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Precision meets Expertise.
Course Catalogue
Project Management Business Analysis IT Service Management Business Continuity Management
2 www.procept.com
Letter from the President
On behalf of our faculty and staff, I welcome you to Procept Associates Ltd.�
As you look through this calendar, you’ll see our highly-rated courses in Project Management, Business Analysis, and IT Service Management.� In many Canadian cities we offer our courses directly to the public or through our university partners (see page 62).� We also deliver our courses directly to corporate and government clients worldwide.�
In-company deliveries can either be off-the-shelf or customized for the organization’s specific needs (see page 4).� All of our faculty have senior experience in their disciplines, and are selected for their high level of instructional talent.� All of our faculty, as well as our colleagues in our consulting practice, are available for consulting assignments.�
As an individual, or as a representative of your organization, please feel free to contact us at info@procept.�com for assistance in choosing the right course.� I wish you well in your professional development and I look forward to meeting many of you in the upcoming year!�
Yours truly,
Keith FarndalePresident
President�Keith Farndale
Vice President�sDarya Duma Sola Oduko
Direct�or, At�lant�ic CanadaJanice Petley
Sales and Market�ing�Rohit Madan
Desig�n Alana Hughes
1.800.261.6861 or 416.693.5559 3
Contents
Letter from the President .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 2Corporate Profile .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 4In-House and Customized Training Solutions .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 5Cerificates in Business Analysis and Project Management .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 6
PROJECT MANAGEMENT COURSES .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 7Advanced Microsoft Project .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 8CAPM® Exam Preparation .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 9The Complete Project Management Seminar .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 10Introduction to Project Management .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 12Managing Project Risk .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 13Microsoft Project Essentials .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 14PMP® and CAPM® Exam Preparation .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 16Managing Successful IS Projects .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 18PRINCE2® Foundation and Practitioner .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 19Project Contracting Management 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.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 24Project Management Essentials for Construction .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 26Project Management for Health Care .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 28Project Portfolio Management 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BUSINESS ANALYSIS COURSES .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 32Analytical Thinking for the Business Analyst .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 33Business Analysis Essentials .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 34CBAP® Preparation .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 36The Comprehensive Business Analysis Seminar - Part One .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 38The Comprehensive Business Analysis Seminar - Part Two .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 40Enterprise and Strategic Analysis .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 42Project Management for the Business Analyst .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 43Testing for the Business Analyst .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 44
PROJECT MANAGEMENT AND BUSINESS ANALYSIS SOFT SKILLS .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 45Beating the Clock: Personal Time Management .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 46Leadership, Relationship, and Change .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 47Virtual Teams: Dealing with Geographical Dispersion .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 48
IT SERVICE MANAGEMENT V3 .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 49ITIL® for IT Management .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 50ITIL® V3 Foundation Bridge .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 51ITIL® V3 Service Manager Bridge .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 52ITIL® IT Service Management Foundation V3 .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 53ITIL® V3 Release, Control, and Validation .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 54ITIL® V3 Service Operation .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 55ITIL® V3 Service Operation and Analysis .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 56ITIL® V3 Service Transition .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 57
BUSINESS CONTINUITY MANAGEMENT .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 58Business Continuity Management Awareness .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 59Business Continuity Management Essentials .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 60The Comprehensive Business Continuity Management Seminar .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 62
Instructors .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 64University Partners and Professional Accreditations .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 66Selected Client List .�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.�.� 67
4 www.procept.com
Corporate Profile
Who we areProcept is a premier provider of professional training programs specializing in Project Management, Business Analysis, IT Service Management, and Business Continuity Management - offering participants intensive instruction at the accreditation level.� Our consulting division offers strategic consulting services to help your organization improve its maturity in our specialization areas.�
Procept was founded in 1983 by Keith Farndale to provide Project Management services.� Since then, our reputation has evolved on the strength of our expertise, capability and motivation.� We’re especially proud of the fact that we’re now the leading project management trainer in Canada.� Procept now delivers a full curriculum of in-house training in Project Management, Business Analysis, Information Technology Service Management, and Business Continuity Management.�
In 2005, Procept opened our Atlantic Canada office and in 2006, we launched Procept Nigeria.� Both offer our growing selection of courses to companies in the region.�
Learn from qualified inst�ruct�orsThrough our Canadian operations, registered under ISO 9001, we define ourselves by the quality we provide.� Our trainers and consultants are experts in their industries, including engineering, information technology, oil and gas, management and engineering consulting, telecommunications, government, construction, real estate development, standards development, and food.� Our courses follow the prescribed outline of internationally recognized professional associations and many of our clients confidently pursue these designations.�
How we can help youAcross Canada and internationally, our experienced team works with blue-chip and non-profit organizations engaged in a diverse range of activity.� Here is just a sample of industries we serve:
Aerospace and DefenseConstruction Engineering ConsultingFinancial Services FoodGovernmentHealth CareInformation TechnologyOil and GasStandards DevelopmentTelecommunications
What sets us apart from others in the field is our continuing support of our clients.� Procept encourages feedback through questionnaires and updates through newsletters and our website.� For participants of our Project Management courses, we offer the PMP Helpline newsletter.� For participants of our Business Analysis courses we offer the CBAP Exam newsletter.� With these, clients have easy access to our consultants for answering questions and it allows us to keep in touch post-exam.�
Choice and convenience Choose from a variety of programs we offer in Project Management, Business Analysis, Information Technology Service Management, and Business Continuity Management.� Or we can design a program to meet your specific needs.�
Training is conducted at your company or through our partner universities.� Procept has enjoyed long-standing partnerships with several universities in Canada where our courses are part of the professional development curriculum.� See page 46 for a list of our university partners.�
For more informat�ion1.�800.�261.�6861 or 416.�693.�5559info@procept.�comwww.�procept.�com
1.800.261.6861 or 416.693.5559 5
For 21st century organizations that seek competitive advantage through investment in human resources, Procept’s in-house and customized training
programs can be the solution.�
We offer our Project Management, Business Analysis and IT Service Management programs in-house for groups of 8 or more.� Our off-the-shelf
programs can be customized to reflect your specific learning requirements, business processes, culture or industry.� Alternatively, we can custom
design a program specifically for your organization in consultation with one of our subject matter experts.� Create your own program length, course
content and instructional schedule.� Mix and match from different disciplines – create the right fit for your organization!�
In our course design, development, and delivery, we follow a structured approach to training using adult education principles.� Gap analysis, learning
objectives, design of programs and evaluation techniques is all done by a senior facilitator/consultant.� We use our Custom Course Design Profile tool
to identify specific organizational performance objectives in terms of knowledge, skills, and attitude.� Development of training manuals, PowerPoint
slides and learning aids is done by our in-house Course Developer with oversight guidance from our subject matter experts.� A final review of the
course by a second senior facilitator/consultant is part of our quality control process.�
Our in-house and customized training solutions can include:
• Learning assessments and needs analysis to identify gaps and learning objectives
• Pre-course (before the course) and post-course (two weeks after the course) assessments to ensure application of knowledge in the work
place
• Development of corporate career paths in Project Management, Business Analysis and IT Service Management
• Coaching of Project Managers, Business Analysts or IT Service Management practitioners
• Certificate Programs in Project Management, Business Analysis and ITIL, either off-the-shelf or custom designed to reflect your
organizational culture, goals and processes
• Refresher sessions that can be structured as classroom training, facilitated discussion sessions, or short talks such as “lunch and learn”
Procept has worked with many large organizations across Canada and the United States to: design custom learning programs; rework existing
training materials; and to rollout strategic initiatives.�
Examples:
In-House and Customized Training Solutions
ESRI Canada
We developed a series of custom courses.� A 1-day session “More Than
Just Winging It” waa offered across Canada to clients of ESRI during
End User Conferences.� The workshop enhanced the understanding
by ESRI clients of the value of ESRI’s PM methods, and the role of
the client on a project.� We also developed a half-day session “For
Project Team Members Only!�”, and a 1-day session “Managing Client
Projects” which focused in on the roles of the Account Manager and
the PM throughout the life of external client projects.�
Cit�y of Kit�chener
We developed a customized version of our 1-day “Project Sponsorship”
course to incorporate issues important to the client, including dealing
with outsourcing contracts.� This session has been delivered to over
150 participants to date.�
ATI Technolog�ies Inc.
Developed a sophisticated new project analysis and delivery
methodology and then chose Procept to develop and deliver
customized training for this methodology.� Procept worked closely with
ATI to adapt existing Procept material and integrate ATI templates into
a program of four customized courses to explain the ATI methodology
to their staff and also show how it fits in with cross-industry best
practices.�
MCAP Service Corporat�ion
Designed series of Microsoft Project templates defining project
management process for IT projects.� Included definition of project
management process, and developing reporting documentation.�
Created an instructional manual and trained participants in its use.�
Ont�ario Power Generat�ion Inc.
We designed, and we regularly present, a 2-day course on Contract
Monitoring, to train field staff in the monitoring of construction
contractors.� Those staff had previously been supervisors of direct-
hire construction tradesmen prior to a change of construction strategy
by OPG.�
Mechanical Cont�ract�ors Associat�ion of Ont�ario
Designed and currently presenting a 10–day Mechanical Contracting
Project Management course, in partnership with the University of
Waterloo.� Started in 1999, it is run from 2 to 6 times each year in
different Canadian cities, and is almost always sold out.�
Benefit�s of an in-house or cust�omized t�raining� prog�ram:
• Time - When and where you want
• Course content - Our subject matter experts design a
program specifically for your organization
• Flexibility - You set your schedule, be it in the evenings,
weekends, one session per week, or continuous sessions
• Savings - You save with corporate discounts
• Organizational learning - Group discussion brings
out organizational issues, and allows for immediate
applicability of the subjects being taught
6 www.procept.com
CERTIFICATE IN BUSINESS ANALYSIS
Business analysis is an important component of any project’s lifecycle.� Research has consistently shown that incomplete analysis is a key factor of
project failure.�
Designed by our business analysis experts, the Certificate in Business Analysis covers a wide range of techniques that can be applied to any
business problem or project.� The courses focus on the core skills required to be an effective business analyst and are suited for both new and
experienced analysts.� The Certificate provides tools and knowledge for practical application in business.� All courses align with the International
Institute of Business Analysis (IIBA®) Body of Knowledge.�
Prog�ram Det�ails
• Complete Enterprise and Strategic Analysis and The Comprehensive BA Seminar - Parts 1 and 2 within 2 years and attend at least 80% of
each course
• Pass the final exam after each course with at least 65% marks
ADVANCED CERTIFICATE IN BUSINESS ANALYSIS
A cutting-edge certificate program designed by our business analysis experts who believe in continuous professional development.� Also suitable for
those looking to earn professional development units to maintain their CBAP® (Certified Business Analyst Professional™) designation.�
Are you looking for a rigorous business analysis training that goes well beyond CBAP® and IIBA®’s BABOK®? Then this certificate is right for you!� This
Advanced Certificate provides an opportunity for participants to explore areas of interest in depth like leadership, virtual teams, project management,
testing and quality control, analytical thinking and problem solving.� This is the next logical step in the evolution of a business analyst professional or
practitioner, designed with input from industry, academia and program participants.�
Prerequisit�e
You should either have a CBAP® designation or have completed our Certificate in Business Analysis or a similar certificate program.�
Prog�ram Det�ails
• Complete Analytical Thinking for Business Analysts, Project Management for Business Analysts, and any other electives totalling 3 days.�
• Complete all the courses within 2 years and attend at least 80% of each course.�
CERTIFICATE IN PROJECT MANAGEMENT
A certificate program designed by our project management experts who introduced the first PMBOK® aligned project management course in
Canada.� If you are new to the exciting world of project management or have not taken any formal PMI project management training, this certificate
is right for you!� This certificate will strengthen your use of project management tools in real life situations and it will also help you prepare to write the
PMP® exam.�
Prog�ram Det�ails
• Choose between Project Management Essentials or Project Management Essentials for Construction
• Complete The Complete Project Management Seminar and pass the final exam at the end of the course with at least 65% marks
• You must complete both courses within a year and attend at least 80% of each course
ADVANCED CERTIFICATE IN PROJECT MANAGEMENT
A cutting-edge certificate program designed by our project management experts who believe in continuous professional development.� Also suitable
for those looking to earn PDUs to maintain their PMP designation.�
Are you looking for a rigorous project management training that goes well beyond PMP? Then this certificate is right for you!�
The Advanced Certificate provides an opportunity for participants to explore areas of interest in depth like project management leadership, virtual
teams, business analysis, agile project management, and Microsoft Project.� This is the next logical step in the evolution of a project management
professional or practitioner, designed with input from industry, academia and program participants.�
Prerequisit�e
You should either have a PMP designation or have completed our Certificate in Project Management or other similar certificate program.�
Prog�ram Det�ails
• Attend any combination of courses resulting in at least 4 days of total training
• Complete the required 4 days of training within two years
Cerificates in Business Analysis and Project Management
Procept Associates offer eighteen specific Project Management Courses, enabling participants to successfully achieve their goals in project management.� Each course can be taken individually or as part of a program towards certification.� Instructional time per course ranges from 7-42 hours and is delivered as on-site training at your company or through one of our courses offered to the public.�
Go wit�h a leader We’ve prepared more people to write the Project Management Professional (PMP®) exam than any other trainer in Canada.� To help you succeed, we publish Farndale’s PMP and CAPM® Preparation Guide.�
Accredit�at�ion PMP certification, awarded through the Project Management Institute (PMI), is the most recognized credential among PM professionals.� Procept is a Registered Education Provider with the institute, presenting more than 12,000 participant training days every year.� Additionally, most Procept PM courses are registered with PMI, each providing one Professional Development Unit (PDU) for each course hour.� These PDUs can be used towards the requirements for maintaining PMP certification.�
For students interested in pursuing PMP or Certified Associate in Project Management (CAPM) accreditation, Procept recommends our PMP and CAPM Examination Preparation course or The Complete Project Management Seminar and the Farndale’s PMP and CAPM Preparation Guide.�
The Complete Project Management Seminar
6 days
PMP® and CAPM®
Exam Preparation3 days
PRINCE2® Foundation and Practitioner
3 and 2 days
Project Contracting Management
2 days
Managing Project Risk2 days
Project Management Essentials for Health Care
3 days
Project Management Essentials
3 days
Project Scheduling Essentials
3 days
Fund
amen
tal
Project Management Essentials for Construction
3 days
Project Management Essentials for Contractors
2 days
Project Management Essentials for
Festivals and Events2 or 3 days
Microsoft Project Essentials
2 days
Introduction to Project Management
1 day
Managing Successful IS Projects
3 days
Project Portfolio Management
1 day
Advanced Microsoft Project1 day
Project Scheduling and Controls
5 days
Pro
fess
iona
lA
dvan
ced
CAPM® Exam Preparation 3½ days
1.800.261.6861 or 416.693.5559 7
PROJECT MANAGEMENT COURSES
8 www.procept.com
Advanced Microsoft Project
We have a new and improved version of this course!�
Appropriate for the experienced Project Manager or Project
Administrator, this 1-day course provides an advanced level
understanding of Microsoft Project.� You will learn to use the tool to
facilitate a higher, more effective level of project management within
your organization.�
This course explores the more complex features of the software.� These
features are illustrated and practiced through hands-on exercises,
designed to enable the Project Manager or Project Scheduler to better
model, track, analyze, interpret, and communicate project plans.� For
in-company courses, the course is customized in advance to suit the
requirements of the participants.�
LEARNING OBJECTIVES
You will gain practical skills, such as:
• Develop best practices for task and resource entry.�
• Understand how task calendars can be used to efficiently
schedule activities with specific time restrictions.�
• Understand the differences within Microsoft Project
between deadlines and constraints, and how both can be
used to provide effective management, communications
and tracking tools.�
• Understand how hidden and rolled-up tasks can be used
to facilitate improved project communication and project
manageability.�
• Create the appropriate views for updating actual information
into project, and as a result, use Microsoft Project not only as a
planning but also a management tool.�
• Understand how project baseline and interim plans differ,
and how each can be used successfully as a means of
tracking project progress
• Improve project analysis and communication through the use of
custom fields, graphical indicators, and the grouping of project
data.�
• Know how to improve the usability and efficiency of Microsoft
Project through the creation and use of custom views.�
WHO SHOULD ATTEND
The Advanced Microsoft Project course is appropriate for individuals
who are:
• Already using and are comfortable with the basic
functionality of Microsoft Project
• Ready to learn and apply some of the more advanced
features that the software has to offer.�
PREREQUISITE
• 2-day Microsoft Project Essentials
• 3-day Project Management Essentials (or its equivalent
fundamental PM course)
MATERIALS
You will receive a book (same as for our Microsoft Project Essentials),
a course binder containing course notes, exercises, and suggested
solutions.� You will also receive a CD with the exercise files.�
WHAT YOU WILL LEARN
Note: the outline depends upon the requirement of the
participants.�
RELATED COURSES OF INTEREST
• Microsoft Project Essentials
• Project Management Essentials
• The Complete Project Management Seminar
1.800.261.6861 or 416.693.5559 9
This 3½ day course is designed as an intense preparation for those
preparing to write the Certified Associate in Project Management
(CAPM®) examination.� The course is registered with the PMI and will
provide the necessary 23 contact hours required for the CAPM exam.�
It is based on the PMBOK® Guide 4th Edition.�
LEARNING OBJECTIVES
Participants will gain practical skills to:
• Review all nine Knowledge Areas as well as Professional
and Social Responsibility.�
• Obtain an overall view of the current state of the project
management body of knowledge.�
• Identify your responsibilities as working towards a
professional designation.�
• Prepare for the CAPM exam.�
WHO SHOULD ATTEND
The CAPM Exam Preparation course is suitable for individuals who:
• Want to prepare for the CAPM designation.�
• Just graduated from a post-secondary institution and are
interested in pursuing a career in project management.�
MATERIAL
The participants will receive:
• The course workbook
• Farndale’s PMP® and CAPM Preparation Guide
• CAPM Exam Prep Guide – 2nd Edition by Rita Mulcahy
Please note: You are required to bring your own A Guide to the Project
Management Body of Knowledge (PMBOK® Guide) 4th Edition to the
course.� The PMBOK® Guide can be purchased from PMI or Procept.�
WHAT YOU WILL LEARN
Project� Manag�ement� Int�roduct�ion and Framework
Project� Manag�ement� Process Groups
• Initiating
• Planning
• Executing
• Monitoring and Controlling
• Closing
Int�eg�rat�ion Manag�ement�
• Develop Project Charter
• Develop Project Management Plan
• Direct and Manage Project Execution
• Monitor and Control Project Work
• Perform Integrated Change Control
• Close Project or Phase
Scope Manag�ement�
• Collect Requirements
• Define Scope
• Create WBS
• Verify Scope
• Control Scope
Time Manag�ement�
• Define Activities
• Sequence Activities
• Estimate Activity Resources
• Estimate Activity Durations
• Develop Schedule
• Control Schedule
Cost� Manag�ement�
• Estimate Costs
• Determine Budget
• Control Costs
Qualit�y Manag�ement�
• Plan Quality
• Perform Quality Assurance
• Perform Quality Control
Human Resources Manag�ement�
• Develop Human Resource Plan
• Acquire Project Team
• Develop Project Team
• Manage Project Team
Communicat�ions Manag�ement�
• Identify Stakeholders
• Plan Communications
• Distribute Information
• Manage Stakeholders Expectations
• Report Performance
Risk Manag�ement�
• Plan Risk Management
• Identify Risks
• Perform Qualitative Risk Analysis
• Perform Quantitative Risk Analysis
• Plan Risk Responses
• Monitor and Control Risks
Procurement� Manag�ement�
• Plan Procurements
• Conduct Procurements
• Administer Procurements
• Close Procurements
CAPM® Exam Preparation
10 www.procept.com
Learn the project management body of knowledge in a 6-day
comprehensive program paced to appeal to those currently working
in a project management (PM) environment.� Instructors for this
course bring a PM discipline gained from years of managing projects
in rigorous project-driven industries.�
This “professional” level course appeals to a wide audience from a
broad mix of industries.� Participants including engineers, software
developers, and manufacturers, engaged in technical projects.�
Others are involved in business and financial projects.� This course
facilitates discussions among the participants about their project
management challenges and successes.�
Once completed, you will return to your workplace qualified to improve
your organization’s PM process.� Many people who have taken our
course have gone on to a high-profile position in their organization.�
For those preparing for the Project Management Professional (PMP®)
designation, this and related courses, have prepared more people for
the PMP exam than any other course in Canada.�
By the conclusion of this course, you will learn the 44 processes of the
benchmark publication A Guide to the Project Management Body of
Knowledge (PMBOK® Guide) published by the Project Management
Institute (PMI).�
In addition, you are also entitled to a free subscription to our PMP
Helpline and PMP intelligence messages.�
PARTICIPANT EVALUATIONS
“Helped me land a million dollar contract.�.�.� and helps me manage it
too!�” Blain Martin, Tricoord Spatial Data Inc.
“I can actually use the information in my job.� This course helps IT
professionals in PM to round out their educational and professional
qualification.�” Eden Hansen, The Maritime Life Assurance Company
“Both instructors were excellent.�.�.� they mixed real life examples into
the seminar.�.�.� made me believe they have ‘walked the walk’.�” Bryan
McKenzie, ABB
“A good course to gain an understanding of PM processes, and
especially useful to help one prepare for the PMP exam.�” Henry
Senuira, Rogers Communications
“Solid principles that are applicable to projects of all sizes.� Very well
knitted into our company’s systems of doing business.� Great job!�”
Bob Burns, Bruce Nuclear Generating Station
LEARNING OBJECTIVES
Participants will gain practical skills to:
• Become conversant with the whole breadth of modern
project management.�
• Increase your own PM “lessons learned” by learning from
the PM experiences of others.�
• Add techniques to your PM “toolbox,” increasing your value to
your organization and in the job marketplace.�
• Return to your workplace equipped to improve your
organization’s PM process.�
• Prepare to take the PMP examination (should you
choose).�
WHO SHOULD ATTEND
The Complete Project Management Seminar is appropriate for
individuals who:
• Are being appointed as a Project Manager or a Project
Management Office Director.�
• Want to enhance their resume and marketability in the
project management job market.�
• Work in a project management environment, in any
industry or discipline, and wants to increase their PM
knowledge.�
• Want to prepare for the PMP designation.�
PREREQUISITE
• 3-day Project Management Essentials (or its equivalent),
or
• You already work in a project management environment
that manages project scope, cost, time, quality, etc.�
MATERIALS
You will receive a course binder containing copies of presentation
slides, case studies, exercises, and suggested solutions.� You will
also receive the Project Management Body of Knowledge (PMBOK®)
Guide, and Farndale’s PMP and CAPM® Preparation Guide (with a
thorough sample exam).�
WHAT YOU WILL LEARN
Int�roduct�ion/Int�eg�rat�ion
• PM Body of Knowledge
• Project Life Cycle
• Project Planning
• Exercise: Stakeholder Requirements
Scope Manag�ement�
• Project Initiation
• Project Charter
• Work Breakdown Structure
• Scope Statements and Scope Changes
• Exercise: Work Breakdown Structure
Time Manag�ement�
• Types and Hierarchy of Schedules
• Logic Networks: ADM, PDM, CPM
• Duration Estimating
• Resource Loading/Levelling
• Risk Analysis & Contingency
• Schedule Reporting and Control
• Critical Path Compression
• Exercises: Post-it® Note Schedule Development,
Resource Levelling, Crashing
The Complete Project Management Seminar
1.800.261.6861 or 416.693.5559 11
Cost� Manag�ement�
• Cost Estimating
• Contingency Allowance
• Budgeting
• Cost Reporting and Control
• Earned Value
• Estimates to Complete
• Contingency Management
• Exercises: Estimating, Earned Value
Qualit�y Manag�ement�
• Concepts
• Customer Requirements
• Cost of Quality
• Tools of Quality Control
• Process Control Charts
• QM Standards
• Exercises: Pareto Diagram, Application to PM
Procurement� Manag�ement�
• Organizing for Procurement
• Contract Law
• Procurement Planning
• Contract Types
• Risk Allocation
• Solicitation & Source Selection
• Contract Administration
• Dispute Avoidance & Resolution
• Contract Close-Out
• Exercises: Battle of the Forms, Evaluation Criteria,
Procurement Plan
Risk Manag�ement�
• Risk Identification
• Assessment
• Quantification
• Expected Monetary Value
• Decision Trees
• Monte Carlo Simulation
• Risk Response Planning
• Exercises: Risk Identification, Risk Mapping, Risk
Tolerance, Risk Responses
Human Resources Manag�ement�
• Organizing for Projects: Projectized / Functional / Matrix,
Behavioural Matters
• Motivation & Leadership
• Power and Influence
• Team Development
• Conflict Resolution
• Exercises: Working in a Matrix, Applying Behavioural
Theories, Situational Leadership, Conflict Resolution
Communicat�ions Manag�ement�
• Process of Communication
• Communications Plan
• Progress Reports
• Virtual Teams
• Exercise: Communication Failures, Communications
Planning
Professional Responsibilit�y
• PM as a Profession
• Ethics and Diversity
• Exercise: Ethical Dilemmas
Closing�
• Trends in Project Management
• Organizational Maturity
• Types of Project Environments
RELATED COURSES OF INTEREST
• Microsoft Project Essentials
• Advanced Microsoft Project
• PMP and CAPM Exam Preparation
12 www.procept.com
Introduction to Project Management
Implementing project management processes has been directly
linked to improving project performance, such as completing on
time, on budget and providing the deliverables to customer needs
and satisfaction.�
This 1-day fundamental course introduces the concepts of project
management and provides some essential tools to start the process
of managing projects effectively in your organization.� It also discusses
the differences between projects and operational work and helps you
understand the additional skills required to manage work and people
in a project environment.�
LEARNING OBJECTIVES
Participants will gain practical skills to:
• Define the specific characteristics of a project.�
• Define a project scope.�
• Identify the nine processes that are used for managing
projects.�
• Assemble elements of a project plan.�
• Identify key project stakeholders and their roles.�
• Recognize the skills necessary to work in a project
management environment.�
• Explain the steps towards implementing project
management processes in your organization.�
WHO SHOULD ATTEND
The Introduction to Project Management course is suitable for
individuals who are:
• Considering a career in project management and would
like to know what that entails.�
• Being considered for a project management position
and need to prepare and know more about the process.�
• In an organization that is considering implementing
project management processes and needs to know
where to start and what to consider.�
PREREQUISITE
There is no prerequisite for this course.� It functions as a stand-alone
course.�
MATERIALS
You will receive a course binder containing copies of presentation
slides, exercises, and suggested solutions.�
WHAT YOU WILL LEARN
What� is Project� Manag�ement�?
• Definition of a project
• Definition of Project Management
• Organizations that manage projects
The PM Environment�
• Functional structure
• Projectized structure
• Matrix structure
Why Is Manag�ing� Project�s Different� From Manag�ing�
Day-To-Day Operat�ions?
• The project life cycle
• Communication complexity
• Conflict management
Transit�ioning� t�o Project� Manag�ement�
• Roles and responsibilities
• Role of a Project Manager
• Role of a Project Sponsor
Set�t�ing� Priorit�ies and Time Manag�ement�
• The Project Management office
• Project Management methodology
Trends and Lessons Learned
• Trends in Project Management
• Lessons learned
RELATED COURSES OF INTEREST
• Project Management Essentials
1.800.261.6861 or 416.693.5559 13
Managing Project Risk
This 2-day course explores quantitative and qualitative techniques to
identify and analyze project risk factors (risk event, event probability,
and event impact).� A variety of risk response choices are discussed,
and risk identification and risk response are practiced in workshop
groups.� Quantitative techniques are applied to problems, but don’t
worry, advanced mathematics is not used!�
PARTICIPANT EVALUATIONS
“Instructor understands and presents the risk management theories
very well” Chris Gallagher, Project Manager, National Grocers
“Well constructed.�.�.� covered the topic well.�.�.�knowledgeable and
enthusiastic.�.�.� examples relevant and easy to understand.�.�.�well
done!�” Linda Seymour, PMSC Ltd.
“Instructor’s organization, knowledge of material, and most importantly
sense of humour made a potentially dry topic very enjoyable and
interesting” Mario Salvagio, Loblaws
“Very good coverage of a too-much neglected area in day-to-day
project management” Barbara Minious, Walworthy Inc.
LEARNING OBJECTIVES
Participants will gain practical skills to:
• Apply a common framework of project risk management
of the Project Management Institute.�
• Value the importance of including risk management in
project planning and execution.�
• Facilitate team discussions to identify project risks and
opportunities, and formulate risk responses.�
• Use expected monetary value.�
• Describe other techniques such as decision trees, Delphi
method, and Monte Carlo simulation, and when they are
applicable.�
• Analyze risks and select response strategies appropriate
to priorities and organization risk tolerances.�
WHO SHOULD ATTEND
The Managing Project Risk course is suitable/appropriate for
individuals who are:
• Project Managers and team members who already
work in a well established project management
environment but wish to improve their project risk
management processes.�
• Members of a project team looking to “jump-start” their
risk management on a new and risky project.�
PREREQUISITE
• 3-day Project Management Essentials (or its equivalent)
MATERIALS
You will receive a course binder containing copies of presentation
slides, case studies, templates.� exercises, and suggested solutions.�
WHAT YOU WILL LEARN
Int�roduct�ion
• Risk factors
• Workshop - lessons learned
Risk Manag�ement� Process
• Risk identification
• Workshop - stakeholders
• Risk classification systems
• Workshop - risk identification
• Risk quantification
• Risk tolerance
• Workshop - risk tolerance
• Risk response development
• Avoidance, mitigation
• Deflection, acceptance
• Contingency in budget
• Contingency in schedule
• Workshop - risk responses
• Risk management plan
Risk Tools
• Facilitative tools
• Video & discussion - groupthink
• Workshop - affinity diagram
• Probability & statistics
• Monte Carlo simulation
• Software demonstration (Risk +)
• Expected monetary value
• Exercise - payoff tables
• Decision trees
• Exercise - decision tree
• Critical path network
• Statistical sums
• Workshop - candidate responses
Wrap-Up
• Exercise – project environments
• Wrap-up
RELATED COURSES OF INTEREST
• The Complete Project Management Seminar
14 www.procept.com
Microsoft Project Essentials
We have a new updated version of this course, previously known
as Hands-On Microsoft Project.� This fundamental 2-day course
continues to provide you with the hands-on skills to plan and manage
project activities using Microsoft Project.�
You will learn and practice Microsoft Project at your own dedicated
computer.� The scheduling techniques are learned through a series of
progressive exercises which simulate a real project.� At the beginning
of each exercise, participants load a new project file which contains all
the information correctly input from the previous exercise.� As a result,
those with slower typing skills are not left behind.� By completion,
participants will have fully defined a project from beginning to end,
and will have performed project updates and reporting.�
PARTICIPANTS’ EVALUATIONS
“A very professional course.� I especially like referring to PMBOK®
(Project Management Body of Knowledge).� Also the course is
consistent with other Procept courses.� Very good indeed.� I would
recommend this course to all project managers” Vasilj Petrovic,
P.�Eng.�, PMP, ABB Canada
“I wanted to thank you for a super course!� I am recommending it to all
unit staff who have not taken it” Participant, Ministry of Environment
and Energy
“Everyone who uses MSP…should take this course.� It is remarkably
well organized and the pace is excellent” Greg Centro, Agfa Canada
LEARNING OBJECTIVES
You will gain practical skills to:
• Effectively define a project, assign resources and costs to
activities, set a project baseline, input actual project
status, identify resource conflicts, and
produce meaningful reports.�
• Use advanced features such as individual resource
calendars, custom layout definitions, filters, and the use
of custom data fields.�
• Understand both the positive and negative aspects of the
software in order to fully understand the applicability of
the software for their needs.�
• Discuss real-world issues such as managing multiple
projects, sharing of resources, and the efficient use of the
software within large and small organizations.�
WHO SHOULD ATTEND
The Microsoft Project Essentials course is suitable for individuals
who are:
• Project managers, project administrators, and team
members.�
• Using Microsoft Project to plan and manage new
projects, and those who require enough knowledge to
understand its capabilities and to access previously
defined project data.�
• Using (or perhaps exploring) the software without the
benefit of having been formally trained.�
PREREQUISITE
• 3-day Project Management Essentials (or an equivalent
fundamental PM course)
MATERIALS
You will receive a complete book on the use of Microsoft Project, a
course binder, and CDs with all the Microsoft Project data files used
in the course.�
WHAT YOU WILL LEARN
Get�t�ing� St�art�ed wit�h Project�
• Views, Reports, Project Properties, Nonworking Days
• Creating a New Project Plan
Creat�ing� a Task List�
• Entering Tasks, Durations, Milestones, Phases
• Linking Tasks
• Documenting Tasks
• Checking the Plan’s Duration
Set�t�ing� Up Resources
• People, Equipment, Material, and Cost Resources
• Entering Resource Pay Rates
• Adjusting Working Time for Individual Resources
• Documenting Resources
Assig�ning� Resources t�o Tasks
• Assigning Work Resources
• The Scheduling Formula
• Assigning Additional Resources
• Assigning Material Resources
• Assigning Cost Resources
Format�t�ing� and Print�ing� Your Plan
• Creating a Custom Gantt Chart
• Formatting Text in a View
• Formatting and Printing Reports
Tracking� Prog�ress on Tasks
• Saving a Project Baseline
• Tracking a Project as Scheduled
• Entering a Task’s Completion Percentage
• Entering Actual Values for Tasks
• Is the Project on Track?
Fine-Tuning� Task Det�ails
• Adjusting Task Relationships
• Setting Task Constraints
• Viewing the Project’s Critical Path and Float
• Adjusting Working Time for Individual Tasks
• Entering Deadline Dates, Fixed Costs
Fine-Tuning� Resource and Assig�nment� Det�ails
• Entering Multiple Pay Rates
• Setting up Resource Availability
• Applying Different Cost Rates to Assignments
• Entering Material Resource Consumption Rates
1.800.261.6861 or 416.693.5559 15
Fine-Tuning� t�he Project� Plan
• Examining Resource Allocations over Time
• Manually Resolving Resource Over-Allocations
• Examining Project Costs
Tracking� Prog�ress on Tasks and Assig�nment�s
• Updating a Baseline
• Tracking Actual and Remaining Values
• Tracking Time-phased Actual Work
• Rescheduling Incomplete Work
Viewing� and Report�ing� Project� St�at�us
• Identifying Tasks That Have Slipped
• Examining Task Costs
• Examining Resource Costs
• Reporting Project Cost Variance with a Stoplight View
Get�t�ing� Your Project� Back on Track
• Troubleshooting Time and Schedule Problems
• Troubleshooting Cost and Resource Problems
• Troubleshooting Scope-of-Work Problems
Applying� Advanced Format�t�ing�
• Formatting a Gantt Chart View
RELATED COURSES OF INTEREST
• Project Management Essentials
• Advanced Microsoft Project
• The Complete Project Management Seminar
16 www.procept.com
PMP® and CAPM® Exam Preparation
If you are preparing for the examination for the Project Management
Professional designation, or the Certified Associate in Project
Management, you should attend our intense preparation course.�
This course has been offered from Hong Kong to Tehran and Lagos,
and from Victoria to St.� John’s, and has certainly prepared more
Canadian candidates for the PMP exam than any other course.�
This course is an intense “crash” review of exam material, it is not
intended as a stand-alone project management course.� It is delivered
in a 3-day version for people who are well prepared already, and can
be available in 5- and 6-day versions.�
PMI and t�he PMP Desig�nat�ion
The Project Management Institute (PMI) is a worldwide professional
organization dedicated to advancing the state-of-the-art in project
management.� Certification requires showing certain experience and
passing an examination administered by PMI.� The course reflects the
contents of A Guide to the Project Management Body of Knowledge
(PMBOK® Guide), published by PMI.� You can contact PMI at (610)
356-4600 or at www.�pmi.�org.�
PARTICIPANT EVALUATIONS
“Fast-track, intensive.�.�.�focused me on where I need to spend the
remaining time.�.�.�greatly enjoyed’ John Beaumont, Director Corporate
Projects, Sears Canada Inc.
“Excellent: Very professional, well organized, in-depth explanations,
strong presentation skills, expert level knowledge and experience”
Diane Powell, Sabre Group
“Can’t say enough good things.�.�.�the instructor has such a wealth of
knowledge that goes across PMBOK®” Gord Fogel, PM Consultant,
Royal Bank
“Excellent flow.�.�.�good coverage where needed and no wasted time
.�.�.�great discussion which clarified a lot” Richard Lavoie, MTT/Aliant
“By far the best instructor I’ve seen in ages.�.�.�used practical everyday
relevant examples to explain concepts” Linda Peers, Nova Scotia
Power
LEARNING OBJECTIVES
Participants will gain practical skills to:
• Review all eight Knowledge Areas as well as Professional
and Social Responsibility.�
• Obtain an overall view of the current state of the project
management body of knowledge.�
• Identify your responsibilities as a PM Professional
• Prepare for project management exams
WHO SHOULD ATTEND
The PMP and CAPM Exam Preparation course is suitable for
individuals who:
• Want to prepare for the PMP or CAPM designation.� For
most examination candidates, we recommend that
you take our longer 6-day Comprehensive PM Seminar
at University of Toronto.� However, this shorter course
is appropriate if you are already somewhat or largely
prepared for the exam.�
PREREQUISITE
• 3-day Project Management Essentials (or its equivalent)
• You already work in a project management environment
that manages project scope, cost, time, quality, etc.�
MATERIALS
You will receive a course binder containing copies of presentation
slides, exercises, and suggested solutions.�
WHAT YOU WILL LEARN
Project� Manag�ement� Cont�ext� and Int�eg�rat�ion
• Project stakeholders
• Project life cycles
• Project trade-offs
• The project charter
• Project Management Plan
• Integration processes
Scope Manag�ement�
• Collect requirements
• Define scope
• Create Work Breakdown Structure
• Verify scope
• Control scope
Time Manag�ement�
• Logic networks
• Critical path calculations
• Resource loading & leveling
• Schedule development
• Schedule control
Cost� Manag�ement�
• Estimate costs
• Determine budget
• Control costs
Qualit�y Manag�ement�
• Quality management principles
• Plan quality
• Perform quality assurance
• Perform quality control
Procurement� Manag�ement�
• Plan procurements
• Conduct procurements
• Administer procurements
• Control procurements
Risk Manag�ement�
• Plan risk management
• Identify risks
• Perform qualitative risk analysis
1.800.261.6861 or 416.693.5559 17
• Perform quantitative risk analysis
• Plan risk responses
• Monitor and control risks
Human Resources Manag�ement�
• Organizational structure
• Develop human resource plan
• Acquire project team
• Develop and manage project team
Communicat�ions Manag�ement�
• Identify stakeholders
• Plan communications
• Distribute information
• Manage stakeholder expectations
• Report performance
Professional Responsibilit�y
RELATED COURSES OF INTEREST
• The Complete Project Management Seminar
18 www.procept.com
Managing Successful IS Projects
This 3-day fundamental course is designed to give anyone involved
with information systems (IS) projects the essential tools and
techniques they need to deliver successful results.�
This course provides a distinction between information systems
and information technology, the purpose of information systems
and the role of information systems organizations, critical success
factors for delivering information systems projects, and how systems
development life cycle fits into the project management life cycle.�
You will discuss the complete project lifecycle, from how an IS project
is initiated, through to project planning, executing and controlling,
and closing.� In addition, you learn the basic approach for selecting
and implementing project management tools, including key features
of common project management tools.�
Finally, you are shown how project performance and effectiveness
should be assessed, by introducing the concepts of balance score
card and benchmarking.�
LEARNING OBJECTIVES
Participants will gain practical skills to:
• Distinguish between information systems and information
technology.�
• Recognize the purpose of information systems, and the
role of Information Systems Organizations.�
• Recognize the rationale for investing in an IS project, and
various ways of establishing IS project.�
• Develop clear project purpose, scope, deliverables,
high-level budgets and benefits, impact of “do nothing”,
and project justification.�
• Assess and structure the IS project team.�
• Identify key areas of IS project risk, assess their impact
and identify strategies for managing risks.�
• Recognize the steps for selecting and implementing an
IS project management tool.�
• Apply the concepts of balance score card and
benchmarking.�
WHO SHOULD ATTEND
The Managing Successful IS Projects course is suitable for
individuals who are:
• Currently involved with information systems projects.�
• Existing Project Managers and Business Analysts that
want to be involved in information systems projects.�
PREREQUISITE
There is no prerequisite for this course.� It functions as a stand-alone
course.�
MATERIALS
You will receive a course binder containing copies of presentation
slides, case studies, templates, exercises, and suggested solutions.�
WHAT YOU WILL LEARN
Int�roduct�ion
• Distinguish between information systems and information
technology
• Purpose of information systems and role of IS
organizations
Basic Concept�s of a Project�
• Distinguish between a project, operation, and an IS
project
• Why do IS projects fail?
• Critical success factors for all IS projects
What� is Project� Manag�ement�
• Distinguish between project management, program
management and portfolio management
• Project management and systems development life
cycles
• Integrating SDLC into the project management life cycle
• Project management environments
Init�iat�e IS Project�(s)
Plan IS Project�(s)
Execut�e and Monit�or IS Project�(s)
Close IS Project�(s)
Project� Manag�ement� Tools
• Selecting and implementing tools
• Features of common project management tools
Measuring� Project� Performance and Effect�iveness
• Purpose and how
• Balance score card concepts
• Measuring performance
• Benchmarking
RELATED COURSES OF INTEREST
• Project Management Essentials
• Business Analysis Essentials
• The Complete Project Management Seminar
1.800.261.6861 or 416.693.5559 19
PRINCE2® Foundation and Practitioner
PRINCE2®, “Projects in Controlled Environments”, is a project
management methodology very popular in both public and private
sectors in the UK.� It emphasizes the role of a “Project Board”, and
end-of-phase reporting and approval.� See www.�ogc.�gov.�uk/prince2.�
It is not at all contrary to the processes described in the PMBOK®
Guide of the Project Management Institute.� We recommend that
organizations consider this approach to projects.�
Procept Associates Ltd.� has partnered with Raj Khanna Associates
Ltd.�, who are an Accredited Training Organization for APMG UK,
to provide the PRINCE2® 3-day Foundation and 2-day Practitioner
courses.� These courses are designed to provide participants
with a working understanding of the PRINCE2® structured project
management method.� It will enable you to use the method when
working within a PRINCE2® project and to pass the PRINCE2®
Foundation and Practitioner examinations.�
LEARNING OBJECTIVES
The course covers the full PRINCE2™ syllabus and therefore equips
participants not just to take the Foundation examination, but also
to understand the broad range of PRINCE2™’s processes and
components.� The aim during the course is to achieve an effective
balance between exam success and the need for skills transfer.�
WHO SHOULD ATTEND
The PRINCE2™ Foundation and Practitoner courses are appropriate
for individuals who are:
• Managing projects and now require formal PRINCE2™
training.�
• Involved in some form of project support activity.�
• Note: Participants are required to undertake preliminary
study using the provided Pre-Course Workbook.� Further
self-study is also expected during the evenings of each
course day.�
PREREQUISITE
Some previous experience in a project environment is advisable.�
MATERIALS
You will receive a course binder containing copies of presentation
slides, case studies, exercises and suggested solutions.�
WHAT YOU WILL LEARN
• Business & Projects
• Project Management
• Overview of PRINCE2™ Processes and Components
• Project Start-up
• Organization Component
• Business Case Component
• Project Scenarios
• Product-Based Planning
• Plans Component
• The Planning Component
• Management of Risk Component
• Initiating a Project
• Configuration Management Component
• Controls Component
• Controlling a Stage, Managing Product Delivery &
Managing Stage Boundaries
• Change Control Component
• Quality in a Project Environment Component
• Closing a Project
• Benefits of PRINCE2™
• The PRINCE2™ Foundation or Practitioner examination is taken
at the end of the final day of the course.�
20 www.procept.com
Project Contracting Management
Procurement management, and especially contract administration,
have become essential project management skills in today’s trend of
outsourcing all but the company’s core competencies.�
We will guide you through procurement practices, solicitation of bids,
contract negotiations and provide a taste of contract law.� This 2-day
course will provide the basic tools required for project managers
in these areas.� It will also offer you an insight into the role of the
procurement officer on a project team.�
PARTICIPANT EVALUATIONS
“This was an information intensive workshop full of practical tips that
can be applied in a number of contract management situations in
all areas of discipline.� With these tools, we can all do a better job of
managing contracts to successful completion” Brian Tocheri, Town
of Marathon
Straight 5/5, “Again another area of project management made
visible!� Great wealth of knowledge” Steve Jones, Manager IS, Perle
Systems
“Instructor was experienced, thoughtful, insightful, humorous, .�.�.�
he made learning fun”.�.�.� Improve the program?.�.�.�”No need” Derek
Cullen, Royal Bank Financial Group
“Knew his topic.�.�.� good examples.�.�.� His points have been heard!�
This is a very important course to PM’s” George Thorogood, Rogers
Shared Services
LEARNING OBJECTIVES
Participants will gain practical skills to:
• Use proven techniques, tools and skills for managing
contracting and procurement on projects.�
• Know how to plan and control procurement management
scope of work.�
• Know how to effectively select procurement personnel for
your project.�
• Understand and use the procurement management
terminology.�
• Anticipate impact of procurement management upon
other aspects of project management.�
• Make a plan for enhanced procurement management
efforts for your project.�
WHO SHOULD ATTEND
The Project Contracting Management course is appropriate for
individuals who are:
• Project Managers and team members who want
to improve their procurement management skills and
increase their understanding of roles and responsibilities
of procurement on a project.�
• Purchasing professionals who want to make a transition
into a project environment.�
PREREQUISITE
• 3-day Project Management Essentials (or its equivalent)
MATERIALS
You will receive a course binder containing copies of presentation
slides, exercises and suggested solutions.�
WHAT YOU WILL LEARN
Int�roduct�ion
• Procurement objectives
• Exercise: introduction
• Procurement management processes
• The integration model
Plan Purchases and Acquisit�ions
• Defining the requirements
• Exercise: make or buy
• Exercise: contract packages breakdown
• Procurement schedule
• Budget by contract package
• Target quality levels
• Exercise: procurement organization
• Exercise: sourcing the vendors
• Exercise: specification types
• Exercise: contract types
• Exercise: procurement plan
Plan Cont�ract�ing�
• Purchase requisition
• Solicitation package
• Invitation to bid
• Bid and contract security
• Terms and conditions
• Standard forms
• Exercise: pre-qualifying vendors
• Partnering
Request� Sellers Responses
• Communication rules
Select� Sellers
• Price fixing
• Exercise: Bid evaluation matrix
• Communication rules during bid evaluation
• Contract award
Cont�ract� Administ�rat�ion
• Controlling scope, cost, schedule, quality and risk
• Material handling
• Disputes
• Exercise: waiver of contract rights
Cont�ract� Closure
• Contract documentation
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• Product verification
• Work documentation
• Formal acceptance
• Procurement audits
• Exercise: lessons learned
• Post-contract vendor evaluations
• Historical data base
Cont�ract� Law
• 5 conditions for contract to exist
• Exercise: battle of the forms
• Key rules of contract law
• Exercise: warranty vs.� condition
RELATED COURSES OF INTEREST
• Leadership, Relationship, and Change
• Enterprise Project Management
• Managing Project Risk
• The Complete Project Management Seminar
22 www.procept.com
We have recently revised and improved this fundamental level 3-day
course.�
This is our most popular course.� It is designed to give new project
managers and project team members the essential tools they need to
deliver successful projects.� We cover the complete project lifecycle,
from initiating, through project planning project planning and
execution, and to project close-out.�
As well as a great learning experience for an individual, it is also
suited for “jump-starting” an entire project team about to embark
on a project.� Like our other courses, it can be “customized” to your
organization’s environment.�
PARTICIPANT EVALUATIONS
“Without a doubt the best course I have attended…very informative,
exceptionally well organized, presenter was a blast!” Lori Clarke,
Department of Health
“Excellent course content…Stimulated much positive conversation
with peers in class” Larry Allen, Bell Canada
“Incredibly knowledgeable instructor, incredible enthusiasm” Fred
Wagner, Grand River Hospital
“Excellent!!! Presentation of topics were great! The course is an great
asset to the new and old (experienced) Project Manager” Robert
D’Ambrosio, Bell Canada
“Excellent. Good use of tools, humor, real life examples, simple
analogies. Did a super job of adjusting to the needs of the group on
the fly” Shannon Denovan, Mutual Group
“Skills instantly applicable; can take away and use immediately in
the work environment,… made the course enjoyable... extremely
informative and applicable” Karen Haffey, AT&T Canada
LEARNING OBJECTIVES
Participants will gain practical knowledge and skills to be able to:
• Use the terminology and processes of modern project
management – project scope, time, cost, and communications
management
• Prepare a Project Charter and Project Plan
• Facilitate team discussions in preparing project plans and in
executing projects
• Utilize project management templates
• Value the benefits of a consistent project management method
WHO SHOULD ATTEND
The Project Management Essentials course is suitable for individuals
who are:
• Responsible for managing smaller projects.�
• Participants on a project team of any size, especially those who
have not yet been exposed to the tools, techniques and
terminology of formal project management.�
PREREQUISITE
There is no prerequisite for this course.� It functions as a stand-alone
course.�
MATERIALS
You will receive a course binder containing copies of presentation
slides, exercises and suggested solutions.�
WHAT YOU WILL LEARN
Int�roduct�ion and PM Cont�ext�
• Portfolios, programs, projects
• Project success, project life cycles
• Workshops: Project priorities, project success
Init�iat�ing� t�he Project�
• Stakeholders and requirements
• Project team, working in a matrix
• Workshops: Project stakeholders, project charter
Planning� t�he Project�
• Work breakdown structure
• Project Change Control
• Communications planning
• Estimating
• Project risk management
• Critical path scheduling
• Workshops: WBS, critical path scheduling, change control,
project communications plan, risk management, project
schedule
Project� Execut�ion
• Roles and responsibilities
• Scope management
• Conflict management
• Leadership and motivation
• Schedule control
• Cost control
• Workshops: roles and responsibilities, conflict management,
schedule updates, reporting and control
Project� Closure
• Closing and lessons learned
Wrap-up
• Workshops: lessons learned
RELATED COURSES OF INTEREST
• The Complete Project Management Seminar
• Microsoft Project Essentials
Project Management Essentials
1.800.261.6861 or 416.693.5559 23
Project Management for Festivals and Events
Some people think that anyone can produce an event and that
special skills or training aren’t required, but this type of thinking leads
to projects that are plagued with problems.�
Festivals attract tourists as well as people from the local community.�
The level of professionalism expected continues to increase and
event organizers are faced with the challenge of how to create a
more attractive cultural activity while working with limited resources.�
Many non-profit and charitable organizations are faced with stiff
competition for community support and corporate sponsorship, and
they are constantly pressured to do more for less.�
Those charged with the responsibility of delivering a quality event
would benefit from the use of formal project management tools that
have been adapted to suit the needs of festivals and events.� Those
tools, in combination with an increased knowledge of best practices,
will help make the next festival or event more successful and more
enjoyable for everyone.�
This fundamental course is modular in nature and can be presented
in either 2 or 3 days.�
PARTICIPANT EVALUATIONS
“This course has enabled me to be more successful in the hospitality
and tourism industry.�” Participant
“It is refreshing to participate in a course led by an experienced
professional.�” Participant
LEARNING OBJECTIVES
Participants will gain practical skills to:
• Understand and identify best practices for organizing
festivals and events.�
• Apply project management tools in order to increase the
level of success.�
• Be able to approach the next festival or event with greater
confidence.�
• Return to your organization ready to improve your event
management process.�
WHO SHOULD ATTEND
The Project Management for Festivals and Events course is
appropriate for individuals who:
• Are involved in organizing festivals or events.�
• Manage or are part of a team producing corporate
events.�
• Are involved in fundraising activities for non-profit or
community organizations.�
• Work in the tourism or hospitality sectors.�
• Would like to learn fundamental project management
tools and techniques.�
PREREQUISITE
There are no prerequisites for this course.� It functions as a stand-
alone course.�
MATERIALS
You will receive a course binder containing course notes, exercises,
and suggested solutions.�
WHAT YOU WILL LEARN
Event� Manag�ement�
• Define goals and objectives
• Identify and organize the work that needs to be done
• Create, manage, and control the budget and schedule
• Avoid the confusion caused by changes
• Manage uncertainty
• Determine the feasibility of the festival or event before
proceeding with the project
People Manag�ement�
• Manage stakeholders and their expectations
• Communicate with committees, boards, and your team
• Manage volunteers and sponsors
• Determine the resources required
RELATED COURSES OF INTEREST
• Project Management Essentials
• The Complete Project Management Seminar
24 www.procept.com
Project Management Essentials for Contractors
You have new project managers who need to ramp up quickly
to deliver successful construction projects.� This 2-day course
introduces the essential tools of project planning and execution in a
construction contracting environment.� Participants practice project
management techniques on a simple construction project that is
developed through the complete project lifecycle, from initial project
proposal and definition, through project implementation, and finally to
the often neglected project completion phase.�
Participants will leave this course with the ability to implement a
structured process to successfully deliver small to medium-sized
construction projects for their organizations and for their customers.�
LEARNING OBJECTIVES
Participants will gain practical skills to:
• To learn and use the terminology and processes of
modern project management
• To explain meaning of key clauses of CCDC2
• To identify your PM responsibilities from the start to the
close of a project
• To prepare a complete and accurate project plan for a
small project
• To provide some of the knowledge you need for the Gold
Seal Project Manager’s certification
• To increase your own PM “lessons learned” by learning
from the experiences of others
• To value the benefits of a consistent PM methodology
WHO SHOULD ATTEND
The Project Management Essentials for Construction course is
suitable for individuals who are:
• Construction contractors or employees of construction
contracting organizations
• Responsible for managing small to medium construction
projects
• Active participants on a project team, especially those
who have not yet been exposed to project management,
but can see themselves moving in that direction
PREREQUISITE
There is no prerequisite for this course.� It functions as a stand-alone
course.�
MATERIALS
You will receive a course binder containing copies of slides, case
studies, templates, exercises, and suggested solutions.�
WHAT YOU WILL LEARN
What� is Project� Manag�ement�?
• Definition of modern project management
• Introduction to PM certifications
• Skills required in a PM
Basic Concept�s of a Project�
• What is a project?
• What makes a successful project?
• Why do some projects fail?
The Project� Life Cycle
• Owner’s project life cycle
• Contractor’s project life cycle
• Milestones
• Fast-tracking
The Project�
• Introduce project workshop scenario
• Responding to a bid
• Construction planning
• Scope definition
• Workshop: Define project scope
The Work Breakdown St�ruct�ure
• WBS definition
• Why use a WBS approach
• Elements of an effective WBS
• Workshop: Develop project WBS
• Identifying subcontracts
• Evaluating project budget
Risk Manag�ement�
• Risk management process
• Workshop: Identifying & analyzing project risks
• Evaluating project risks
• Choosing an appropriate risk response
• Typical construction project risks
• Assigning budget contingency
The Cont�ract�
• Contract types
• CCDC2
• Liquidated damages
• Subcontracts
Org�anizing� t�he Project� Team
• Owner’s matrix structure
• Contractor’s projectized structure
• Assigning responsibilities
• Single point of contact
• Workshop: Structuring the team
The Project� Plan
• Change management
• Project administration
• The daily log
• Safety planning
Project� Schedule
• The logic diagram
• Critical path and float
• Types of dependency relationships
1.800.261.6861 or 416.693.5559 25
• The Gantt chart
• Workshop: Yellow sticky
• Assigning constraints
• Adding contingency
• The resource histogram
• Setting a schedule performance measurement baseline
Project� Implement�at�ion
• Project status and updating
• Performance reporting
• Change control
• Introduction to earned value
• Workshop: Earned value exercise
• Commissioning
Close-out�
• Start-up
• Substantial / Total Completion
• Lessons learned
• Archiving files
Wrap-up
• Introducing modern PM into an organization
• Lessons learned
• Quiz
RELATED COURSES OF INTEREST
• Project Management Essentials
• The Complete Project Management Seminar
26 www.procept.com
Project Management Essentials for Construction
This fundamental level 2-day or 3-day course is designed to give
new project managers and project team members working in a
construction environment the essential tools they need to deliver
successful projects.� This course utilizes a simple turnkey construction
project that is developed through the complete project lifecycle, from
initial project proposal and definition, through project implementation,
and finally to the often neglected project completion phase.�
This course is Gold Seal accredited by the Canadian Construction
Association.�
LEARNING OBJECTIVES
Participants will gain practical skills to:
• Identify and avoid common causes of project failure.�
• Identify options for structuring a project team.�
• Develop clear project purpose, deliverable and
objectives statements.�
• Identify key areas of project risk, assess their impact and
identify strategies for managing risks.�
• Incorporate outside contractors as part of your project
team.�
• Analyze project scope by separating into discrete,
manageable activities, complete with measurable
deliverables.�
• Model the flow and timing of a project.�
• Identify “critical path” high priority tasks.�
• Measure project status and performance with respect to
cost and time.�
• Create a productive team environment.�
• Implement steps to properly close-out a project.�
WHO SHOULD ATTEND
The Project Management Essentials for Construction course is
suitable for individuals who are:
• Responsible for managing construction projects.�
• Active participants on a project team, especially those
who have not yet been exposed to the tools, techniques
and terminology of formal project management.�
• While of interest to contractors, the course is more
targeted at “owners” and those who represent them.�
PREREQUISITE
There is no prerequisite for this course.� It functions as a stand-alone
course.�
MATERIALS
You will receive a course binder containing copies of presentation
slides, case studies, templates, exercises, and suggested solutions.�
You will also receive a CD containing various course reference materials.�
WHAT YOU WILL LEARN
What� is Project� Manag�ement�?
• Skills required: technical & people
• Traditional vs.� modern approach
Basic Concept�s of a Project�
• What is a project?
• What makes a successful project?
• Why do some projects fail?
The Project� Life Cycle
• Are we doing the right things?
• Are we doing them the right way?
• Are we getting things done?
• Are we getting the expected benefits?
• Fast-tracking
The Project�
• Introduce project workshop scenario
• Play to win – setting up PM rules
• Priorities
Building� a Project� Team
• Who are the stakeholders?
• Workshop: Project stakeholder analysis
• Project organization types
• Planning project communications
Developing� a Scope St�at�ement�
• Key deliverables
• Objectives/measurable success indicators
• Workshop: Develop project charter
• Minimizing scope creep
• Risk management discussion
• Workshop: Identifying project risk areas
Det�ailing� t�he Project� Scope - Work Breakdown St�ruct�ure
• WBS definition
• Why use a WBS approach
• Elements of an effective WBS
• Workshop: develop project WBS
• Costs & time - how to estimate the impossible
• Assigning resources to activities
• Duration- and effort- driven activities
• Activity descriptions and measurable deliverables lead to
project quality
Project� Act�ivit�y Dependencies
• The use of activity dependencies in determining project
timing
• Types of dependency relationships
• Types of activity constraints
• Developing a network diagram
1.800.261.6861 or 416.693.5559 27
• Determining the “critical path” and “float time” for a
project
• Exercise: determine early start, late start, early finish, late
finish, total float and critical path
• Workshop: develop network diagram for the project
scenario, indicate critical path activities and float
Producing� a Gant�t� Chart�
• Using the WBS and logic diagram to determine project
timing
• Producing a schedule
• Resource Management
• Identifying and avoiding resource conflicts
• Holding effective & productive meetings
Finalizing� t�he Project� Plan
• Setting the project baseline
• Obtaining approval to proceed
• Human resources management
• Project Management roles
• Project status and updating
• Workshop: Measuring project progress
Project� Complet�ion
• Project sign-off and final packaging
• Completing punch lists
• Project maintenance consideration
• Redistribution of resources
RELATED COURSES OF INTEREST
• Project Management Essentials
• The Complete Project Management Seminar
• Microsoft Project Essentials
28 www.procept.com
Project Management for Health Care
Project management courses are designed to appeal to a wide
variety of participants, but sector-specific scenarios can provide a
better learning environment for those who are less able to “abstract”
or understand how project management tools can apply to their own
environment.� This course uses health care scenarios that have been
specially designed for health care professionals and the tools and
techniques presented in this course have been selected to meet the
needs of those who manage projects in the health care sector.�
Many projects fail because stakeholders are not identified or consulted
and their requirements are not clearly understood.� Also, time
pressures, budget constraints, and changes in information systems
and technology have created an environment full of challenges that
will continue to increase.� For health care professionals who work on
projects, project management is no longer just a desirable skill; it is
a core competency.�
LEARNING OBJECTIVES
• Understand how project management tools can help heath care
practitioners deal with the challenges they face
• Identify stakeholders and understand their needs and
expectations
• Understand the roles of the various members of a project team
• Appreciate how organizational structures can impact projects
• Utilize simple tools to define project requirements
• Create a project charter
• Define scope and utilize scope management tools
• Understand estimating techniques for budgets and schedules
• Create a logic diagram and identify activities whose timing is
critical
• Identify milestones and contingencies
• Communicate effectively with stakeholders
• Identify and respond to uncertainties (risk)
• Develop a viable project plan
WHO SHOULD ATTEND
Those who work in the health care sector and are responsible for:
• Defining the requirements for a new or proposed product
or service
• Coordinating or managing projects
• Working in department or divisions that are responsible
for projects or have projects within their portfolios
• Planning and implementing organization change
• The course is ideal for a wide range of people including
clinical professionals, administrative staff, and
government employees.�
PREREQUISITE
There are no prerequisites for this course.� It functions as a stand-
alone course.�
MATERIALS
Participants receive a course binder containing copies of presentation
slides, case studies, exercises and suggested solutions.�
WHAT YOU WILL LEARN
Cont�ext�
• How project management competencies can assist with
today’s challenges
• The difference between projects vs.� operations
• The project life cycle
The People
• Organizational structures and their impact on projects
• The role of the project sponsor and project manager
• Stakeholders and stakeholder analysis
• Responsibility assignment matrix
Underst�anding� t�he Problem
• Interviewing tools & techniques
• Stated vs.� implied needs
• Generic problem analysis
• Approaches for eliciting and gathering requirements
Project� Manag�ement� Tools
• Project charter
• Work breakdown structure
• Managing scope and scope changes
• Resource and budget estimating
• Network diagrams
• Critical path scheduling
• Risk management planning, analysis, and risk response
planning
• Project communication planning
RELATED COURSES OF INTEREST
• Project Management Essentials
• Business Analysis Essentials
• The Complete Project Management Seminar
1.800.261.6861 or 416.693.5559 29
Project Portfolio Management
Stimulated by the Project Management Institute’s (PMI) publication
of The Standard for Portfolio Management, many of our corporate
customers have been interested in how they can improve their
portfolio management practices.� Many of our project manager course
participants are interested in looking up into the organization to see
how projects and programs can be selected to align with corporate
strategy.�
Portfolio management is closely aligned with project management
and program management, but it is a separate discipline.�
We use a recent Ivey Business School case study from the Canadian
business community as a focus of discussion.�
LEARNING OBJECTIVES
Participants will gain practical skills to:
• Outline the framework of Project Portfolio Management
(PPM), as defined by PMI.�
• Discuss the application of PPM by organizations, from
available applied research.�
• Return to your organization able and willing to influence
your organization’s PPM practices.�
• Recognize the value of PPM in achieving your
organizations strategic objectives.�
WHO SHOULD ATTEND
The Project Portfolio Management course is appropriate for individuals
who are:
• Senior project managers and program managers,
directors of project management offices, managers of
process improvement, senior managers wanting to learn
a benchmark of portfolio management.�
• Project Management Professionals seeking professional
development units.�
• Candidates for PMI’s Program Management Professional
designation.�
PREREQUISITE
There is no prerequisite for this course.� It functions as a stand-alone
course.�
MATERIALS
You will receive a course binder containing copies of presentation
slides, case studies, exercises and suggested solutions.� You will also
receive a copy of the Project Management Institute’s Standard for
Portfolio Management.�
WHAT YOU WILL LEARN
Int�roduct�ion t�o Project� Port�folio Manag�ement�
PPM in t�he org�anizat�ion
• Strategy and objectives
• Why use PPM
PMI St�andard
• Framework and Processes
• Models and best practices
• Interactive application and examples (case study,
exercises and workshops)
St�akeholders and roles
Wrap-Up
• Research findings
• Success factors
30 www.procept.com
Project Scheduling Essentials
Learn how to create and use one of the most valuable project
management tools: a project schedule.� Defining project success
often involves completing on time and on budget, and project
budgets are often driven by resource costs and the scheduling of
those resources.� This 3-day course is Part 1 of our intensive 5-day
program on Project Scheduling and Controls.� It prepares participants
to create realistic schedules, resource load those schedules, and
update and track project progress.� With this valuable skill, project
managers and planners will improve control of their projects and be
able to identify trends early in the project life cycle.�
Our instructors are seasoned project scheduling professionals, who
have experience in a wide variety of industries and with a number
of scheduling software packages.� Examples used will include
construction, IT, and telecommunications.� In addition to scheduling
theory, practitioners’ tips and tricks will be demonstrated.�
This is a hands-on course, in which participants will use a “live”
project to create a schedule, update it, manage it and report on its
performance.� It is advisable that participants bring their own laptops
already loaded with scheduling software to create and update a
schedule.� Some of the exercises use files supplied by the instructor.�
Although scheduling software will be discussed and used, it is not the
intent to teach to any specific scheduling software package.�
This professional level course is appropriate for those seeking to
obtain their professional credential in planning and scheduling, such
as PMI-SP® (PMI’s Scheduling Professional) or AACE PSP (AACE
International’s Planning & Scheduling Professional) credentials.�
LEARNING OBJECTIVES
Participants will gain practical knowledge and skills to:
• Create effective project schedules
• Evaluate project metrics
• Use earned value management
• Apply best practices in scheduling projects
• Start their preparation for a scheduling examination
WHO SHOULD ATTEND
Project Scheduling & Controls Essentials is suitable for individuals who:
• Want to improve their project controls
• Want to pursue a career in project planning and project controls
• Want to enhance their resume and marketability
• Work in a project management environment, in any industry or
discipline, and want to increase their scheduling knowledge.�
• Want to prepare for the PMP-Scheduling Professional®, or the
AACE Planning & Scheduling Professional credentials.�
PREREQUISITE
University degree, or a technology or business diploma.� Minimum
of two years experience in a project environment.� An introductory
course in project management such as PM Essentials is advisable.�
It is advisable for you to have taken an introductory course in
scheduling software, or have hands-on experience with Microsoft
Project or Primavera, or another similar scheduling software tool.�
MATERIALS
You will receive a course binder containing a copy of the presentation
slides.� Course files in Microsoft Project will be available.� It is advisable
for you to bring your laptop with a scheduling software package
already installed (Primavera, Microsoft Project, SureTrak, or similar).�
WHAT YOU WILL LEARN
Day 1: Cont�ext� of Project� Planning� & Scheduling�
• Role of the project scheduler
• Principles of schedule development
• Hierarchy of schedules
• Workshop: Developing case study WBS
• Estimating effort and duration
• Tracking assumptions
• Logic diagrams & dependencies
• Critical path, float, constraints, milestones, baselines
• Assignment: Bar chart for Kiddie roller coaster project
• Scheduling credential requirements
Day 2: Developing� a Project� Schedule
• Duration & effort-driven scheduling
• Workshop: Create case study schedule
• Project schedule viability verification
• Establishing scheduling policies
• Analyzing schedules
• Creating templates
• Fast-tracking
• Schedule control
• Evaluation criteria
• Assignment: Schedule evaluation
Day 3: Resource Manag�ement� & Earned Value
• Assigning resources
• Identifying resource loading
• Workshop: Assigning resources
• Levelling resources
• Scheduling resources
• Crashing the schedule
• Assignment: Identify opportunities for crashing the case study
schedule
Earned Value
• Earned value theory
• Identifying control accounts
• Workshop: Using earned value
• Measuring progress of a control account
• Assignment: Calculate S-curve for case study
RELATED COURSES OF INTEREST
• Project Management Essentials
• Microsoft Project Essentials
• The Complete Project Management Seminar
• Construction Project Management for Owners’ Representatives
• Advanced Microsoft Project
1.800.261.6861 or 416.693.5559 31
Project Scheduling & Controls
Learn how to create and use one of the most valuable project
management tools: a project schedule.� Defining project success
often involves completing on time and on budget, and project
budgets are often driven by resource costs and the scheduling of
those resources.� This intensive 5-day course prepares participants
to create realistic schedules, resource load those schedules, and
update and track project progress.� With this valuable skill, project
managers and planners will have improved control of their projects
as they will be able to identify and build in risk responses, understand
the full impact of scope changes on their projects, and identify trends
early in the project life cycle.�
Our instructors are seasoned project scheduling professionals, who
have experience in a wide variety of industries and with a number
of scheduling software packages.� Examples used will include
construction, IT, and telecommunications.� In addition to scheduling
theory, practitioners’ tips and tricks will be demonstrated.�
This is a hands-on course, in which participants will use a “live”
project to create a schedule, update it, manage it and report on its
performance.� Participants will bring their own laptops already loaded
with their own scheduling software to create and update a schedule.�
Some of the exercises use files supplied by the instructor.� Although
scheduling software will be discussed and used, it is not the intent to
teach to any specific scheduling software package.�
This professional level course is appropriate for those seeking to
obtain their professional credential in planning and scheduling, such
as PMI-SP® (PMI’s Scheduling Professional) or AACE PSP (AACE
International’s Planning & Scheduling Professional) credentials.�
LEARNING OBJECTIVES
Participants will gain practical knowledge and skills to:
• Create effective project schedules
• Implement project schedule controls
• Evaluate project metrics and prepare project performance
reports
• Use earned value management
• Apply best practices in scheduling projects
• Prepare to sit for a scheduling examination
WHO SHOULD ATTEND
Project Scheduling & Controls is appropriate for individuals who:
• Want to improve their project controls
• Want to pursue a career in project planning and project controls
• Want to enhance their resume and marketability
• Work in a project management environment, in any industry or
discipline, and want to increase their scheduling knowledge.�
• Want to prepare for the PMP-Scheduling Professional®, or the
AACE Planning & Scheduling Professional credentials.�
PREREQUISITE
University degree, or a technology or business diploma.� Minimum
of two years experience in a project environment.� An introductory
course in project management such as PM Essentials is advisable.�
It is advisable for you to have taken an introductory course in
scheduling software, such as our Microsoft Project Essentials course,
or have hands-on experience with Microsoft Project or Primavera, or
another similar scheduling software tool.�
MATERIALS
You will receive a course binder containing a copy of the presentation
slides.� Course files in Microsoft Project will be available.� It is advisable
for you to bring your laptop with a scheduling software package
already installed (Primavera, Microsoft Project, SureTrak, or similar).�
WHAT YOU WILL LEARN
Day 1 t�o Day 3: See Project Scheduling Essentials out�line on
previous pag�e
Day 4: Risk Manag�ement� & Chang�e Cont�rol
• Estimating risks
• Mitigating contract risks
• Contingency planning
• Workshop: Identifying risk responses
• Schedule risk analysis techniques
• Monte Carlo analysis
• Assignment: Final report on case study
Chang�e Cont�rol
• Performance reporting
• Measuring schedule variances
• Workshop: Identifying the impact of a change
• Quantifying delay
• Performance reporting
• Assignment: Corrective action recommendation
Day 5: Advanced Scheduling� Techniques
• The short-term look-ahead schedule
• Workshops: Prepare for a short-term look-ahead
• Final presentations
• Critical chain
• Alternatives to CPM scheduling
• Lessons learned
• Establishing scheduling standards
RELATED COURSES OF INTEREST
• Project Management Essentials
• Microsoft Project Essentials
• The Complete Project Management Seminar
• Construction Project Management for Owners’ Representatives
• Advanced Microsoft Project
32 www.procept.com
Procept Associates offer eight Business Analysis courses,enabling participants to understand and deduce conculsions to any business problem using a wide range of problem solving techniques.� Each course can be taken individually or as part of a program towards certification.� Instructional time per course ranges from 14 to 28 hours and each is offered on site at your company or through one of our courses offered to the public.�
Solve business problems like a sleut�h.Business Analysis is an important component of any project life cycle.� In addition to providing core business analysis skills, our training courses cover a wide range of problem-solving techniques that can be applied to any business problem.�
You will learn:• Value business analysis can bring to an organization• The differences between business analysis and project management• Effective writing practices for business analysis communication and documentation• Development, writing and presentation of the business case• To complete stakeholder analysis• Characteristics of a good Requirements Management Plan• Best techniques to elicit requirements• The most appropriate requirement documentation method• To analyse data, business requirements and the enterprise
The complete requirements management process is covered, from planning and management to implementation.� Coursework includes analyzing data and creating metrics.� The soft skills of facilitating and presenting are practiced throughout the program.�
Accredit�at�ionThe Business Analysis Professional™ (CBAP®) certification is awarded through the International Institute of Business Analysis (IIBA®).� The CBAP® designation is increasingly recognized as the benchmark for personnel in a business analysis role within a company.� Procept courses are tailored to align with the body of knowledge set out by the IIBA® towards accreditation.�
BUSINESS ANALYSIS COURSES
CBAP® Preparation4 days
The Comprehensive Business Analysis Seminar – Part 1
4 days
The Comprehensive Business Analysis Seminar – Part 2
4 days
Analytical Thinking for the Business Analyst
2 days
Business Analysis Essentials
3 days
Testing for the Business Analyst
2 days
Enterprise and Strategic Analysis
3 days
Pro
fess
iona
l
Project Management for the Business Analyst
2 days
Fund
amen
tal
Adv
ance
d
1.800.261.6861 or 416.693.5559 33
Analytical Thinking for the Business Analyst
The ability to write analytically and think critically are important skills
for business analysis.� The development of solid metrics is another
key skill area that distinguishes strong business analysis.�
This intensive 2-day course focuses primarily on developing practical
key analysis skills such as report writing, data analysis and metric
development.� This course is based on the Guide to the Business
Analysis Body of Knowledge® (BABOK®) version 2.�0.�
PARTICIPANT EVALUATIONS
“Instructor did a great job of presenting the material and encouraging
the group to think when applying the concepts to practical
experiences.�” Participant
LEARNING OBJECTIVES
Participants will gain practical skills to:
• Think critically and laterally on issues
• Analyze business issues and offer recommendations
• Develop effective metrics for business, process or project
objectives
• Write analysis reports
• Present using enhanced facilitation and communication
skills
WHO SHOULD ATTEND
The Analytical Thinking for the Business Analyst course is suitable for
individuals who are:
• Business Analysts
• Business managers with six months experience working
in business analysis environments or other project
environments
• Project Managers, IS and IT managers, systems
integrators, and management or technology consultants
PREREQUISITE
• If you have 5 years experience as a Business Analyst
with prior exposure to Elicitation and Documentation
techniques, you may request to be considered for
exemption from completing the prerequisite courses
• It is strongly recommended that participants take
Enterprise and Strategic Analysis
MATERIALS
You will receive a course binder containing copies of presentation
slides, exercises, and suggested solutions.�
WHAT YOU WILL LEARN
Analyt�ical Thinking�
• What is analytical thinking?
• Analytical thinking process
• Data definitions
• Analyzing data
• Creating charts to analyze data
• Writing a recommendation report
Met�rics
• What are metrics?
• How metrics should be integrated into an organization
• Tips for developing metrics
• Evaluating your metrics
• Creating metrics from qualitative information
• Description of GQM metric development
• Process of developing metrics with GQM methodology
• What are Key Performance Indicators
• Developing good KPIs
• Risk assessment metrics
• Process for developing risk assessment metrics
RELATED COURSES OF INTEREST
• Enterprise and Strategic Analysis
• The Comprehensive BA Seminar - Part 2
34 www.procept.com
Business Analysis Essentials
This 3-day course is a condensation of The Comprehensive Business
Analysis Seminar and is designed to provide you a fundamental
understanding of core BA tools used for planning, elicitation and
documentation of requirements.�
This course is appropriate for Project Managers, Senior Managers,
subject matter experts, and other project resources and will provide
you with a better understanding of the value business analysis can
bring to a project and the basic tools used to bring that value.�
Taught through a series of discussions, examples, and real world
hands-on exercises drawn from IT projects and real life, you will
walk out with basic tools that can be applied immediately to projects
assigned to you, whether your primary role is of a Project Manager,
Product Manager, Developer, Quality Assurance Manager or other
core project team member.� This course is based on BABOK® v2.�
PARTICIPANT EVALUATIONS
“The course has served as an eye opener, and will be good in my
activities in the office.�” Agbuola Thomas, ipNX Nigeria Limited
“Very exciting!� One of a few courses I’ve been on that wasn’t boring
or felt like time was dragging; my interest level was maintained
throughout the course.�” David Godwin, Canada Revenue Agency
LEARNING OBJECTIVES
Participants will gain practical skills to:
• Evaluate underlying business analysis competencies to
gain an appreciation of how BAs add value to an
organization
• Distinguish and give examples of the differences
between business analysis and project management
• List and give examples of different requirement types
• Analyze and document a business problem
• Contrast viable solutions against developed decision
criteria
• Describe the important sections of a business case
• Formulate criteria to determine best technique to elicit
requirements
• Elicit requirements from various stakeholders using
various methods
• Construct common requirement documentation
deliverables
• Analyze business requirements
• Apply a robust requirement prioritization technique
WHO SHOULD ATTEND
The Business Analysis Essentials course is appropriate for individuals
who are:
• Project Managers
• Senior Managers
• Subject matter experts
• Product Managers
• Developers
• Quality Assurance resources
• Other project resources
• Business Analysts, both junior and senior, who want more
comprehensive business analysis knowledge should
consider our Comprehensive Business Analysis Seminar
Part 1 & 2, or Certificate in Business Analysis and
Advanced Certificate in Business Analysis.�
PREREQUISITE
There is no prerequisite for this course.� It functions as a stand-alone
course.�
MATERIALS
You will receive a course binder containing copies of presentation
slides, case studies, exercises and suggested solutions.�
WHAT YOU WILL LEARN
Int�roduct�ion t�o Business Analysis
• Differences between BA and PM
• Essential skills for a BA
• BA deliverables
• The role of the BA on a project
Ent�erprise Analysis
• Problem Analysis
• Root Cause Analysis
• Affinity Charts
• Flow Charts
• Cause and Effect Diagrams
• Pareto Chart
• Understanding the Organization
• Developing a Business Case
• Writing a Problem Statement
Requirement�s
• Requirement Types
• Developing Scope
• Writing High Level and Detailed Requirements
Elicit�at�ion
• Planning Business Analysis Work
• Interviewing
• Surveys and Questionnaires
• Workshops
• Joint Application Design
• Focus Groups
• Observation
• Prototypes
Requirement� Document�at�ion
• Scenarios / Use Cases
• Process Modeling
• Flowcharts
• Data Flow Diagrams (DFD)
• Activity Diagrams
• Data Modeling
• Entity Relationship Diagrams (ERD)
1.800.261.6861 or 416.693.5559 35
• Business Requirement Document (BRD)
Requirement� Analysis
• Prioritizing requirements
• Organizing and Classifying requirements
• Traceability
• CRUD technique
Solut�ion Assessment�
• Determine Viable Options
• Developing Decision Criteria
• Recommending Solutions
• Cost Benefit Analysis
RELATED COURSES OF INTEREST
• The Comprehensive Business Analysis Seminar
36 www.procept.com
CBAP® Preparation
The Certified Business Analysis Professional™ (CBAP®) designation
is increasingly recognized as the benchmark for personnel in a
business analysis role.� If you are preparing for the examination you
should attend our intense preparation course.�
This course is an intense, in-depth “crash” review of the Business
Analysis Body of Knowledge (BABOK®) v2 meant to augment your
practical knowledge and experience and ready you for the CBAP®
exam.� This 4-day course covers the tasks and techniques from
each knowledge area of the BABOK® but also provides practical
experience writing the exam with almost 300 questions completed
during the 4 days.� In addition, you will receive supplemental exam
questions with references to the BABOK® .�
LEARNING OBJECTIVES
Upon completion of this course, you will be able to:
• Align your own skills and experience with the CBAP® application
requirements to produce a complete and accurate application
package
• Articulate the principles, activities, tasks and techniques
described in the six knowledge areas within the BABOK®
• Discuss the structure of the BABOK®
• Apply tasks and techniques from all 6 knowledge areas to
business scenarios
• Assess your ability to pass the CBAP® exam based on
completed practice questions
• Demonstrate understanding of where you should focus your
independent study (by analyzing which knowledge areas you
were deficient in when writing the sample tests)
WHO SHOULD ATTEND
• Individuals who are preparing to write the CBAP® examination
within the next 6 months
• Individuals looking for intense, indepth “crash” review of the
BABOK® to augment their practical knowledge and experience
• Individuals must meet the IIBA®’s application requirements
to sit for the CBAP® exam including work experience, areas
of expertise, education and professional development, and
references
PREREQUISITES
• Individuals must satisfy all the CBAP® registration requirements
including education, work experience, expertise in the
knowledge areas and references
• Individuals must review the BABOK® prior to class starting as
some of the exercises assume prior knowledge of the BABOK®
MATERIALS
You will receive a course binder containing copies of presentation
slides, exercises and suggested solutions.� You will also receive a
copy of supplemental practice questions and a copy of the BABOK®.�
WHAT YOU WILL LEARN
Int�roduct�ion
• Completing an application form
• Certification process
• About the BABOK®
• Structure of information in each Knowledge Area
• Differences between Business Analysis and Project Management
• Project and Solution Scope
• Types of Requirements
Underlying� Compet�encies
• Definitions and effectiveness measures of each
Techniques
• Acceptance and Evaluation Criteria Definition
• Benchmarking
• Business Rules Analysis
• Data Dictionary and Glossary
• Data Flow Diagrams
• Data Modeling
• Estimation
• Focus Groups
• Functional Decomposition
• Metrics and Key Performance Indicators
• Non-functional Requirements Analysis
• Organization Modeling
• Process Modeling
• Prototyping
• Risk Analysis
• Root Cause Analysis
• Scenarios and Use Cases
• Scope Modeling
• Sequence Diagrams
• State Diagrams
• Structured Walkthrough
• SWOT Analysis
• User Stories
• Vendor Assessment
Planning� and Monit�oring� Knowledg�e
• Planning the approaching and BA activities
• Stakeholder analysis and communication
• Plan management process
• Manage performance
Manag�ement� and Communicat�ion
• Managing Solution Scope
• Traceability
• Requirements Reuse
• Requirements Packages
Ent�erprise Analysis Knowledg�e
• Defining the business need
• Capability gaps
• Solution Approach
• Business Case
1.800.261.6861 or 416.693.5559 37
Requirement�s Elicit�at�ion Knowledg�e
• Preparing for, conducting and documenting elicitation
and elicitation output
Requirement�s Analysis Knowledg�e
• Prioritization
• Modelling requirements
• Verifying and validating requirements
Solut�ion Select�ion and Validat�ion
• Assessing the solution
• Determining organizational readiness
• Documenting transitional requirements
• Validating and evaluating the solution
Pract�ice Exam and self-evaluat�ion
PLEASE NOTE
There is homework that participants will be expected to complete
on their own time before the end of the course.�
38 www.procept.com
The Comprehensive Business Analysis Seminar - Part One
The demand for experienced Business Analysts increases as the
Business Analysis profession becomes more globally recognized
and standardized, and employers acknowledge the value Business
Analysts bring to their organizations.� The Business Analyst plays an
integral role within the business, uniting current industry knowledge,
practical tools and techniques to deliver quality project solutions on
time and within budget.� Whether you are new to the profession or a
seasoned Business Analyst, you will benefit from the knowledge and
practical application of standard tools and techniques used in many
industries today.�
This 4-day course, covers the underlying competencies, Business
Analysis Planning and Monitoring and Requirements Communication
and Management knowledge areas from the Business Analysis Body
of Knowledge® (BABOK®).�
During this course, you will gain insight into the Business Analyst
profession, the role Business Analysts play within an organization, the
necessary skills required, and valuable applicable tools, techniques
and methodologies for immediate use back on the job.� This course
focuses extensively on how to develop thorough requirements
elicitation and management processes while providing you with the
opportunity to practice effective oral and written communication,
documentation and facilitation skills.� You will identify and analyze BA
project deliverables within the project lifecycle.� In-class exercises will
enable you to assimilate learning objectives.�
For those preparing for the Certified Business Analysis Professional™
(CBAP®) designation, this and related courses, will help to prepare
you for the CBAP®.�
This course is based on the Guide to the Business Analysis Body of
Knowledge® version 2.�0.�
PARTICIPANT EVALUATIONS
“I loved this course!� The concepts and techniques can be
directly applied to the work I’m doing now and will greatly
improve my performance as a business analyst.� Thank you!�”
Marie Eichenberger, Accenture
LEARNING OBJECTIVES
Participants will gain practical skills to:
• Evaluate business analysis underlying competencies to
gain an appreciation of how Business Analysts add value
to an organization
• Distinguish and give examples of the differences
between business analysis and project management
• Examine the profession, global standards, the
professional organization and trends in the industry
• Illustrate an effective requirements management process
• Integrate effective writing practices into business analysis
communication and documentation
• List and give examples of different requirement types
• Describe the steps required to complete a thorough
stakeholder analysis
• Produce the elements of a good Requirements
Management Plan
• Prepare documents like:
• Functional decomposition diagram (Work Breakdown
Structure, WBS)
• Risk Analysis Plan
• Communication Plan
• Interpret how the business analysis activities contribute to
overall product/solution
WHO SHOULD ATTEND
The Comprehensive Business Analysis Seminar - Part 1 course is
suitable for individuals who are:
• Pursuing a career in Business Analysis
• Business or Information Systems managers or staff who is
new to business analysis.�
• Experienced Business Analysts requiring better
understanding of the role, or desiring formal recognition
through certification.�
• Project staff or managers currently combining the
Business Analyst role with other duties.�
• Business staff or managers who are working in Business
Analyst environments, needing to interact with project
managers and business analysts.�
• Preparing to write the Certified Business Analysis
Professional™ (CBAP®) and require a refresher on
the concepts covered in the BABOK®
PREREQUISITE
There are no prerequisites for this course.� It functions as
a stand-alone course.�
MATERIALS
You will receive a course binder containing copies of presentation
slides, case studies, exercises and suggested solutions.�
WHAT YOU WILL LEARN
Int�roduct�ion t�o Business Analysis
• The International Institute of Business Analysis
• The Business Analysis Body of Knowledge
• Definitions of business analysis and business analyst
• Differences between:
• Project management
• Financial Analysis
• Quality Assurance
• Business Analysis
• Key skills of a Business Analyst
• The role of the BA in a project
Int�roduct�ion t�o Requirement�s
• Scope and Requirements
• Where requirements come from
• Types of requirements
• Differences between high level and detailed requirements
• Characteristics of a good requirement
1.800.261.6861 or 416.693.5559 39
Communicat�ion
• Business analysis communication
• Benefits of written or oral communication
• Effective writing process
• Planning the communication
• Writing a Draft
• Revising and Polishing communications
• How to adjust communication for different personalities &
audiences
• Creating a mind map
• Writing to:
• Persuade
• Inform
• Record information
• Teach
• Facilitation
• Preparing for a Session
• Facilitating a Session
• How to overcome common pitfalls
• Managing information from a session
• Making an effective presentation
St�akeholder Analysis and Communicat�ion St�rat�eg�y
• What is a stakeholder and stakeholder analysis
• Impact and value of stakeholder analysis
• Steps in completing stakeholder analysis
• Techniques to analyze stakeholders
• Develop a business analysis communication plan
• Affinity diagram technique
Requirement� Manag�ement�
• Why scope/requirements change
• How to manage scope
• Managing changes to requirements
• Completing an impact assessment on suggested change
• Value of capturing requirement attributes
• Traceability
• Verification and Validation of requirements
• Problem Tracking
Business Analysis Plan
• Elements of a business analysis plan
• Value of creating a business analysis plan
• Differences between plan driven and change driven
approaches
• Decision Analysis
• Requirement gathering strategies
• Functional decomposition
• Creating a Work Breakdown Structure
• Estimating business analysis activities
• Identifying requirement risks
• Developing risk plans
• Writing a business analysis plan
RELATED COURSES OF INTEREST
• The Comprehensive Business Analysis Seminar - Part 2
40 www.procept.com
The Comprehensive Business Analysis Seminar - Part Two
A major challenge of a business analyst is the ability to extract
and document business requirements in plain business language
and to get those business requirements translated into technical
specifications.� Another challenge that BAs often face involves the
creation and implementation of business
processes.�
In this 4-day course you will learn specific business analysis tools
and techniques.� The use of templates will help you quickly grasp the
concepts.� You will also learn how to write more effectively, which leads
to well-defined, clear, business documents.� This course also focuses
extensively on how to identify and develop metrics to complete your
analysis and also covers some general business analysis skills such
as documentation, facilitation, and methodology definition.�
For those preparing for the Certified Business Analysis Professional™
(CBAP®) designation, this and related courses, will help to prepare
you for the CBAP®.�
This course is based on the Guide to the Business Analysis Body of
Knowledge version 2.�0.�
PARTICIPANT EVALUATIONS
“I loved this course!� The concepts and techniques can be directly
applied to the work I’m doing now and will greatly improve my
performance as a business analyst.� Thank you!�”
Marie Eichenberger, Accenture
LEARNING OBJECTIVES
Participants will gain practical skills to:
• Identify advantages and disadvantages of different
elicitation techniques
• Elicit requirements using eight different techniques
• Design and develop seven types of process models
using appropriate notation symbols
• Identify advantages and disadvantages of different
documentation techniques
• Document requirements using 11 documentation
techniques
• Recognize and utilize six different modeling techniques
• Organize and prioritize requirements
• Create and present a requirement package
WHO SHOULD ATTEND
The Comprehensive Business Analysis Seminar–Part 2 course is
appropriate for individuals who are:
• Business Analysts
• Business managers with six months experience working
in business analysis environments or other
project environments
• Project Managers, IS and IT managers, systems
integrators, and management or technology consultants
PREREQUISITE
• The Comprehensive Business Analysis Seminar–Part 1
MATERIALS
You will receive a course binder containing copies of presentation
slides, case studies, exercises and suggested solutions.�
WHAT YOU WILL LEARN
Elicit�at�ion
• Steps in completing document analysis
• Structured and unstructured interviews
• Preparing for an interview to make it effective
• Question types to use and avoid in an interview
• Organizing questions in an interview
• Questionnaire response types
• Developing an effective questionnaire for elicitation
• Who might attend an elicitation workshop
• Planning an effective workshop
• Using a context diagram to elicit and document scope of
a solution
• Using a use case diagram to elicit and document scope
of a solution
• Create a quality context diagram and use case diagram
• Purpose and uses of a focus group
• Definition of interface analysis
• Three types of prototypes and their uses
• Types of observation
• Process for preparing for observation
• Data that can be collected during observation
• Types of processes that exist in an organization
• Elements of a process model
• Seven types of process models
• SIPOC
• Functional process flowcharts
• Cross-functional process flowcharts
• BPMN
• Spaghetti Diagrams
• Activity Diagrams
• Data Flow Diagrams
• Identify areas for improvement within a process
Document�at�ion
• Definitions and differences between use cases and
scenarios
• Elements of use cases
• Tips for creating useful use cases
• Creating a use case
• Definitions of a state diagram and its elements
• Notation used to create a state diagram
• Tips for creating state diagrams
• Creating a state diagram
• Definitions of data models that a BA will use
• Differences between conceptual, logical and physical
data models and their uses
1.800.261.6861 or 416.693.5559 41
• Important elements of data models
• Notation used to create two types of data models
• Entity Relationship Diagram
• Class Diagram
• Tips for creating useful data models
• Creating a data model
• Elements of Data Flow Diagrams (DFD)
• How DFDs compare with other modelling techniques
• Steps involved in creating a DFD
• What to include in your data dictionary / glossary
• The difference between operative and structural business
rules
Analysis
• Definition of requirements analysis
• When to complete requirements analysis
• Organizing requirements
• CRUD technique
• Importance of prioritizing requirements
• Three prioritization techniques
Requirement� Packag�e
• Differences between work products and deliverables
• Definition of requirement package
• Uses for a requirements package
• Usefulness of a structured walkthrough
• Presenting requirements to stakeholders
RELATED COURSES OF INTEREST
• Analytical Thinking for the Business Analyst
• Project Management for the Business Analyst
• Testing for the Business Analyst
42 www.procept.com
Enterprise and Strategic Analysis
This 3-day course is designed to provide Business Analysts with the
skills required for involvement in strategy development, pre-project
activities, and developing and managing enterprise architecture.�
This course is appropriate for experienced Business Analysts who
are looking to formalize their experience through education as well
as junior Business Analysts or those looking to enter the profession.�
During this course you will learn the tasks and techniques outlined in
the Enterprise Analysis Knowledge area within the Business Analysis
Body of Knowledge (BABOK®) v2.� Through discussion, examples
and hands-on exercises, you will practice analyzing competitive
data, benchmarking studies, business problems and opportunities.�
You will also practice developing business strategy and documenting
a business case.�
LEARNING OBJECTIVES
Upon completion of this course, you will be able to:
• Discuss enterprise analysis tasks and techniques
• Analyze and document a business problem
• Devise a business case
• Contrast viable solutions against developed decision
criteria
• List possible solutions approaches
• Evaluate causes through the application of problem
analysis techniques
• Isolate major causes of business problem and where to
focus resources
• List types of gap analyses
• Assess limitations through the creation of a gap analysis
• Recall the phases of the project life cycle
• Conduct a Strength Weakness Opportunity Threat
(SWOT) analysis
• Appraise competitive intelligence through a
benchmarking study
• Build on previously learned techniques to develop high
level requirements for the business case
• Defend business case recommendations
• List the sections of an RFP
• Describe the steps in RFP development and vendor
evaluation
• Assess sample proposals
• Examine organizational readiness using force field
analysis
• Describe the steps in data conversion
WHO SHOULD ATTEND
The Enterprise and Strategic Analysis course is appropriate for
individuals who are:
• Pursuing a career in Business Analysis
• Business or Information Systems managers or staff who is
new to business analysis
• Experienced Business Analysts requiring better
understanding of the role, or desiring formal recognition
through certification
• Project staff or managers currently combining the
Business Analyst role with other duties
• Business staff or managers who are working in Business
Analyst environments, needing to interact with project
managers and business analysts
PREREQUISITES
• 4-day Comprehensive Business Analysis Seminar Part 1
• 4-day Comprehensive Business Analysis Seminar Part 2
OR
• At least 5 years experience as a Business Analyst with
prior exposure to Elicitation and Documentation
techniques
MATERIALS
You will receive a course binder containing copies of presentation
slides, case studies, exercises and suggested solutions.�
WHAT YOU WILL LEARN
Defining� t�he Business Need
• Business goals and objectives
• Business problem or opportunity statement
• Business requirements
• Root Cause Analysis
• Process flows
• Cause and effect diagram
• Pareto diagram
• SWOT Analysis
• Benchmarking
Complet�ing� Gap Analysis
• Uses of gap analysis
• Gap analysis process
• Gap analysis techniques
Document�ing� Solut�ion Approach and Scope
• Defining the solution approach
• Viable options for solution
• Assessing the proposed solutions
• Acceptance and evaluation criteria
• Decision Matrix
Writ�ing� and Present�ing� a Business Case
• Cost/Benefit Analysis
• Measuring costs and benefits
Solut�ion Assessment� and Valuat�ion
• Writing and evaluating an RFP
• Assessing organizational readiness
• Completing force field analysis
• Defining transitional requirements
• Data Conversion Strategy
• Data Mapping
1.800.261.6861 or 416.693.5559 43
Project Management for the Business Analyst
This 2-day course is designed to give Business Analysts the essential
tools they need for three purposes: to better plan and control business
analysis work; to better integrate their role and work efforts into a
project delivery environment; and to be able to effectively manage
projects that do not have a project manager.� It covers the project
management framework from initiating and planning through to
closing.� This course uses examples from business analysis practices
to allow you to become better at planning and managing requirements
definition engagements.�
This course conforms to the internationally recognized standards of
the Project Management Institute (PMI).� It is based on BABOK® v2
and PMBOK® 4.�0.� Participants learn PMI terminology and standards
that will aid project communication and continuous learning efforts.�
LEARNING OBJECTIVES
Participants will gain practical skills to:
• Identify and avoid common causes of project failure.�
• Identify options for structuring a project team.�
• Identify, establish, and analyze stakeholders and their
needs
• Create an effective and actionable scope statement.�
• Identify key areas of project risk, assess their impact, and
identify strategies for managing risks.�
• Analyze project scope by breaking it into discrete
manageable and measurable components.�
• Model the flow and timing of a project.�
• Identify “critical path” high priority tasks.�
• Assess resource requirements, develop a budget.�
• Learn methods for schedule compression.�
• Used Earned Value to monitor and communicate
project status and identified the need for corrective
measures when necessary.�
• Manage issues and change requests.�
• Improve communication between stakeholders.�
• Properly close-out a project.�
WHO SHOULD ATTEND
The Project Management for the Business Analyst course is suitable
for individuals who:
• Want to become more effective Business Analysts.�
• Are Business Analysts or team members who want to
pursue a career in project management.�
PREREQUISITE
It is strongly recommended that participants take the
4-day The Comprehensive Business Analysis Seminar
MATERIALS
You will receive a course binder containing copies of presentation
slides, case studies, exercises and suggested solutions.�
WHAT YOU WILL LEARN
Int�roduct�ion
• Reasons for project failures
Project� Manag�ement� Framework – Best� Pract�ice
• Project management methodologies
• PM in different environments
Est�ablishing� a Project� Team
• Roles
Developing� Scope St�at�ement�
• Determine and document stakeholders
• Identify and document the scope
• Identify key project risk areas
Est�ablishing� Project� Act�ivit�ies
• Why use a WBS approach
• Elements of an effective WBS
• Project activity dependencies
Producing� Project� Schedule
• Determine project timing
• Produce project schedule
• Set project baseline
Execut�ing� and Monit�oring� Project� Schedule
• Identify and avoid resource conflicts
• Issue log and management
• Change requests and management
• Project status and updating
• Options for communication
• Project update meetings and frequency of updates
• Asking the “right questions”
• Reporting project status at the correct intervals and levels
of detail for different audiences
• Quality management
Closing� Project�s
• Project acceptance criteria
• Project sign-off
RELATED COURSES OF INTEREST
• Project Management Essentials
• The Comprehensive Business Analysis Seminar - Part 1
44 www.procept.com
Testing for the Business Analyst
This 2-day course is designed to explain to Business Analysts the
need for testing and teach them the concepts required to plan,
manage, execute, and evaluate testing outcomes in a software
environment.� This course is based on the Guide to the Business
Analysis Body of Knowledge® version 2.�0.�
LEARNING OBJECTIVES
Participants will gain practical skills to:
• Understand the importance of testing to software
development and how managing testing well increases
the likelihood of project success.�
• Learn basic testing terms and the Testing Lifecycle.�
• Be able to describe the various testing types, methods
and approaches to and describe when to apply each.�
• Study the relationships between the Project, Systems
Development and Testing Lifecycles.�
• Examine the role of the BA in testing and the relationship
between BA Knowledge Areas and testing.�
• Learn the various testing documents - Test Strategy, Test
Plans, Use Cases, and Test Cases.�
• Investigate Test and Defect Management.�
WHO SHOULD ATTEND
The Testing for the Business Analyst course is appropriate for
individuals who are:
• Pursuing a career in Business Analysis
• Business or Information Systems managers or staff who is
new to business analysis.�
• Experienced Business Analysts requiring better
understanding of the role, or desiring formal recognition
through certification.�
• Project staff or managers currently combining the
Business Analyst role with other duties.�
• Business staff or managers who are working in Business
Analyst environments, needing to interact with project
managers and business analysts.�
• Preparing to write the Certified Business Analysis
Professional™ (CBAP®) and require a refresher on
the concepts covered in the BABOK®
PREREQUISITE
• 4-day Comprehensive Business Analysis Seminar–Part 2
MATERIALS
You will receive a course binder containing copies of presentation
slides, case studies, exercises, and solutions.�
WHAT YOU WILL LEARN
Int�roduct�ion
• Purpose of testing
• Real life examples
• Basic terms and definitions
• The Quality Assurance Process
• Traceability
• Measurement
• Configuration Management
• Validation & Verification
• Product Review & Inspection
• Test Categories
• Static vs.� Dynamic
• Functional and Non-functional
Test�ing� Types & Timing�
• A Project Lifecycle
• A Systems Development Lifecycle
• A Testing Lifecycle and a V Model
• The Project, Systems Development, and Testing
Lifecycle Relationships
• Test Phases, Types, Approaches, Categories, Special
Cases
• Phases: Unit, Integration, System, User Acceptance
• Approaches: Glass Box / Black Box
• Categories: Functional and Non-functional
• Special Cases: Usability, Regression, Smoke, Acid,
Release, Operational Readiness, Service Acceptance
Test� St�rat�eg�y, Planning� & Manag�ement�
• Testing Documentation
• The Test Strategy
• Test Plans
• Use Cases
• Test Cases
• Test Scripts
• Test Tracking
• Maintaining Traceability
• Defect Management
• Logs
• Priorities
• Test Reporting
• Post Project Reporting
• Strategy feedback
• Lessons Learned
Test�ing� Resources
• Environments
• Development, Testing, Staging, “Production Like”
• People
• QA Manager, Test Lead, Test Designer, Tester, Test
System Administrator
• Business Analyst
• Solution Designer, Development Lead, Developer
• Operations Staff
• Client Representative, End User Testers
1.800.261.6861 or 416.693.5559 45
PROJECT MANAGEMENT AND BUSINESS ANALYSIS SOFT SKILLS
No matter who you are, project manager, functional manager, business analyst, ITIL practitioner, business continuity practitioner, IT manager, senior executive, an important component of your success hinges on your soft skills.� There are plenty of management and communication courses on the market that provide essential skills in this area.� But very few of these address the soft skills required in a fast-paced project environment with continuously changing priorities, politics, commitment, and team members.�
Procept Associates has carefully selected 3 courses which focus on developing critical soft skills for project managers and business analysts: prioritization and personal time management; leadership, relationship, and change in the context of complex and demanding projects; and tools and techniques to successfully manage communication and team building issues in a global virtual team.�
Beating the Clock: Personal Time Management
1 day
Leadership, Relationship, and Change
2 days
Virtual Teams1 day
Fund
amen
tal
Pro
fess
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46 www.procept.com
Beating the Clock: Personal Time Management
Multi-tasking is a necessary part of the business environment, but if
not managed properly, can lead to confusion, duplication, frustration,
stress, and loss of motivation.�
During this 1-day course you will learn to get the upper hand on
the constant demands by applying specific techniques to prioritize
projects and tasks, and use an analytical approach to manage your
time.� We will discuss the roots of time management issues: setting
priorities, being proactive, communication and behaviour patterns,
and staying focused.�
LEARNING OBJECTIVES
Participants will gain practical skills to:
• Create time management and prioritization strategies.�
• Plan and control the work day.�
• Reduce stress and increase sense of personal control.�
• Assign priorities objectively, setting goals and rewards.�
• Control reaction to “those who scream the loudest”.�
• Set personal rules for communication and behaviour, and
recognize when to break them.�
WHO SHOULD ATTEND
The Beating the Clock course is appropriate for individuals who:
• Are struggling with prioritization in a multi-tasking
environment.�
• Hold dual roles such as supporting project and
organizational requirements.�
• Are Project Managers struggling with prioritization
between projects.�
PREREQUISITE
There is no prerequisite for this course.� It functions as a stand-alone
course.�
MATERIALS
You will receive a course binder containing copies of presentation
slides, templates and a reference list.�
WHAT YOU WILL LEARN
Int�roduct�ion
• Discussion of seminar objectives
• Identifying a time management strategy
Time Manag�ement� Personalit�y Types
• Time management types
• Time management types strengths and weaknesses
• Working with the opposite type
• Personal SWOT analysis
Priorit�izat�ion St�rat�eg�ies
• The 80/20 rule
• Principles of prioritization
• Personal professional goals
• List tasks and assignments
• Prioritization tools
• Triage prioritization technique
• ABC prioritization technique
• Quadrant prioritization technique
• Simple Balanced Matrix prioritization technique
• Weighted Matrix prioritization technique
• Other prioritization tools
Assig�ning� Resources
• Time allocation
• Scheduling tasks and assignments
• Delegating and contingency
• Negotiating priorities
Time Bandit�s
• What are time bandits
• Elements of efficient meetings
• Filing systems
• PDA’s
Conclusion
• Discussion of lessons learned
RELATED COURSES OF INTEREST
• Project Management Essentials
• Business Analysis Essentials
1.800.261.6861 or 416.693.5559 47
Leadership, Relationship, and Change
Managing projects is all about managing change – for your customers,
your community, your organization, and your delivery partners.�
This 2-day course goes beyond the basics, exploring what it takes
for key project team players – project managers, business analysts,
sponsors and team leads – to step up to the leadership and change
challenges inherent in the most complex and demanding projects.�
PARTICIPANT EVALUATIONS
“Very good workshop – puts theory into practice.�” Participant
“The instructor was exceptional – good teacher – lots of experience
and depth.� Awesome course.�” Participant
“Excellent presentation, topic organization, and excellent real life
examples.�” Participant
LEARNING OBJECTIVES
Participants will gain practical skills to:
• Identify, explore and apply advanced project and change
management theory and skills.�
• Survey selected project manager, team, change
management, leadership and relationship management
models.�
• Recognize human issues in project management and
apply appropriate models.�
• Understand what sets the high powered project
team apart and how they must use leadership and
change management approaches to create and sustain a
high powered project team.�
WHO SHOULD ATTEND
The Leadership, Relationship and Change course is suitable for
individuals who are:
• Project Managers
• Business Analysts
• Project Sponsors
• Technical team leaders
• Who want to increase the chance of project success,
by enhancing their people skills, and by understanding
the dynamics of introducing change into an organization.�
PREREQUISITE
• 6-day The Complete Project Management Seminar
(or its equivalent), or
• 4-day The Comprehensive Business Analysis Seminar –
Part 2 (or its equivalent)
MATERIALS
You will receive a course binder containing copies of presentation
slides, case studies, exercises, and suggested solutions.�
WHAT YOU WILL LEARN
Project� Manag�ement� Capabilit�y and Hig�h Powered Teams
• The Importance of Leadership to Project Success
• Matching Project Team Strength to Project Complexity
• Getting a Handle on High Powered Teams
Leading� and Mot�ivat�ing�
• Authority, Power and Influence
• Managing versus Leading
• The Superior Project Manager
All About� Teams
• A Team Model
• Factors Influencing Team Behaviour
• The Team’s Environment
• Human Issues: Norms, Emotions, Emotional Intelligence
Coping� wit�h Chang�e
• Defining Organizational “Change”
• Effective Change Management – a Model
• Putting Change Management Into Practice
RELATED COURSES OF INTEREST
• Enterprise Project Management
• Juggling Multiple Projects
• Virtual Teams
48 www.procept.com
Virtual Teams: Dealing with Geographical Dispersion
Virtual teams are a reality today.� Most large organizations have
multiple divisions and locations.� Smaller companies may have team
members working at different sites, and the current trend to working
collaboratively with suppliers, partner organizations, and clients,
gives more rise to the need to have diversely-located team members
work effectively together.�
Virtual teams have many obstacles to overcome.� They have to deal
with the usual project challenges, and in addition may face very
significant communication, motivational, and organizational issues.�
In this 1-day course, you will examine the communication and team-
building issues of implementing effective virtual teams, and suggest
strategies, tools, and techniques to empower the project manager or
business analyst to meet the challenges.�
LEARNING OBJECTIVES
Participants will gain practical skills to:
• Identify the challenges and the benefits of working in a
virtual team format.�
• Select the appropriate team structure.�
• Design a communications plan for virtual teams.�
• Select appropriate facilitation tools for meetings.�
• Describe interventions to maximize the benefits and
overcome the challenges of virtual teams.�
• Use appropriate team-building and motivational
techniques to preserve team unity.�
WHO SHOULD ATTEND
The Virtual Teams course is suitable for individuals who are:
• Project Managers and Business Analysts
• Leading or about to lead a team across geographical
boundaries.�
• Considering implementing virtual teams in their
organization and would like to be prepared for the
advantages and disadvantages of such team structures.�
PREREQUISITE
There is no prerequisite for this course.� It functions as a stand- alone
course.�
MATERIALS
You will receive a course binder containing copies of presentation
slides, case studies, exercises, and suggested solutions.�
WHAT YOU WILL LEARN
Int�roduct�ion
• Virtual Team Challenges
• Why do it?
• Myths about Virtual Teams
• Exercise: Identify Virtual Team Issues
Forming� The Team
• Team Development
• Tips about Forming the Team
• The Orientation Process
• Communication Technology
• Consider the Right Technology
• The Kickoff Meeting
• Exercise: Develop a communication plan for virtual teams
project
Developing� Team Guidelines
• Establishing Rules of Engagement
• Managing The Team
• Top 5 tips for Managing a Virtual Team
• Building Trust
• Team Motivation
• Monitor Team
• Performance Checklist
• Exercise: Active Listening, Project Manager
Competencies
Disbanding� The Team
RELATED COURSES OF INTEREST
• Enterprise Project Management
• Microsoft Project Essentials
• Advanced Microsoft Project
• The Complete Project Management Seminar
1.800.261.6861 or 416.693.5559 49
Procept Associates offer eight IT Service Management courses, enabling participants to enhance the quality of their information technology support, delivery, and management services.� Each course can be taken individually or as part of a program towards certification.� Instructional time per course ranges from 1 to 5 days.� Each is offered on site at your company.� The most popular ones are offered through one of our partnered universities.�
Upg�rade your skills wit�h ITIL® cert�ificat�ionInformation Technology Infrastructure Library (ITIL®) Service Management has now become the de-facto best practice worldwide for the provision of high quality IT services.� If you aren’t already using it, you’re unnecessarily risking customer satisfaction.� Procept’s ITIL® certification training can put you on the right track.� The program is taught at the Fundamental, Practitioner (Service Desk & Incident Management, Service Level Management, Problem Management, and Release & Control) and Managers/Masters levels.�
Accredit�at�ionITIL certification for Fundamental, Practitioner, and Managers/ Masters levels are awarded through the ITIL® Certification Board, comprising multiple examination institutes worldwide.� ITIL® has been recognized as providing the framework of best practices for the information technology industry, which Procept adheres to in our IT Service Management courses.�
ITIL® V3 Release, Control and Validation
4 days
ITIL® V3 Service Operation3 days
ITIL® V3 Service Operation and Analysis
4 days
ITIL® V3 Service Manager Bridge
5 days
ITIL® for IT Management1 day
Pro
fess
iona
l
ITIL® V3 Foundation Bridge1 day
Fund
amen
tal
Adv
ance
d
ITIL® V3 Service Transition3 days
ITIL® V3 Service Management Foundation
3 days
IT SERVICE MANAGEMENT V3
50 www.procept.com
ITIL® for IT Management
Information Technology has become a critical factor for corporate
success, not only for e-business and e-commerce companies, but for
private and public enterprises in all industry sectors.�
The often heavy investments needed for installing, operating and
managing the IT infrastructure have become a serious issue, since
IT service providers are facing tight constraints regarding human
resources and budgets.�
The challenges, therefore, facing the timely provision of high quality
IT services required to underpin the company’s business objectives,
can be overcome through the implementation of de-facto best
practice for managing IT services as embodied in the Information
Technology Infrastructure Library (ITIL®).�
This 1-day course will familiarize you with the best practice ITIL®
service management processes, and show you how implementation
of ITIL® can lead to the provision of cost-effective high quality services
that are aligned to the needs and priorities of the business.�
LEARNING OBJECTIVES
Participants will gain practical skills to:
• Recognize the essence of ITIL® and ITIL® books.�
• Understand the requirements and approach for the
implementation of ITIL® IT service management.�
• Appreciate the goals and objectives of ITIL® service
management processes.�
• Become familiar with the activities of ITIL® service
management processes.�
• Identify the generic benefits and possible problems for
ITIL® implementation.�
• Determine how ITIL® can be justified to business
management.�
WHO SHOULD ATTEND
The ITIL® for IT Management course is suitable for individuals who
are:
• Chief Information Officers, IT Directors, GM IT and
Operations and IT Managers.�
• IT Operations Managers, IT Process Managers and IT
Senior Consultants.�
• Service Support and Delivery Managers.�
• Business Managers interested in IT performance.�
PREREQUISITE
There is no prerequisite for this course.� It functions as a stand-alone
course.�
MATERIALS
You will receive a course binder containing copies of presentation
slides, exercises, and suggested solutions.�
WHAT YOU WILL LEARN
Introduction to Information Technology Infrastructure Library (ITIL®)
Approach to ITIL® IT Service Management
Service Support and Delivery Processes
Implementation requirements and approach
Justifying ITIL® to Business Management
RELATED COURSES OF INTEREST
• IT Service Management Foundation V3
1.800.261.6861 or 416.693.5559 51
ITIL® V3 Foundation Bridge
The Office of the Government Commerce, UK (OGC - the official
owner of ITIL®) commissioned a program to review the best practice
framework (referred to as ITIL® V2) for managing information
technology and systems activities.� The result was the launch of
five core books in May 2007, referred to as ITIL® V3, for service
management practice.�
The 1-Day ITIL® V3 Foundation Bridge Course is designed to give
candidates a fast track route to an ITIL® V3 Foundation certificate
level of knowledge.� The course highlights the new topics in ITIL® V3
and the main differences from earlier ITIL® versions.�
The main focus of ITIL® V3 Foundation Bridge will be the NEW content
of ITIL® V3 and those things that have changed.� This course will cover
NEW content of the ITIL® V3 and content known from previous ITIL®
versions, but with some differences.�
Examinat�ion
At the end of the course, participants’ will write the final ITIL® V3
Foundation Bridge examination, comprising of 20 multiple choice
questions, from which delegates are required to score 13 points
(equivalent to 65%) to be awarded ITIL® V3 Foundation Certificate in
IT Service Management.�
LEARNING OBJECTIVES
Participants will gain practical skills in the following areas:
• Service Management as a practice (Awareness)
• Service Lifecycle (Awareness)
• Key Principles and Models (Awareness)
• Generic Concepts (Awareness)
• Selected Processes (Awareness)
• Selected Roles (Awareness)
• Selected Functions (Awareness)
• Technology and Architecture (Awareness)
• ITIL® Qualification scheme (Awareness)
WHO SHOULD ATTEND
The ITIL® V3 Foundation Bridge course is suitable for individuals
who:
• Hold the ITIL® Foundation Certificate from earlier ITIL® versions
who want knowledge and understanding of the new content of
ITIL® V3.�
PREREQUISITE
This qualification is only available to candidates who already hold
the Foundation Certificate in IT Service Management from previous
versions of ITIL®.�
MATERIALS
You will receive a course binder containing course notes, exercises,
and suggested solutions.�
WHAT WILL LEARN
Course Int�roduct�ion and Int�roduct�ion
The Service Lifecycle
The Lifecycle Phase: Service St�rat�eg�y
• Functions and Processes in Service Strategy
• Service Portfolio Management (SPM)
• Demand Management
The Lifecycle Phase: Service Desig�n
• Functions and Processes in Service Design
• Service Catalogue Management
• Information Security Management
• Supplier Management
The Lifecycle Phase: Service Transit�ion
• Functions and Processes in Service Transition
• Change Management
• Service Asset and Configuration Management
• Release and Deployment Management
The Lifecycle Phase: Service Operat�ion
• Functions and Processes in Service Operation
• Event Management
• Request Fulfillment
• Access Management
The Lifecycle Phase: Cont�inuous Service Improvement�
• Functions and Processes in Service Operation
• The 7 step improvement process
Review, Wrap Up and Mock
ITIL® V3 Foundat�ion Bridg�e Examinat�ion
52 www.procept.com
ITIL® V3 Service Manager Bridge
The Office of the Government Commerce, UK (OGC - the official
owner of ITIL® commissioned a program to review the best practice
framework (referred to as ITIL® V2) for managing information
technology and systems activities.� The result was the launch of
five core books in May 2007, referred to as ITIL® V3, for service
management practice.�
The main focus of the 5-Day ITIL® V3 Service Manager Bridge course
will be the NEW content of ITIL® V3 and those things that have
changed.� The course will cover the components that are new to ITIL®
v3 which will form the main focus for the qualification.� The course
will look at the significant differences in V3 versus the components
of V2.�
Examinat�ion
At the end of the course, participants’ will write the final ITIL® V3
Service Manager Bridge examination, comprising of 20 scenario-
based complex multiple choice questions, from which delegates are
required to score 16 points (equivalent to 80%) to be awarded ITIL®
Expert in IT Service Management.�
LEARNING OBJECTIVES
• Candidates will gain understanding and competencies
in IT Service Management as described in the ITIL®
Service Strategy, ITIL® Service Design, ITIL® Service
Transition, ITIL® Service Operation, ITIL® Continual
Service Improvement, ITIL® Introduction and ITIL®
Glossary publications.�
• Candidates will be prepared for the ITIL® V3 Service
Manager Bridge Examination.�
WHO SHOULD ATTEND
The ITIL® V3 Service Manager Bridge course is suitable for
individuals who:
• Already hold the Manager’s Certificate in IT Service
Management at an earlier ITIL® version, and wish
to obtain the ITIL® Expert in IT Service Management,
thereby demonstrating their knowledge of ITIL® V3.�
• Are Chief Information Officers, Senior IT Managers, IT
Managers and Supervisors, IT professionals and IT
Operation practitioners.�
PREREQUISITE
This qualification is only available to candidates who currently hold
the Manager’s Certificate in IT Service Management
MATERIALS
You will receive a course binder containing course notes, exercises,
and suggested solutions.�
WHAT YOU WILL LEARN
Course Int�roduct�ion and Int�roduct�ion
Service Manag�ement� as a Pract�ice
• Functions and Processes
• Roles and Organization
• Technology and Architecture
• Implementation Considerations
• Complementary Industry Guidance
The Service Lifecycle
The Lifecycle Phase: Service St�rat�eg�y
• Functions and Processes in Service Strategy
• Financial Management
• Service Portfolio Management (SPM)
• Demand Management
The Lifecycle Phase: Service Desig�n
• Functions and Processes in Service Design
• Service Catalogue Management
• Capacity Management
• Availability Management
• IT Service Continuity Management
• Information Security Management
• Supplier Management
The Lifecycle Phase: Service Transit�ion
• Functions and Processes in Service Transition
• Transition Planning and Support
• Change Management
• Service Asset and Configuration Management
• Release and Deployment Management
• Service Validation and Testing
• Evaluation
• Knowledge Management
The Lifecycle Phase: Service Operat�ion
• Functions and Processes in Service Operation
• Event Management
• Incident Management
• Request Fulfillment
• Problem Management
• Access Management
• Monitoring and Control
• IT Operations
• Service Desk
The Lifecycle Phase: Cont�inuous Service Improvement�
• Functions and Processes in Service Operation
• The 7 step improvement process
1.800.261.6861 or 416.693.5559 53
ITIL® IT Service Management Foundation V3
ITIL® V3 was designed from the lifecycle perspective, recognizing
that for a service to be created, it should have the capability to
meet the objectives and requirements of its customers and markets.�
Consequently, there is the need to determine the objectives and
requirements for each service (service strategy), which will guide in its
design (service design), transition into production (service transition),
and operation of the service (service operation).� The purpose of
the fifth and the final phase - continual service improvement, is to
gradually improve every aspect of the service, from service strategy
to service operation.�
During the 3-day course you will learn ITIL® terminology, the structure,
basic concepts and core principles of ITIL® practices for Service
Management.� The Foundation certificate in IT Service Management
is not intended to enable you to apply ITIL® practices for Service
Management without further guidance.�
Examinat�ion
At the end of the course, participants’ will write the final ITIL® Foundation
Certificate in IT Service Management examination, comprising of 40
multiple choice questions.� Delegates are required to score 26 points
(equivalent to 65%) to be awarded the ITIL® Foundation Certificate in
IT Service Management.�
LEARNING OBJECTIVES
Participants will gain practical skills in the following areas:
• Service Management as a practice (Comprehension)
• Service Lifecycle (Comprehension)
• Key Principles and Models (Comprehension)
• Generic Concepts (Awareness)
• Selected Processes (Awareness)
• Selected Roles (Awareness)
• Selected Functions (Awareness)
• Technology and Architecture (Awareness)
• ITIL® Qualification scheme (Awareness)
WHO SHOULD ATTEND
The IT Service Management V3 course is appropriate for individuals
who:
• Require a basic understanding of the ITIL® framework
and how it may be used to enhance the quality
of IT service management within an organization.�
• Are IT professionals that are working within an
organization that has adopted and adapted ITIL®, who
need to be informed about and thereafter contribute to an
ongoing service improvement program.�
PREREQUISITE
There are no prerequisites for this course.� It functions as a stand-
alone course.�
MATERIALS
You will receive a course binder containing course notes, exercises,
and suggested solutions.�
WHAT YOU WILL LEARN
Course Int�roduct�ion and Int�roduct�ion
Service Manag�ement� as a Pract�ice
The Service Lifecycle
The Lifecycle Phase: Service St�rat�eg�y
• Functions and Processes in Service Strategy
• Financial Management
• Service Portfolio Management (SPM)
• Demand Management
The Lifecycle Phase: Service Desig�n
• Functions and Processes in Service Design
• Service Catalogue Management
• Service Level Management
• Capacity and Availability Management
• IT Service Continuity Management
• Information Security Management
• Supplier Management
The Lifecycle Phase: Service Transit�ion
• Functions and Processes in Service Transition
• Transition Planning and Support
• Change Management
• Service Asset and Configuration Management
• Release and Deployment Management
• Service Validation and Testing, Evaluation
• Knowledge Management
The Lifecycle Phase: Service Operat�ion
• Functions and Processes in Service Operation
• Event and Incident Management
• Request Fulfillment
• Problem and Access Management
• Monitoring and Control
• IT Operations
• Service Desk
• Technology and Architecture
The Lifecycle Phase: Cont�inuous Service Improvement�
• Functions and Processes in Service Operation
• The 7 step improvement process
Review, Wrap Up and Mock Exam
ITIL® Foundat�ion Cert�ificat�e Examinat�ion
54 www.procept.com
ITIL® V3 Release, Control, and Validation
The Office of the Government Commerce, UK (OGC - the official
owner of ITIL®) commissioned a program to review the best practice
framework (referred to as ITIL® V2) for managing information
technology and systems activities.� The result was the launch of five
core books in May 2007, referred to as ITIL® V3, for the practice of
Service Management in Information Technology.�
The 4-day ITIL® V3 Release, Control and Validation Capability course
is an independent certification and also prepares the candidate for
the “Managing through the Lifecycle” and ITIL® Expert certifications.�
All Procept ITSM instructors and courses are certified through the
Information Systems Examination Board which provides examinations
on the last day of the course
You will gain detailed knowledge of ITIL® V3 Release, Control and
Validation processes, roles, techniques, triggers and interfaces - how
those practices relate to the full ITIL® Service Management Lifecycle.�
The lectures and exercises in this class will provide you with the
information that you need to increase quality and reliability in your IT
Service environment, participate in Continual Service Improvement,
and use Knowledge Management to provide on-going decision
support.�
During this class, we will explore the details of managing transitions
in an Information Technology organization.� We’ll discuss and practice
Best Practice methodologies for ensuring that all of transition activities
contribute to meeting committed Service Levels.�
This Lifecycle course, Service Transition, provides information the
day to day management of Service Transition activities.�
LEARNING OBJECTIVES
Participants will gain practical skills in the following areas:
• Understanding of Service Transition Principles
and how to apply them to enhance IT Service quality.�
• Understanding of the Service Transition Processes and
Activities.�
• Roles and Responsibilities in Service Transition
• Common Service activities as they relate to Service
Transition.�
• Application of Continual Service Improvement
• Understanding and analyzing Challenges, Critical
Success Factors and Risks
• Organizational structures, application of ITIL® principles,
identifying required documentation and measuring
effectiveness.�
• Service Operation technology related activities
• Implementing Service Operations
WHO SHOULD ATTEND
The ITIL® V3 Release, Control and Validation capability course is
appropriate for individuals who:
• Require a deep understanding of Transition Processes.�
• Need to understand how ITIL® Release, Control
and Validation processes can enhance the quality of
Service Support within their organization.�
• Are working in, or about to enter, an IT Service
organization which has, is planning to adopt ITIL® best
practices.�
• Will be contributing to Continual Service Improvement in
an IT Service provision environment.�
• Are IT Operations staff, engaged in Release, Control and
Validation processes.�
• Are seeking an ITIL® Expert certification in order to gain
the benefits of ITIL® principles throughout their
organization.�
• Are seeking an ITIL® Advanced Expert certification.�
PREREQUISITE
• This qualification is only available to candidates who hold
the V3 Foundation or Foundation Bridge Certificate in IT
Service Management.�
• Demonstrate familiarity with IT terminology and Release,
Control and Validations management in their own
business environment is required
• Exposure to the Service Transition processes is
recommended in a Service Provider environment
is recommended.�
MATERIALS
You will receive a course binder containing course notes, exercises,
and suggested solutions.�
WHAT YOU WILL LEARN
Key Principles in Service Transit�ion
• Communications
• Technology
• Organization and Managing Organizational Change
• Implementation
Key Processes in Service Transit�ion
• Change management
• Service Release and Deployment Management
• Service Validation and Testing
• Service asset and Configuration Management
• Knowledge Management
• Request Fulfilment (From Service Operation
• Service Evaluation
1.800.261.6861 or 416.693.5559 55
ITIL® V3 Service Operation
The Office of the Government Commerce, UK (OGC - the official
owner of ITIL) commissioned a program to review the best practice
framework (referred to as ITIL® V2) for managing information
technology and systems activities.� The result was the launch of five
core books in May 2007, referred to as ITIL® V3, for the practice of
Service Management in Information Technology.�
The 3-day ITIL® V3 Service Operation course is an independent
certification and also prepares the candidate for the Managing through
the Lifecycle and ITIL® Expert certifications.� This course covers
operational processes, functions, common activities, technology and
implementation issues.� All Procept ITSM instructors and courses are
certified through the Information Systems Examination Board which
provides examinations on the last day of the course.�
You will gain detailed knowledge of the contents of the ITIL® V3 Service
Operation publication.� The lectures and exercises in this class will
provide you with both the information that you need and practice in
applying the important principles of this certification.�
During this class, we will explore the details of managing Operations
in an Information Technology organization.� We’ll discuss and practice
Best Practice methodologies for ensuring that all of the operational
activities that make up an IT Operations group meet agreed Service
Level Agreements, carry out routine maintenance and communications,
and embed the principles of Continuous Improvement.�
The partner Capability course, Service Operational Analysis, provides
more detailed information on the design of Service Operation activities
to ensure that they support the overall Service Lifecycle.�
LEARNING OBJECTIVES
Participants will gain practical skills in the following areas:
• Leading discussions on Service Operations
• Service Operation Principles
• Service Operation Processes
• Common Service Operation Activities
• Organizing Service Operations
• Service Operation Functions
• Service Operation technology related activities
• Implementing Service Operations
• Understanding and analyzing Challenges, Critical
Success Factors and Risks
WHO SHOULD ATTEND
The ITIL® V3 Service Operation Lifecycle course is appropriate for
individuals who:
• Would like to enhance the delivery of IT Service Provision
within their organization.�
• Require a detailed understanding of ITIL® Service
Operations.�
• Are working in, or about to enter, an IT Service Operation
environment.�
• Would like to enhance the delivery of IT Services
• Are seeking an ITIL® Expert certification in order to
gain the benefits of ITIL® principles throughout their
organization.�
• Are seeking an ITIL® Advanced Level certification.�
• This may include but is not limited to, IT professionals,
business managers and business process owners.�
PREREQUISITE
This qualification is only available to candidates who hold the
V3 Foundation or Foundation Bridge Certificate in IT Service
Management.�
MATERIALS
You will receive a course binder containing course notes, exercises,
and suggested solutions.�
WHAT YOU WILL LEARN
The Lifecycle Phase: Service Operat�ion
Key Principles in Service Operat�ion
• Communications
• Technology
• Organization
• Implementation
Processes in Service Operat�ion
• Event Management
• Incident Management
• Request Fulfillment
• Access Management
• Problem Management
Funct�ions in Service Operat�ion
• Technical Management
• Applications Management
• IT Operations Management including IT Operations
Control and Facilities Management
56 www.procept.com
ITIL® V3 Service Operation and Analysis
The Office of the Government Commerce, UK (OGC - the official
owner of ITIL®) commissioned a program to review the best practice
framework (referred to as ITIL® V2) for managing information
technology and systems activities.� The result was the launch of five
core books in May 2007, referred to as ITIL® V3, for the practice of
Service Management in Information Technology.�
The 4-day ITIL® V3 Service Operation and Analysis Capability course
is an independent certification and also prepares the candidate for
the Managing through the Lifecycle and ITIL® Expert certifications.�
All Procept ITSM instructors and courses are certified through the
Information Systems Examination Board which provides examinations
on the last day of the course
You will gain detailed knowledge of ITIL® V3 Service Operation and
understanding of how those practices relate to the full ITIL® Service
Management Lifecycle.� The lectures and exercises in this class will
provide you with the information that you need to participate in the
design of Services that can be successfully supported in Service
Operation.�
During this class, we will explore the details of managing Operations
in an Information Technology organization.� We’ll discuss and practice
Best Practice methodologies for ensuring that all of the operational
activities that make up an IT Operations unit are correctly designed to
work within the overall Service Lifecycle.�
The partner Lifecycle course, Service Operation, provides more
detailed information on the execution of Service Operation activities
to meet agreed Service Level Agreements, carry out routine
maintenance and communications, and embed the principles of
Continuous Improvement.�
LEARNING OBJECTIVES
Participants will gain practical skills in the following areas:
• Processes across the Lifecycle which support
Operational Support and Analysis
• A deep understanding of the Service Operation
Processes and Common Service Operation Activities,
including the design of metrics and integration
into the overall Service Lifecycle
• Service Functions including organizational structures,
application of ITIL® principles, identifying required
documentation and measuring effectiveness.�
• Roles and Responsibilities in Service Operation including
the place of Functions in the Lifecycle
• Service Operation technology related activities
• Implementing Service Operations
• Understanding and analyzing Challenges, Critical
Success Factors and Risks
WHO SHOULD ATTEND
The ITIL® V3 Service Operation and Analysis Capability course is
appropriate for individuals who:
• Need to understand how IT Operations may enhance the
quality of Service Support within their organization.�
• Are working in, or about to enter, an IT Service Operation
environment which has adopted ITIL®.�
• Will be contributing to Continual Service Improvement in
an IT Operations environment.�
• Work with IT Operation processes, Event, Incident, Access,
Request, Problem; or within one of the IT Operation functions,
a Service Desk, Application or Technical Management or IT
Operations Management
• This may include but is not limited to, IT professionals,
business managers and business process owners.�
PREREQUISITE
This qualification is only available to candidates who hold the V3
Foundation or Foundation Bridge Certificate in IT Service Management.�
Demonstrated familiarity with Service Operational Analysis is
recommended as is experience with the Service Operation Processes
and Functions.� It is strongly recommended that candidates read the
core Service Lifecycle publications before attending this class.�
MATERIALS
You will receive a course binder containing course notes, exercises,
and suggested solutions.�
WHAT YOU WILL LEARN
Key Principles in Service Operat�ion
• Communications
• Technology
• Organization
• Implementation
Processes in Service Operat�ion
• Event Management
• Incident Management
• Request Fulfillment
• Access Management
• Problem Management
Funct�ions in Service Operat�ion
• Technical Management
• Applications Management
• IT Operations Management including IT Operations
Control and Facilities Management
1.800.261.6861 or 416.693.5559 57
ITIL® V3 Service Transition
The Office of the Government Commerce, UK (OGC - the official
owner of ITIL® commissioned a program to review the best practice
framework (referred to as ITIL® V2) for managing information
technology and systems activities.� The result was the launch of five
core books in May 2007, referred to as ITIL® V3, for the practice of
Service Management in Information Technology.�
The 3-day ITIL® V3 Transition course is an independent certification
and also prepares the candidate for the Managing through the
Lifecycle and ITIL® Expert certifications.� This course covers
Transition processes, common activities, technology, organization,
and implementation issues.� All Procept ITSM instructors and courses
are certified through the Information Systems Examination Board
which provides examinations on the last day of the course.�
You will gain detailed knowledge of the contents of the ITIL® V3
Service Transition publication.� The lectures and exercises in this
class will provide you with both the information that you need and
practice in applying the important Service Transition principles.�
During this course we will explore the details of managing transition
in an Information Technology organization.� We’ll cover Best Practice
methodologies aimed at ensuring your understanding all of the
principles, processes, and activities necessary to ensure smooth
entry of new or changed products into production.�
The partner Capability course, Release, Control and Validation,
provides more detailed information on the design of Service Transition
activities to ensure that they support the overall Service Lifecycle.�
LEARNING OBJECTIVES
Participants will gain practical skills in the following areas:
• Service Transition Principles
• Service Transition Processes and activities
• Service Transition organization and roles
• Technology for Service Transition
• Implementing Service Transition
• Understanding Challenges, Critical Success Factors and
Risks
WHO SHOULD ATTEND
The ITIL® V3 Service Transition Lifecycle course is appropriate for
individuals who:
• Require a detailed understanding of Service Transition
principles, Processes, and activities.�
• Are working in, or about to enter, an IT Service Transition
environment.�
• Require a detailed understanding of ITIL® Service
Transition.�
• Are seeking an ITIL® Expert certification in order to
gain the benefits of ITIL® principles throughout their
organization.�
• Are seeking an ITIL® Advanced Level certification.�
• This may include but is not limited to, IT professionals,
business managers and business process owners.�
PREREQUISITE
This qualification is only available to candidates who hold the
V3 Foundation or Foundation Bridge Certificate in IT Service
Management.�
MATERIALS
You will receive a course binder containing course notes, exercises,
and suggested solutions.�
WHAT YOU WILL LEARN
Key Principles in Service Transit�ion
• Communications
• Technology
• Organization and Managing Organizational Change
• Implementation
Processes in Service Transit�ion
• Configuration Management
• Change Management
• Release & Deployment Management
• Knowledge Management
• Service Validation & Testing
• Evaluation
58 www.procept.com
Procept Associates offers three Business Continuity Management courses, intended for (but not limited to) those who are involved in the Business Continuity planning, implementation, day to day maintenance, and those who will act in the event of a disaster.� Each course is available individually or can be offered on-site at your company.�
Learn a hands-on approach t�o effect�ive Business Cont�inuit�y planning�.The courses promote a hands-on approach to Business Continuity Management, making use of current standards, enabling you to make immediate use of the module upon return to your organization.� You will leave class with the information you need to participate in Business Continuity Management projects, exercise and review plans, and recovery operations.�
The courses provide an understanding of:• The function of and the need for Business Continuity Management within an organization• The Business Continuity Management lifecycle• The main components of a Business Continuity Management program• The need for Risk Assessment within Business Continuity Management • Options for the development of a Business Continuity Management strategy• How to prepare and develop plans for a Business Continuity Management response• The need for exercising, maintenance and review of plans• The need for embedding Business Continuity Management awareness within the organization
Accredit�at�ionAll of our Business Continuity Management courses are accredited through The Information Systems Examinations Board (ISEB), a division of the British Computer Society.� ISEB was created in 1990 from the Systems Analysis Examinations Board (which was set up in 1967).� ISEB administers examinations and issues certificates in a variety of subjects in the field of information systems engineering.� The aim of the Information Systems Examination Board (ISEB) is to raise the standard of competence and performance of those working in IT.� It does this by offering a range of relevant industry recognized qualifications.�
You will receive an internationally recognized “Practitioner in Business Continuity Management” certificate after the successful completion of the exam on the last day of The Comprehensive Business Continuity Management Seminar.�
The Comprehensive Business Continuity
Management Seminar5 days
Business Continuity Management Essentials
3 day
Pro
fess
iona
l
Business Continuity Awareness
1 day
Fund
amen
tal
BUSINESS CONTINUITY MANAGEMENT
1.800.261.6861 or 416.693.5559 59
Business Continuity Management Awareness
As much as you would like it, life never goes to plan.� Normally in
business, you encounter and resolve problems in your stride.�
However, would you be able to keep your business running in the
face of a major disaster?
There are numerous risks that can threaten the continuity of your
business.� Beyond social unrest and unstable marketplace, have you
considered power price-spikes or shortages, denials of site or data
access, even biological, chemical or bomb-threats? What happens if
a critical vendor goes down or if productivity plummets with a sector-
wide industrial strike?
Business continuity management attempts to answer these questions.�
It’s essence is to ensure that business operations continue to function
even in the event of a disaster or emergency.� Does your organization
currently have business continuity (BC) in place; is your BC strategy
realistic enough to offer practical solutions in the time of crisis? In
your last emergency, did you invoke your business continuity plan
at all and how would you measure its success? For those that would
are in the process of preparing continuity plans, or are unsure if their
current plans will work for them in an emergency, this program has
been specifically designed for you, using leading-edge methodology
to refocus and enhance your BCM efforts!�
The 1-Day Business Continuity Management Awareness course is
intended for (but not limited to) those who will authorize and approve
Business Continuity planning efforts, manage staff responsible for
implementation and day to day maintenance, and who may have a
high level role to play in the event of a disaster It contains a number
of practical sessions, designed to build on the ‘taught’ components of
the module, and to encourage debate and the sharing of knowledge
and experience between students.�
Students will leave the class with the information they need to
understand Business Continuity Management, appreciate the value
to the business in cost avoidance and risk reduction, and to support
your Business Continuity Project and Recovery teams.�
LEARNING OBJECTIVES
This 1-day workshop will enable participants to have an
understanding of:
• The function of and the need for Business Continuity
Management within an organization.�
• The Business Continuity Management Lifecycle
and the key components of a Business Continuity
Management program.�
• The value of Risk Identification and Assessment.�
• Potential Business Continuity Management strategy
options.�
• A high level overview of the plans that form a Business
Continuity Management response and how those plans
can be kept up to date.�
WHO SHOULD ATTEND
This seminar in Business Continuity Management is intended for (but
not limited to) those in Senior and Executive Management role who
are responsible for the implementation or maintenance of Business
Continuity Plans, including:
• Business Managers reviewing and/or approving Business
Continuity and Disaster Recovery plans.�
• Line Managers providing staff or other resources to
Business Continuity Planning efforts.�
• Business staff in organizations which practice Business
Continuity Management.�
• Service Provider staff members who will be involved in
sales, marketing, or other support activities.�
PREREQUISITE
There is no prerequisite for this course.� It functions as a stand-alone
course.�
MATERIALS
Each participant will receive a course binder containing copies
of presentation slides, case studies, exercises, and suggested
solutions.�
WHAT YOU WILL LEARN
Int�roduct�ion, Init�iat�ion, Planning�
• Where do we start, who should be involved, and what’s
included?
Requirement�s Gat�hering�
• What do we need to protect against, how much will we
lose, what MUST be protected?
Cont�inuit�y St�rat�eg�y, Creat�ing� Cont�inuit�y Plans and Preparing� t�o
Execut�e
• What should we do if the worst happens and how should
we do it?
“Training� and Awareness”, “Exercise, Maint�ain, Review”, and
Invocat�ion
• How do we make sure that we can act when the time
comes?
• What do we do when the worst happens?
60 www.procept.com
Business Continuity Management Essentials
As much as you would like it, life never goes to plan.� Normally in
business, you encounter and resolve problems in your stride.�
However, would you be able to keep your business running in the
face of a major disaster?
There are numerous risks that can threaten the continuity of your
business.� Beyond social unrest and unstable marketplace, have you
considered power price-spikes or shortages, denials of site or data
access, even biological, chemical or bomb-threats? What happens if
a critical vendor goes down or if productivity plummets with a sector-
wide industrial strike?
Business continuity management attempts to answer these questions.�
It’s essence is to ensure that business operations continue to function
even in the event of a disaster or emergency.� Does your organization
currently have business continuity (BC) in place; is your BC strategy
realistic enough to offer practical solutions in the time of crisis? In
your last emergency, did you invoke your business continuity plan
at all and how would you measure its success? For those that would
are in the process of preparing continuity plans, or are unsure if their
current plans will work for them in an emergency, this program has
been specifically designed for you, using leading-edge methodology
to refocus and enhance your BCM efforts!�
The 3-Day Business Continuity Management Essentials course is
intended for (but not limited to) those who will play a part in Business
Continuity planning, implementation, day to day maintenance, and
who may have a role to play in the event of a disaster It contains
a number of practical sessions, designed to build on the ‘taught’
components of the module, and to encourage debate and the sharing
of knowledge and experience between students.�
Students will leave the class with the information they need to
understand and cooperate with Business Continuity Management
Projects and to participate in Recovery operations.�
LEARNING OBJECTIVES
This 3-day workshop will enable participants to have an
understanding of:
• The function of and the need for Business Continuity
Management within an organization and why Business
Continuity Management awareness must be embedded
within the organization.�
• The Business Continuity Management Lifecycle and the
main components of a Business Continuity Management
program
• The need for Risk Assessment within Business Continuity
Management
• Business Continuity Management strategy options.�
• The plans that form a Business Continuity Management
response
• The need for Exercising, Maintenance and Review of all
plans.�
WHO SHOULD ATTEND
The qualification promotes a hands-on approach to Business
Continuity Management, making use of current international
standards, enabling candidates to make immediate use of the
module on their return to their organizations.�
This seminar in Business Continuity Management is intended for
(but not limited to) those who are involved in the areas of information
security and information assurance, including:
• Business Managers involved in the establishment of
Business Continuity and Disaster Recovery plans.�
• Line Managers providing staff or other resources to
Business Continuity Planning efforts and Business
Process Managers who will interact with the Business
Continuity Process.�.�
• IT Operations, Service Support, and Service Delivery
Managers.�
• Business staff who will provide input to the Business
Continuity Planning effort.�
• Any individual who will plan a role in Recovery efforts.�
• Service Provider staff members who will be involved in
Recovery or Return to Normal activities.�
PREREQUISITE
There is no prerequisite for this course.� It functions as a stand-alone
course.�
MATERIALS
Each participant will receive a course binder containing copies
of presentation slides, case studies, exercises, and suggested
solutions.�
WHAT WILL YOU LEARN
Day 1: Int�roduct�ion, Init�iat�ion, and Planning� and Requirement�s
Gat�hering�
• Where do we start, who should be involved, and what’s
included?
• The Business Continuity Management Lifecycle.�
• Identifying and communicating the need for Business
Continuity Planning.�
• Understanding the necessary organizational and
governance.�
• Using Project Management methodologies to plan and
implement BCP.�
• What do we need to protect against, how much will we
lose, what MUST be protected?
• Learn the Business Impact Analysis methodology, used
to determine the value of Business Processes and
identify those which are Mission Critical.�
• Identifying threats to your organization and objectively
determining your level of risk.�
1.800.261.6861 or 416.693.5559 61
Day 2: Cont�inuit�y St�rat�eg�y, Creat�ing� Cont�inuit�y Plans, and
Preparing� t�o Execut�e
• What should we do if the worst happens and how should
we do it?
• Understand how the information from the Requirements
Gathering stages is used to evaluate and select strategic
options to protect your business.�
• Learn how to identify and select Risk Reduction and Recovery
measures for Business Processes, supply chains, and
technology.�
• Understand the contents and objectives of the various plans
required.� Lean why they are required, how they are used, and
how they will be maintained.�
• Incident Management
• Business Continuity
• Invocation
• Disaster Recovery
• Business Resumption
• Return to Normal Operation
• Learn how plans are built, tested, exercises and how schedules
for testing, exercising, awareness, and training are developed.�
• Identify the people, skills and knowledge necessary to test,
deploy, and maintain all plans.�
• Conduct the initial exercises and tests, adjusting the documents
as required.�
Day 3: “Training� and Awareness”, “Exercise, Maint�ain, Review”,
Invocat�ion, and Wrap up
How do we make sure that we can act when the time
comes?
• What do we do when the worst happens?
• Understand the importance of Change Control as applied to
Continuity Planning.�
• Lean how ongoing awareness sessions, keeping the materials
up to date, and ensuring that all parties are familiar with
their responsibilities will help support Continuity Planning over
the long term.�
• Staying in touch with other parties to the plans, holding
regular reviews to ensure that documentation is up to
date at all times, and conducting audits.�
• See how the Training, Testing, Exercise and Review
schedules are put to use.�
• Walk through the use of plans in a disaster, determine
how to “Return to Normal: and how to review actions after
the fact.�
• Lean how actions are reviewed after the event if
necessary.�
• Review of all materials with highlights on key points.�
62 www.procept.com
As much as you would like it, life never goes to plan.� Normally in
business, you encounter and resolve problems in your stride.�
However, would you be able to keep your business running in the
face of a major disaster?
There are numerous risks that can threaten the continuity of your
business.� Beyond social unrest and unstable marketplace, have you
considered power price-spikes or shortages, denials of site or data
access, even biological, chemical or bomb-threats? What happens if
a critical vendor goes down or if productivity plummets with a sector-
wide industrial strike?
Business continuity management attempts to answer these questions.�
It’s essence is to ensure that business operations continue to function
even in the event of a disaster or emergency.� Does your organization
currently have business continuity (BC) in place; is your BC strategy
realistic enough to offer practical solutions in the time of crisis? In
your last emergency, did you invoke your business continuity plan
at all and how would you measure its success? For those that would
are in the process of preparing continuity plans, or are unsure if their
current plans would work for them in an emergency, this program has
been specifically designed for you.� Use leading-edge methodology
to refocus and enhance your BCM efforts!�
The Practitioner Certificate in Business Continuity Management is
intended for (but not limited to) those who are involved in the Business
Continuity planning, implementation, day to day maintenance,
and who will act in the event of a disaster.� It contains a number of
practical sessions, designed to build on the ‘taught’ components of
the module, and to encourage debate and the sharing of knowledge
and experience between students.�
Students will leave the class with the information they need to
participate in Business Continuity Management Projects, exercise
and review plans, and participate in Recovery operations.�
LEARNING OBJECTIVES
The 5-day Comprehensive Business Continuity Seminar will enable
participants to have a detailed understanding of:
• The function of and the need for Business Continuity
Management within an organization
• The Business Continuity Management Life-cycle
• The main components of a Business Continuity
Management programme
• The need for Risk Assessment within Business Continuity
Management
• The options for development of a Business Continuity
Management strategy
• How to prepare and develop plans for Business
Continuity Management response
• The need for exercising, maintenance and review of plans
• The need for embedding Business Continuity Management
awareness within the organization
WHO SHOULD ATTEND
The qualification promotes a hands-on approach to Business Continuity
Management, making use of current international standards, enabling
candidates to make immediate use of the module on their return to
their organizations.�
This certificate in Business Continuity Management is intended for
(but not limited to) those who are involved in the areas of information
security and information assurance, including:
• Business Managers involved in the establishment of
Business Continuity and Disaster Recovery plans.�
• Business Assurance and Risk Managers
• All staff members of organizations which provide
Business Continuity facilities.�
• Internal and External Auditors, and Business Process
Consultants and Managers.�
• IT Operations, Service Support, and Service Delivery
Managers.�
• Continuity Planning Project Managers and team
members.�
• Business Continuity Coordinators, Recovery Team
members.�
PREREQUISITE
There is no prerequisite for this course.� It functions as a stand-alone
course.�
MATERIALS
Each participant will receive a course binder containing copies
of presentation slides, case studies, exercises, and suggested
solutions.�
WHAT WILL YOU LEARN
Day 1: Int�roduct�ion, Init�iat�ion, and Planning�
• Where do we start, who should be involved, and what’s
included?
• The Business Continuity Management Lifecycle.�
• Identifying and communicating the need for Business
Continuity Planning.�
• Creating appropriate organizational and governance
structures and ensuring that all required stakeholders are
involved.�
• Using Project Management methodologies to plan and
implement BCP.�
Day 2: Requirement�s Gat�hering�
• What do we need to protect against, how much will we
lose, what MUST be protected?
• Conducting Business Impact Analyses to determine the
value of Business Processes and identify those which are
Mission Critical.�
The Comprehensive Business Continuity Management Seminar
1.800.261.6861 or 416.693.5559 63
• Identifying threats to your organization and objectively
determining your level of risk.�
• Developing a Business Case to justify BCP.�
• Obtaining agreement to proceed.�
Day 3: Cont�inuit�y St�rat�eg�y, Creat�ing� Cont�inuit�y Plans and
Preparing� t�o Execut�e
• What should we do if the worst happens and how should
we do it?
• Using the information from the Requirements Gathering
stages, evaluate and select strategic options to protect
your business.�
• Learn how to identify and select Risk Reduction and
Recovery measures for Business Processes, supply
chains, and technology.�
• Work through the various plans required, understanding
their contents, why they are required, how they are used,
and how they will be maintained.�
• Incident Management
• Business Continuity
• Invocation
• Disaster Recovery
• Business Resumption
• Return to Normal Operation
• Build testing, exercising, awareness, and training
schedules
• Identify and develop the people, skills and knowledge
necessary to test, deploy, and maintain all plans.�
• Conduct the initial exercises and tests, adjusting the
documents as required.�
Day 4: “Training� and Awareness”, “Exercise, Maint�ain, Review”,
Invocat�ion
• How do we make sure that we can act when the time
comes?
• What do we do when the worst happens?
• Accept the planning documents and initiate Change
Control.�
• Conduct ongoing awareness sessions, keeping the
materials up to date, and ensuring that all parties are
familiar with their responsibilities.�
• Ensure that all participants are able to meet their
responsibilities.�
• Staying in touch with other parties to the plans, holding
regular reviews to ensure that documentation is up to
date at all times, and conducting audits.�
• Execute the Training, Testing, Exercise and Review
schedules.�
• Use the Continuity Plans during a Disaster.�
• Determine how to “Return to Normal”.�
• Review actions after the event if necessary.�
Day 5: Wrap up and Examinat�ion
• Review of all materials with highlights on key points.�
• Practice examination, self graded to allow you to be clear
on how the examination will be marked.�
• Examination for ISEB Practitioner Certificate Examination
in Business Continuity Management:
• Total Time: Three (3) hours
• Total Questions: Ten (10) multiple choice questions (1
mark each)
• Six (6) short answer questions (5 marks each)
• Three (3) essay questions.� (20 marks each)
• Passing Grade: 65%
• Time is split between two sections.�
• Section 1 includes the multiple choice short answer
questions.� There are a total of forty marks in Section 1.�
• Section 2 has the three essay questions
64 www.procept.com
Terry Aldebert�, CBAP CAPM is a Senior Consultant with Procept.� Terry has worked as a business analyst and a project
manager in banking (electronic banking, mortgage, insurance), government, and regulatory not-for-profit.� Her focus was
often in process improvements.� She was Project Manager for a call centre for municipal information and operations.� Terry
is a Certified Business Analysis Professional and a Certified Associate in Project Management, holds a diploma in applied
science, and is currently completing a degree in geography and politics.� She has been trained on Six Sigma and Lean
methodologies, and is a member of IIBA and PMI.� Terry consults in Business Analysis, and designs and instructs courses in
our certificate program at University of Toronto and elsewhere.�
Elizabet�h “Liz” Barclay, ITIL® Expert is a Managing Consultant and Instructor with Procept.� Prior to Procept, she spent 15
years in IT operations and several years in IT Service Management.� In that latter role, she has been implementing ITIL® and
other best practice frameworks.� This has included assessing service management processes, authoring business cases for
process improvements; executing the development, improvement and implementation projects themselves; and integrating
processes and tools such as BMC Remedy to provide governance to live IT operations.� Her work has been in Canada, the
US and abroad.� Liz is accredited with ISEB, and is a member of the IT Service Management Forum.�
Nicole Conboy, BA, ITIL® Service Manager v2-3 certified; is a Senior IT Service Management Consultant and Instructor with
Procept.� She has provided IT Service Management consulting and training for over 13 years to a variety of North American
and world-wide organizations.� Nicole’s experience ranges from assessment to design to implementation and ongoing
management of a variety of IT initiatives designed to meet the client needs.� All of Nicole’s projects significantly improved the
productivity of the IT staff; the quality of IT services delivered and fostered a better relationship with their internal and external
customers.� She is a member of the board of directors for the IT Service Management Forum (itSMF) Southern Alberta Branch
and speaker, meeting and regularly promoting IT Service Management (ITIL®) best practices.�
Darya Duma, PEng, PMP, PRINCE2 Practitioner is a Vice-President with Procept, managing our project management (PM)
consulting business, and is Quality Manager responsible for maintaining our ISO 9001 registration.� Practice areas include
PM methodology design, PM software implementation, and course design and delivery.� Darya is a member of the PMI REP
Advisory Board, and an ISO committee for a PM standard.� She is Program Director for our 10-day Mechanical Contracting
Project Management course at University of Waterloo, and she instructs our courses at several universities.� She was a
practicing Project Manager for over 10 years, with extensive international experience, including developing national and
international standards for CSA and ISO, and managing elevator installations for a mechanical contractor.�
Mary J Hand, BA is a Senior Business Analyst Instructor / Consultant with Procept.� She joined Procept following 18 years in
business analysis, program management, project management, marketing and communications, operations, and training
roles in the financial and retail industries.� Mary held roles in global custody operations and IT departments where her focus
was on the large-scale implementation of a global, multi-currency, trust accounting platform at several banks and trusts
in Toronto and New York City.� Mary has an Honours BA, and is working towards a Marketing certificate from the Canadian
Institute of Marketing.� She is a member of the International Institute of Business Analysis, and is pursuing her Certified
Business Analyst Professional designation.�
Alex Jalalian is a senior consultant with Procept.� He is also a visiting lecturer at the ecole de management in Grenoble,
France, teaching project management to part-time and full-time MBA students.� He worked for 20 years within the IT
and Telecom industries in Switzerland, with management assignments including software and system engineering in
development, product management in marketing, program management in R&D, and strategy and marketing management
in new product development.� Alex holds a bachelor degree in computer science with mathematics from University of London
and a postgraduate certificate in international management from London Business School.� He is now a doctorate candidate
at Grenoble, researching project management within Technology and Innovation Management.�
Keit�h Farndale, MBA, PEng, PMP is President of Procept.� He is also an adjunct lecturer in the MEng program in the
Faculty of Engineering.� Prior to his current roles, he spent a 20-year career in the management of industrial construction
projects.� Keith was President of the Southern Ontario Chapter of the Project Management Institute, receiving an Outstanding
Contribution award.� He has been a member of the Project Management Forum of the Conference Board of Canada and
the advisory board for the ProjectWorld Canada conference.� He is a member of Ontario Council of Construction Users and
Canadian Society for Training and Development.� Keith believes that his courses have prepared more people for the PMP
exam than any other course in Canada.�
Instructors
1.800.261.6861 or 416.693.5559 65
Extended FacultyCelia Desmond
Darin Degenstein
Alex Jalalian
Ralph Kuhn
Max Locke
Karen MacNeil
Gillian McCleary
Keith Sarre
Anthony Tsoukanas
Ini Umoren
Ted Young
Sola Oduko, MSc, MBA, ACA, CEng, ISP, PMP is Vice-President and Director of African Operations for Procept.� Sola has
20 years experience in IT service management (ITSM), business analysis (BA), project management, strategy formulation
and implementation, budget development and administration, risk analysis and management, business process redesign,
contract negotiation, business continuity and disaster recovery management, using various best practice frameworks such
as PMBOK, in several countries.� Sola holds the ITIL Expert accreditation in ITSM.� He is responsible for the ITSM practices at
Procept.� He designs and instructs project management, business analysis, and ITSM courses, and he undertakes consulting
assignments in assessments, maturity, and process redesign.�
David Penney, B.�Sc.�, CET, CPlasT, CMQ, PMP is a Senior Instructor for Procept.� His project management and operational
experience started in military engineering and continued in wholesale, retail, and manufacturing businesses.� With superior
computer skills in Microsoft Office and Microsoft Project, he instructs in those software tools, is a certified Myers-Briggs
facilitator, and instructs our Project Risk management course at university customers.� David is a member of the Project
Management Institute, is active in the new PEI potential chapter.� He has been very active in the Association of Certified
Engineering Technicians and Technologists and the Canadian Manufacturers & Exporters, and has been a member of the
American Society for Quality and the Institute of Industrial Engineers.�
Janice Pet�ley, BA, BEd, MBA.� PMP is the Director of Atlantic Canada for Procept.� With over 20 years of project management
experience, Janice teaches public and in-house project management courses on the east coast and elsewhere in Canada.�
Her typical assignments are definitely PM, but are anything but “typical” PM.� For example in 2003, Janice played a key role
on the SARS benefit concert in Toronto with the Rolling Stones.� She has created and organized events for CIBC, Chrysler
Canada, BMW, Telus, World Youth Day (Pope’s visit to Toronto), the Muscular Dystrophy Association, the Canada Games,
and Special Olympics International.� Drawing upon this experience, Janice provides scenarios in her training which are
interesting and accessible to a wide variety of people and organizations.�
Michael St�efanovic, MBA, PEng, PMP is a Principal with Procept.� Prior to joining Procept, Michael had 23 years of hands on
project management experience in process industries and real estate, followed by two years as a full time faculty member
at Ryerson University.� Michael conducts project management courses through several Canadian universities, as well as for
direct clients of Procept, in Canada and overseas, in English and French.� He also provides project management consulting
services to clients in various industries.�
66 www.procept.com
Collège Communautaire de Nouveau.�Brunswick
Toll.�free: 1.�888.�664.�1477
Telephone: 506.�856.�2220
E.�mail: student.�services@gnb.�ca
Simon Fraser University
Management and Professional Programs–Continuing Studies
Telephone: 778.�782.�5095
E.�mail: mpp.�info@sfu.�ca
University Partners and Professional Accreditations
Many of our courses are offered to the public at educational institutions.� For more information, contact us or contact the institutions listed below:
Dalhousie University
College of Continuing Education
Telephone: 902-494-2526
E-mail: cte@dal.�ca
University of Calgary
Continuing Education
Toll-free: 1-866-220-4992
Telephone: 403-220-2988
Holland College
Toll-free: 1-800-446-5265
Telephone: 902-629-4217
E-mail: info@hollandc.�pe.�ca
University of Waterloo
Continuing Education
Telephone: 519-888-4002
E-mail: conted@uwaterloo.�ca
®
We hold accreditation from the following organizations:
1.800.261.6861 or 416.693.5559 67
Selected Client List
Abitibi-Price Inc.�
Accenture
Accubid Systems Limited
AGFA
Alcatel Canada Inc.�
Algorythmics
Aliant
American Express
Aryana Industrial Development Group
Asea Brown Boveri Inc.�
Babcock and Wilcox
Bank of Montreal
Bank of Nova Scotia
Bell Aliant
BFC Industrial
Bruce Power LP
Calibre Engineering
Camilion Software
Canada Customs and Revenue Agency
Canadian Forces Construction Engineers
Canadian Imperial Bank of Commerce
Canadian Precast Concrete Institute
Canadian Standards Association
Carleton University
CGI Group Inc.�
City Business Computers
City Express Bank
City of Toronto
City of Vaughan
Clarica
Clemson University
CN Rail
Credit Valley Hospital
Daniels Corporation
Dare Foods Ltd.�
DeBeers
Delisys Delivery System Inc.�
Department of Justice, NWT
Design Modules
Dorman Long Engineering Ltd
Earth Tech Canada Inc.�
Eastern Michigan University
Electrohome
Enbridge Consumers Gas
Environment Canada
Equitable Life
ESI Canada
ESRI Canada
Federal Mortgage Bank
Financial Models Company Inc.�
Food Inspection Agency
Frito-Lay Canada
Georgian College
Geosyntec Inc.�
Gore Mutual Insurance
Grand & Toy
Grand River Conservation Authority
Grand River Hospital
Graphics Microsystems Inc
Greater Toronto Airports Authority
GS Telecom
Guelph Hospital
H.� A.� Simons Ltd.�
Hatch
Hemlo Mines
Hewlett-Packard Canada Ltd.�
Honeywell Engines and Systems
Honeywell Homes and Buildings
Honeywell Industrial Automation/Control
Hong Kong Polytechnic University
Humber River Regional Hospital
Hummingbird Communications
Husky Injection Moulding
IBM Canada
IMB Bank
Inco Limited
Infrastructure Ontario
International Institute for Learning
Iron Ore Company
Jacques Whitford
Kinectrics Inc.�
L3 Communications Wescam
Labatts
Manitoba Department of Transport
Markel Insurance
McGill International Management Institute
McMaster University
McMillan Binch law firm
MDA Space Systems
MDS Sciex
Mechanical Contractor Assoc.� of Canada
Memorial University of Newfoundland
Mohawk Council of Akwesasne
Morrison Hershfield
Mother Parker
National Petrochemical Company of Iran
NCR Canada
Netco Ltd
New Brunswick Community College
Northland Power
Nova Scotia Association of Architects
Nova Scotia Construction Association
Novartis Animal Care
Ontario Aerospace Council
Ontario College Application Services
Ontario Lottery and Gaming Corporation
Ontario Power Generation Inc.�
Ontario Realty Corporation
Ontario Tobacco Research Group
Parks Canada
PEI Conservatory
PEI Department of Business & Technology
Placer Dome
Powerex Corporation
Prof.� Engineers of Ont - Hamilton Chapter
Project Controls Group Inc.�
Project Management Institute
ProjectWorld/BusinessAnalystWorld
Public Works and Government Services
Purolator Courier Ltd.�
Radian Group
Rahbaran (Iran Oil Ministry)
Regional Municipality of Waterloo
Reuters Information Services
Royal Bank of Canada
RPA Group
Saint Mary’s University
Scarborough Hospital
Schlumberger
Schulich School of Business
Sears Canada Inc.�
Sierra Systems
Simon Fraser University
Sir Sandford Fleming College
SITA
St.� Francis Xavier University
St.� Michael’s Hospital
Stantec Inc
Steelcase
Stelco
Technical Standards and Safety Authority
Technology Derivatives
Teranet Land Information Services
Tescor Energy Services Inc.�
Texas A&M University
Toronto Dominion Bank
Toronto Hydro
Toronto Region Conservation Authority
Town of Markham
Town of Parry Sound
U of T Rotman School of Management
U of Toronto Faculty of Engineering
Unilever
Union Merchant Bank
United Systems Solutions
Universite Laval
University of Calgary
University of Lethbridge
University of New Brunswick
University of Saskatchewan
University of Victoria
University of Waterloo
University of Winnipeg
Virgin Atlantic Airways
York Region Transportation and Works
Business Analysis
Business Continuity Management
IT Service Management
Project Management
www.procept.com
Toll-free: 1.�800.�261.�6861Telephone: 416.�693.�5559Fax: 416.�693.�0609E-mail: info@procept.�com
Precision meets Expertise.
Recommended