowledge and skills they need to implement a sound and repeatable project management methodology in each project they manage. Upon completion of this course, participants will gain an understanding of the project life cycle; core management skills for managing projects; the process for gathering, testing and validating requirements for a project; how to manage project risk; and best practices for leading projects. The systems engineering, requirements management, life cycle logistics and test and evaluation FAC-P/PM competencies are integrated within the project life cycle throughout this course.
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Classroom $1,645 (4 days) 8:30 am5:30 pm Course code PPM-DQB
Acquisition for Federal Government Project Managers (FPM 112)

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KeY topICS
acquisition planning Contract approach Identifying agency needs Analyzing risk and type of contract Develop contract terms and conditions prepare requirements and Supporting documentation prepare and Issue Solicitation Preparation Evaluation factors Evaluation of proposals perform Source Selection Assessment of proposals Selection decision Source selection documentation administer Contract Quality assurance Modifications and changes Contract terminations performance-Based Service agreements
Participate in pre-award actions Explain the process for development of project specifications and a SOW Demonstrate knowledge of the process for formulating a source selection plan Demonstrate knowledge of how to support contract administrative actions Establish a negotiated baseline of performance
CourSe SYNopSIS Over the past two years, policy mandates have put the pressure on agencies to deliver products and services at lower contract cost. These same mandates emphasize increasing competition, fixed-price contracts and performance-based acquisition. In the shifting realities of government acquisitions, project managers at all levels must understand acquisition and procurement processes. This course is an introduction to federal acquisition as it pertains to project management. The course teaches project managers about the full acquisition life cycle from planning and requirements development to administration and closeout, including managing performance-based service agreements. Participants will leave the course with a better understanding of the acquisition life cycle, roles of the key players within the acquisition team and how the acquisition process directly affects project success.
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Scheduling and Cost Control for Federal Government Projects (FPM 113)
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Classroom $1,645 (4 days) 8:30 am5:30 pm Course code PPM-DQC
KeY topICS
essential Background Overview of project management life cycle Project constraints Planning tools Project requirements The work breakdown structure (WBS) review Business Financial planning and Management Total Life Cycle Systems Management Cost estimating Using estimates for scheduling and cost control Basic rules of estimating Levels of estimating and estimate types Estimating methodologies Identifying controllable costs OMB A-94, benefit-cost and costeffectiveness analyses earned Value Management process EVM and cost, schedule and performance EVM variables and metrics Integrated Baseline Review (IBR) process department/agency programming, planning and Budget type Agency processes for preparing, submitting, and executing the budget
Use the WBS to identify resource requirements and develop a network diagram Predict costs and work time Predict future project performance Calculate schedules Interpret EVM data Monitor changes and close out projects on time
CourSe SYNopSIS This course provides an introduction to scheduling resources and controlling costs on federal government projects. Participants learn techniques for cost estimating, forecasting and budgeting. After developing precedence diagrams, participants gain experience identifying float, lag and lead, and constructing a project schedule. The course also covers establishing project baselines and cumulative cost curves. To meet the FAC-P/PM requirements, participants also learn the value of earned value management (EVM). The course discusses the use of EVM in monitoring and controlling a project and how to interpret the earned value data. Upon completion of the course, participants can use EVM to determine and communicate when a project is out of control and determine schedule and cost variances.
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Classroom $1,445 (3 days) 8:30 am5:30 pm Course code PPM-DQD
Leading Federal Government Projects (FPM 114)

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KeY topICS
leadership and Management Leadership vs. management Assessing leadership competencies and developmental needs Articulate leadership vision and consider the best way to realize it Processes for establishing direction, aligning people and motivating people to follow a vision Identifying different leadership styles problem/opportunity Identification and analysis ESIs Problem/Opportunity Response Process Managing Conflict Major sources of conflict on project teams The five modes of handling conflict high Impact Communications Communication intelligence Planning messages Structuring messages Delivering messages Interpersonal Skills for New project Managers Resiliency Flexibility Accountability
Lead and manage a project team to satisfactory achievement of project goals Identify problems and discuss methods for managing conflict Tailor the relationships you build to fit the needs of team members and stakeholders Promote and adapt to change Delegate work effectively and hold yourself and others accountable Make clear and convincing verbal and written presentations
CourSe SYNopSIS The federal CIOs 25-point plan has signaled a shift in program and project managers roles from providers of support to leadership. In this era of transparency and accountability, a project managers ability to lead a crossfunctional team throughout a projects entire life cycle has never been more crucial. This course introduces best practices and concepts in leading federal government project teams. Participants begin the course with an assessment of their own leadership styles to master the basics of these leadership competencies. They also learn how to identify and resolve problems and conflicts while gaining an understanding of key interpersonal skills they need to be an effective leader and to build relationships. Project managers will also develop techniques to ensure that their project ideas, strategies and work plans have impact and receive buy-in from stakeholders.
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FAC-P/PM Entry Level Capstone Course (FPM 115)

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Classroom $1,845 (5 days) 8:30 am5:30 pm Course code PPM-DQF
KeY topICS
project Manager roles and responsibilities the project Manager as a leader Importance of leadership Leadership competencies Handling conflict Working with a team Making decisions based on strategy Managing project change Contract approach The roles and responsibilities of contract management during the preacquisition phase Components of an acquisition plan Negotiate for appropriate levels of support based on funding and needs prepare requirements and Support documentation Need for accurate requirements Market research Preparation of documentation Pre-award activities prepare and Issue Solicitations The process for formulating pre-award policies Methods for measuring financial management Contract publicizing considerations Cost estimating methods performing Source Selection Formulating a source selection plan Ways to structure a source selection process Roles and responsibilities Common pitfalls in source selection Managing a Contract Managing a contract against the baseline Integrated baseline review process Using EVM Correcting project performance Operational test and evaluation process Contract change analysis life Cycle logistics Life Cycle Logistics (LCL) definition TLCSM definition and overview FAR Part 207 Programming, budgeting, and execution process Research, development, test, and evaluation Procurement Operations and management Funds cycle testing and evaluation
Discuss project management roles and issues within the federal government Examine the intersection of acquisition, project management, leadership and EVM Identify the relationship between effective leadership and project management Describe processes for acquisition, operational test and evaluation, total life cycle systems management and cost estimating
CourSe SYNopSIS Behavioral change cuts to the heart of a course works success. This highly interactive and application-based capstone course provides participants the opportunity to review, analyze, synthesize and apply previous courses concepts and develop and reinforce the FAC-P/PM competencies for the entry level. Upon completion of this course, participants understand how the different aligned skills within the FAC-P/PM program align with project management best practices to enhance the success of the federal government project manager. During the course, participants reinforce the project managers roles and responsibilities in leading projects, performing contract management, developing requirements, issuing solicitations and performing source selection. Participants also learn how integrated baseline reviews, operational test and evaluation, total life cycle systems management, cost estimating and earned value management all contribute to ensuring project health.
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Classroom $1,645 (4 days) 8:30 am5:30 pm Course code PPM-DQG
Applied Project Management for the Federal Government (FPM 211)

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KeY topICS
project requirements Understand the requirements development process Identify and involve stakeholders Identify requirements Derive requirements Document requirements Baseline requirements Conduct market research Perform concept selection process testing and Validating requirements Recognize the importance of testing Identify the types of tests that validate requirements Verify and validate the business solution aligns with the business requirements document (BRD) Test by requirement type Report test results technology development process Define the technology development process Define the technical lifecycle and management process Perform technical process Test and validate requirements acquisition Conduct risk management Risk threats and opportunities Risk management integrated with project planning Developing a risk register project leadership Working with other managers/departments Obtaining resources Planning communications project Closeout
Describe the technology project life cycle Follow the requirements development process Conduct market research Use requirements documentation to verify and validate the business solution Describe performance-based logistics Understand the eight-step risk management process Close out a project effectively
CourSe SYNopSIS Government projects are unique. Their successful management requires knowledge and skills based not only on PMIs A Guide to the Project Management Body of Knowledge (PMBOK Guide) but also on intimate knowledge of the Federal Acquisition Regulation. Increasingly, such projects must be executed by integrated project teams that typically consist of project managers, contracting officers and contracting officers technical representatives. Applied Project Management for the Federal Government combines both and provides mid-level federal project managers with key competencies to manage with little or no supervision low- to moderate-risk projects or program segments through integrated teams, which research has shown to decrease cycle time, lower costs and improve overall project/program performance. Applied Project Management for the Federal Government reviews foundational project management concepts, tools and techniques used by federal government project managers and address the unique challenges of information technology (IT) projects. It covers each phase of the IT project life cycleconcept, requirements, planning, design, construction, delivery and closeoutdiscussing the activities performed, as well as the role and responsibilities of the project manager and team. Requirements gathering and risk management receive expanded coverage in this course as do select topics related to systems engineering, MOSA and test and evaluation which are integrated with the project life cycle.
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Applied Acquisition for Federal Government Project Managers (FPM 212)

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Classroom $1,645 (4 days) 8:30 am5:30 pm Course code PPM-DQH
KeY topICS
application of Contract Methodologies and policies Methods of acquisition/contract types Key federal acquisition regulations and policies Market research and acquisition planning Defining needs and developing performance requirements for statement of work (SOW) and statement of objectives (SOO) Conducting market research and collaborating with industry Establishing the Independent Government Estimate (IGE) Developing a project budget Applying the principles of federal appropriation Obtaining budget approval and appropriation of funds Solicitation of proposals and Information Developing the solicitation for an RFP Developing and disclosing of evaluation factors for contract solicitation Contract administration: a proactive process Performance measurements and monitoring Interpretation of performance data and management decisions Dispute resolution Contract closeout
Develop specifications and a statement of work Apply in-depth knowledge of the best-value source selection process Apply best practices to establish a pre-award negotiation position Apply an integrated acquisition plan throughout project life cycle Provide project management oversight for monitoring and supporting contract administration
CourSe SYNopSIS Recent OMB guidelines have identified practices that can reduce acquisition cost and improve results. Using lower risk contract types that are based on the fulfillment of performance requirements, adopting market research best practices to increase competition and enhancing oversight of contract performance were among the top recommendations. Applied Acquisition for Federal Government Project Managers covers these and other key areas. Applied Acquisition for Federal Government Project Managers begins with an overview of contract types and acquisition methodologies emphasizing the importance of compliance with regulations and policies that apply to acquisition planning. The course reviews the RFP process beginning with the pre-award phase, giving participants tools to develop evaluation factors that will result in clearly written solicitations. Pre-award tools will also allow students to publicize government requirements and contract actions. Participants move on to the source selection phase during which they formulate a source selection plan. Applied Acquisition for Federal Government Project Managers closes with techniques to monitor technical, cost and schedule performance on complex contracts as well as to perform contract administration actions. Participants will be able to distinguish between authorized and unauthorized contract issues, as well as to identify and resolve contract disputes.
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Classroom $1,645 (4 days) 8:30 am5:30 pm Course code PPM-DQJ
Applied Earned Value for Federal Government Projects (FPM 213)

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KeY topICS
agency program Financial Management Agency planning and budget process Program life cycle management Business and Financial Management Financial management process Financial management techniques Risk management in financial management Cost estimating Estimating process Estimating techniques Assessing relationships Risk management in cost estimation earned Value Management Performance management process Performance management techniques Assessing relationships Risk management in performance management
Explain the significance of Earned Value Management (EVM) Describe capital planning and investment control (CPIC) Explain how financial management techniques are used in program and project management Apply EVM process and requirements to agency projects Build and conduct an Integrated Business Review
CourSe SYNopSIS
Knowing the key policies, regulations and guidelines that govern a performance management system, as well as how to apply performance management processes and techniques, has never been more important. The Office of Management and Budget (OMB) has mandated that all acquisition and project professionals and all major systems contractors use EVM processes in order to improve performance monitoring, measurement and analysis. More recently, OMB has put the spotlight on major agency IT investments, requiring agencies to submit their EVM to the federal IT dashboard and use it as the basis for TechStat sessions with the federal CIO. The same scrutiny will soon be applied to non-major, non-IT investments. Applied Earned Value Management for Federal Government Projects will give you the skills you need not only to provide better oversight but also insight to the performance of programs and projects. Senior-level participants begin the course with a review of total life cycle systems management and explore how their department/agency works within a typical life cycle. Participants apply various cost estimating processes, methods and techniques to a case study that compares cost methods. Participants will review federal government requirements, and complete a case study that allows them to practice applying EVM methodologies to contract management. The course concludes with agency-specific discussions on allocation of funds, agency instructions for financial planning, programming and budget development, as well as budget execution. Participants will discuss agency implementation instructions for OMB-A11.
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Leading Federal Government Projects II (FPM 214)

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Classroom $1,445 (3 days) 8:30 am5:30 pm Course code PPM-DQK
KeY topICS
relationship Building Skills Partnering Team building Leading without formal authority Building trust Customer service problem Solving Asking the right questions Stakeholder analysis Metrics for success Weighing options and making decisions Managing Conflict Sources of conflict Conflict sequences Presentable vs. real conflict Conflict resolution Strategic thinking Strategy as a way to achieve project success Impact of organizational constraints Creativity Innovation Active vs. passive identification As-is vs. to-be Tools and techniques for identifying problems and opportunities developing others Identify and optimize the synergies inherent in different backgrounds Coach and mentor to improve performance Recognize good and excellent performance Influencing Stakeholders Emotional intelligence/social intelligence Soft power Legislative leadership Internal and external awareness Political savvy Leading without formal authority Negotiations Preparing for and conducting negotiation Developing negotiation strategies Identifying negotiation style Communication Oral and written communication Body language Facilitating processes for life Cycle Key touch points in project life cycle Skills and tools used at touch points
Explain current leadership philosophies as applied to project management Develop strategies for leading effective teams Improve relationships and communications with stakeholders Use appropriate styles of conflict resolution Explore ethical issues Develop strategies for leading successful change
CourSe SYNopSIS The governments fiscal challenges, combined with greater public visibility of how tax dollars are spent, has put the performance of federal programs and projects under the microscope. Strengthening agencies program and project management requires the right talent for leadership. The challenges of keeping such programs and projects aligned with mission objectives or of ensuring they deliver the targeted results are often linked to the shortage of qualified personnel to lead them. Leading Federal Government Projects II strengthens program/project leaders capability to think more strategically, build and manage relationships, influence stakeholders and manage conflict. Leading more complex federal government projects and project teams requires the mid-level project/program manager have specific technical as well as soft skills for successful project outcomes. Starting with the steps a project manager takes to ensure a project is aligned with agency strategies, this course allows participants to explore relationship building as a fundamental aspect of effective project management and leadership. To further enhance communication skills, participants practice applying stakeholder influencing skills and concepts. Finally, Leading Federal Government Projects II walks participants through how to prepare for and conduct a collaborative negotiation in the project environment.
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Classroom $1,845 (5 days) 8:30 am5:30 pm Course code PPM-DQL
FAC-P/PM Mid-Level Capstone Course (FPM 215)

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KeY topICS
an overview of Federal programs and projects leading Federal program and project teams determining Contract approach documenting Contract requirements preparing the requirements and Support documentation Issuing Solicitations and Managing Contracts performing Source Selection
Examine the intersection of advanced acquisition, program management, leadership skills and cost estimating Demonstrate the key leadership traits Lead the requirements process Lead life cycle logistics processes Oversee development of a successful acquisition strategy Lead and oversee financial planning
CourSe SYNopSIS The success of a FAC-P/PM learning and development initiative is rooted in behavioral change, not simply the ability to recall and understand concepts. This level of change requires space and time to apply newly acquired knowledge and skills, and more indepth reinforcement of concepts. The mid-level capstone course enables you to analyze, synthesize and apply the full spectrum of knowledge and skills provided in the earlier courses of the series to ensure your qualification to improve program/project performance. Participants recall federal programs and projects roles and responsibilities through subject matter expert facilitated discussions that relate program and project management life cycle to acquisition life cycle. An in-depth exploration of the mid-level leadership competencies of influence and negotiation, partnering, team building, managing conflict, political savvy, strategic thinking, decision making, creativity and innovation, external awareness, developing others, entrepreneurship and leveraging diversity allows participants to translate practical leadership insights to actions to take on their projects. The acquisition life cycle from determining needs to closeout reinforces select topics on Test and Evaluation Strategy (TES), Total Life Cycle Systems Management (TLCSM) including Life Cycle Logistics (LCL) and PerformanceBased Logistics (PBL), Systems Engineering and MOSA Principles with support from templates and reference resources.
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Program Management for the Federal Government (FPM 311)

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Classroom $1,645 (4 days) 8:30 am5:30 pm Course code PPM-DQM
KeY topICS
program Management Distinctions among portfolios, programs and projects Program life cycle Critical success factors Initiating a program Program a charter Plan for program setup program Setup Program architecture Benefits realization plan Program management plan Program requirements Requirements development process Market research Concept selection process Technology development process Technical management process Testing and validating requirements program Implementation Monitoring the program Acquisition Life cycle logistics Total ownership cost Managing change risk Management Risk and opportunity management program leadership Governance structure Communications management Working groups and teams program Closure
Increase effectiveness and efficiency as program managers in achieving the strategic value of a program Follow a systematic approach to managing programs Apply proven tools and techniques to program management Recognize that benefits management is a primary focus of the program manager
CourSe SYNopSIS The Office of Management and Budget (OMB) will soon require all major IT programs to put in place integrated program teams led by a dedicated program manager. The shortage of qualified program professionals to shepherd federal programs from start to finish has never been more acute. A strong federal program manager not only aligns a broad range of stakeholdersfrom agency leaders to business process owners to IT and acquisition throughout the program life cycle but ensures program benefits are realized. Doing so requires an intimate understanding of government policy, regulations, organizational structure and processes and how a multidisciplinary, multi-sector team can best work to desired ends. Program Management for the Federal Government lays the foundational knowledge and skills to implement essential activities throughout the life cycle of a typical government program. Youll explore the program managers guidesmission, vision and valueand learn to link the business case to the organizations strategy as part of pre-program preparation. Youll build a stronger foundation in stakeholder identification with detailed focus on who the stakeholders are, the roles they play throughout the rest of the phases, and the program managers role in stakeholder management. Youll develop a deeper understanding of a programs multiple components and deliverables, their interdependencies and the program managers role in coordinating all of them. A review of program benefit tools and metrics will help you manage program performance across the phases. Finally, youll develop a better appreciation of program closeout as a transition to effective support and maintenance.
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Classroom $1,645 (4 days) 8:30 am5:30 pm Course code PPM-DQN
Advanced Acquisition for Federal Government Project Managers (FPM 312)

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KeY topICS
Customer requirements analysis Department of Defense unique contracting programs Requirements and market research analysis acquisition/procurement Strategy and proposal analysis Acquisition and procurement strategy Competition justification and approval Research and development solicitation Cost analysis overview Negotiation objectives and Strategies Pre-negotiation objective Research and development pre-negotiation memorandum Negotiation preparation review Board Briefing and Sole Source Negotiation Formal review board briefing process Conducting negotiations Mission performance assessment/ Contract administration Production contract Performance management Contract management plan Post-award orientation performance Management, legal Issues and Negotiations Protests Remedies for contract noncompliance Contract fraud/material substitution Contract changes REA negotiations Modifications Claims and disputes Contract terminations performance Management and Contract pricing Contract financing Performance-based payment Equitable adjustments Contracting officers final decision Defective pricing Profit and fee adjustments Contract incentive calculations Contractor performance assessment Contract Closeout
Perform pre-award and award activities Manage a performance-based acquisition Perform market research Perform a job analysis Develop a quality assurance plan Develop performance measures Use the key tools to manage contract performance Employ a record keeping and documentation process
CourSe SYNopSIS As agencies exercise more fiscal discipline than ever before, a program managers ability to help reduce contracting costs and use lower-risk contracting practices will be key to program success. Advanced Acquisition for Federal Government Project Managers provides leaders of an integrated program team with in-depth knowledge of the acquisition process, team members roles and responsibilities within that process, and various acquisition methodologies, in particular performance-based acquisition. In this highly interactive course, youll examine the details of key activities in implementing performance-based acquisition (PBA), and gain in-depth understanding of FAR guidance and OFPP requirements. Youll review the steps in source selection, contract administration and the evaluation process, and learn how to conduct effective post-award conferences covering the entire cycle, closeout/payment and potential conflicts resolution. Finally, youll learn how to set performance standards, monitor performance and manage the inevitable contract changes in response to external events.
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Advanced Earned Value for Federal Government Project Managers (FPM 313)
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Classroom $1,645 (4 days) 8:30 am5:30 pm Course code PPM-DQP
KeY topICS
Basic elements of performance Measurement Acquisition program baseline Statutes related to EVM OMB EVM policy Department of Defense EVM the wBS, oBS and accounting System Work breakdown structure (WBS) and organizational breakdown structure (OBS) Responsibility assignment matrix (RAM) Costs Price and usage variance Scheduling and Budgeting Scheduling techniques Resource leveling Industry standard (EIA-748) to scheduling and budgeting Elements of the PMB establishing the Baseline PMB development steps EV techniques Project/program funding Evaluating the baseline data Collection and estimating Cost at Completion EVM cumulative performance Cost and schedule variances Schedule performance index (SPI) Cost performance index (CPI) To complete performance index (TCPI) Change Control and Baseline Maintenance Effect of changes on PMB Change control external reporting External reports Cost performance report Contract performance report (CPR) Cost/schedule status report (C/SSR) The baseline report the Integrated Baseline review (IBr) Statutory requirements Benefits and elements of IBR Pre-IBR Tasks Surveillance Certification of the contractors system EVMS surveillance Roles and responsibilities for surveillance The surveillance plan and technique
Oversee application of Total Life Cycle Systems Management Apply cost and estimating processes, methods techniques Demonstrate knowledge of EVM policies, methodologies and software for performance measurement of projects Apply the integrated baseline review (IBR) process Determine effective project strategies when EVM indicators cross a threshold
CourSe SYNopSIS The use of earned value management in the federal government is shifting from program oversight to insight and foresight. While the Office of Management and Budget (OMB) requires use of earned value management (EVM) on contracts greater than a certain amount to ensure compliance, the federal IT dashboard and TechStat sessions with the federal CIOs have turned EVM into a performance improvement tool. Advanced Earned Value for Federal Government Project Managers helps you direct and manage EVM implementation across the program life cycle and build up extensive EVM capabilities to be applied to large, complex projects/programs. Youll review total life cycle systems management, how departments/agencies work within a typical life cycle, and the project/program managers roles throughout the cycle. Through immersive exercises that simulate the workplace, you will deepen your insights into financial planning and management, cost estimating and program evaluation through various EVM methodologies. Together with other participating senior-level program/project managers, you will share and build up your knowledge of agency implementation instructions for OMB-A11.
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Classroom $1,445 (3 days) 8:30 am5:30 pm Course code PPM-DQQ
Leading Federal Government Project Managers (FPM 314)

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KeY topICS
the leader of project Managers (lpM) role in the project life Cycle leading and Managing project Managers Challenges of leading and managing project managers Identifying, developing, evaluating and retaining project managers Rewarding success Managing relationships Managing expectations Mentoring/coaching Conflict resolution leading Complex projects Leadership levels Clear vision Principles and disciplines for leading complex projects understanding Complexity in projects Elements of complexity theory Leadership approaches and techniques Complex project model and process Strategic thinking Organizational strategy in context Approaches and techniques Portfolio management Strategic project management external awareness Identify and analyze stakeholders Communicating across organizations Political, social, economic, infrastructure, legal and industry-specific considerations entrepreneurship Developing a business mindset
Discuss the leaders role in each phase of the project life cycle Coach, mentor and reward success Ensure program credibility through alignment with your organizations goals, objectives and strategies Communicate your strategy and vision to the project team and stakeholders Employ business acumen to achieve improved program results
CourSe SYNopSIS One of the challenges of managing federal programs is integrating the efforts of individual stakeholders who often focus on performance metrics within their own functions. In order to overcome a stove-piped organization, senior-level federal program/ project managers must be able to rally their various constituents around a unified vision in order to implement project/program objectives and ensure they align with their agencys mission and long-term interests. Leading Federal Government Project Managers helps you take a nimble approach to leading project managers, managing direct reports, and managing the expectations of senior audiences. Youll take a deep dive into managing relationships, communication filters and conflict management with an eye to building and maintaining a high-performance team. Dynamic simulations will let you apply theories and tools to lead project managers through the opportunities and pitfalls of complex projects. A detailed examination of managing multiple projects from a program level will build your mastery of setting project priorities and aligning them with organizational strategy, while addressing the impact of policies and trends. Finally, youll learn how to use portfolio management to identify opportunities and take calculated risks in order to position your organization for short- and long-term success.
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FAC-P/PM Senior Level Capstone Course (FPM 315)

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New!
Classroom $1,845 (5 days) 8:30 am5:30 pm Course code PPM-DQR
KeY topICS
the Federal government program Manager Roles and responsibilities Influences on program management activities Program management office leadership and the government program Manager Demonstrating a long-term view and building a shared vision with others Identifying and communicating policy changes and trends that affect the agency Actively participating in program governance program planning and Implementation The requirements management process Monitoring and selecting a design solution Ensuring programs are aligned with strategic and mission-critical initiatives Using metrics that evaluate and determine benefits realization Reporting program performance life Cycle logistics Implementing appropriate logistics support practices Implementing agency interoperability policy Modular open systems approach (MOSA) Statutory guidance/law Supply chain management functions Contract Management Overseeing a programs contract life cycle Implementing contracting plan Developing a successful acquisition strategy Assessing application of source selection criteria and leading the formulation of a source selection plan Structuring a formal selection process Financial planning and Management Business financial planning and management functions Overseeing application of department/ agency financial policies and directives Managing the application of the TLCSM Recognizing forms of cost estimating, cost analysis, EVM, and other methods of performance measurement
Oversee the development and implementation of investment management requirements, acquisitions policies and program management strategies Examine program and project management roles and issues within the federal government acquisition process Lead the business requirements and management development process Oversee applications of Total Life Cycle Systems Management (TLCSM)
CourSe SYNopSIS Effective learning and development programs focus on knowledge and skill retention, applicability and adoption. They provide learners with enough opportunities to deepen their understanding of concepts through more extensive exposure and application. The FAC-P/PM Senior Level Capstone Course provides you with immersive exercises designed to integrate and reinforce the full spectrum of leadership and supervisory knowledge and skills acquired in earlier courses. Immersive, intensive exercises will require you to combine newly acquired leadership, management and technical concepts across the program life cycle.
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Business Analysis Courses

A requirement without a project is a daydream, but a project without good requirements is a nightmare. Learn to do it rightjustifiable, verifiable and traceable requirements.
Associates Certificate in Business Analysis
Complete three Courses within two years. You must take one or both of the following introductory courses: Foundations of Business Analysis How to Gather and Document User Requirements At least one course must be taken from the Business Analysis courses. The remaining one course may be taken from the following: Managing Projects Managing IT Projects Project Leadership, Management and Communications Negotiation Skills for Project Managers Agile Projects: Keys to Getting Started Business skills Courses
Masters Certificate in Business Analysis

CoMplete seven Courses within four years. You must complete one or both of the following introductory courses: Foundations of Business Analysis How to Gather and Document User Requirements At least four courses must be taken from the Business Analysis courses listed below: Process Modeling Management Use Case Modeling Logical Data Modeling Testing Techniques for Tracing and Validating Requirements Facilitation Techniques for Requirements Development Strategic Enterprise Analysis Developing a Business Case CBAP Exam Preparation (Available on-site and online only) Up to two courses may be taken from the following: Managing Projects or Managing IT Projects Project Leadership, Management and Communications Negotiation Skills for Project Managers Agile Projects: Keys to Getting Started Business skills Courses
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Foundations of Business Analysis

You wIll learN to:
KeY topICS
Introduction What is business analysis? Best practices in business analysis Benefits of business analysis the role of the Business analyst The business analysis process BA role vs. project manager role The BA career path Supporting the project portfolio The project portfolio Strategic enterprise analysis Solution Development Life Cycle (SDLC) developing the Solution Vision and Scope Defining solution vision and scope Vision and scope report Conducting a visioning workshop Validating solution scope Traceability understanding requirements and Business rules Functional, nonfunctional and implementation requirements Requirements vs. specifications Requirements vs. business rules Risk management and risk response strategies planning and eliciting requirements The Requirements Work Plan (RWP) Work Breakdown Structure (WBS) Elicitation techniques Preparing for change analyzing and documenting requirements Analyzing requirements Characteristics of effective requirements The Business Requirements Document (BRD) The BRD vs. the technical specifications document BRD validation techniques Modeling requirements Modeling requirements AS-IS vs. TO-BE modeling Types of models Models and the BRD assessing and Validating requirements Validation and verification V-model of testing Levels and types of testing The master test plan Test scenarios and test cases
Identify the roles and responsibilities of the business analyst Recognize the importance of managing risk Define the solution vision and scope Plan the requirements elicitation process Recognize the importance of analyzing and documenting requirements Explain the role of modeling Perform requirements validation and traceability
Classroom $1,995 (3 days) 8:30 am4:30 pm e-training $1,395 42 days of access Course Code BAP-DJ9
CourSe SYNopSIS At the projects earliest stages the business analyst is key to defining the requirements, as well as planning, defining and validating project scope. Its important to have an understanding of the breadth of knowledge that a business analyst brings to the project team when developing business solutions. This introductory course provides participants with a basic understanding of the benefits, functions and impact of this critical role. The target audience for this course includes those who are new to the business analyst role or those who supervise and/or work with business analysts. This course provides a special focus on the business analysis function as it relates to developing IT solutions, given that such an understanding is essential for project success. The course discusses the business analysis process as it is applied throughout a project, including the pre-project activities that comprise enterprise analysis. Youll learn how a business analyst supports the project throughout the solution development life cycle, from establishing the solution vision and scope in the analysis phase to validating that requirements have been met in the testing phase. After completing this course, you will understand why and when to involve the business analysis function. Reminder: Participants who have taken Introduction to Business Analysis should not take Foundations of Business Analysis.
COURSE SCHEDULE
ACE CREDIT recommendation: Undergraduate 1 credit hr* PDUs: 21* CEUs: 21* CPE credits: 25 CDUs: 21*
This course has been updated to reflect the BABOK Guide Version 2.0.
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How to Gather and Document User Requirements

Classroom $2,295 (4 days) 8:30 am4:30 pm e-training $1,395 42 days of access Course Code BAP-CYJ
You wIll learN to:
KeY topICS
Introduction to requirements elicitation Describing the business analysis process Requirements elicitation and the project life cycle Establishing the documentation to manage requirements establishing Vision, Scope and Quality Capturing solution vision and defining solution scope Creating high-level quality targets for a solution Explaining the relationship of vision and scope to quality Modeling at the enterprise level Describing the function of modeling Explaining how business rules drive requirements Creating basic business models for enterprise analysis developing the requirements work plan Building and executing a plan for requirements Building a work breakdown structure for the business analysis activities Identifying stakeholders and classifying users Identifying risks and planning risk responses requirements elicitation Explaining the iterative nature of requirements elicitation process Selecting and practicing requirements elicitation techniques developing the Business requirements document (Brd) Writing a comprehensive BRD Describing how the requirements analysis process completes the BRD sections Applying technical writing techniques to requirements documentation Documenting requirements using use case models and activity diagrams Validating requirements Validating requirements documented in the BRD Selecting and applying consensus building techniques Obtaining formal approval to proceed Understanding the projects change control process
Understand the critical role of the business analyst with respect to requirements elicitation and project management Develop and validate a solution vision and scope Use appropriate modeling techniques Plan the requirements elicitation and analysis to maximize efficiency and estimate the required effort Determine the most appropriate technique(s) for eliciting requirements at different points in the analysis cycle Analyze various kinds of requirements into a complete, coherent and organized requirements document Build consensus to validate and finalize the requirements in the business requirements document
COURSE SCHEDULE ACE CREDIT recommendation: Undergraduate 2 credit hrs* PDUs: 28* CEUs: 28* CPE credits: 34 CDUs: 28*
CourSe SYNopSIS Incomplete requirements are often cited as the number-one reason projects or systems fail. Accurately identifying requirements and staying on course from the beginning is key to success in todays business world. This how-to course introduces the roles of the business analyst as they relate to the elicitation, analysis and documentation of requirements. It familiarizes participants with the core knowledge and skills required to identify and document user requirements. It also addresses how these requirements are managed throughout the project life cycle. Recommendation: The material presented in this course provides the detail needed to begin eliciting and documenting requirements. If you plan to take additional courses in the Business Analysis Professional Development Program, you will need this foundation.
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Process Modeling Management

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Key pMM terms and Concepts Process modeling, process management, process improvement Process management activities Workflow modeling Key benefits of PMM Process improvement project (PIP) phases Business analysis roles and responsibilities Managing organizational change Conducting the define phase Obtaining consensus on processes to be included in PIP Relating processes to business strategy Developing high-level plans for risk, communication and change management Conducting the analyze phase Conducting workflow modeling Creating swim lane diagrams Conducting value stream mapping Developing AS-IS process map Defining and gathering metrics Creating process benchmarks Performing gap analysis Performing root cause analysis Conducting stakeholder analysis Performing high-level cost-benefit analysis Conducting the Implement phase Documenting, validating and confirming new goals and objectives Formulating measurements Designing the TO-BE process Updating risk, communications and change management plans Conducting the Control phase Communicating findings Carrying out implementation plans Monitoring and controlling results
Describe the Process Modeling Management (PMM) framework Define key PMM terms and concepts Conduct major activities performed during each phase of PMM, including workflow modeling Perform the business analysts role and responsibilities in PMM Apply PMM methodologies and techniques specific to the business analysts role and responsibilities
Classroom $1,995 (3 days) 8:30 am4:30 pm e-training NeW! $1,395 42 days of access Course Code BAP-DJ6
CourSe SYNopSIS The importance of the business analysts role in defining process requirements during the planning phases of a project continues to gain recognition across all industries. The business analyst, working in conjunction with the project manager, facilitates the solution of business challenges. However, when gathering requirements for a new or existing project, business analysts must be mindful that any project may require the development and redesign of accompanying processes that not only enhance the success of a project, but also increase the projects chance of meeting the organizations business goals. This highly interactive course provides participants the opportunity to perform the four phases of a process improvement project define, analyze, implement and control. Youll practice identifying and prioritizing the processes that require improvement, as well as creating the documents needed to communicate these changes to the rest of the organization. Youll focus on the competencies necessary to perform workflow modeling to ensure you have the core tools required to document the processes. You will also practice creating AS-IS and TO-BE process maps and learn the steps to conduct a gap and stakeholder analysis. Finally, youll develop the competencies required to create new process benchmarks and measurements for new processes. Youll leave this course with the preparation necessary to perform your business analysis responsibilities within the process improvement process and to employ the required skills in accordance with sensitive cost, organizational and stakeholder requirements. Reminder: Prior to taking this course, you should have completed or acquired the background knowledge of Foundations of Business Analysis and How to Gather and Document User Requirements.
COURSE SCHEDULE
ACE CREDIT recommendation: Undergraduate 2 credit hrs* PDUs: 21* CEUs: 21* CPE credits: 25* CDUs: 21*
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Use Case Modeling

Classroom $2,195 (4 days) 8:30 am4:30 pm
NeW! e-training You wIll learN to:
KeY topICS
Introduction to use Case Modeling Organizing requirements with use cases Use case diagrams as a UML notation Organizing the model with packages Identifying and describing actors Use case actors Business versus system actors Identifying actors Mapping stakeholders to actors Users versus actors Identifying and describing use Cases Identifying use cases Writing a use case description Including preconditions, postconditions, assumptions and scenarios writing use Case Scenarios Identifying the main success scenario Identifying alternates and exceptions Indicating iteration advanced use Case Modeling techniques Diagramming an include relationship Diagramming an extend relationship Diagramming generalization and specialization Considering multiplicity ensuring use Case Quality Employing quality assurance techniques Ensuring use cases are testable prioritizing use Cases Estimating project cost with use cases Employing prioritization techniques Introduction to object Modeling Use cases and object orientation (OO) Identifying objects and classes Identifying and describing Business domain objects Assigning objects to classes Guidelines for describing business objects Describing operations, attributes and associations
Employ use cases to elicit, analyze, document and communicate functional requirements for software Create use case diagrams using the Unified Modeling Language Determine when to employ use case modeling Prioritize use cases based on their importance to the business and on technical considerations Identify ways to develop consistent vocabulary between use cases and objects Analyze and document detailed requirements using an object model Interpret a class diagram
$1,395 42 days of access Course Code BAP-DJ5
CourSe SYNopSIS
As a fundamental component to identifying requirements for a new system, business analysts must be able to illustrate how actors, such as end users, stakeholders, or related systems, will be affected once the new system is implemented. This process, also known as Use Case Modeling, provides business analysts with a powerful tool for documenting functional requirementsand the interactions between these requirementsin a manner that can be easily communicated to designers, programmers, project managers and other project stakeholders. This course provides business analysts with the required competencies for creating use case diagrams and use case scenarios, which serve as a vehicle for eliciting, analyzing, documenting and communicating functional requirements. You will practice creating use cases in the Unified Modeling Language (UML) to graphically represent the interactions between use cases and actors. Through interactive exercises, you will practice writing the alternate/exception flows, arranging objects into properly named classes, and reading class diagrams. Most importantly, youll gain the ability to integrate use case modeling within the software development life cycle to ensure that project requirements are accurate, complete, and map to the objectives of the business. Reminder: Prior to taking this course, you should have completed or acquired the background knowledge of Foundations of Business Analysis and How to Gather and Document User Requirements.
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Logical Data Modeling

You wIll learN to:
KeY topICS
data Flow diagrams (dFds) and Functional decomposition diagrams (Fdds) Developing DFDs and FDDs Identifying the business area Modeling essential business processes (FDDs) Documenting data use in business processes (DFDs) Understanding their relationship to logical data models Identifying and describing the Conceptual data Model Naming entities, attributes and relationships Discovering and defining entities Analyzing attributes Defining cardinality in relationships Understanding concatenated and surrogate unique identifiers the logical data Model Developing the detailed logical data model Identifying and applying entity types Modeling with subtypes and supertypes Understanding attributive and associative entities Understanding multivalued attributes Documenting the logical data model Analyzing data using the CRUD matrix Context-level data Flow diagrams Developing diagrams that represent processes, external agents and data flows Defining and naming diagram components Drawing divergent and convergent data flows Leveling the data flow diagram Avoiding common errors in diagramming the transition to oo/uMl Understanding the Unified Modeling Language (UML) Applying use case, class state and activity diagrams other Key topics Applying normalization rules Understanding the physical data model Describing the functions and benefits of CASE tools Verifying and presenting models to increase project success
Build logical data models to define business and project requirements Recognize the purpose, importance, and uses of logical data modeling in the requirements gathering process Describe the elements of data flow diagrams and functional decomposition diagrams and their relationship to logical data models Explain a logical data model to stakeholders Apply logical data modeling to the overall software development life cycle and respond to business management issues
Classroom $1,995 (3 days) 8:30 am4:30 pm Course Code BAP-DJ7
COURSE SCHEDULE
CourSe SYNopSIS Logical Data Modeling explores business rules, policies and procedures and how they can be modeled effectively. Participants will learn entity relationship diagramming, super and sub-types, attributive and associative entities, and documenting data constraints. The logical data modeling approaches focus on the important requirements of the business that are discovered through significant user involvement during the analysis phase. You will also learn how to create models without being limited by technology or organizational structure. The ability to communicate the intersection of business processes and information/data needs is key to the success of any software development project. Understanding and explaining user needs is a major challenge and opportunity for the business analyst. The business analyst who understands structured modeling has a distinct advantage in addressing and communicating requirements. And the use of models can greatly increase all stakeholders understanding of the relevancy of business rules and data management requirements to the project at hand. Reminder: Prior to taking this course, you should have completed or acquired the background knowledge of Foundations of Business Analysis and How to Gather and Document User Requirements.
ACE CREDIT recommendation: Undergraduate 2 credit hrs* PDUs: 21 CEUs: 21 CPE credits: 25 CDUs: 21
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Classroom $1,995 (3 days) 8:30 am4:30 pm e-training $1,395 42 days of access Course Code BAP-DK6
Testing Techniques for Tracing and Validating Requirements

You wIll learN to:
KeY topICS
Introduction to testing Recognizing the importance of testing Recognizing the BA role in the testing process Validation vs. verification Validating the BRD and models Verifying the solution the testing process Identifying the IT strategy Identifying the testing life cycle Aligning the solution development life cycle (SDLC) and the testing life cycle The importance of test methodologies Employing traceability and defect analysis levels and types of testing Using the V-model of testing Planning the different levels of testing Planning the different types of testing the Master test Strategy Defining the master test strategy Identifying test goals Defining the test strategies for each level of testing Identifying the likelihood and impact of defects planning testing Identifying the roles for developing the master test plan Documenting the components of the master test plan Compiling the master test plan Planning for changes testing from the Ba perspective Testing that requirements are met Performing user testing and acceptance testing Conducting a satisfaction assessment Performing usability testing Conducting a pilot implementation test Managing and prioritizing risk test Case design techniques Developing test scenarios and test cases Converting use case scenarios to test scenarios Performing black box and glass box testing Ensuring test coverage is risk-driven Using test tools executing the plan Executing and updating the master test plan Managing changes to test strategies and business requirements Reviewing the acceptance test
Recognize the role of the business analyst (BA) in the testing process Validate the business requirements document (BRD) and analysis models Verify that the solution conforms to the requirements Communicate the importance of a testing methodology Determine what to test and trace those requirements throughout the solution development life cycle (SDLC) Develop and execute a test plan Understand various testing techniques
COURSE SCHEDULE ACE CREDIT recommendation: Undergraduate 2 credit hrs* PDUs: 21* CEUs: 21* CPE credits: 25 CDUs: 21*
CourSe SYNopSIS Dont underestimate the importance of testing! To ensure project success, planning and executing the testing process must begin as soon as the vision and scope for the solution takes shape. As the requirements for the solution are elicited, the business analyst and the test team develop and refine a master test plan. This plan incorporates test strategies to identify any defects in the requirements, solution, or corresponding documentation. In this interactive course, youll work to develop a master test plan under the guidance of an experienced instructor. You will also perform exercises designed to help you establish a risk-based and comprehensive master test strategy for a testing effort. These activities help the business analyst ensure that all requirements trace back to the business need. By attending this course, youll develop the competencies required to create test cases and scenarios and to ensure proper test coverage according to the risk level. You will also learn about the different levels and types of testing commonly used in solution development today. Reminder: Before taking this course, you should have acquired the background as taught in How to Gather and Document User Requirements.
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Facilitation Techniques for Requirements Development

You wIll learN to:
KeY topICS
what is Facilitation? Facilitation techniques and practices The facilitation process Business Analysis Body of Knowledge (BABOK) BABOK areas The business analysis process Facilitating in Business analysis The role and responsibilities of the business analysis facilitator Facilitation Session preparation Considerations for remote Sessions Environmental Preparation During the session Wrapping up Facilitation in Business analysis is Iterative Visionenterprise analysis Definitionrequirement elicitation Analysisrequirements analysis and documentation Decisionsolution assessment and validation Verification of the Facilitation Session plan Facilitation practices Generating participation Neutrality Active listening Questioning Paraphrasing Using flip charts Maintain focus Intervention Feedback Summarizing Synthesizing ideas executing a Facilitation Session Facilitation Conflict techniques Argument vs. debate How to intervene Choices in resolving issues Working toward consensus Business analysis Facilitation opportunities
Identify the use of facilitation in business analysis Explain the role and responsibilities of a business analysis facilitator Plan a facilitation session Use the appropriate facilitation techniques for a given session Conduct a facilitation session using best practices Manage conflict during a session Identify facilitation opportunities in business analysis
Classroom $1,645 (2 days) 8:30 am5 pm Course Code BAP-DJB
CourSe SYNopSIS The business analyst spends a significant amount of time eliciting requirements. Yet, many business analysts lack formal training on this vital skill. A successful facilitation session results in requirements that you can begin to analyze and work with. Facilitation Techniques for Requirements Development focuses on teaching the facilitation skills necessary to elicit and analyze requirements on a project. In this highly interactive course, you will learn how to effectively help stakeholders define their needs and form these needs into quantifiable requirements through facilitation. As a facilitator, you will learn how to prepare for and conduct both face-to-face and remote group sessions. You will be exposed not only to several facilitator techniques such as brainstorming, JAD and focus groups, but you will also learn how to manage conflict in a session. Most importantly, you will have the opportunity to practice these skills in a safe environment with a trained facilitator to guide you through various activities. You will leave the class with the confidence to prepare for a session, including creating a facilitation plan, motivating a groups participation, building consensus, managing conflict, maintaining session focus and evaluating results for lessons learned. Reminder: Prior to taking this course, you should have completed or acquired the background knowledge of Foundations of Business Analysis and How to Gather and Document User Requirements.
COURSE SCHEDULE
ACE CREDIT recommendation: Undergraduate 1 credit hr* PDUs: 15 CEUs: 15 CPE credits: 18 CDUs: 15
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Strategic Enterprise Analysis

Classroom $1,995 (3 days) 8:30 am4:30 pm Course Code BAP-DJ8
You wIll learN to:
KeY topICS
Introduction to Strategic Enterprise Analysis Identifying components of the enterprise architecture Planning for business rules, data management and change management Identifying core competencies enterprise architecture Modeling the AS-IS and TO-BE enterprise architectures Identifying the need for an impact analysis and feasibility study Examining the decision package for the TO-BE enterprise architecture Customer Value analysis Performing customer value analysis Using customer value analysis to improve the enterprise architecture process Management Recognizing components of a process improvement project plan Examining the decision package for new processes It architecture Recognize the components of the IT architecture project plan Ensuring the IT architecture supports the enterprise architecture Examining the decision package for the TO-BE IT architecture Service-oriented architecture (Soa) Ensuring SOA supports the enterprise architecture Defining requirements for SOA portfolio Management Selecting projects to implement the TO-BE enterprise architecture Ensuring projects support the business strategy
Identify core competencies for the organization Model the AS-IS and TO-BE enterprise architecture Perform customer value analysis Plan for process management Identify the TO-BE IT architecture Recognize the importance of service-oriented architecture Manage the project portfolio Recognize the importance of impact analyses, risk analyses and feasibility studies Identify the components of the decision package
COURSE SCHEDULE ACE CREDIT recommendation: Undergraduate 2 credit hrs* PDUs: 21 CEUs: 21 CPE credits: 25 CDUs: 21
CourSe SYNopSIS Senior business analysts are increasingly involved in pre-project activities to ensure that solutions to business problems reflect the organizations business strategy. Through strategic enterprise analysis, the senior business analyst becomes a vital contributor to helping the organization determine sound investments and enhance its project portfolio. Strategic Enterprise Analysis is an advanced course designed to provide you with the knowledge you need to begin working as part of a strategic enterprise analysis team. In particular, the course covers the major activities of strategic enterprise analysis that must be conducted to study the enterprise architecture. These activities include analyzing core competencies, performing customer value analysis, performing process management, examining the IT architecture, and evaluating the project portfolio. The course also examines the impact of service-oriented architecture (SOA) on the enterprise architecture. After completing this course, you will understand the steps for modeling the AS-IS and TO-BE enterprise architectures and how the TO-BE enterprise architecture contributes to the overall project portfolio. The importance of conducting an impact analysis, risk analysis and feasibility study are discussed to ensure that the business case for future investments traces back to the business strategy. Reminder: Prior to taking this course, you should have acquired the background as taught in How to Gather and Document User Requirements.
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Developing a Business Case

You wIll learN to:
KeY topICS
purpose of the Business Case The main body of the document Issuing the Business Case Initially during enterprise analysis Updated during the solution development life cycle (SDLC) Business Case analysis and ranking projects Discretionary and nondiscretionary projects Hurdle rates to filter discretionary projects consideration Project slate development process project economics Create a project income stream using cost, benefits and duration Calculate economic indicators project portfolio development Comparative analysis or criteriabased grid techniques Evaluate and select projects for execution based on business contributions and economics
Prepare and document business cases for discretionary or nondiscretionary projects Evaluate business cases using quantitative and qualitative criteria Compare business cases based on cost/benefits Prioritize business cases for the purposeof building a project slate
Classroom $1,995 (2 days) 8:30 am5 pm Course Code BAP-DQ7
CourSe SYNopSIS Project managers and business analysts must be able to develop and defend a business case by justifying their projects. Additionally, program managers are asked to verify the benefits realization stated in a business case against their programs. Developing a Business Case provides the program manager, project manager and/or business analyst with hands-on practice developing and documenting a project business case. As part of the course, participants receive detailed templates for developing a business case document and the associated economic spreadsheets. Participants then use the templates to develop a business case based on a robust case study. This course also provides participants with the necessary skills for evaluating, comparing and prioritizing business cases for the purposes of building an annual project portfolio. Reminder: Please bring a laptop to class. You will need at least the 2003 version of Microsoft Excel loaded onto the laptop for course exercises. You will not need to connect to the internet to download templates and tools.
COURSE SCHEDULE PDUs: 15 CEUs: 15 CPE credits: 18 CDUs: 15
This course has been updated to reflect the BABOK Guide Version 2.0. This course can be applied toward the Masters Certificate in Business Analysis.
Microsoft and Excel are registered trademarks of Microsoft Corporation in the United States and/or other countries.
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CBAP Exam Preparation

e-training $1,195 42 days of access Course Code BAP-CYP
PDUs: 15 CEUs: 15 CDUs: 15
Now available on-site!

KeY topICS
Studying for the exam The nature of the exam What to study How to study for the exam underlying Competencies techniques Finding techniques in the BABOK Guide The BA Techniques Handbook Business analysis planning and Monitoring Plan business analysis approach Conduct stakeholder analysis Plan business analysis activities Plan business analysis communication Plan requirements management process Manage business analysis performance elicitation Prepare and conduct elicitation activity Document and confirm elicitation results requirements Management and Communication Manage solution scope and requirements Manage requirements traceability Maintain requirements for re-use Prepare requirements package Communicate requirements enterprise analysis Define business need Assess capability gaps Determine solution approach Define solution scope and business case requirements analysis Prioritize and organize requirements Specify and model requirements Define assumptions and constraints Verify and validate requirements Solution assessment and Validation Assess proposed solution Allocate requirements Asses organizational readiness Define transition requirements Validate solution Evaluate solution performance Study aids Drills and other study aids taking the CBap exam Practical suggestions and test-taking strategies
You wIll learN to:
Recognize the types of questions on the CBAP exam Understand IIBAs perspective on how business analysis is conducted Discern which terms, concepts, tasks, techniques and best practices require attention when studying Determine what approach to use when you do not know the answer to an exam question Design the study approach best suited for your preparation Discuss major themes and issues for each topic area on the exam Take advantage of online memorization drills to reinforce key concepts
CourSe SYNopSIS This course has been updated to reflect the BABOK Guide Version 2.0. This course can be applied toward the Masters Certificate in Business Analysis only. It cannot be applied toward any other certificate.
This unique e-training course is designed to improve your chances of passing the Certified Business Analysis Professional (CBAP) certification exam on the first try. The demand for professionals with the CBAP certification is growing within industries across the globe as organizations struggle to create disciplined approaches for eliciting and managing requirements. To earn the CBAP credential offered by International Institute of Business Analysis (IIBA), you must demonstrate the required business analysis experience and pass a 3.5-hour, 150-question exam, covering all knowledge areas of IIBAs A Guide to the Business Analysis Body of Knowledge (BABOK Guide). You will find out exactly what you need to know and how to prepare yourself to fulfill the requirements for each BABOK Guide knowledge area, including the business analysis techniques identified in each area. You will become familiar with the makeup and format of the exam itself by answering practice questions within each lesson. You will get a chance to explore the rationale behind each answer with your instructor, a certified CBAP. In addition, after youve completed the lessons, youll have the opportunity to take real-life practice exams to put your skills to the test. As part of the course, you will be able to download ESIs BA Techniques Handbook, which is a stand-alone guide that describes in detail each of the business analysis techniques covered by the BABOK Guide. The BA Techniques Handbook explains the purpose of each technique, how the technique can be used, and where it is referenced in the BABOK Guide. In the course, you will also have access to numerous other study aids and memorization drills that will further enhance your familiarity with the BABOK Guide. IIBA, the IIBA logo, BABOK and Business Analysis Body of Knowledge are registered trademarks owned by International Institute of Business Analysis CBAP is a registered certification mark owned by International Institute of Business Analysis
Additional study tools available.
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ESI vIEWPoINTS
Why Modeling Works and Your Solutions Development Process Could Fail Without It
One of the keys to successful solution development is effective stakeholder interaction, and one of the keys to facilitating interaction is modeling. Modeling is the translation of complex thoughts, ideas and interactions into a comprehensible visual representation that can be easily shared, debated and revised with stakeholders at multiple levels. Because the approach provides instant visual insight into opportunities for improving efficiencies, demonstrating traceability and validating requirements, it is a proven and powerful tool for business analysts. Modeling helps to enable collaboration, identify issues and assure solution buy-in. In fact, organizations that dont adopt modeling may run the risk of prolonged inefficiencies, duplicated efforts and squandered financial opportunities.
ESIs Modeling Courses:
what exactly are the advantages of Business Modeling?

Consider modeling and its different variations as invaluable techniques in your business analysts interactive communications tool belt, offering better quality ways to speak to and engage a variety of audiences and stakeholders. With text-based communications, its all too common for personnel to get bogged down in the semantics of a single word or phrase, easily leading to confusion and conflict. But visually based modeling techniques can clearly articulate ideas, requirements and consequencesall with more speed and less subjectivity than written descriptions. The various forms of modeling help promote a visual, commonly understood language across departments, so stakeholders can focus on solving the problem or realizing the opportunity and not the semantics that often plague delivery.
Process Modeling Management Use Case Modeling Logical Data Modeling
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Contract Management Courses

Poorly written and administered contracts cost organizations and individuals time, money, and resources. Increasingly, contracts professionals are on the front line of business transformation efforts. ESIs contracting programs equip you with the knowledge needed to navigate the entire procurement process from acquisition planning and source selection to contract administration. Have your work in contracts make a difference. See the Federal Supply Schedule GS-02F-0058P for discounts if you are a federal employee.
Associates Certificate in Contract Management
COMPLETE THREE COURSES within two years, as follows: Federal Contracting Basics or Contract Management Principles and Practices The remaining two courses may be taken from the following:
Masters Certificate in Government Contracting

CoMplete seven Courses within four years. You must complete the following five core courses: Federal Contracting Basics (CON 110) Negotiation Strategies and Techniques Source Selection: The Best-Value Process (CON 111) Contract Pricing Operating Practices in Contract Administration (CON 112) The remaining two courses may be taken from the elective courses listed below:
Core Government Contracting Courses Specialized Contracting Courses Business Skills Courses (LiMiT OnE)
DAWIA/FAC-C Equivalent Courses Contract Management Electives Courses Commercial Contracting Courses project Management Courses It project Management Courses Courses for experienced project Managers Business Analysis Courses Business skills Courses
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Federal Contracting Basics

CON 110: Mission Support Planning
You wIll learN to:
Updated!
Classroom $1,845 (5 days) 8:30 am3:30 pm, except last day 8:30 am12:30 pm Course Code PRO-BLQ
KeY topICS
Introduction to the Federal Marketplace Contracting: roles and responsibilities Introduction to the Far overview of the Federal Contracting process Key Contracting policies acquisition planning Contract Structure and Content Contract Formation policies and processes Contract administration policies and processes
Utilize the Federal Acquisition Regulation (FAR) as a primary resource document Pinpoint solutions to common problems Locate, understand and implement the rules of contracting Identify important sources of marketing information Implement the keys to successful contract administration
CourSe SYNopSIS As a contracting professionaleither new to procurement or with years of experienceyour skills and knowledge directly contribute to the success and growth of your organization and to the development of your career. By attending Federal Contracting Basics, youll receive the proven tools and guidance you need to fulfill your key responsibilities and to contribute to the success of the contracting projects in which you are involved. Federal Contracting Basics is an intensive, fiveday introduction to government contracting, giving you the information you need to understand procurement from start to finishfrom acquisition planning through contract closeout. Youll analyze key issues fully and receive a clear understanding of their practical application to your everyday job responsibilities. Youll learn how federal contracting really works, how to find solutions to common problems, how to understand the content of key contract documents and how the regulatory environment impacts business decisions. All of this will be accomplished through dynamic lectures, case studies and interactive exercises. In addition, youll receive a copy of the FAR for permanent reference. You will use your copy of the FAR extensively throughout the course as you research a wide range of topics. You will learn how the FAR is structured, maintained and updated so that you will be able to use it to your full advantage in your ongoing development as a contracting professional. reminder: Participants taking this course should not take Contract Management Principles and Practices.
COURSE SCHEDULE
DAWIA/FAC-C Equivalency: CON 110 DAWIA and FAC-C Level I ACE CREDIT recommendation: Undergraduate 2 credit hrs PDUs: 28 CEUs: 28 CPE credits: 34
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Negotiation Strategies and Techniques

Classroom $1,845 (5 days) 8:30 am3:30 pm, except last day 8:30 am12:30 pm Course Code PRO-BRR
You wIll learN to:
KeY topICS
preparing for Negotiation Identify issues Separating primary from secondary issues Setting three positions on each primary issue Using a priority system Executing with focus Conducting the Negotiation Creating rapport Forming conflict ranges Resolving the conflict ranges Summarizing the resolution Influencing the other party 65 techniques for influence Developing a negotiator profile of the other party Managing the negotiator profile by understanding your own profile and adapting it to the other party developing Negotiation Strategies Utilizing rational competition Utilizing reciprocity Identifying Negotiation Style Style types Managing others style Identifying your natural style
Strategize and prepare for contract negotiations Use proven techniques for conducting a negotiation session Acknowledge your strengths and use them to your advantage at the negotiating table Use 65 proven techniques for influencing the other party Maximize key listening and question-asking skills that get you the information you need
CourSe SYNopSIS One of the most vital skills required in procurement is the ability to negotiate contracts, in a wide range of settings, over both large and small issues. This course provides a solid battery of strategies, tactics and skills effective in contract formation and contract administration negotiations. Every key phase of the negotiation processfrom start to finishis covered in this dynamic course. The course engages participants through a series of negotiation trials, providing valuable situational experience. Youll discover the merits of thorough preparation as you identify and resolve issues and guide efforts toward measurable goals. This step-by-step preparation process focuses the participant on setting organizational priorities, positioning to exert influence and achieve organizational goals, and developing the ability to synchronize the outcome of the negotiation process with the needs of their organization. It is essential that contract personnel not only be able to plan for a negotiation, but also be able to lead it. During this course, youll have the opportunity practice new tools and techniques for leading a negotiation. Youll perform a series of increasingly challenging negotiations, which will be videotaped to offer immediate feedback on your negotiation skills and invaluable experience in putting theory into practice. The new skills youll gain from this course can be immediately applied to other contracting situations in which formal and informal negotiations of all varieties take place. And, upon re-entering your organization after the course, youll be equipped to profile other negotiators, which is useful in diagnosing skills and improving performance in future negotiations.
COURSE SCHEDULE ACE CREDIT recommendation: Undergraduate 2 credit hrs PDUs: 28 CEUs: 28 CPE credits: 34 CDUs: 28
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Source Selection: The Best-Value Process

CON 111: Mission Strategy Execution
You wIll learN to:
Updated!
Classroom $1,845 (5 days) 8:30 am3:30 pm, except last day 8:30 am12:30 pm Course Code PRO-BWM
KeY topICS
the Competitive Source Selection process Market research and acquisition planning Solicitation preparation development of evaluation Factors and Instructions Contractor proposal development and Submission evaluating proposals Contract pricing exchanges with offerors Source selection and award postaward activities
Communicate key source selection terms Discuss the basic goals and rules of source selection Conduct effective market research and acquisition planning Prepare evaluation factors and standards, and a source selection plan Draft proposals that map to government requirements Evaluate proposals, including the application of different rating and scoring methods Establish a competitive range and conduct exchanges with offerors Document a source selection decision that supports the cost/technical trade-off Prepare for debriefings and (if necessary) bid protests
COURSE SCHEDULE
CourSe SYNopSIS How do you pick the winner? How can you increase the likelihood of being the winner yourself? One of the most critical steps facing agencies and contractors in government contracting is source selectionthe process agencies follow to choose among competing proposals. In response to demands for improvements in the quality of supplies and services, federal agencies are increasingly using best-value criteria to award contracts. While the process gives agencies great latitude, the procedures are demanding of agency personnel and competing offerors. In addition, the rules give you little guidance on how best to select evaluation factors and evaluate proposals. Through lectures and comprehensive case studies, this hands-on course will provide you with a solid understanding of what the rules mean and skill training on the principles and processes of sound business decision analysis and decision making. In addition to being of enormous value to government personnel, this course offers industry professionals a wealth of insights into the source selection process and the tools to use those insights to develop effective, winning proposals.
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Contract Pricing
Classroom $1,845 (5 days) 8:30 am3:30 pm, except last day 8:30 am12:30 pm Course Code PRO-BFW
You wIll learN to:
Updated!
KeY topICS
overview of Contract pricing Industry pricing Strategies Market research Cost estimates Contract terms and Conditions government pricing Strategies price analysis Cost analysis pricing Changes
Develop and maintain cost estimating systems that deliver justifiable pricing information Evaluate price and cost proposals Establish and justify fair and reasonable prices Prepare successful price and cost proposals Recognize and apply common industry pricing strategies Identify the right cost- and pricingrelated data to require from offerors
CourSe SYNopSIS How do you determine the appropriate price for a contract? How does the government evaluate prices? How do contractors set prices? The answers to these questions form the core of this course. Contracting officers are required to award contracts at fair and reasonable prices. While this sounds clear, it presents an enormous challenge to contractors and government personnel. Contractors must establish and support their proposed prices in a manner that enables the government to make a determination of price reasonableness. And, from the other side, government personnel must exercise skill in price and cost analysis to support the contracting officers pricing decision. Mistakes in the process can be costly to all parties concerned. This course offers you a comprehensive, practical approach to establishing and evaluating prices for government contracts. Youll receive thoroughly up-to-date coverage of The Federal Acquisition Streamlining Act of 1994 and the Clinger-Cohen Act on key pricing issues. Plus, youll learn about updates to the Truth in Negotiations Act and the Federal Acquisition Regulation (FAR) cost principles and about the unique challenges you face when pricing commercial items. recommendation: Please bring a calculator to class.
COURSE SCHEDULE ACE CREDIT recommendation: Undergraduate 2 credit hrs PDUs: 28 CEUs: 28 CPE credits: 34
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Operating Practices in Contract Administration

CON 112: Mission Performance Assessment
You wIll learN to:
Updated!
Classroom $1,845 (5 days) 8:30 am3:30 pm, except last day 8:30 am12:30 pm virtual Classroom $1,845 NeW! Course Code PRO-BSC
KeY topICS
Contract administration planning postaward orientation performance Monitoring problem resolution Contract Modifications/options Contract payments Subcontracting property administration Contract termination Contract Closeout
Effectively conduct contract administration and manage change Interpret contracts and recognize terms and conditions that protect or threaten you Keep contracts and subcontracts on track every step of the way Modify, terminate and closeout contracts Apply hands-on systems for performance monitoring and swiftly spot and correct problems Document a contract administration plan
CourSe SYNopSIS Just as a chain is only as strong as its weakest link, a contract can be only as strong and as successful as its administration. In this highly practical course, youll address all aspects of effective contract administrationfrom initial award to final closeout. Special emphasis will be given to successful administration of contracts: problem avoidance, day-to-day operating practices, performance monitoring systems, early detection and correction of nonperformance, payment, contract modifications and working relationships. Youll learn proven practices for getting contracts off to a solid start, keeping them on track and handling every problem that arises. To obtain maximum benefit from the course, you should have a basic knowledge of the procurement process. For those pursuing a Masters Certificate in Government Contracting, this is the final required core course, and it concisely integrates all the concepts and techniques presented in the other four core courses.
COURSE SCHEDULE
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Shaping Win-Win Acquisitions (CON 100)

Classroom $1,645 (4 days) 8:30 am5 pm Course Code GCP-DSQ
thIS CourSe IS For You IF:
KeY topICS
acquisition environment Federal Contracting Customers Federal Contract law leading teams and problem Solving procurement ethics and oversight Commercial Marketplace Financial Fundamentals for Contracting professionals getting to win-win Business alternatives e-Business and the end-to-end procurement process acquisition Careers
Function as a business manager in the federal contracting environment Work with the customer and the financial and commercial communities to fashion win-win acquisitions Perform market research Take advantage of e-business technologies and systems in the contracting world Select training and development opportunities for career progression Apply current federal and DoD acquisition initiatives and new policies
COURSE SCHEDULE DAWIA/FAC-C Equivalency: CON 100 DAWIA and FAC-C Level I PDUs: 30 CEUs: 30 CPE credits: 36
CourSe SYNopSIS Those new to contracting will gain a broad, comprehensive understanding of the environment in which they serve. You will develop professional skills for making business decisions and advising other acquisition team members toward success in meeting customers needs. Participation in small group exercises will prepare you to provide contracting support within the overarching business relationships of government and industry and the political roles and relationships required.
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Cost Analysis and Negotiation Techniques

CON 217: Cost Analysis and Negotiation Techniques
You wIll learN to:
KeY topICS
Cost analysis Basics Contract audits Internal Control Systems Contract Negotiation Strategies project Management Best practices and Contract analysis Statistics in Contract pricing Simplified regression analysis learning Curve (Improvement Curve) analysis analyzing direct labor, Material and other Costs analyzing Indirect Costs
Determine when cost analysis should be used Identify the use and application of a contract audit Outline the process for preparing to conduct contract negotiations Recognize the implications of having an acceptable or unacceptable estimating and accounting, purchasing and internal control systems Determine a prenegotiation objective for direct material, direct labor and other direct costs Determine a prenegotiation objective for indirect costs, facilities cost of money and profit/fee
Classroom $1,845 (5 days) 8:30 am5 pm, except last day 8:30 am12:30 pm Course Code GCP-DJN
CourSe SYNopSIS In this course, youll learn the cost and pricing knowledge and skills essential for making sound contracting negotiation decisions. Building on the basic skills learned in Level I contracting courses and on-the-job experiences, Cost Analysis and Negotiation Techniques introduces the techniques needed to analyze cost proposals to establish prenegotiation objectives for the various elements of cost contained in the proposals. Through an integrated case study, participants will demonstrate, using computers and software, their ability to calculate a cost objective and a price/ cost objective and determine their pre-negotiation position based on their calculations. This course is recommended for contracting personnel who work in positions requiring unlimited contracting officer warrants or a Level II Defense Acquisition Workforce Improvement Act (DAWIA) certification. recommended prerequisite: To follow DAU requirements, ESI recommends students have at least two years of contracting experience and have completed the Level I CON courses, as well as CON 214, CON 215 and CON 216 prior to taking this course. Recommendation: You are encouraged to bring your laptop to use in this course. Also, you will receive a tool to help you apply what you learn in class back on the job.
COURSE SCHEDULE
DAWIA/FAC-C Equivalency: CON 217 DAWIA and FAC-C Level II ACE CREDIT recommendation: Undergraduate 2 credit hrs PDUs: 335 CEUs: 34 CPE credits: 40
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Earned Value Management Fundamentals

Classroom $1,845 (5 days) 8:30 am4 pm, except last day 8:30 am12:30 pm Course Code GCP-DDP
BCF 102: Fundamentals of Earned Value Management

You wIll learN to:
KeY topICS
earned Value Management (eVM) process EVM and cost, schedule and performance EVM variables and metrics project Scope Management Work breakdown structure (WBS) and organizational breakdown structure (OBS) Cost, schedule and performance criteria accounting Systems Control accounts for projects Subcontractor reports Scheduling and Budgets Scheduling techniques Budget and Performance Measurement System (PMS) Resource leveling project planning and Measuring progress Elements of the Performance Measurement Baseline (PMB) Project/program funding data Collection and estimating Cost at Completion Cost and schedule variables at the control account level Budget, earned value, actual cost, schedule variance and cost variance Change Control and Baseline Maintenance External and internal changes on PMB Programmatic changes and performance variances external reporting EVM external reports Cost performance report Cost/schedule status report Contracting and Contract Status Contract processes and EVM Risk factors the Integrated Baseline review Integrated Baseline Review (IBR) Agency IBR policy Surveillance and program/project execution EVMS surveillance
Employ a practical process to manage project cost, schedule and performance Identify the program management data elements and processes associated with PMB development Describe how the ANSI EVM Industry Standard is used to certify EVM-integrated management systems Explain the IBR process and purpose, as well as compute selected EVM metrics and estimates at completion Describe, in plain language, acronyms and meanings of EVMassociated vocabulary Identify acquisition organizations, stakeholders and formal agreements associated with EVM
COURSE SCHEDULE
CourSe SYNopSIS
DAWIA Equivalency: BCF 102 DAWIA Level I PDUs: 30 CEUs: 30 CPE credits: 36
As a member of an integrated procurement team, your success depends on having an understanding of the contractors performance against a baseline. This course will introduce you to the fundamental concepts of earned value management (EVM). Youll get a hands-on overview of the process of EVM, from project development to execution. You will learn the language associated with EVM as it applies to federal acquisition management and dealing with OMB in the budget process. The course emphasizes the processes related to the Performance Management Baseline (PMB), the Integrated Baseline Review (IBR), and the American National Standards Institute (ANSI) for EVM systems. Youll also learn about evaluating and computing basic EVM metrics and EVM metrics-based Estimates at Completion (EAC). Youll gain valuable EVM skills through hands-on exercises and a multi-part case study that takes you from EVM project baseline formation at the beginning of the project life cycle through the challenges of ongoing assessments and reassessments of cost, schedule and performance changes. Youll end the course with an understanding of project surveillance and program/project execution. This approach allows you to practice new skills and ask questions as you assimilate a broad array of practical experience that can immediately be applied when you return to the workplace.
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Legal Considerations in Government Contracting

CON 216: Legal Considerations in Contracting
You wIll learN to:
KeY topICS
overview of government Contract law Funding and Fiscal Matters Intellectual property Subcontracting Considerations award Issues protests Key legal Issues with Inspection and acceptance Change Management Claims and disputes and Contract terminations procurement Fraud
Identify the major sources of procurement law Communicate the ethical principles that apply to government contracts Outline issues related to the acquisition phases and their legal implications Recognize the legal obligations of both parties when a contract performance issue arises
Classroom $1,645 (4 days) 8:30 am5 pm Course Code GCP-DJM
CourSe SYNopSIS In this course, youll build upon your learning from Level I contracting courses, the prerequisite Level II courses and your on-thejob experiences to gain the legal knowledge essential in making sound government contracting decisions. Legal Considerations in Government Contracting introduces the legal foundations and sources of law relevant to the procurement process, including authority and ethics. It addresses various legal issues that may develop during the phases of a contract, such as protests, subcontracting considerations, inspection and acceptance issues, fraud and contract termination. Case studies based on federal court and board of contract appeals decisions are incorporated throughout the course to reinforce the foundations of government contact law. This course is recommended for contracting personnel who work, or are expecting to work, in positions requiring unlimited contracting officer warrants or a Level II Defense Acquisition Workforce Improvement Act (DAWIA) certification. Recommended prerequisite: To follow DAU requirements, ESI recommends students complete the Level I CON courses, CON 214 and CON 215 prior to taking this course.
COURSE SCHEDULE
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Preaward Business Decisions in Contracting

Classroom $1,645 (4 days) 8:30 am3:30 pm Course Code GCP-DJK
CON 214: Business Decisions for Contracting

You wIll learN to:
KeY topICS
Strategic Sourcing Strategy and tactics Strategic sourcing Benefits Characteristics (collaborative, structured) Contracting officers role Misperceptions Strategic sourcing phases Business relationships in Sourcing Industry-wide challenges in sourcing Essential ingredients of effective relationships risk Management Risk (elements and types) Risk management: Benefits in a sourcing environment ESI Risk Management Model Managing risk during acquisition planning Source Selection Contracting by negotiation (FAR Part 15) Source selection process Contract payments Invoice vs. contract financing payments Contract financing Commercial items and financing Non-commercial items and financing Subcontracting plan Considerations Make-or-buy program Subcontracting plans Managing subcontract risk (contractor purchasing system review) Requiring consent to subcontract Advance notification of subcontract Flow-down decision making (mandatory, optional) Contractor responsibility Standards of responsibility Making a responsibility determination Suspension and debarment
Identify strategic sourcing recommendation based upon the results of a spend analysis Identify how business relationships affect customer support Recognize contract risks and appropriate management strategies Identify the source selection processes and procedures Select the appropriate contract financing terms and/or conditions for a given contract Determine subcontract requirements Determine if a contractor is responsible
COURSE SCHEDULE
CourSe SYNopSIS
In this course, youll build upon your learning from Level I contracting courses and your on-the-job experiences to gain the knowledge and skills essential in making sound preaward business decisions. While the course focuses on these important preaward business decisions, it goes beyond the preaward phase of government contracting to address the ramifications of preaward decisions on the award and postaward phases. Through the courses dynamic lectures and interactive exercises, youll gain insight into the techniques used for building successful business relationships, conducting source selections and determining contractor responsibility. Youll also explore the benefits of strategic sourcing and spend analysis, the various methods of providing contract financing and subcontracting plan considerations. Reminder: This course is recommended for intermediate-level contracting personnel with DAWIA Level I contracting certification and two years of contracting experience.
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Federal Architect-Engineer Contracting (CON 243)

You wIll learN to:
New!
Classroom $1,845 (5 days) 8:30 am4:30 pm Course Code GCP-DRZ
KeY topICS
a-e Contracting overview project Initiation and advertising performance work Statement Selection procedures Cost principles government estimate and rFp Negotiation Quality Management
Describe the overall process for managing a government architect-engineer project Describe which laws pertain to government architect-engineer contracting Determine whether Brooks Act procedures are required for an architect-engineering project Use Brooks Act procedures to advertise, evaluate and select an architect-engineer firm Negotiate, award, manage and administer a government architect-engineering contract Understand critical pre- and post-award functions for government architect-engineer contracts
COURSE SCHEDULE
CourSe SYNopSIS In this course, you will learn the basics of managing Federal Architect-Engineer contracts. Whether you are a government employee working with these contracts or a private industry contractor looking to break into the government contracts market, Federal Architect-Engineer Contracting offers an overview of many of the issues related to these very specific types of government contracts. Case studies and exercises are incorporated throughout the course to reinforce the knowledge and functional application of the topics covered. This course is recommended for anyone, government or private industry, who has to work with or prepare federal contracts for architect engineer firms. In addition, this course will be suitable for anyone seeking elective units for Level II Defense Acquisition Workforce Improvement Act (DAWIA) certification.
DAWIA Equivalency: CON 243 PDUs: 35 CEUs: 35 CPE credits: 42
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Federal Construction Contracting (CON 244)

Classroom $1,845 (5 days) 8:30 am4:30 pm Course Code GCP-DS1
New!
The Business of Building for the Government

You wIll learN to:
KeY topICS
overview of Construction Contracting acquisition planning Construction Solicitation development and Issuance Special aspects of Construction Contracting proposal evaluation and award Construction Contract administration Changes and Modifications Claims, disputes and terminations payments and Closeout
Manage the construction contracting process from project planning to post-project closeout Calculate, prove and recover additional costs Present and defend against claims Comply with federal and state statutes and requirements Perform quality assurance of support
CourSe SYNopSIS
COURSE SCHEDULE
DAWIA Equivalency: CON 244 PDUs: 35 CEUs: 35 CPE credits: 42
In this course, you will learn the basics of federal construction contracts. Whether you are a government employee working with these contracts or a private industry contractor looking to break into the government contracts market, Federal Construction Contracting offers an overview of many of the issues related to these very specific types of government contracts. Case studies and exercises are incorporated throughout the course to reinforce the knowledge and functional application of the topics covered. This course is recommended for anyone, government or private industry, who has to work with or prepare federal contracts for construction firms. In addition, this course will be suitable for anyone seeking elective units for Level II Defense Acquisition Workforce Improvement Act (DAWIA) certification.
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Applied Administration of Government Contracts

You wIll learN to:
Updated!
Classroom $1,645 (4 days) 8:30 am4 pm Course Code GCP-DPG
KeY topICS
planning for Successful Contract administration Contract administration plan Potential contract administration issues Risk management and contract administration Post-award orientation Alternative Dispute Resolution (ADR) Intellectual property Monitoring for performance and Quality Planning for quality control Oversight roles and responsibilities Quality assurance surveillance plan Quality control plan Tracking performance Management of performance problems Major and minor non-conformance Monitoring of external issues Acceptance and transfer of ownership documentation and evaluation Legal and best-practice reasons to document What and how to document Monitoring Costs and payments Monitoring the contractors cost control Preventing Antideficiency Act violations Cost accounting and audits Cost treatment by contract type Tying payment to performance Modifications and Changes Reasons for contract modification Illegal modifications Process for contract modification Approaches for equitable adjustment Adjustments for unabsorbed indirect cost Economic price adjustments Price redeterminations Modifications that reduce contract quality Adjustments for defective pricing disputes, Claims and appeals Preventing disputes, claims and appeals Dispute, claim and appeal procedures Terminating the contract Final assessment of Contract performance Routine vs. quick closeout Assessing the prime contractors performance Assessing the subcontractors performance Assessing and improving the governments contract administration
Manage the key factors that influence contract administration Apply effective techniques for monitoring costs Execute new strategies for assessing and solving complex contract issues
CourSe SYNopSIS Designed to enhance your skills, career and organization, Applied Administration of Government Contracts presents sophisticated, hands-on instruction for government and contractor personnel. Blending theory, everyday application and proven practices, the course focuses on the most complex aspects of contract administration, including planning, performance issues, modifications, cost monitoring, price adjustments and disputes. The emphasis is on large, traditionally difficult, multi-task contracts and on the options and responsibilities government and industry administrators have at each key phase. Youll learn new ways of assessing, managing and solving complex administration challenges and issues. Through case studies, exercises and real-world examples, you will receive the management tools necessary for handling difficult administration situations successfully, and for reinforcing and building on your management competencies. reminder: Participants who have taken Advanced Contract Administration should not take this course.
COURSE SCHEDULE
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Applied Earned Value Management

Classroom $1,445 (3 days) 8:30 am3:30 pm Course Code GCP-DDQ
You wIll learN to:
KeY topICS
Basic elements of performance Measurement Statutes and policies related to EVM Earned value (EV) independent variables establishing a performance Measurement Baseline (pMB)part I Work breakdown structure Organizational breakdown structure Responsibility assignment matrix Reporting relationships Accounting system Costs and cost variance Material costs establishing a pMBpart II Integrated master schedule (IMS) Schedule integration Scheduling techniques Master schedule and control accounts Budgeting and management reserve Resource leveling earned Value analysis EV techniques Realism of the cost curve Realistic program/project targets Evaluating the baseline Material cost vs. labor performance data Collection and estimating Cost at Completion Performance reports Summarization and interpretation of data Schedule performance index (SPI) Cost performance index (CPI) The EVM EAC equation To complete performance index (TCPI) Change Control and Baseline Maintenance Internal replanning/rephrasing work or budget Overtarget baseline (OTB) Budget at completion (BAC) Cost variance or utilization of management reserve the Integrated Baseline review (IBr) Statutory requirements Elements of IBR Pre-IBR tasks Surveillance and Certification Certification of the contractors system Primary surveillance responsibility Surveillance plan Contractor corrective actions
Discuss the elements of a performance management system Follow key policies, regulations and guidelines governing a performance management system Comply with the industry standard (ANSI/EIA Standard 748) for earned value management systems (EVMS) Leverage the EVMS surveillance process to effectively manage cost, schedule and technical performance Use the performance management system as an integrated project management tool to facilitate improved planning and control of cost, schedule and work scope Provide management with the necessary information to ensure that day-to-day decisions keep performance consistent with program objectives
COURSE SCHEDULE
CourSe SYNopSIS Applied Earned Value Management emphasizes the processes related to the Performance Management Baseline (PMB), the Integrated Baseline Review (IBR) and the American National Standards Institute/Electronic Industries Alliance Standard 748 (ANSI/EIA-748) for Earned Value Management (EVM) systems. Youll gain hands-on knowledge of the EVM process and EVM metrics, as well as an overview of the EVM process from project development to execution. Youll learn to use tools for managing data associated with EVM as they apply to federal acquisition management in the cost contract environment. Youll also learn EVM skills through hands-on exercises and a multi-part case study that takes you from EVM project baseline formation at the beginning of the project through the challenges of ongoing assessments and reassessments of cost, schedule and performance to the project changes. reminder: This course is designed for those who will be required to calculate and interpret the EVM data generated in capital asset acquisitions. The course has been designed for federal members of integrated procurement teams and for commercial personnel dealing with EVM on government contracts. While the course is based on the governments use of EVM for major capital asset investments, commercial contracting personnel will find they can readily apply the principles taught here to commercial capital asset investments as well.
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Contract Closeout
You wIll learN to:
KeY topICS
Introduction to Contract Closeout Contract life cycle Contract completion The contract file Importance of timely closeout FAR time standards for closeout Funding closeout Roles in the closeout process Key contracting officer (CO) closeout responsibilities Key project officer (PO) closeout responsibilities Key property administrator closeout responsibilities Closeout principles and Strategies Contract closeout planning Closeout strategies Audit coordination strategies Strategies for dealing with contractors Quick closeout procedure Strategies for maximizing use of quick closeout Steps for a Successful Closeout Managing contract closeout Steps in contract closeout Step 1: Verify contract completion Step 2: Obtain all forms, reports and clearances Step 3: Resolve outstanding issues Step 4: Initiate final payment Step 5: Deobligate excess funds Step 6: Prepare contract completion statement Step 7: Dispose of contract file additional Closeout Issues Importance of past performance Requirement for past performance Past performance evaluation Quick closeout: a closer look Improving the closeout process Common closeout problems Late submission of final indirect rate proposal Closeout tips Audit delays Automated system reconciliation problems
Explain the regulatory requirements that influence the federal contract closeout process Save time and money by mastering techniques and practices to complete the closeout process timely and effectively Coordinate the roles of multiple players involved in closing contracts Improve the closeout process from the perspectives of todays federal rule makers and procurement professionals Overcome obstacles and close contracts in a timely manner
Classroom $1,345 (2 days) 8:30 am3:30 pm Course Code GCP-DCG
CourSe SYNopSIS Contract closeout is the most unheralded phase of the procurement process, yet, when performed efficiently and effectively, it can protect the governments interests and free up significant dollars for current-year program priorities. This practical, two-day course strikes an optimal balance between theory and practice by presenting the regulatory basis for the contract closeout process and then taking participants beyond theory to a real-life perspective on the challenges of actually doing closeout. Interjected liberally throughout the course are valuable, proven tricks of the trade to help participants overcome the many pitfalls and delays inherent in the closeout of complex contracts. A variety of case studies and exercises will bring the real world of contract closeout to the classroom. Youll leave this course armed with a thorough, up-to-date knowledge of the current rules and practices of contract closeout and a newfound confidence in your ability to apply this knowledge when you return to the office.
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73
Contract Disputes and Terminations

Classroom $1,345 (2 days) 8:30 am3:30 pm Course Code GCP-CZZ
You wIll learN to:
KeY topICS
Introduction Definitions Types of terminations Disputes and remedies terminations for Convenience (t4Cs) Historical basis The right to terminate for convenience Bases for applying T4C remedies Procedural requirements T4C settlements Special rules applicable to commercial item contracts terminations for default (t4ds) The right to terminate for default Grounds for T4D Notice requirements Contractor defenses Procedural requirements Rights and liabilities of the government and the defaulted contractor Special rules applicable to commercial item contracts Contract disputes The Contract Disputes Act (CDA) Other disputes legislation Claims asserted by contractors Claims asserted by the government Disputes under commercial item contracts Appellate forums and procedures Alternative dispute resolution
Determine when and how a contract may be terminated for convenience Calculate the amount due under a termination settlement proposal Apply the rules applicable to terminations for default and identify contractor defenses Determine the rights and liabilities of the parties after a termination for default Prepare a claim, issue and respond to a contracting officers final decision and comply with the limitations statutes Identify opportunities for Alternative Dispute Resolution (ADR)
COURSE SCHEDULE
CourSe SYNopSIS
Contract disputes and terminations are the most problematic aspects of contract administration for both the government and the contractor. At the time of contract award, neither party expects that the contract will be terminated prior to its scheduled completion date or that the parties will be filing one or more claims against each other. When such events do occur, success will go to the party that is better prepared. This course prepares government and contract personnel to deal effectively with the complex issues that arise when a contract is terminated or a claim is submitted. In addition to addressing the many procedural rules that could mean the difference between success and failure, this course merges the discussion of terminations and contract disputes so participants can gain a better appreciation of the many ways in which these two processes are interrelated.
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Contractor Purchasing System Review

You wIll learN to:
KeY topICS
CpSr purpose and objectives When a CPSR is required Identifying contractors for CPSRs ACO responsibilities Timeline for the CPSR Major purchasing areas in the CPSR governments risk assessment of Contractor Determining potential risk Approval status history and recommendations Contractors mix of customers and contract types DCAA audit reports and CO input Contractors workforce and self-governance Contractors market position the review process Information requested from the contractor The contractors support requirements Entrance conference Review of contractor procedures Review of purchase orders and subcontracts areas of emphasis Preaward activities Financial Management of major subcontracts Purchasing Public law and small business compliance Notification and Consent to Subcontract The governments interest The FAR requirement Contractors without an approved purchasing system Advanced notification requirements: cost-reimbursement prime contracts ACO considerations in granting consent Limitations on consent Practical considerations for notification and consent
Explain the purpose and government objective of the Contractor Purchasing System Review (CPSR) Describe the contractor risk assessment Detail the CPSR process Identify what areas will be reviewed by the auditor Apply practical tips when preparing for a CPSR Explain the notification and consent process
Classroom $1,345 (2 days) 8:30 am3:30 pm Course Code GCP-DNB
CourSe SYNopSIS Having your purchasing system meet government requirements may be vital to your continued success as a contractor. At the very least, withheld approval can mean lost contract opportunities, increased administrative burdens, and the prospect of more frequent CPSR reviews long after deficiencies are improved. Whether youre part of a large company striving to maintain your purchasing system approval or an emerging company approaching the threshold for review, this course contains guidance that is key to your operations. This course fully analyzes a CPSRits requirements, procedures, rights and obligations. The CPSR process is considered from a legal/policy viewpoint, as well as from a daily, on-the-job compliance perspective. In addition, the course uses the actual training guide utilized by the government for its auditors. Fully up-to-date, this course includes discussions of the latest developments affecting contractor compliance with purchasing system requirements.
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75
Cost Estimating
Classroom $1,345 (2 days) 8:30 am5 pm Course Code GCP-CMB
You wIll learN to:
KeY topICS
overview of Cost estimating Significance of the cost estimating process Cost estimates in project management vs. acquisition Challenges faced by cost estimators Characteristics of a credible cost estimate Types of cost estimates the Cost estimating process Public vs. private sector cost estimating process GAOs twelve step cost estimating process Attributes of a successful cost estimating team Cost estimating planning Customer and provider proposal processes estimating Methodologies Cost elements used in estimating techniques Analogy Regression analysis Vendor quotes or catalog prices Learning curves PERT estimates and distributions Top-down estimating technique Cost factor estimating Bottoms-up (detailed) estimating Special estimating issues Cost risk and uncertainty Factors contributing to program risk and uncertainty ESIs Risk Management Model Sensitivity analysis Changes in cost estimate uncertainty S-Curve Validating and documenting the estimate Mapping GAOs twelve steps to characteristics of a high-quality estimate Validating the cost estimate Documenting the cost estimate linking the Credible Cost estimate to the eVM System Managing program/project costs Using the cost estimate as the foundation of EVM analysis Steps in the EVM process Risk factors warranting EVM surveillance Common indicators of poor program performance Rebaselining
Manage the cost estimating process throughout the project life cycle Incorporate risk and uncertainty into estimates
CourSe SYNopSIS Cost estimating is a fundamental yet challenging task for contract and project managers. Participants will receive instruction on the cost estimating process, principles and procedures based on bestpractices and the GAO Cost Estimating and Analysis Guidebook. In addition, they will learn the step-by-step processes for developing accurate and realistic project cost estimates and form a baseline for tight financial control. They will also learn how to incorporate risk and uncertainty in their estimates, provide range estimates and manage the cost estimating process throughout the project life cycle. The integrated case study will give participants an opportunity to apply the cost estimating process to a realistic IT scenario using both time-tested estimating techniques and recent innovative approaches. Participants will benefit from seasoned advice on avoiding pitfalls, mistakes and inaccuracies that can spell the difference between failure and success in any project.
COURSE SCHEDULE
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COTR Management of IT Service Contracts

You wIll learN to:
KeY topICS
Key principles for Success Critical COTR skills Examples of IT contract debacles and tips for avoiding them The risk focused IT acquisition process planning and Scoping the It acquisition Developing clear and concise IT Statements of Need Identifying, analyzing and documenting It risk A strong IT risk management program Assessing risk Risk quadrant map Conducting Market research and Collaborating with the It Industry IT market research process Market research techniques developing performanceBased It requirements Three types of orientation: process, effort and results Benefits of using performancebased acquisition (PBA) Building a Streamlined, Flexible It acquisition Strategy IT acquisition strategy and planning Mitigating risk Key issues in contract type selection Available vehicles to meet IT needs developing a risk-Focused It request for proposal (rFp) Key terms and conditions Developing RFP evaluation criteria uncovering Best Value through Innovative Source Selections Exceptions to full and open competition Designing source selection strategies Comparative proposal assessments and cost/technical trade-offs Monitoring Contract performance and handling It risk Essential elements of contracts Types of contractual authority Change management COTR management of buyer-furnished information, equipment and property Inspection and acceptance
Justify the COTR role in planning, awarding and management of an IT contract Analyze and control IT risk throughout the contract management life cycle Apply performance-based acquisition techniques to IT contracts Plan, buy and measure results in IT acquisitions Implement the process model for building effective service level agreements (SLAs) for IT contracts Establish IT-related terms and conditions on the contract
Classroom $1,445 (3 days) 8:30 am3:30 pm Course Code GCP-DDL
CourSe SYNopSIS The contracting officers technical representative (COTR) plays an essential role in the planning, awarding and management of the information technology (IT) contract. Their technical expertise and project management skills are critical in designing performancebased acquisitions that respond to risk, motivate excellent contractor performance and ensure organizational goals and objectives are being met. In this course, youll learn the essential techniques for being an effective COTR on IT contracts. The course addresses the COTRs role throughout the IT contract life cyclefrom defining initial requirements to effective post-award performance management. It will help you understand the importance of early IT risk assessment and how risk mitigation and control influences the entire IT contracting process. Through classroom exercises and case study analysis, you will receive an assortment of practical IT COTR management tools and techniques that can be immediately applied back on the job.
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77
COR Training Program

Classroom $1,845 (5 days) 8:30 am5 pm Course Code GCP-DYL
You wIll learN to:
Updated!
what is a Cor? Federal Acquisition Regulation (FAR) and legal framework FAIs COR competencies Key COR responsibilities Working with the acquisition team Effective communication Negotiation Allowable and prohibited activities Ethical responsibilities the Cor role in acquisition planning Developing the statement of work Performing market research Developing the independent government estimate Developing the quality assurance surveillance plan Developing evaluation factors Obtaining approvals Recommending government property the Cor role in Contract award Providing preaward/postaward technical assistance Proposal evaluation Preparing for contract administration Participating in the postaward orientation the Cor role in Contract administration Administering government property Monitoring contract performance Inspecting, accepting and rejecting contract deliverables and performance Recommending modifications and options Resolving delays Administering stop-work orders Resolving contract disputes and claims Identifying and resolving performance problems Providing termination assistance additional Contract administration Issues Modifications and options Delays Claims Alternative Disputes Resolution Remedies Termination Closeout and lessons learned Documenting past performance Calculating and recommending contractor payment Key tasks required for contract closeout Preparing and communicating lessons learned
Team with the contracting officer (CO) and other acquisition team members to jointly accomplish both the project and public goals of federal acquisition Prepare a requirements package for submittal to the contracting office that includes at minimum a statement of work (SOW), cost estimate and surveillance plan Provide technical assistance to the CO and other acquisition team members during the source selection and award phases Discover effective ways to communicate and influence stakeholders Conduct contract administration duties as authorized by the CO Perform contract closeout and review lessons learned
COURSE SCHEDULE
CourSe SYNopSIS As a designated representative acting on behalf of the government during the contracting process, the contracting officers representative (COR) fills a critical role in the federal acquisition process, acting as technical expert and business partner to both internal and external stakeholders. CORs are responsible for keeping contracting officers fully informed on a projects progress and must monitor, inspect and accept work performed under the contract. This special program provides comprehensive training on managing contract planning, award and performance duties facing CORs. The course emphasizes the CORs unique perspective on the contracting process, providing participants with guidance on the successful performance of the essential COR duties as well as the FAC-COR competencies identified by the Office of Federal Procurement Policy. In addition, the course provides CORs with the skills necessary for anticipating, identifying and solving contract problems. The COR Training Program provides CORs with everything that they need to become business leaders, build mutually beneficial relationships with contractors and ensure that the contracts that they manage provide exactly those products and services the government needs. Note: Students who complete this course (and whose agency has established a single-course COR certification policy) can be certified under FAC-COR by their agency career manager (ACM).
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CPIC and the Exhibit 300

You wIll learN to:
Updated!
esi updates this course based on the oMB circular A-11 Classroom $1,945 (3 days) 8:30 am4:30 pm Course Code GCP-DHB
KeY topICS
Capital planning and Investment Control CpIC in Your everyday life pre-Select phase Select phase Control phase evaluate phase
Define and recognize when to apply to a capital asset Become familiar with the laws mandating CPIC Relate and recognize the alignment of the CPIC, capital programming, investment funding, performance improvement and IT project life cycles Identify and use the supporting documents and tools from OMB in obtaining and maintaining funding and proper justification for your investment(s) Apply all processes in the pre-select, control and evaluate phases Recognize why the information needed on the Exhibit 300 is important and where to find it
COURSE SCHEDULE
CourSe SYNopSIS What can you do to ensure your IT capital investments receive funding? All federal agencies must seek approval and funding for their IT Capital investments through the Office of Management and Budget (OMB). You will review what questions you should ask when your project is in each phase of CPIC life cycle. And, youll discuss the role of the OMB and the role of a programs support documentation. You will learn about a number of guidance documents and requirements, primarily the Circular A-11, part 7, Exhibit 300a and b, and the A-130. In this course, you will learn to recognize the significance of your investments total estimated life cycle costs and to appreciate the growing importance of your investments performance information and adherence to security and privacy laws. Through a hands-on case study, you will work with your team to troubleshoot the changes in your IT investment, the impact of new requirements on your Exhibit 300 submission, when your investments life cycle has shifted and how to get involved in multi-agency collaboration.
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79
Design-Build Contracting
Classroom $1,345 (2 days) 8:30 am3:30 pm Course Code GCP-CFP
You wIll learN to:
KeY topICS
design-Build: a New Method or proven Concept? design-Build: a Brief primer how to Form a design-Build team the owner: Selecting the designBuild project and team design-Build: Selecting the designBuild project and the owner developing the request for proposals (rFp) performance Specifications and Statement of work developing the proposal evaluating the proposal executing the Contract transferring the risk pricing Strategies, progress payments and Schedules Monitoring design-Build through Closeout advantages and disadvantages
Prepare the request for qualifications Prequalify design-build proposers Prepare RFPs and performance specifications Evaluate and select the design-build contractor and document the selection Administer the cost and schedule of the design-build project Manage claim issues unique to design-build projects
CourSe SYNopSIS
COURSE SCHEDULE
Design-build contracting integrates project design and construction into one process, from concept and design through construction to owner occupancy. Although it offers many advantages, this contracting approach brings risks and responsibilitiesto all partiesnot ordinarily associated with traditional construction contracting. This innovative approach requires new skills for successful management. Whether you work for the government or commercial sector, this course will give you an in-depth understanding of the design-build process. Youll learn why design-build is a successful construction delivery method, its advantages and potential pitfalls. And youll be able to identify and analyze the roles and responsibilities of everyone involved.
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FAR Part 15: Negotiated Acquisition

You wIll learN to:
KeY topICS
Contracting by Negotiation Source Selection processes and techniques Solicitation of proposals and Information development and disclosure of evaluation Factors evaluation of proposals Competitive range decision and award preaward, award and postaward Notifications Contract pricing
Prepare and participate in the RFP process in full compliance with all applicable statutes and regulations Supply neutral ratings when past performance information is not available Distinguish between clarifications, communications and discussions to achieve the best possible contract Negotiate fee and incentive structures by incorporating the statutory change that removed the fee limitations on CPIF and CPAF contracts Select and participate in the competitive range process Use the notifications process for the best interests of all concerned Assure fair and reasonable pricing Ensure compliance with the Truth in Negotiations Act
Classroom $1,345 (2 days) 8:30 am5 pm Course Code GCP-DMM
COURSE SCHEDULE
CourSe SYNopSIS FAR Part 15 establishes basic ground rules that are fundamental to a well-run federal procurement. The 1997 FAR Part 15 Rewrite created significant changes in source selection in federal contracting, including new procedures and policies regarding pricing, best-value decisions, past performance evaluations, communication with offerors and more. The rewrite laid the foundation for the rules that today govern negotiated contracting: how the government prepares for formal source selection, how industry competes for negotiated government contracts; and how the government evaluates proposals, selects a source and awards these contracts. The rewrite has stood up well over the last decade and some of its more fundamental rules have been carried over to other FARbased contract vehicles. This special course is an excellent opportunity for you to learn about FAR Part 15 as it currently works. You will learn how the current FAR Part 15 affects the daily responsibilities of government and industry procurement professionals. This two-day comprehensive course includes case studies and discussions that will help students apply what they learn. Take advantage of this special opportunity to obtain an excellent overview of the current FAR Part 15 requirements and learn how to incorporate them into your procurement dealings.
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81
Federal Appropriations Law

Classroom $1,645 (4 days) 8:30 am3:30 pm Course Code GCP-BLM
You wIll learN to:
KeY topICS
legal Framework Congress role The role of GAO life Cycle of an appropriation Budget authority Types of appropriations Budget formulation Congressional action Apportionment and allotment Impoundment Audit and review Three phases of an appropriation Interpreting appropriation language Specific vs. general appropriations Reprogramming and transfer Permanent legislation in an appropriation Authorization and appropriation availability of appropriations as to purpose Necessary expense rule Specific limitations availability of appropriations as to time Bona fide needs rule Incrementally funded contracts Replacement contracts rule Contract modifications Year-end disposition of appropriation balances Elimination of M accounts availability of appropriations as to amount Earmarking language Anti-Deficiency Act Augmentation of appropriations obligation of appropriations Recording statute Contingent liabilities Deobligation Continuing resolutions Rate for operations Projects or activities Relationship to other legislation accountable officersliability and relief Statutory framework Physical losses Improper payments Statute of limitations
Explain the congressional role Avoid impasses at each phase of the budgeting and spending process Avoid incurring personal financial liability Comply with statutory requirements and limitations on spending Explain the budgeting process Manage anti-deficiency questions
CourSe SYNopSIS
COURSE SCHEDULE
Under the current administration and Congress, financial pressures are mountingand will continue to do so in the future. For those who handle federal funds, finding ways to do more with less is essential. The subtle rules on the availability of appropriations can block an otherwise well-reasoned management plan. These rules are difficult to understand and are not well known or publicized. Fortunately, there are clear precedents that you can follow to avoid reaching an impasseand to avoid incurring personal financial liability for failure to comply. This course takes you through every facet of the budgeting and spending processes. Youll get a thorough analysis of all funding activities, as seen through the eyes of the contracting, certifying and disbursing officers. And, youll participate in sessions that explore controlling decisions by the Government Accountability Office (GAO). Sign up for this unique course today and become well grounded in federal appropriations law.
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Federal Supply Schedule Contracting

You wIll learN to:
KeY topICS
overview of Schedule Contracting Purpose of the GSA and VA programs Statutory and regulatory bases Priorities for use of government supply sources Types of schedule contracts Eligibility to order Specialized schedule contracting programs Schedules vs. simplified acquisition procedures and GWACs Negotiation of Schedule Contracts GSAs final rule on commercial items Commerciality requirement Disclosure obligations: commercial sales Resellers Basis of award Maximum orders defective pricing Price Adjustment clause Sanctions for defective pricing data Major settlement agreements Criminal prosecutions price reductions Clause Coverage of clause Calculation of price reductions Reporting requirements Sanctions for noncompliance with the clause audits and Investigations of Schedule Contractors Types of audits Audit process Investigations administration of Schedule Contracts Socioeconomic requirements Schedule price lists Multiyear, renewable, and evergreen contracts Best-value item selection Delivery and task orders Invoicing and payment Industrial funding Contract modifications Disputes and protests Compliance programs adpe and telecommunications Schedule Contracting under the Former Brooks act: a historical Note recent developments in Schedule Contracting
Market off-the-shelf commercial products and services to the federal government Establish your company as a pre-approved supplier
Classroom $1,345 (2 days) 8:30 am3:30 pm Course Code GCP-BVX
CourSe SYNopSIS This two-day coursewhich is geared to contractor representativesshows you how to establish your company as a preapproved supply. Each year, the General Services Administration (GSA) and the Department of Veterans Affairs (VA) purchase approximately $40 billion worth of off-the-shelf commercial products and services under schedule contracts. To engage in this vast market, you must understand the GSA and VA schedules processincluding GSAs new Federal Acquisition Service. Youll get a comprehensive overview of the GSA and VA programs, including their purpose and their statutory and regulatory bases. Youll learn how contractors are evaluated and selected and how the contracts are administered. Youll gain valuable information on the governments most favored customer policy and other critical pricing and competition issues. Youll find out about additional opportunities to sell to the government through participating dealers. And, youll learn how pricing, discounts, costs, volume sales, terms and conditions and sourcing all play key roles in the awards process. reminder: This course is geared toward a commercial audience. Government participants would be better served by taking ESIs Using GWACs, IDIQ and GSA Schedule Contracts.
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83
Government Contract Law

Classroom $1,845 (5 days) 8:30 am3:30 pm, except last day 8:30 am12:30 pm Course Code GCP-BPB
You wIll learN to:
KeY topICS
First Steps Fundamental Contract principles Bases of government Contract law Contract types Specifications how the government Contracts governments Socioeconomic policies Inspection, acceptance and warranties when government property Is Involved ability to Make Contract Modifications equitable adjustments Intellectual property under government Contracts termination for Convenience termination for defaultBases, procedures and defenses Contract disputes remedies available to the government
Determine what the contract saysand why Identify your rights, responsibilities and remedies in government contract law Identify the unique features of government contracts Analyze federal legislation and judicial and administrative decisions and determine their impact on government contracts Take advantage of the legal assets available to you
CourSe SYNopSIS This course focuses on the basic legal principles involved in federal government contracts. Youll get expert analyses of the fundamental principles of the common law rules, statutes, regulations and policy pronouncements as interpreted by the federal court and board of contract appeals decisions that form the foundations of government contract law. Youll obtain a practical knowledge of the law and an understanding of how it is applied on a daily basis, as well as find out about recent changes, new developments and anticipated trends. Class discussions of significant government contract cases, a key feature of the course, provide excellent examples of the many rules, statutes, regulations and court and administrative board decisions that you must consider when preparing government contracts. Youll also learn how government contracts differ from standard contracts.
COURSE SCHEDULE
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Government Cost Accounting

You wIll learN to:
KeY topICS
legal Framework Generally Accepted Accounting Principles (GAAP) Federal Acquisition Regulations (FAR) Cost Accounting Standards (CAS) types of Contracts Cost accounting Systems Full cost absorption Consistency Job cost capability Standard costing Labor time keeping and distribution Estimating systems General accounting controls Proposal analysis Cost allowability Reasonableness Treatment of unallowable costs Advance agreements Travel costs Contracts with noncommercial organizations Cost allocability Basic requirements Direct costs vs. indirect costs Cost objectives Indirect cost rates Forward pricing rates Special topics Change order accounting Fixed cost vs. variable cost Truth in Negotiations Act Profit determinations Claims Contract terminations accounting rules applicable to other entities Nonprofit associations Colleges and universities State and local governments audit Standards Generally Accepted Auditing Standards (GAAS) DCAA Contract Audit Manual (CAM) Generally Accepted Government Auditing Standards (GAGAS) Financial accounting Systems Critical accounting functions Recent trends in accounting software market Accounting software evaluation methodology emerging trends
Comply with government cost accounting rules and standards Incorporate accounting requirements into your costs system Manage issues crucial to a contractors ability to recover costs, including the requirements of allowability and allocability Effectively monitor costs at each step of contract performance Stay informed of new and emerging issues and the impact of commercial items acquisitions Deal with and manage audits Handle claims and profit determinations
Classroom $1,345 (2 days) 8:30 am3:30 pm Course Code GCP-CJK
CourSe SYNopSIS Because of the complexity of government cost accounting rules and standards, dealings with the federal government differ greatly from standard commercial business practices. All professionals involved with government contracts need a basic understanding of the cost accounting principles that affect these contracts. In fact, many agencies, organizations and companies require such training. This course provides you with solid, clear guidance on accounting for, recovering and monitoring costs at each step of contract performance, from bidding to closeout. Youll obtain an in-depth understanding of the FAR (particularly Part 31), the Truth in Negotiations Act (TINA) and treatment of unallowable costs. Youll also learn about the auditing standards and how to deal with auditors. And, youll learn how to handle claims and profit determinations, as well as many other requirements. Youll be updated on special and emerging issues, including new TINA and FAR requirements; rules applicable to nonprofit associations, universities, hospitals, and state and local governments; incurred cost-electronic (ICE); cost accounting issues in privatization projects and commercial item acquisitions; and the impact of procurement reform and streamlining. Designed for both industry and government representatives comptrollers, accountants, auditors, administrators, managers and attorneysthis two-day course gives you the practical foundation you need to handle the inevitable cost problems that arise when dealing with government contracts.
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85
Introduction to Fixed-Price Contracts

Classroom $1,345 (2 days) 8:30 am4:30 pm Course Code GCP-DNS
You wIll learN to:
New!
KeY topICS
overview of Contract types Families of contracts Types of contracts Contract type and risk analysis Degrees of risk Firm-fixed-price with economic price adjustment Fixed-price-incentive-firm target Cost-plus-fixed-fee Cost-plus-incentive-fee Cost-plus-award-fee Time-and-materials Indefinite delivery contracts Fixed-price Contracts Current emphasis on fixed-price contracts Fixed-price arrangements Firm-fixed-price Fixed-price with economic price adjustment Firm-fixed-price, level-of-effort Fixed-price-incentive Fixed-price with redetermination Fixed-price with award fee risk analysis: terms and Conditions Analysis of terms and conditions Government risks Contractor risks Managing changes in fixed-price contracts Unpriced contract actions Contractor cost/price proposals Contractor analysis of competition FAR clauses for fixed-price contracts FP contract clauses vs. CR contract clauses Contract types and flow down Flow down of contract clauses Negotiating subcontract clauses
Characterize the families of contracts and explain how they allocate risk Select the appropriate contract type based on performance and cost risk Define recent policy initiatives Explain the various types of fixed-price contracts Describe how fixed-price incentive contracts are formed and administered Select contract clauses and provisions applicable to fixed-price contracts Compare and contrast select fixed-price and costreimbursement contract clauses Analyze contract clauses to determine if and how they should flow to lower tiers
COURSE SCHEDULE
CourSe SYNopSIS With the recent shift by the federal government toward more fixed-price contracts, it is crucial that contracting personnel understand the implications of fixed-price contracts compared with other contract types. Contracting personnel who have only worked with cost-reimbursement and T&M/labor-hour contracts are now being required to make the shift to fixed-price contracts for new procurements. This two-day course provides participants with a focused overview of fixed-price contracts. Participants will leave with a comprehensive understanding of the current emphasis on fixed-price contracts, the various types of fixed-price contracts and when each is used. The course will also focus on the key risks associated with terms and conditions of fixed-price contracts.
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Managing Cost-Reimbursement Contracts

You wIll learN to:
KeY topICS
Contract types Guidelines for selecting contract types Cost growth or cost overrun? Categories of contracts Contract type and risk analysis Cost reimbursement Contract types and uses Statutory fee limitations Key obligations of costreimbursement contractors Source Selection Issues in Costreimbursement Contracts Potential management problems Statement of Work (SOW)/ Statement of Objectives (SOO) Development of evaluation factors Evaluating cost and price Performance risk ratings Contractor assessment of risk The Truth in Negotiations Act (TINA) Requiring cost and price data Cost reasonableness, allocability and allowability Criteria for cost allowability determinations Subject to CAS or GAAP Terms of the contract Limitations set forth in FAR Subpart 31.2 Allowable and unallowable direct costs the Cost principles: Far Subpart 31.2 Always unallowable costs Fines, penalties and mischarging costs Generally unallowable with limited allowability provisions Allowable, subject to conditions Always allowable administration of Costreimbursement Contracts Contract funding Incorporation of the Anti-Deficiency Act Paymentreimbursing costs When is a cost incurred? Indirect costs Payment procedures Invoice/voucher review Disallowance of costs Contract modifications Cost and schedule control Quality assurance
Distinguish between fixed-price, time and materials/level of effort and cost-reimbursement contacts and when they are used Employ different types of cost-reimbursement contracts when appropriate Recognize the source selection issues associated with using cost-reimbursement contracts Apply the cost principles contained in FAR Part 31 Explain the issues related to the administration of costreimbursement contracts
Classroom $1,645 (4 days) 8:30 am3:30 pm Course Code GCP-BQR
CourSe SYNopSIS On the surface, cost-reimbursement contracting offers the government and contractors a direct route to success. Most often used when the cost of a particular procurement is too uncertain for a fixed-price contract, the process seems simple enough: contractors are reimbursed for allowable and properly allocated costs, the government is limited in its obligation to reimburse costs over a certain limit and both sides follow specific procedures at every stage. Beneath the surface, however, are uncertainties and the potential for significant problems, particularly in contract formation and administration. How, for instance, do government representatives show that a cost-reimbursement contract is indeed the most advantageous, lowest-cost route to take for a particular project? What type of cost-reimbursement contract is best for the circumstances? How will proposal evaluation and source selection occur if costs are uncertain? What monitoring is necessary to ensure that costs are reasonable, controlled and based on efficient practices? This course answers these questions, and more. The course is a complete cost-reimbursement contracting guide. It provides government and industry personnel with the practical guidance needed to understand and then efficiently manage cost-reimbursement contracts. To ensure maximum learning, the course will be supplemented with case studies and exercises that demonstrate practical, on-the-job applications of the material.
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87
Managing Performance-Based Service Awards

Classroom $1,445 (3 days) 8:30 am3:30 pm Course Code GCP-DDT
You wIll learN to:
KeY topICS
pBSC overview Policy requirements Review of PBSC steps Definition of key PBSC terms Key components of post-award phase of a performance-based contract team roles and responsibilities Building a contract administration team Roles of the CO, COTR and others in the PBSC process Communicating with the Contractor Partnering relationship with the contractor Communications plan for monitoring process Post-award orientation Using PBSC contract tools in communicating with the contractor Ethics in dealing with the contractor Monitoring performance Performance measurement Using the Quality Assurance Surveillance Plan Inspection techniques Application of incentives Earned value techniques for major systems contracts Interpreting performance data and making contracting management decisions Performance evaluation Change Management Change management planning Recognizing the necessity and potential benefit of change
Apply key tools of a performance-based service contract to manage effective contract performance Differentiate between the traditional approach and the performance-based approach to administering contracts Facilitate a partnering relationship between government contract monitors and the contractor Identify practical methods for inspecting, measuring performance andapplying incentives Develop performance standards and metrics as contract conditions change Assess contractor performance and successfully close a performance-based contract Administer performance-based contracts using tips from industry leader
COURSE SCHEDULE
CourSe SYNopSIS Performance-based service contracts (PBSCs) are designed to allow contractors to propose and implement innovative ways to achieve contract objectives and provide the government with effective tools to objectively assess and enforce contractor performance. Managing Performance-Based Service Awards will outline the next steps following the award of a performance-based service contract. This course is designed to equip government contracting managers with the knowledge needed to maximize the benefits of performance-based service contracts. You will learn to measure and document contractor performance and reach successful contract completion by applying the appropriate incentives. The course exercises are derived from real-life, performance-based contract management scenarios that take participants beyond a mere review of the regulatory and process aspects of obtaining effective contractor performance. By completing these practical, interactive exercises, you will have an opportunity to observe the key activities following the award of a performance-based service contract and apply that knowledge to your day-to-day contracting environment. You will leave the course with a thorough, updated knowledge of PBSC tools, and be equipped to use these tools to successfully monitor and assess performance, receive and accept services and close contracts.
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Market Research and Commercial Item Acquisition

You wIll learN to:
KeY topICS
Commercial Item Contracting Legislative history Benefits of buying commercial items FAR coverage Statutory preference for commercial items Contract clause limitations Fundamentals of Market research Planning for market research Market research resources Techniques for conducting the research Results of market research Market research for products/services After market research (FAR 10.002) Conducting a Market Investigation The market investigation process Summarize market surveillance Success factors in market research using Market research to define Needs Describing agency needs Requirements documents: order of precedence Requirements analysis: key characteristics Strategies to meet the need and manage risks Specifications and standards Managing the requirement process Recommended strategy the Solicitation process for Commercial Items Commerciality determination Special acquisitions (FAR 12.102(f )) Specific procedures for commercial items Use of contract type Determining price reasonableness Optional streamlined procedures Solicitation cycle times for commercial items Solicitation format Procurement laws Provisions and clauses Required notice when not using FAR Part 12 Commercial terms and Conditions Uniform Commercial Code (UCC) UCC vs. FAR Decision not to use FAR Part 12 Terms and conditions Tailoring, evaluating and negotiating terms and conditions Contract administration process Summary
Comply with new Federal Acquisition Regulation (FAR) provisions Describe the categories of commercial items and services Determine when market research is required or useful, select the most appropriate methods for a particular acquisition and perform an effective investigation Compose purposeful requirements definitions Employ commercial practices Streamline procedures for selecting suppliers
Classroom $1,345 (2 days) 8:30 am3:30 pm Course Code GCP-DH9
CourSe SYNopSIS The Federal Acquisition Streamlining Act (FASA) and the Federal Acquisition Reform Act (FARA) dramatically changed the way federal agencies contract for commercial items. Using a practical business approach, participants will learn the basic policy and procedural changes that resulted from the implementation of FARA and FASA. Federal contracting officials who take this course will understand the ramifications of FARA and FASA and how to issue a solicitation for commercial items and award the contract, basing decisions on appropriate considerations presented in the course. Additionally, the course focuses on important contract administration conceptsemanating from unique commercial contracting clauses and practicesthat are very different from business-as-usual government practices. Industry officials will be in a better position to protect their companies interests by understanding the companies rights as outlined in the new standard contract clauses. Additionally, by understanding the process better, one can more effectively participate in it. This course provides the basis for participants to become proactive business partners in the commercial segment of government contracting rather than the more reactive partners envisioned in the traditional government contracting approach.
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Overview of Government Contracting

Classroom $1,345 (2 days) 8:30 am3:30 pm Course Code GCP-DC6
You wIll learN to:
KeY topICS
government Contracting Fundamentals The acquisition process Federal Acquisition Regulation System Organization of the FAR The key players in government procurement Responsibilities in acquisition Role of the acquisition team Standard of conduct Steps to ethical decision making pre-award The acquisition process Governments pre-award goals Funding the procurement Acquisition planning Market research Competition Socio-economic goals Set-asides Identification of sources Procurement methods LPTA vs. trade-off process Drafting evaluation criteria Evaluating proposals Performance-based contracting Solicitation and award Solicitations Contract types: fixed-price and cost-reimbursement Ordering arrangements and agreements The solicitation document Clauses and provisions Publicizing procurements Contractors proposal preparation process Governments evaluation of the proposal Determining competitive range Conducting discussions Preparing and executing awards Notification and debriefings Protests Contract administration (post-award) Develop a contract administration plan Government contract administration team Post-award orientation Performance monitoring Payment and accounting Contract financing payments and invoice payments Allowable costs Contract changes The claims process Termination procedures Contract closeout
Identify key phases of the acquisition process Plan an acquisition and select the most appropriate method of procurement Describe the processes for both the development of the solicitation document and the evaluation of proposals Recognize typical contractual issues and how to manage them Better manage and administer contracts after award
CourSe SYNopSIS
COURSE SCHEDULE
This concentrated two-day course covers all of the most critical aspects of the federal contracting process. The course is intended for those who are new to federal contracting and want to gain an understanding of the basic concepts. It is also intended for noncontracting personnel who are indirectly or occasionally involved in contracting and want to better understand this complex subject, including senior agency personnel, financial managers, technical and quality assurance personnel, evaluators, attorneys, logisticians and private sector personnel seeking to do business with the federal government. The course effectively combines informative lectures with numerous practical examples and exercises to reinforce the most important aspects of the material. In addition to the course manual, students will receive the most recent edition of the Federal Acquisition Regulation (FAR), which will be used throughout the course to familiarize students with this critically important reference.
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Patents, Technical Data and Computer Software

You wIll learN to:
KeY topICS
Intellectual property law patent rights under government Contracts and grants Interpretation of patent rights provisions government promotion of Commercial use of Inventions use of patented Inventions procurement of technical data procurement of Computer Software protection of Computer Software technical data rights Freedom of Information act (FoIa) government Misuse of data rights
Understand the categories of intellectual property Interpret the federal policies on patent rights under government contracts Interpret the federal clauses on rights in technical data and computer software Negotiate special contract provisions protecting or obtaining intellectual property rights Determine the amount of technical data and computer software that must be delivered to the government Work with the Freedom of Information Act Protect technical data submitted with proposals Obtain remedies when the government uses proprietary intellectual property
Classroom $1,695 (3 days) 8:30 am3:30 pm Course Code GCP-BSM
COURSE SCHEDULE
CourSe SYNopSIS The procurement of intellectual property is a challenging and evolving area of government contracting. The numerous forms that intellectual property can takeand the legal strategies and methods used to protect such propertycan create contract negotiation obstacles for even the most informed practitioners. This course helps you make sense of the myriad statutes and regulations that provide the legal framework within which the government procures intellectual property. Youll explore the procurement policies and practices of the various government agencies, particularly the U.S. Department of Defense (DoD), in acquiring rights to patents and technical data, in procuring supplies or services covered by patents and copyrights (or described by proprietary data), and in licensing government-owned patents. Youll also learn about the regulatory coverage on intellectual property protection for computer software. Litigation issues involving patents and proprietary data, as well as techniques for administrative settlement of these matters, are also addressed. As a course participant, youll receive free copies of the sixth edition of Intellectual Property in Government Contracts and the 2008 supplement by Ralph C. Nash Jr. and Leonard Rawicz.
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Classroom $1,445 (3 days) 8:30 am3:30 pm Course Code GCP-DH7
Performance-Based Acquisition: Preparing Work Statements

You wIll learN to:
KeY topICS
performance-Based acquisition (pBa) Federal policy Definition and key terms Objectives Benefits and challenges Elements Implementation Teamwork determination of Needs and Market research Determination of needs Forecasting requirements Market research Techniques Public and private sources Meeting with industry Acquisition planning job analysis Work analysis Analyzing the requirement Developing the Work Breakdown Structure (WBS) Performance analysis Developing performance standards Determining acceptable quality levels Identifying incentives/penalties Performance Requirements Summary Evaluation analysis Establishing performance measurements Cost estimate and monetary incentives developing the performance work Statement (pwS) and Quality assurance plan (Qap) Federal guidance Elements of a PWS Types of Specifications The SOO and the SOW Guidelines for writing the PWS Elements of a QAP Guidelines for writing the QAP Right to change measures and methods Source Selection and Contract administration Absolute, minimum, and relative evaluation standards Evaluation procedures Contract administration team and duties Key components of postaward phase Crucial success factor for monitoring Maintaining the relationship Conflict resolution
Write performance work statements that clearly describe your requirements Establish measurable, realistic standards of performance Develop clear and solid evaluation factors that are tailored to the acquisition Use incentives and penalties to your advantage Apply strategies, criteria and advantages for converting cost-plus requirements into fixed-price requirements Develop and manage the PBA teamwho should be involved, work breakdown and task identification Evaluate performance results against performance standards
COURSE SCHEDULE
CourSe SYNopSIS Service contracts have been widely criticized for being plagued by cost overruns, delays, and other problems. Performance-based contracting is increasingly being invoked as a means of overcoming these problems and ensuring value for money. Does the approach live up to its promise? It canifit is properly employed. This course demonstrates how to lay a solid foundation for any service contract by establishing a sound performance-based approach from the start. Youll learn the critical steps to take in procurement planning and request for proposals preparation to implement the performance-based approach. Emphasizing preparation of a performance-based work statement, the course focuses on use of draft solicitations; team development of the work breakdown structure and task identifications; conversion of cost-plus requirements to fixed-price; use of incentives, deductions and penalties in connection with performance goals; and application of specific cost and performance measurement techniques, quality assurance surveillance plans and qualityrelated evaluation factors. Youll learn to incorporate proven best practices in performance-based service contracting, and youll tackle issues in a hands-on environment emphasizing real-life-inthe-workplace skills. If you are responsible for obtaining, pricing or administering service contracts, this course will help you achieve results.
92
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Project Management for Contracting Professionals

You wIll learN to:
KeY topICS
Introduction to project Management The triple constraints Project life cycle Project management process groups Contracts Types of authority Typical roles and responsibilities project Initiation Influences on a project Assess business needs and opportunities Project selection and selection tools Benefit-Cost Ratio (BCR) Present value and net present value Payback period Requirements: functional and technical Prototyping and progressive elaboration Project charter and Project Requirements Document (PRD) project planning and estimating Scope planning The Work Breakdown Structure (WBS) Estimating: good practices and techniques Schedule planning Cost planning and estimates Resource planning Risk management planning Procurement planning Communication and quality planning The project plan project Implementation Project baselines and performance Earned value Assessing project status Performance reporting Project evaluation Managing change Configuration management Managing risk Quality assurance Managing stakeholder expectations project Closeout Guidelines for project closeout Project closeout issues Scope verification and customer acceptance Contract and administrative closeout Lessons learned People-oriented closeout activities
Effectively manage projects using the key elements of procurement management Identify project management components and processes Assemble and manage a high-performance team Set realistic, measurable goals and objectives Master fundamental project management skills, concepts and techniques
Classroom $1,845 (5 days) 8:30 am3:30 pm, except last day 8:30 am12:30 pm Course Code GCP-CQG
CourSe SYNopSIS As government agencies and companies continue to streamline operations and with the huge growth in public- and privatesector outsourcing, contract management is increasingly taking on many of the elements and responsibilities of project management. When the lines between contract management and project management blur, clear communication and a working knowledge of each disciplines core elements and competencies are vital to the success of a contract or project. Reflecting the latest practices in the project management field, and viewed from the special perspective of contracting professionals, this course offers concise instruction on project management. Step-by-step, the course covers the entire project life cyclefrom selection and initiation, through planning, implementation and control, to termination and closeout. Also highlighted are the latest insights taken from the Project Management Institutes A Guide to the Project Management Body of Knowledge, incorporating information critical to successful projects. Through case studies, exercises, and an array of practical experiences, you will learn lessons you can relate directly to your procurement activities immediately upon completing the course.
COURSE SCHEDULE
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Classroom $1,645 (4 days) 8:30 am3:30 pm Course Code GCP-DSL
Source Selection Essentials: Planning, Conducting and Debriefing

You wIll learN to:
New!
KeY topICS
Building a results-Focused acquisition team acquisition planning and Market research Buying results through performanceBased acquisition Identifying and developing discriminating evaluation Criteria proposal preparation Instructions: the Key to efficient Competitions writing Customer-Focused proposals: the Contractors perspective Managing Successful proposal evaluations past performance and Cost evaluation techniques and Strategies Setting the Competitive range and Conducting Meaningful exchanges Comparing evaluation results and documenting the decision delivering effective debriefings
Apply in-depth, practical knowledge of the best-value source selection process Apply your understanding and skills in buying or selling using best-value source selection Interact with your acquisition colleagues effectively and appropriately
CourSe SYNopSIS
COURSE SCHEDULE
In-depth knowledge is the key to success in the governments best-value source selection process. With in-depth knowledge, the acquisition team can plan and execute streamlined, innovative source selections that result in timely selection of high-quality contractors and suppliers can design customer-focused, fully compliant proposals that clearly articulate their technical and cost solutions. Source Selection Essentials: Planning, Conducting and Debriefing concentrates on practical application of the source selection process. This is a scenario-based class where students participate in all phases of the source selection process including development of an acquisition plan, preparation of performance standards, instructions to offerors, evaluation factors, evaluation of proposals for a single scenario, and debriefings. reminder: Participants who have taken Advanced Source Selection should not take this course.
94
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Subcontract Management in Government Contracting

You wIll learN to:
KeY topICS
overview of government Subcontracting Socio-economic Considerations in Subcontracting Subcontract Formationadvanced Notice and Consent Contractor purchasing System review (CpSr) and Make or Buy program Subcontract FormationFlow down Clauses and pricing Subcontract administration
Recognize roles and responsibilities of government, prime and subcontractor Distinguish which contract clauses must flow down to subcontracts and their requirements Understand subcontractor rights and remedies when the prime contractor is terminated Analyze the impact of cost or pricing data Resolve subcontract-related disputes
Classroom $1,445 (3 days) 8:30 am3:30 pm Course Code GCP-DKF
CourSe SYNopSIS This course provides a comprehensive overview of the laws, government policies and regulationsincluding the Federal Acquisition Regulation (FAR)that apply to subcontracts and subcontract management. With all of the changes that have occurred in procurement, this course is a must for keeping subcontracting activities efficient, profitable and in compliance with government requirements. Created for government representatives, subcontractors and prime contractors, the course details the subcontracting provisions contained in the FAR. The course also covers key issues of subcontracting today, such as flow-downs, pricing, disputes, payments and terminations. Cases and real-world examples are used to illustrate the application of laws, regulations and management principles and to provide practical solutions to problems frequently encountered by subcontractors and prime contractors.
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95
Classroom $1,345 (3 days) 8:30 am3:30 pm Course Code GCP-DSM
Using GWAC, IDIQ and GSA Schedule Contracts

You wIll learN to:
New!
KeY topICS
overview of IdIQs, gwaCs, and gSa Federal Supply Schedules acquisition planning for ordering under IdIQs, gwaCs, and gSa FSSs using IdIQ Contracts using gwaCs and MaCs using gSa Federal Supply Schedules (FSS) post-award Issues
List the distinct characteristics of IDIQs, GWACs, and GSA Federal Supply Schedules Discuss pre-solicitation activities and recognize potential hurdles Discuss the impacts of the GSA Federal Supply Schedule and the requirements for ordering under this type of contract Demonstrate an understanding of the unique requirements for ordering under IDIQs and GWACs Recognize best practices for post-award issues that may arise
COURSE SCHEDULE
CourSe SYNopSIS Using GWAC, IDIQ and GSA Schedule Contracts focuses on utilizing the various indefinite delivery contractual arrangements available to federal agencies following the life cycle of a delivery or task order. From an overview of the various types of contracts covered by this course and their characteristics, the participant starts with acquisition planning, proceeds through the ordering rules for each type of agreement and concludes with task order and delivery order administration. During this three-day course, emphasis is placed on how task order and delivery order contracting utilizes the same acquisition foundation as traditional, stand alone supply and/or service contracts. The course also focuses on the unique terms and conditions tools available under these ordering contractual agreements used to shorten and simplify the life cycle of an acquisition while maintaining compliance with the regulatory requirements of the FAR. reminder: Participants who have taken GWACs, IDIQ Contracts and Schedules or Task Order Contracting should not take this course.
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Administration of Commercial Contracts

You wIll learN to:
KeY topICS
Contract administration: a proactive process Main tasks in contract administration Contract administration realities Contract administration: planning Contract work breakdown structure (CWBS) as a tool Responsibility matrix Schedules Contract administration plans Pre-performance meetings dispute avoidance and resolutiona proactive approach to problem Solving Early identification of potential problems Measure/assess potential impacts Importance of documentation Rules of contract interpretation Dispute resolution methods Changes Managementrisk vs. opportunity Types of changes Analyzing impacts Principles of change management Delegation of authority issues Monitoring progresstools and techniques Performance observation Progress reports Performance variances Corrective action Quality assurance and acceptance Inspections and tests Acceptance methods and criteria Types of warranties Warranty issuescost vs. risk Invoice and payment Management Payment objectives and procedures Types of payments Invoice preparation terminations Mutual agreement Default or cause Notificationswhat to say Settlements Contract CloseoutFinal actions Closeout checklists Lessons learned database
Prepare for contract administration Avoid common problems and reduce risk Manage the change process more effectively Apply best practices of: Payment management Quality assurance Completion criteria and acceptance
Classroom $1,945 (3 days) 8:30 am5 pm Course Code CCM-DF5
Resolve disputes quickly and reduce costs Manage contracts to increase profitability
CourSe SYNopSIS This course provides practical, in-depth guidance on both carrying out the routine but vital responsibilities of contract administration and handling the challenges that typically arise during the life of a contract. You will learn how to use a proactive team approach to successfully administer contracts of all types and sizes to increase profitability and improve customer satisfaction. The course is highly interactive, using discussion, exercises and case studies to teach effective approaches to analyzing contract terms and conditions, assuring quality, managing changes, resolving disputes and remedying inadequate performance. You will also see how different legal systems affect contract administration practices. Note: Those interested in FAR Part 12 based courses should take Market Research and Commercial Item Acquisition. Suggestion: If youre interested in this course you may also be interested in Contract Management Principles and Practices.
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97
Business Law and the UCC

Classroom $1,445 (3 days) 8:30 am3:30 pm Course Code GCP-CGR
Principles and Practices

You wIll learN to:
KeY topICS
the legal environment ethics the law of agency Forms of Business entities Constitutional law Contract law torts Business Crimes Intellectual property law anti-trust law the uCClaw of Sale of goods Commercial paper/Negotiable Instruments debtor and Creditor the legal process: dispute resolution
Use the law as a partner in protecting your rights in the marketplace Apply the requirements of the UCC to business transactions Evaluate the risks and opportunities of business ventures by assessing the legal issues involved Protect your purchase and sales activities through solid contracts Recognize and address the legal issues covering your own and your customers financial transactions
COURSE SCHEDULE
CourSe SYNopSIS With companies increasingly accepting greater risks and emphasizing empowerment, contracting and other business professionals need to understand the legal ramifications of their actions so that preventive law can be practiced and costly legal difficulties can be avoided. This is particularly true in contract negotiations focusing on issues that are not price related, such as intellectual property, product liability and warranties. Taught by an experienced team of practicing contract attorneys, this course guides you through the Uniform Commercial Code (UCC), the essentials of contract law, techniques in the use of alternative dispute resolution (ADR) and key antitrust laws. You will gain the knowledge to manage relationships with suppliers in a manner that protects the rights of your organization.
98
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International Contracting
You wIll learN to:
KeY topICS
understanding legal Systems Comparing British and U.S. common law Discovering what law applies to an international contract Comparing the rules of Contracting Formation Termination Authority Agents Penalties and forfeitures Liquidated damages Specific performance Assignment Intellectual property (Ip) Drafting IP clauses The risks in using trade and service marks internationally The issues in copyright protection Treaties and international enforcement the uNIdroIt principles of International Contracting extraterritorial laws of the united States The Foreign Corrupt Practices Act Antiboycott laws Antitrust Export controls and licensing using International agents Legal protections for agents Bonded agents Drafting an agents contract drafting and Interpreting International Contract documents Understanding civil law phraseology Effective and ineffective use of standardized clauses termination and dispute resolution Drafting closeout and termination clauses for the international arena Negotiating dispute resolutions Using international mediation Litigation in foreign courts The pros and cons of international arbitration using INCoterMS How INCOTERMS are adopted into contracts The specifics of each term Which terms have become obsolete Which terms to avoid
Assess what legal systems impact your projects Identify legal risks in global projects Draft practical, workable international contracts Control post-contracting changes Resolve contracting disputes quickly and cost efficiently
Classroom $1,645 (4 days) 8:30 am3:30 pm Course Code GCP-BPQ
CourSe SYNopSIS This highly practical, information-packed course explains how you can anticipate and address the key issues and conflicts that arise in entering and managing contractual relationships with foreign firms and governments. Youll gain a solid understanding of the provisions that govern international contractual relationships and how they differ from provisions governing domestic contracts. This comprehensive course addresses corruption and other legal considerations, the ins and outs of commercial arrangements, and the implications of international treaties and world events. It also gives you a firm foundation for drafting, interpreting, negotiating and modifying contractual agreements. Project managers and others who are new to the international marketplace, as well as those with experience in foreign government and commercial contracting, can learn to profit from overseas trade opportunities while avoiding the pitfalls that face those who are uninformed.
COURSE SCHEDULE
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99
Business Skills Courses

Technical skills are important but business savvy is critical. You just cant get there without the ability to communicate effectively, set goals, think critically, and solve problems. Someone is going to leadshouldnt it be you?
Professional Certificate in Business Skills
ComPlete five CourSeS within four years. At least four courses must be taken from the core courses listed below: Establishing a Business Mindset High-Impact Communication Critical Thinking and Problem Solving Budget and Financial Management Coaching and Mentoring for Improved Performance Taking Charge of Organizational Change One course may be taken from the following elective courses: Negotiation Skills for Project Managers Business Process Analysis, Innovation and Design
100
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Establishing a Business Mindset

You wIll learN to:
KeY topICS
the Mindset Model Strategic perspective Operational perspective Interpersonal perspective Personal perspective Influences within the Mindset Model The dynamic model the Strategic perspective Strategic influences Identify vision Determine your strategy Identify and analyze stakeholders Set goals and objectives the operational perspective Operational influences ESIs Operational Framework (OPF) Basic change processes the Interpersonal perspective Interpersonal influences Structuring communications Communication and virtual teams Coaching and mentoring Giving and receiving feedback Effective learning Conflict and conflict management Cultural conflicts the personal perspective Personal influences Organizational culture Business etiquette and politics Linguistic considerations Gender, ethnicity and class roles Critical thinking Career track preferences
Apply business acumen to realize professional and personal potential Use ESIs Mindset Model as a framework for approaching current work and setting future goals Enhance your contributions to the organization Adapt to changing variables in a typical business environment Grow your skills in alignment with your personal and professional goals
Classroom $2,195 (3 days) 8:30 am5 pm Course Code BUS-DFL
CourSe SYNopSIS Expert knowledge is prized in todays business environment. Without it, businesses cannot compete in the global marketplace. But in todays business world, deep technical knowledge is not enoughespecially as you move up the ranks. Your technical knowledge must be complemented by business acumengeneral knowledge of the rules of engagement in business. This course helps professionals develop and apply holistic solutions to business issues. You will learn to leverage variables related to the business environment, business thinking, business interactions, and business outcomes for project, organizational, personal and professional success. The course allows you to practice analyzing business situations and applying new skills to common business issues. You will also assess yourself against a set of core competencies to determine which skills you want to strengthen to support your professional development. And, youll create a plan to realize those goals. In Establishing a Business Mindset, you will discover the value and impact of business acumen and how you can apply it to achieve greater success. Youll learn to apply ESIs practical Mindset Model for interpreting different business situations, identifying goals, communicating effectively, and leveraging a variety of business influencers. Youll also be introduced to common metrics used to measure business success. Youll walk away with a firm grasp of what you must be aware of to be successful in business, as well as a plan for your professional development.
COURSE SCHEDULE
ACE CREDIT recommendation: Undergraduate 2 credit hrs PDUs: 225 CEUs: 22 CPE credits: 27 CDUs: 225
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101
High-Impact Communication
Classroom $2,195 (3 days) 8:30 am5 pm Course Code BUS-DFM
You wIll learN to:
KeY topICS
Communication Intelligence ESIs Communication Model Communication factors Emotional awareness Whats my communication style? Communication styles planning Messages ESIs Communication Model ESIs Communication Planning Process Audience analysis Overcoming objections Message Structure Content Audience Purpose Storytelling Visual aids Different learning styles Persuasive oral communication Message delivery Preparation Rehearsing Q&A sessions Feedback Persuasive presentation skills effective Meetings Business meetings Trust Empathy Active listening Question types Dialogue (vs. discussion) Meeting facilitation
Deliver persuasive communications that achieve outcomes you want Adapt your communication style to the receivers style for greater impact Work and dialogue more effectively in small groups Select the most appropriate medium and structure for highimpact communication Implement techniques and strategies to create high-impact communication Plan your communications and meetings for maximum results
CourSe SYNopSIS Without communication skills, your technical capabilities simply arent worth as much as they could be. Even the best ideas, strategies and work plans must be effectively communicated to have value. In our information-overloaded business world, being heard and getting what you need is more challenging than ever. This course teaches techniques for creating high-impact, meaningful communication with coworkers, clients and stakeholders. Through practical exercises, group discussions and case studies, you will learn how to determine your own communication style, identify the communication styles of your audience and adapt your delivery accordingly. This course will provide hands-on practice in crafting persuasive messages, facilitating dialogue and making powerful communications. It will address common communication fallacies and ways to identify where a miscommunication has occurred. The course will also address issues related to communication in a virtual and global environment. Youll walk away from the course firmly grounded in key communication techniques and possessing the additional tools necessary to apply these techniques to your work environment. Youll also be able to implement standard communication planning processes to ensure that every communication is high-impact and well-structured.
102
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Critical Thinking and Problem Solving

You wIll learN to:
KeY topICS
eSIs Critical thinking Model Analytical thinking Strategic thinking Tactical thinking Innovative thinking Implicative thinking problem/opportunity Identification and analysis ESIs Problem/Opportunity Response Process Active vs. passive problem/ opportunity identification AS-IS vs. TO-BE Tools and techniques for problem/ opportunity identification Process flowcharting Root cause analysis environmental Scan What is an environmental scan? Business architecture Your business processes/business rules response exploration Tools and techniques for exploring new and unique responses Other innovative thinking approaches response Selection Filtering Clustering Voting Capability and value analysis Response prioritization matrix Decision trees Implications analysis response Implementation Communicating the optimal response Gaining acceptance by stakeholders Managing expectations Saying no to high profile stakeholders Building an action plan Ensuring ownership and commitment
Employ different thinking approaches at different times to yield better results Generate innovative responses to business problems or opportunities Analyze your own thinking style preferences Think in the present to prepare for the future Determine the root cause of business problems and opportunities Apply different types of thinking for improved analysis and problem solving Predict possible responses accurately to select an optimal response Design and execute appropriate action plans
Classroom $2,195 (3 days) 8:30 am5 pm Course Code BUS-DFN
COURSE SCHEDULE
CourSe SYNopSIS Imagine if you could solve a problem once and it would go away. Or, if you could implement a solution that really works or seize upon opportunities before they pass you by. This course presents a structured approach for tackling problems, opportunities and decisions that will ultimately help you get better resultswhether you are innovating, managing crises or planning for the future. The course addresses the five types of critical thinking needed in business environments: strategic thinking, tactical thinking, analytical thinking, innovative thinking and implicative thinking. It also teaches a proven five-step process for responding to business problems and opportunities. Through exercises, youll practice using these different thinking approaches to achieve maximum results. Youll also have the opportunity to apply these concepts to a specific problem or opportunity from your own business environment, share newly learned approaches with classmates, and give and receive feedback on those approaches.
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103
Budget and Financial Management

Classroom $2,195 (3 days) 8:30 am5 pm Course Code BUS-DMY
You wIll learN to:
Updated!
KeY topICS
Strategic Focus and drivers Identifying and examining strategy Business trends Managing Stakeholder expectations Identify and analyze stakeholders Getting buy-in the Basics of Finance Financial basics Accounting Costs, profits and profitability Financial statements Budgeting Skills Budgeting basics Budget cycles Budgeting processes: planning, approving, managing and reporting Budget elements Gather and categorize Prioritize Develop initial estimates Compile and total estimates Perform tradeoffs Finalize initial budget for approval presenting a Budget for approval Communicating budgets to decision makers Negotiating for resources Managing and reporting Budget and Financial results Monitoring performance Taking corrective action Budget reporting Closing out budgets Revenue recognition
Utilize ESIs Mindset Model to understand how finance and accounting influence management decisions Ask the right questions to successfully create, present, monitor and manage a budget Negotiate for financial resources Communicate financial information and results to stakeholders, executives, colleagues and project teams Correlate budget success with its presentation in financial reports Recognize the relationships between primary financial statement line items by calculating and examining relevant financial ratios
COURSE SCHEDULE ACE CREDIT recommendation: Undergraduate 2 credit hrs PDUs: 225 CEUs: 22 CPE credits: 27
CourSe SYNopSIS In a global business environment, employees are increasingly tasked with responsibilities outside of their traditional job roles. Finance is the fastest growing area where senior managers are looking to department staff and leaders for insight, understanding and recommendations. Without understanding the fundamental links between budgets and finance, many struggle to show senior managers how their projects or departments contribute to the organizations bottom line. This course will give you the necessary tools to make sound financial decisions. Whether your goal is to stay on budget, increase overall cost-savings or meet specific profitability targets, youll become familiar with standard financial documents, and learn to use budget and estimating methods and tools more effectively. After completing this course, youll better understand how to gather, compile and prioritize financial data to develop, execute and manage a budget. You will also be better able to communicate financial and budgetary information, have greater confidence in assessing finances, and participate more effectively in the business decision-making process. Recommendation: Please bring a calculator to class.
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Coaching and Mentoring for Improved Performance

You wIll learN to:
KeY topICS
why Coach? Benefits of coaching Impact of coaching ESI Mindset Model Coaching Statement of Purpose Similarities and differences between coaching and mentoring Coaching and Mentoring Model Determining the appropriate style Coaching styles Coaching actions preparing to Coach Assessing personal coaching style Assessing learning styles Asking effective questions Setting expectations Creating a plan Coaching Aligning coaching style with performance level Defining and assigning tasks Guiding performance evaluating results Evaluating performance Assessing coachings impact on results Handling performance problems Providing effective feedback
Effectively assign and guide progress on work Evaluate and improve the performance of others Adopt techniques for evaluating impact, including your own Provide focused feedback to sustain or improve future performance Handle difficult performance issues Get better results in coaching situations Apply a structured coaching and mentoring model to guide you through the coaching process
Classroom $2,195 (3 days) 8:30 am5 pm Course Code BUS-DFR
CourSe SYNopSIS Do you find yourself with too little timeand with too few capable resourcesto do the work that needs to be done? Are resource or performance issues creating roadblocks to your or others success? This course teaches you how to apply a powerful behavioral model to improve the quality, efficiency and effectiveness of your coaching and mentoring with lasting results. Through practical exercises, group discussion and case studies, you will acquire the skills and tools you need to determine what work can be allocated and to whom based on current performance levels. As a participant, you will gain techniques for assigning work with the appropriate level of detail and guiding others progress on the work assigned with suitable style and frequency. Youll also learn how to evaluate results of the finished work and to provide focused feedback that helps improve or sustain performance in the future. You will learn how to more effectively handle the increasing challenges faced by coaches and managers in all types of organizations. Youll uncover the differences and similarities between coaching and mentoring, and begin to apply your newfound skills to realize the personal and organizational benefits of both. You will also have opportunities to assess and discuss your own real-life coaching issues in a practical, highly engaging and thought-provoking environment. You will leave this course with a structured approach for improving the performance of others and a cache of techniques that will make you a more effective coach and mentor.
COURSE SCHEDULE
REGISTER NoW!
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Taking Charge of Organizational Change

Classroom $2,195 (3 days) 8:30 am5 pm Course Code BUS-DFS
You wIll learN to:
KeY topICS
Change defined ESIs Mindset Model Effects of change Resistance to change Core values inventory Framework for change Being a Change agent Assessing personal strengths Identifying personal barriers Being inspired by change Need for Change As is and to be gap analysis Deciding what needs to change Developing a business case for change Prioritizing changes organizational readiness Engaging support Articulating a compelling vision Gaining sponsorship Assessing stakeholders Identifying key roles and responsibilities Process and plan a case for change planning for Change Creating the change team Communication plan Strategy for change Measures and milestones Articulating the case for change Implementing Change Changing business process Coaching and supporting the transition Helping others transition Preparing an implementation plan Sustaining organizational change Implementing the case for change
Become a change agent Leverage organizational change for positive outcomes Help others deal with change Create a business case for an organizational change Consider other perspectives that impact change initiatives Apply a framework to plan and lead organizational change
CourSe SYNopSIS Are you experiencing anxiety or uncertainty stemming from a merger, acquisition, outsourcing, plant or base closure, staffing change or some other organization change? Too often, change initiatives fail because of poor planning, resistance to change, and lack of vision and communication. With constant change occurring in most organizations, a better understanding of how organizational changes come about, how they are planned, and the challenges inherent in the change process will facilitate smoother transitions and organizational effectiveness. This extremely interactive course provides an overarching approach for making change happen in organizations and helps participants embrace a mindset that welcomes organizational change. This course addresses how to assess whether change is necessary, as well as what needs to be changed and how to build a business case for a change. Based on that, you will explore how to develop and articulate a compelling vision and strategy for change. The course will teach you how to engage support for change from stakeholders, as well as how to develop a successful communication plan that is key to any successful change initiative. Particular emphasis is placed on the emotional reactions to change and how to help people support change. During class, you will work through real-life change scenarios and have the opportunity to plan for change and understand the impact of change from multiple perspectives. You will gain a better understanding of how you personally handle change and use strategies and tips to help others cope with change. You will come away from the course able to apply the framework, tools and approaches for leveraging the inevitable change that occurs every day in todays business environment.
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CERTIFICATES and CAREER ADVANCEMENT
The ESI and GW Partnership:

Academic Excellence
Since 1984, ESI International has partnered with TheGeorge Washington University (GW) to deliver professional courses that achieve the highest standard of academic excellence. The George Washington University School of Business (GWSB) and School of Law are widely renowned for excellence in teaching and research, and are often recognized in top academic and professional rankings by the Financial Times, The Wall Street Journal, the Princeton Review, U.S. News & World Report and Business Week, as well as numerous other respected media sources. GW maintains a global profile and collaborates with universities around the world.
Working Together Toward Your Success

Enhance Your Professional Credibility
ESIs partnership with GW adds additional assurance for our students that ESI courses and curricula meet the highest academic standards. Achieving a GW certificate through ESI demonstrates outstanding skill and competency and serves as a recognized credential. With the successful completion of each ESI course, students are awarded a GW certificate and those accomplishing required course series are awarded the corresponding associates, masters or professional certificate. To date, more than 100,000 ESI students have earned certificates through the partnership. ESI students who choose to complete a Masters Certificate in Project Management, and who are otherwise eligible, may then enter GWSBs Master of Science in Project Management Program with advanced standing. For more information about GWSB degree programs, call +1(202)994-6145 or email msminfo@gwu.edu.
Earn certificates from eSI and gw

professional Certificate in:
Business Skills
associates Certificate in:
Project Management IT Project Management Business Analysis Contract Management Project Management Project Management
Masters Certificate in:
Program Management Business Analysis Contract Management Federal Government Federal Government
advanced Masters Certificate in: Project Management Program Management
With a Concentration in ITProject Management
Federal Government
Project Management
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Federal Acquisition Workforce

ESI has a full complement of DAUequivalent courses necessary to obtain the FAC-C certification for acquisition professionals working for civilian agencies. ESIs Commitment to the Contracting Workforce
Our complete equivalency curriculum authorized by DAU is designed to help personnel throughout the government attain certification for warranting and keeping up with the ever-increasing demands of the acquisition environment. All ESI DAU CON equivalent courses are recommended by the American Council on Education for college credit. The chart above displays the relationship between ESI equivalent courses and DAUs curriculum. Individuals are eligible to receive DAU Equivalency/FAC-C credit as long as they meet DAUs standard 80% passing grade requirement.
How to Obtain Your Formal Certification

Once the formal education, career work experience and certification curriculum requirements (DAWIA and FAC-C) are met, DoD employees should visit the DAU website for instructions and civilian agency employees should check with their agencys Acquisition Career Manager for information necessary to apply for certification. For more information on ESIs DAU program and course equivalencies, visit www.esi-intl. com/DAU or contact our DAU representatives at +1 (888) 374-4682 or email dau@esi-intl.com.
ESIs DAU Authorized Equivalency in the CON Career Path DAU Courses
CON 100: Shaping Smart Business Arrangements CON 110: Mission Support Planning CON 111: Mission Strategy Execution CON 112: Mission Performance Assessment CON 120: Mission Focused Contracting
Please note that the DAU course equivalencies were granted based upon specific course materials, delivery agendas and course durations. Therefore, courses that are customized may or may not be eligible for equivalency. Please contact ESI directly at +1(888)374-4682 with any questions concerning our DAU equivalencies and course deliveries.
ESI INtErNAtIONAl Courses

Shaping Win-Win Acquisitions (CON 100) Federal Contracting Basics (CON 110)
(courses taken on or after January 11, 2006)
Source Selection: The Best-Value Process (CON 111)

(courses taken on or after February 1, 2006)
Operating Practices in Contract Administration (CON 112)

(courses taken on or after February 1, 2006)
Applications in Federal Contracting (CON 120)* Preaward Business Decisions in Contracting (CON 214) Intermediate Contracting for Mission Support (CON 215)* Legal Considerations in Government Contracting (CON 216) Cost Analysis and Negotiation Techniques (CON 217) NeW! Advanced Federal Contracting (CON 218)* Advanced Business Solutions in Contracting (CON 353)* Federal Architect-Engineer Contracting (CON 243) NeW! Federal Construction Contracting (CON 244) NeW!
CON 214: Business Decisions for Contracting CON 215: Intermediate Contracting for Mission Support CON 216: Legal Considerations in Contracting CON 217: Cost Analysis and Negotiation Techniques CON 218: Advanced Contracting for Mission Support CON 353: Advanced Business Solutions for Mission Support CON 243: Architect-Engineering Contracting CON 244: Construction Contracting
ESIs DAU Authorized Equivalency in the BCF Career Path

BCF 102: Fundamentals of Earned Value Management Earned Value Management Fundamentals (BCF 102)
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DAU/ESI Joint Masters Certificate

Attention DAWIA Certified DoD Employees
Take control of your career by earning a joint Masters Certificate from the defense acquisition university (dau), the george washington university (gw) and eSI International.
Improve your job performance with career-building courses in:
Government ContractingMaster the core principles, regulations and procedures that govern todays federal procurements with ESIs government contracting courses. Project ManagementESIs project management courses provide a comprehensive education in the essentials of project management. Information Technology Project ManagementESIs information technology project management courses provide practical guidance to achieve project success in this risk-driven area.
This joint program was established to enhance the existing DAU curriculum and to provide defense personnel another venue for professional development. Through this strategic partnership, you also have access to numerous ESI courses that are sure to help you improve your job performance and provide you with the additional skills and knowledge needed to advance your career.
For more information, call +1 (888) 374-4682 today!
Attention FAC-C Certified Personnel
You can now earn a Masters Certificate from ESI and The George Washington University!
This program was established to enhance the existing training youve received through your level I, II or III certification and to provide civilian personnel another venue for professional development.
For more information, call +1 (888) 374-4682 today!
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NCMA Award
Get Recognized for Your Achievements
once again, in 2013, NCMa, in cooperation with the contracting community, will award the 2013 NCMa global Contracting award to a commercial or government contracts professional who has contributed significantly to acquisition operations or acquisition policy. the winner will receive a cash prize of $5,000.
Any single task that merits special recognition because of its contribution to meeting an acquisitions cost, schedule and performance goals
Noteworthy contributions to acquisition policy could include:
Noteworthy contributions to acquisition operations could include:
The development of a management policy, regulation, data system or other task that significantly enhances the economy, efficiency and effectiveness of an agency or companys acquisition system
Award sponsored and awarded by:
Extraordinary business leadership or team participation in the design, development or execution of an acquisition program, project or contract that furthers an agencys mission or companys business
SUBMIT NoW!
Nominations for the 2013 NCMA Global Contracting Award are due by January 15, 2013. For details on how to submit nominations please visit www.ncmahq.org/Awards. For more information, including complete award eligibility and evaluation criteria, contact: Mary Beth Lech, CFCM, Fellow Chapter Relations Manager National Contract Management Association Phone +1 (800) 344-8096 ext. 419 Fax +1 (703) 448-0939 mlech@ncmahq.org
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Academic Credit
whether or not you choose to pursue one of our certificates, you are eligible for various types of credit and career advancement opportunities for each course you complete. You may apply these credits toward various degree programs or use them to earn or maintain professional credentials. For questions, call our Office of Student Affairs at +1 (888) eSI-4681.
Continuing Education Units
ESI has been accredited as an Authorized Provider by the International Association for Continuing Education and Training (IACET), 1760 Old Meadow Road, Suite 500, McLean, VA 22102; (703) 506-3275. To earn CEUs and receive a certificate of completion, you must attend the entire class and pass the exam, where applicable. CEUs are used nationwide to maintain records of completion of organized postsecondary education.
Earn graduate credits through our new relationship with Arcadia University.
LEARN MORE AT www.esi-intl.com/ arcadia
For information on exam administration and to learn more about certification as a PMP, contact PMI in Newtown Square, Pennsylvania, at +1 (610) 356-4600, or visit www.pmi.org. The Project Management Institute requires that a PMP earn 60 professional development units (PDUs) every three years in order to maintain certification. Attendance at all of ESIs coursesincluding our etraining and Virtual Classroom coursesis an excellent means of earning PDUs.
NCMA Education Partner

ESI has been reviewed and approved by NCMA as an education partner. ESI courses are pre-approved for CPE credits toward NCMA certification or re-certification.
Defense Acquisition University Training

DAU students can earn accredited training thanks to a strategic partnership among the Defense Acquisition University, The George Washington University and ESI. You can earn one of three jointly awarded masters certificates in government contracting, project management or IT project management. For more information, call +1 (888) 374-4682.
International Institute of Business Analysis

ESI is proud to be a Charter Endorsed Education Provider (EEP) of International Institute of Business Analysis (IIBA). For more information or to join IIBA, visit www.iiba.org.
Contact Hours for ICCP Certified Computing Professionals

The Institute for Certification of Computing Professionals (ICCP) has approved some ESI project management courses for the awarding of contact hours. Call ESI at +1 (888) ESI-8884 for a listing of ICCP approved courses.
Continuing Professional Education for State Boards of Accountancy

If you interface with a State Board of Accountancy and are keeping records of your continuing education to maintain your license or certification, please be aware that: The George Washington University/ESI International is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be submitted to the National Registry of CPE Sponsors through its website: www.learningmarket.org. All ESI open enrollment courses are Group-Live instructional delivery method and qualify for CPE credit. The applicable CPE credits for each course are found on the individual course page. In accordance with the Standards of the National Registry of CPE Sponsors, CPE credits are calculated based on a 50-minute hour.
Recommendations of College Credit from ACE CREDIT

The American Council on Educations College Credit Recommendation Service (ACE CREDIT) has evaluated and recommended college credit for many of ESIs courses. For more information, visit the ACE CREDIT website at www.acenet.edu/acecredit.
CLE Credit
Many of our courses are eligible for continuing legal education (CLE) credit. Each state abides by a unique set of CLE guidelines. For more information on which courses meet the requirements for your state, contact ESIs CLE coordinator at +1 (888) ESI-4681.
Advanced Standing in Masters Degree Program

The George Washington University (GW) offers a Master of Science in Project Management within its School of Business. The program has full- and part-time options, and ESI masters certificate holders may receive up to 25% of the credits needed to complete the degree. For information, contact the program office at +1(202) 994-6145, by email at mspminfo@gwu.edu or visit www.gwu.edu/business.
State Council of Higher Education for virginia

ESI International is certified to operate by the State Council of Higher Education for Virginia (SCHEV). SCHEV is the commonwealth of Virginias coordinating body for higher education. Its mission is to promote the development of an educationally and economically sound, vigorous, progressive and coordinated system of higher education in Virginia.
Project Management Institute Certifications

If you complete ESIs Project Management Curriculum, you are well on your way toward certification as a Certified Associate in Project Management (CAPM) and as a Project Management Professional (PMP) by the Project Management Institute (PMI).
State of Texas
ESI International is eligible to provide training within the state of Texas for those individuals whose organizations sponsor and pay for their training.
Unless otherwise stated, there are no required prerequisites for any of our courses. For more information on courses and credits, visit our website at www.esi-intl.com or call our Office of Student Affairs at +1(888) ESI-4681.
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WHY ESI?
We are built to make you better.

ESI is a global, projectfocused training company. Our clients tell us that were better and different because we take them beyond traditional training to achieve sustained, measurable results. Our staff and instructors are dedicated and passionate about enabling you to improve vital skills to achieve great things now and prepare you for whats next.
We do this by putting you in control of how you manage your projects, your stakeholders and your contracts so that you can bring certainty to your commitments.
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What do I say to my manager aboutESI?

We get asked these questions all the timeso heres some coaching on what to say when you are asked Why ESI?:
Approximately 600 instructors delivering globally in 13 languages with an average evaluation score of 94% 107 courses to be applied to 13 different certificate programs Four-time winner of ASTD Excellence in Practice Award
and Chief Learning Officer Magazine Silver Award for excellence in course content
What assurance do I have that your training will improve my knowledge and skills, improve my job performance or deliver business results to my organization?
At ESI, were better and different because we do measure this stuff. We can tell you how 50,000 project and contract managers and their managers have answered the same question.
My boss thinks I am already good at project management, so why would I need a class fromESI?
You have a choice: you can either get even better, or stay the same. Its likely that you did not achieve your current level of maturity without a commitment to continuous improvement. And you likely have a next level in mind. Demonstrate initiative, and tell your manager where you want to go and detail the knowledge and skills it will take to get you there. ESI has assessment tools to help you design a learning path specific to your goalsso you invest not in more than you need, but in exactly what you need.
94% of ESI learners reported that they learned new knowledge and skills during their ESI class Immediately after training, 88% of ESI learners reported
that the time they spent in training was a worthwhile investment in their career development
84% of ESI learners said that their job performance would

improve by 50% or more as a result of their participation in ESI training
How is your content, your instructors, your pre/post event support any different than your competitors?
Its easy to fixate on one or two things sometimes its instructors, sometimes its content, sometimes its pre- and post-support, but its never really about one thingits about knowing how to use all of them to get to a result. And frankly, that takes resources and experience, and none of ESIs competitors come close to matching us in either of these categories. Here are some quick facts
I can see you add value to your training programs beyond the classroom experience compared to your competitors, but theres a considerable price variance. Why?
What we are really talking about is outcome. When you say that we are more expensive compared to our competitors, then you are assuming the same outcomeand through experience we will tell you, thats a big assumptionand its one that you dont have to make. Heres hard fact: when asked to quantify the performance improvement attributed to ESI training, learners reported a 9% improvement directly tied to the training program. While this number may seem insignificant, consider a 9% reduction on a $1,000,000 budget; or the impact on a year-long project that is delivered 1 month early (9% ahead of schedule). Thats why we cost morewe deliver results and we have evidence to support it.
80,032 project managers, contract managers and

business analysts trained last year with 95% recommending ESI to a friend or colleague
Training in 59 global public locations and physical offices in 13 countries 65% of the Fortune 100 as active clients 5,910 courses sessions delivered in 2011
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Drive results in your company through innovative learning

For 30 years, organizations have partnered with ESI International to create and implement strategic learning initiatives designed to improve the way their employees manage projects, gather requirements and work with vendors, contractors and suppliers. These programs help our clients, both commercial organizations and government agencies, succeed through consistent methodologies, assessed and benchmarked skills, and globally integrated teams. ESI is dedicated to serving our clients with flexible, fully integrated performance improvement programs designed to support individual learning styles and organizational objectives. Instructor-led and self-paced delivery methods blend with workshops, other reinforcement activities and consulting services for maximum program impact.
ESIs Proven Framework forClient Success

Assess: Defining Where You Are andWhere You Want to Go
Assessments and other measures of learning impact are an important part of your performance improvement program and are also necessary to demonstrate business impact and ROI. ESI performs a variety of assessments, the results of which can help to identify, categorize and prioritize current practices and behaviors, as well as to analyze gaps and establish baselines for improvement. And they play a critical role in validating the effectiveness of performance improvement programs before, during and after completion.
Adopt: Reinforcing and Applying the Skills Learned

Your learning program has to achieve realworld results to be successful. We make sure that new skills and knowledge learned are leveraged and retained, so you continue to get the measurable results you need going forward. We can help you and your staff incorporate learning into everyday practice, including workshops, coaching, online adoption resources and change management support.
The Benefits to Your organization
Improved bottom line Stronger competitive position Successful change management Measurable return on investment Elimination of skill gaps Improved project success rates Adoption of global pro Effective requirements management Enhanced vendor and con Improved business literacy Stronger communications Increased employee retention Dependable leadership
and morale tract management and development cesses and vocabulary
Assess
ESIs blended learning strategically combines everything from workshops and instructor-led training to on-demand learning to create a performance improvement solution that fits each clients unique challenges. Plus, we can develop or improve existing methodology solutions or centers of excellence within your organization to increase efficiencies.
p Im
ESI can provide the learning program required to build talent and drive results within your organization. To learn more visit www.esi-intl.com/corporate-solutions or contact us today at +1 (877) 766-3337 or totalsolutions@esi-intl.com
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Implement: Building Knowledge and Skills for Improved Performance
IMPACT
Ado
The changing face of public service

Building Talent to Drive Agency Results
Government at all levels must operate in a new context where fiscal challenges, greater transparency and public interactions are shifting public managers mindsets to focus on results. The acquisition workforce, in particular, is under even greater scrutiny to ensure the intended outcomes of programs, contracts and missions. Improved capability is needed in order to meet the demand for better government service and greater operational efficiency. Public managers from all agencies and at all levels turn to ESI International for government-specialized training programs that will have the desired impact on performance. Learn why more than 180 government agencies from
ESIs professional development programs go beyond meeting mandatory certificate requirements. They develop real-world capabilities and enhance the way individuals and teams perform on the job, which helps build effective talent and drive agency results. Our courses and content are continually updated for relevancy in todays changing marketplace, and to remain in line with new and existing government standards and regulations, including: across the U.S. have relied on ESI to provide relevant training programs that drive measurable results. Call +1 (800) ESI-8609 or visit www.esi-intl.com/gov for more information.
Save with ESIs GSA Schedule

Federal agencies receive substantial discounts off our regular prices by purchasing training and professional services through ESIs GSA Schedule. Our open enrollment contracting, business skills and FAC-P/PM courses are available under contract GS-02F-0058P. Look for the GSA logo on individual coursepages to learn which ones are available through open enrollment.
FAC-P/PM certification (see page 32 for new courses) FAC-COR certification FAC-C certification DAWIA/CON certification
Available on-Site only
Igniter Workshops: Competitive Source Selection

Each Igniter Workshop is a highly customized, two- or three-day session designed specifically around your agencys approach to source selection planning and execution.
on-site Learning options Also Available

For your convenience, if you have a group to train, courses from our contract management and business skills programs, as well as select project management andbusiness analysis courses, can also be delivered on-site at your organization under contract GS-02F-0058P. See the full list of on-site courses online at www.esi-intl.com/GSAonsite.
To schedule an Igniter Workshop, call +1 (888) ESI-3381.
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How do you want to learn?
You have options.

Is your time limited? Do you need to learn skills quickly and have resources at your fingertips? You can choose the most appropriate blend of learning methodstraditional classroom, virtual classrooms, workshops, self-guided online courses, learning on demand modules, assessments, etc.as well as reinforcement tools to ensure you are successful back on the job. ESI understands that you and your workplace are changing dramatically. Fromtechnology and learning preferences to time and budget constraints, these changes require more flexibility and options when building your professional skills. ESI has you covered.
TO CREATE A LEARNING SOLUTION THAT WORKS BEST FOR YOU, CALL +1 (888) ESI-8884 OR REQUEST TO CHAT.
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instructor-led training
Traditional Classroom
ESI offers traditional instructor-led classroom training options for more than 90 courses nationwide. Scheduled yearround, these courses offer networking and a hands-on way to learn.
self-Guided training
e-Training
ESI e-Training offers the same quality of content as our classroom courses with the convenience of online learning. Participants can log in to their accounts anytime, 24/7 and review the course materials at a pace thats right for them. This highly interactive online experience provides the opportunity to work with peers through online message boards. Plus, an expert instructor will work directly with you throughout the course via email. For a complete list of ESIs e-Training courses, click here.
reinforcement tools
Learning is a continual process. Before, during and after your ESI coursework is complete, youll enjoy the support needed to maximize your learning experience and turn the knowledge and skills into concrete working habits and behavior.
Virtual Classroom
Students and the instructor all join ESIs Virtual Classroom at the same time from remote locations, allowing for an engaging learning experience without the cost and hassle of traveling. Youll communicate with instructors and fellow students via microphone and text chat. The interactive format includes games, polls, breakout rooms, group white boarding and more. For a complete list of courses available in ESIs Virtual Classroom, click here.
MyESI
With MyESI, you have access to your own personal training portal where you can complete and track pre-and postcourse assessments, utilize tools and templates and create a training plan to help you meet your specific goals.
Learning on-Demand Modules

Sometimes you dont need to attend a full course to achieve your learning objectives. Or sometimes you just need a refresher on a topic youve covered in a previous course. When you need to focus on a specific skill gap or an area of interest, you can now get the exact learning content you require in a convenient 90-minute module. ESI Learning on Demand modules include content that spans the four phases of the project life cycle.Each module is 90 minutes long, self-paced and has a variety of interactive multi-media features including games, video and more.For a list of ESI Learning on Demand modules currently available, clickhere.
Pre- and Post-Course Assessments

Many of our project management and business analysis courses offer pre- and post-course assessments. Pre-course assessments help you define a baseline and better target your studies and goals. Post-course assessments allow you to measure knowledge gained, track skill improvements and identify areas for further learning.
Project Workshops
Bring your project to ESIs one-day workshops to not just learn, but put that learning into action. At the end of the day, with the guidance of your expert facilitator, youll produce high-fidelity draft project documents in up to 60% less time. See page 29 for more information.
ESIs Real-Time Source

This searchable, online resource provides you 24/7 support with quick, easy access to our project management and business analysis concepts, tools, templates and terms.
Students can earn graduate credits with ESI e-Training courses through our new relationship with Arcadia University. For more information, goto www.esi-intl.com/arcadia. +1 (888) ESI-8884 www.esi-intl.com
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Attending a course
Most questions about how to attend our courses are answered on this page. If you have other questions or concerns, please call toll-free +1 (888) ESI-8884 and a customer care representative will assist you.
Before
Tuition and Payment

Payment must be received at least 30 days before the class start date. If you register less than 30 days before the class start date, payment is due at time of registration. ESI accepts payment in the form of a check, credit card, purchase order or government training form. Pricing listed in the catalog is in U.S. dollars.
Discounts
Visit www.esi-intl.com/discounts for a list of current promotions and the complete terms and conditions.
Disability Accommodation Policy

Upon prior sufficient notices, ESI will provide reasonable accommodations to students with disabilities pursuant to applicable laws. We request written notice at least 15 business days prior to the start of a course so that ESI can arrange for reasonable accommodations and establish appropriate billing arrangements. If applicable, the employer of the student will be billed for the costs of any necessary accommodation. Please call +1(866) eSI-8201 or contact ESI at accommodations@esi-intl.com for assistance.
After
Cancellations
You may cancel your course without charge up to 30 days before the start of the course. Within 30 days of the course start date, cancellations are subject to a $150 processing fee; however, you may send a substitute or transfer to another ESI class without penalty prior to the start date. No-shows cannot transfer payment to another ESI class and will not receive a refund. Payments for cancellations will results in a credit valid for one year (refundable upon request) from the date on which the registration was canceled.
State Council of Higher Education for virginia (SCHEv)

An individual student may contact SCHEV with a complaint as a body of last resort. All complaints must be submitted in writing and mailed to SCHEV, James Monroe Building, 101 N. 14th Street, Richmond, VA 23219.
100% Money-Back Guarantee

Your investment in this program is fully guaranteed. If you are not completely satisfied after taking the class, you may request a refund of your tuition.
office of Student Affairs

Contact the Office of Student Affairs if you have questions about ESIs certificates, qualifying courses, certificate completion dates, transcripts, ACE Credit, PMI Professional Development Units (PDUs), otherprofessional credits or questions for ESIinstructors. Call +1 (888) ESI-4681.
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New Student Discount
If you have never taken an ESI course, now is the perfect time to train with ESI. With our New Student Discount, take 20% off the list price of any ESI open enrollment classroom course* scheduled before the end of 2012 if you register by December 31, 2012. Or, register for an eTraining course before December 31, 2012 and you can receive $300 off the list price!* Be sure to mention Priority Code: NSD-W.
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When you buy classroom or online training in packs of three or more, you can save on average more than $500 off the list price of each course.*
State and Local Government Employees

Open enrollment courses within our Contract Management, Federal Project Management and Business Skills curricula are available to state and local government employees at newly established discount pricing. On-site delivery to state and local employees is alsoavailable in all curricula. Please call +1(888) eSI-8884 for more information and pricing details.
Call +1 (888) 374-8884 for more information.
GSA Federal Supply Schedule

Take advantage of discounts for contract management andbusiness skills courses offered through ESIs GSA Federal Supply Schedules. Discounts cover consulting, on-site training and classroom training offered in locations across the United States.
Double Deals
INdIVIdual Register at the same time for two or more ESI classroom sessions and take 10% off each course.* two perSoNS Register yourself and a friend at the same time for the same classroom session and take 10% off each registration.*
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Receive special group discounts and save on travel expenses and time out of the office with On-site Training Programs at your site. If you have a group of employees who need training, well arrange to bring our courses to your preferred location.
veterans Benefits
Use your Montgomery GI Bill for any ESI open enrollment classroom course held in the commonwealth of Virginia. Visit www.esi-intl.com/MgIB or call +1 (888) eSI-4691 for more information.
Call +1 (888) 877-3337 or email totalsolutions@esi-intl.com today for more information on on-site training.
Learn more at www.esi-intl.com/Discounts.

*Terms and conditions apply. See website for details.
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CATALOG GUIDE

From Status Quo to Impact Core Project Management Courses

Federal Project Management (FAC-P/PM) Courses NeW!

IT Project Management Courses

Project Management Elective Courses

Business Analysis Courses

Courses for Program Managers and Experienced Project Managers

Core Government Contracting Courses

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Commercial Contracting Courses

Business Skills Courses

Contract Management Elective Courses

Certificates and Career advancement

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Project Management Courses

Associates Certificate in IT Project Management

Masters Certificate in Project Management

Masters Certificate in Project Management With a Concentration in IT Project Management

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HEAR FROM AN ESI INSTRUCTOR ABOUT THIS COURSE

On-site delivery available under GS-02F-0058P

*Credits may vary by delivery method.

PMBOK is a registered mark of the Project Management Institute, Inc

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Open enrollment and on-site delivery available under GS-02F-0058P

*Credits may vary by delivery method.

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Project Leadership, Management and Communications

On-site delivery available under GS-02F-0058P

*Credits may vary by delivery method.

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Scheduling and Cost Control

On-site delivery available under GS-02F-0058P

*Credits may vary by delivery method.

HEAR FROM AN ESI INSTRUCTOR ABOUT THIS COURSE

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Contract Management Principles and Practices

On-site delivery available under GS-02F-0058P

*Credits may vary by delivery method.

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Quality for Project Managers

On-site delivery available under GS-02F-0058P

*Credits may vary by delivery method.

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On-site delivery available under GS-02F-0058P

*Credits may vary by delivery method.

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Open enrollment and on-site delivery available under GS-02F-0058P

*Credits may vary by delivery method.

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Project Management Applications

On-site delivery available under GS-02F-0058P

*Credits may vary by delivery method.

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Agile Projects: Keys to Getting Started

On-site delivery available under GS-02F-0058P

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Business Process Analysis, Innovation and Design

Classroom $2,195 (3 days) 8:30 am5 pm Course code PMC-DNG

COURSE SCHEDULE PDUs: 225 CEUs: 22 CPE credits: 27

On-site delivery available under GS-02F-0058P