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©2006 International Institute for Learning, Inc.
I N T E R N A T I O N A LInstitute for Learning, Inc.
Maximizing PM Competency Maximizing PM Competency with Project Management with Project Management Communities of PracticeCommunities of Practice
CoPsCoPs
MS Project ConferenceMS Project ConferenceJanuary 17-19 2006January 17-19 2006
Seattle, WASeattle, WA
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Mark “Doc” Dochtermann, PMP, CISSP, Mark “Doc” Dochtermann, PMP, CISSP, MSP Black Belt, Senior Instructor, IILMSP Black Belt, Senior Instructor, IIL
Tim Cermak, PMP, Vice President of Tim Cermak, PMP, Vice President of Strategic Alliances, MPA (official industry Strategic Alliances, MPA (official industry association for Microsoft Office Project)association for Microsoft Office Project)
Scott Gray, PMP, MSP Black Belt, Scott Gray, PMP, MSP Black Belt, Project Manager, California Employment Project Manager, California Employment Development Department Development Department
Robb Mueggenburg, PMP, MSP Black Belt, Robb Mueggenburg, PMP, MSP Black Belt, Sr. Project Manager, MCI Government Sr. Project Manager, MCI Government SolutionsSolutions
PresentersPresenters
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Key LearningKey Learning
A “how to” in creating and sustaining a A “how to” in creating and sustaining a community support network for your project community support network for your project management professionalsmanagement professionals
Hear from real-life examples of successful Hear from real-life examples of successful Communities of Practice Communities of Practice
Present ongoing plans to continuously Present ongoing plans to continuously support and foster Project Managers’ support and foster Project Managers’ learning and skill developmentlearning and skill development
Describe Resources available to youDescribe Resources available to you
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Groups of people who come together to Groups of people who come together to share and to learn from each other face-to-share and to learn from each other face-to-face and virtuallyface and virtually
Held together by a common interest in a Held together by a common interest in a body of knowledge - driven by a desire and body of knowledge - driven by a desire and need to share problems, experiences, need to share problems, experiences, insights, templates, tools, and best practicesinsights, templates, tools, and best practices
Community members increase knowledge by Community members increase knowledge by interacting on an ongoing basisinteracting on an ongoing basis
Communities of PracticeCommunities of PracticeShare Ideas, Find Solutions, Build InnovationsShare Ideas, Find Solutions, Build Innovations
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Training is only part of the SolutionTraining is only part of the Solution
Core competences don't reside in the Core competences don't reside in the abstractions of management theoriesabstractions of management theories
In the real world of organizations, they In the real world of organizations, they reside and grow in Communities of Practicereside and grow in Communities of Practice
Why Should You Pay AttentionWhy Should You Pay Attention… to your CoP? … to your CoP?
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
How CoPs Add ValueHow CoPs Add Value… to Individuals and Organizations … to Individuals and Organizations
Share knowledgeShare knowledge
Provide a forum to solve problemsProvide a forum to solve problems
Develop and disseminate best practicesDevelop and disseminate best practices
Develop people’s professional skillsDevelop people’s professional skills
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Real-life ExampleReal-life ExampleSacramento, California Sacramento, California
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Successful CoPSuccessful CoPMPA Sacramento Valley ChapterMPA Sacramento Valley Chapter
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
LeadershipLeadershipMPA-SVC Board of DirectorsMPA-SVC Board of Directors
PresidentPresidentMark Mark
DochtermannDochtermann
PresidentPresidentMark Mark
DochtermannDochtermann
CommunicationsCommunicationsRichard NewboldRichard Newbold
CommunicationsCommunicationsRichard NewboldRichard Newbold
MembershipMembershipDee SmithDee Smith
MembershipMembershipDee SmithDee Smith
TreasurerTreasurerLance WilliamsLance Williams
TreasurerTreasurerLance WilliamsLance Williams
ProgramsProgramsDohn KissingerDohn Kissinger
ProgramsProgramsDohn KissingerDohn Kissinger
Vice PresidentVice PresidentJohn SimkoJohn Simko
Vice PresidentVice PresidentJohn SimkoJohn Simko
Secretary Secretary / Sponsors/ SponsorsDerek LoarDerek Loar
Secretary Secretary / Sponsors/ SponsorsDerek LoarDerek Loar
TechnologyTechnologyChad HodgesChad Hodges
TechnologyTechnologyChad HodgesChad Hodges
MarketingMarketingBart BattagliaBart Battaglia
MarketingMarketingBart BattagliaBart Battaglia
MPA GlobalMPA GlobalTim CermakTim Cermak
MPA GlobalMPA GlobalTim CermakTim Cermak MicrosoftMicrosoftMicrosoftMicrosoft
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Four Stages of CoP Growth Four Stages of CoP Growth Potential, Build, Engage, ActivePotential, Build, Engage, Active
1.1. Identifying the Community of PracticeIdentifying the Community of Practice• Internal OpportunitiesInternal Opportunities
• External GroupsExternal Groups
2.2. Understanding the community of usersUnderstanding the community of users• Their needs, requirementsTheir needs, requirements
• The organizations in which they work and operate The organizations in which they work and operate (constraints)(constraints)
3.3. Engaging the community of practiceEngaging the community of practice
4.4. Sustaining the community of practiceSustaining the community of practice
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
1. Identifying1. IdentifyingThe Community of Practice …The Community of Practice …
Type of CommunitiesType of Communities
Target AudienceTarget Audience
Coverage Coverage
GovernanceGovernance
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Types of Communities Types of Communities If you build it - will they come?If you build it - will they come?
HelpingHelping
Best PracticeBest Practice
InnovatioInnovationn
Knowledge StewardingKnowledge Stewarding
Private / PublicPrivate / Public
SIGsSIGs
The The purposepurpose of your of your community community and the and the needs of the needs of the group will group will dictate what dictate what tools you use tools you use and kind of and kind of community community you buildyou build
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
2. Understanding2. UnderstandingThe Community of UsersThe Community of Users
RequirementsRequirementsDevelop a Scope & MissionDevelop a Scope & Mission
Identify short-term & Long-term Identify short-term & Long-term Goals and DeliverablesGoals and Deliverables
Identify Necessary Actions to Identify Necessary Actions to Accomplish Short-term GoalsAccomplish Short-term Goals
Organizations in which Organizations in which they work they work
and operate (constraints)and operate (constraints)
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
3. Setting up a CoP 3. Setting up a CoP How to get startedHow to get started
DeliverablesDeliverables
PeoplePeople
Operation (Venue)Operation (Venue)
LeverageLeverage““What’s in it for the business?”What’s in it for the business?”
"What's in it for me?" How will the CoP fulfill the "What's in it for me?" How will the CoP fulfill the expectations of the members? expectations of the members?
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Elements of a CoP Elements of a CoP Critical ComponentsCritical Components
VolunteersVolunteers
MembershipMembership
Programs / EventsPrograms / Events
Training / WorkshopsTraining / Workshops
SponsorshipSponsorship
Provide SupportProvide Support
Reward SystemsReward Systems
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Volunteering Volunteering Passion to EngagePassion to Engage
Many People Volunteer in Order to Learn a New Many People Volunteer in Order to Learn a New Skill but we Require Skilled People with Skill but we Require Skilled People with Relevant ExperienceRelevant Experience
Approximately 20% of the Members Volunteer, Approximately 20% of the Members Volunteer, but only Half of Those Actively and Consistently but only Half of Those Actively and Consistently ContributeContribute
Set Firm Expectations for the VolunteersSet Firm Expectations for the Volunteers
Increased Flexibility to Join and Leave Increased Flexibility to Join and Leave CommitteesCommittees
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Programs / EventsPrograms / EventsContent is KingContent is King
Provide a variety of Subject MatterProvide a variety of Subject MatterProduct / TechnicalProduct / Technical
Project ManagementProject Management
BusinessBusiness
DevelopmentDevelopment
Deployment / ConfigurationDeployment / Configuration
System Admin / ManagementSystem Admin / Management
Organizational Assessment Organizational Assessment & Planning& Planning
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Training / WorkshopsTraining / WorkshopsDeveloping the CompetenciesDeveloping the Competencies
KSAsKSAsKnowledgeKnowledge
SkillsSkills
AbilitiesAbilities
CertificationCertificationPMPPMP
IIL MSP CertificationIIL MSP Certification
PMI College of SchedulingPMI College of Scheduling
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
GovernanceGovernanceIdentify the StructureIdentify the Structure
Create a Strong Create a Strong Governance Governance StructureStructure
Appoint Liaisons Appoint Liaisons to Ensure to Ensure Representation Representation of Key Areasof Key Areas
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Critical Success Factors Critical Success Factors Establishment & Operation of a CoPEstablishment & Operation of a CoP
Awareness of Community’s GoalsAwareness of Community’s Goals
Awareness of CoP Knowledge DomainAwareness of CoP Knowledge Domain
Atmosphere of TrustAtmosphere of Trust
Atmosphere of ReciprocityAtmosphere of Reciprocity
Active ModerationActive Moderation
Resources to store / recover informationResources to store / recover information
Knowledge that Members already haveKnowledge that Members already have
Participation of experts in the knowledge domainParticipation of experts in the knowledge domain
Promotion of face-to-face eventsPromotion of face-to-face events
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Real-life Example:Real-life Example:Path to the CoPPath to the CoP
MCI Government Application SolutionsMCI Government Application Solutions20+ Projects, 10 PjM, ~200 Resources20+ Projects, 10 PjM, ~200 Resources
Approached MS EPM implementation as formal Approached MS EPM implementation as formal Executive-sponsored project for Application Executive-sponsored project for Application Solutions PMO Solutions PMO
Invested in role-specific training to level-set required Invested in role-specific training to level-set required EPM skills (PjM and Tech)EPM skills (PjM and Tech)
Leveraged personal relationships with local entities Leveraged personal relationships with local entities attempting similar implementations – eventually attempting similar implementations – eventually evolving to the MPA Sacramento Valley Chapterevolving to the MPA Sacramento Valley Chapter
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Real-life Example: Real-life Example: Benefits Realized from CoPBenefits Realized from CoP
Pre ImplementationPre ImplementationKnowledge sharing with entities outside of MCI Knowledge sharing with entities outside of MCI frameworkframework
Identification of pitfalls and known risks and how Identification of pitfalls and known risks and how to mitigate themto mitigate them
Peace of mind that we were on the right trackPeace of mind that we were on the right track
Implementation was less expensive and the value Implementation was less expensive and the value of the project was more rapidly gainedof the project was more rapidly gained
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Real-life Example: Real-life Example: Benefits Realized from CoPBenefits Realized from CoP
Post ImplementationPost ImplementationTraining is static…CoP is on-going and real worldTraining is static…CoP is on-going and real world
Cost effective method to keep in tune with industry Cost effective method to keep in tune with industry and toolsand tools
Productivity is increased through exchanging Productivity is increased through exchanging knowledge and experience with Professionals knowledge and experience with Professionals seeking the same seeking the same
Keeps the Passion BurningKeeps the Passion Burning
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Real-life Example: Real-life Example: Path to the CoPPath to the CoP
EDD’s PMOEDD’s PMO
Sacramento PMISacramento PMI
Microsoft Microsoft Premier Premier ContractContract
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Real-life Example: Real-life Example: Benefits Realized from a CoPBenefits Realized from a CoP
Save time setting up tool and processes by learning Save time setting up tool and processes by learning from people who have experience implementing from people who have experience implementing Microsoft Project ServerMicrosoft Project Server
Tips to maximize efficiency of Microsoft Project Tips to maximize efficiency of Microsoft Project within a PM frameworkwithin a PM framework
Being part of and supporting the CoP is important to Being part of and supporting the CoP is important to the government of the State of Californiathe government of the State of California
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Real-life Example: Real-life Example: Commitment and TrainingCommitment and Training
EDD increasing its membership in MPA from 5 to 10 EDD increasing its membership in MPA from 5 to 10 members for 2006members for 2006
IIL Training – 6 Orange, 2 Blue, and 1 Black Belt IIL Training – 6 Orange, 2 Blue, and 1 Black Belt CertificatesCertificates
Pcubed Training – Pcubed Consultant trained RMP Pcubed Training – Pcubed Consultant trained RMP Project TeamProject Team
RMP Training – Trained RMP Project Team trained RMP Training – Trained RMP Project Team trained 80 Schedule Owners, and 400 Team Members80 Schedule Owners, and 400 Team Members
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
4. Sustaining the CoP4. Sustaining the CoPMaintaining the Flow …Maintaining the Flow …
Reaching to the External CommunityReaching to the External Community
Frequent Issues During the DeploymentFrequent Issues During the Deployment
Options for Resolution Options for Resolution
ChallengesChallenges
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
ReachingReachingthe External Communitythe External Community
Official Industry Association Official Industry Association for Microsoft Office Projectfor Microsoft Office Project
User Groups (e.g. ACPUG)User Groups (e.g. ACPUG)
Other Professional Associations Other Professional Associations PMI PMI PMICOSPMICOSISSAISSACulminisCulminisitSMFitSMF
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Official Industry Association for Official Industry Association for Microsoft Office Project Microsoft Office Project
Networks of Information AccessNetworks of Information Access
Information ContentInformation Content
Information ContactInformation Contact
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
External NetworkExternal NetworkMPA as a Support Group for EPM response MPA as a Support Group for EPM response Expand Resources by Joining, Participating and Expand Resources by Joining, Participating and Supporting MPA Supporting MPA Gain AdoptionGain AdoptionLook ForwardLook Forward
Internal NetworkInternal NetworkSecure Internal Resources Secure Internal Resources Sustain Support from Champions Sustain Support from Champions and Stakeholdersand Stakeholders
Official Industry Association for Official Industry Association for Microsoft Office ProjectMicrosoft Office Project
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Maintaining the FlowMaintaining the FlowStay focused Stay focused
Reaching to the External CommunityReaching to the External Community
Outside Organizations are Inherently Unrelated to Outside Organizations are Inherently Unrelated to the Organization Deploying EPMthe Organization Deploying EPM
Frequent Issues During the DeploymentFrequent Issues During the Deployment
Personnel Straddle the Internal and External Personnel Straddle the Internal and External NetworksNetworks
Can Offer Unequal Powers of InfluenceCan Offer Unequal Powers of Influence
EPM Tipping PointEPM Tipping Point
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
ConnectorsConnectorsPeople SpecialistsPeople Specialists
Masters of the ‘weak tie’Masters of the ‘weak tie’
MavensMavensInformation Information Specialists/BrokersSpecialists/Brokers
Subject Matter Experts Subject Matter Experts (SME)(SME)
SalespeopleSalespeopleThe PersuadersThe Persuaders
The EPM Tipping PointThe EPM Tipping PointThe Law of FewThe Law of Few
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
The EPM Tipping PointThe EPM Tipping PointEPM influencersEPM influencers
Team Team MembersMembers
ExecutivesExecutives
PartnersPartners
CustomersCustomersProjectProject
ManagersManagers
ResourceResourceManagersManagers
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
The EPM Tipping PointThe EPM Tipping PointHow Does it Work?How Does it Work?
Law of Few: Identify the InfluencersLaw of Few: Identify the Influencers
Align Influencers with EPM EnvironmentAlign Influencers with EPM Environment
Engage the Influencers in EPM Engage the Influencers in EPM Through MPA MembershipThrough MPA Membership
Create an Create an EPM epidemic EPM epidemic
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Proposed Approach Proposed Approach How to get there – fast !How to get there – fast !
Participate: Attend events, Become ActiveParticipate: Attend events, Become Active
Lead: Charter opportunities, Lead: Charter opportunities, Leadership PositionsLeadership Positions
Advocacy: Promote the BenefitsAdvocacy: Promote the Benefits
Evangelize: Recruit ColleaguesEvangelize: Recruit Colleagues
Influence Peer Group: Move MindsInfluence Peer Group: Move Minds
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Potential Challenges Potential Challenges You may encounter … You may encounter …
Providing Business Time for ParticipationProviding Business Time for Participation
Show senior Management and Show senior Management and Organizational SupportOrganizational Support
Getting Greater Value from Formal TrainingGetting Greater Value from Formal Training
Conflicts of InterestConflicts of Interest
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
ResourcesResourcesKerzner, Best PracticesKerzner, Best Practices
ProjectsProjects
TimeTimeDr. Kerzner, Advanced Project Management, Dr. Kerzner, Advanced Project Management, Best Practices on Implementation, 2Best Practices on Implementation, 2ndnd Edition Edition
Failures
SuccessesSuccesses
MATURITYMATURITY EXCELLENCEEXCELLENCE
2 YEARS2 YEARS 5 YEARS5 YEARS
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Crisis management drives the work and is Crisis management drives the work and is handled by people through customshandled by people through customs
Work is assigned to people and is Work is assigned to people and is driven by calendars and meetingsdriven by calendars and meetings
Work is assigned to roles and is Work is assigned to roles and is driven by plans and schedulesdriven by plans and schedules
People are intuitively creative People are intuitively creative while working systemicallywhile working systemically
People are impulsively creative People are impulsively creative while working systemicallywhile working systemically
ImpulsiveImpulsiveImpulsiveImpulsive
IntuitiveIntuitiveIntuitiveIntuitive
SystemicSystemicSystemicSystemic
AgileAgileAgileAgile
FluidFluidFluidFluid
Brian C. LeeBrian C. Lee
ResourcesResourcesIntentionality ScaleIntentionality Scale
-
M
aturit
y
-
M
aturit
y
++
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
ResourcesResourcesWikipediaWikipedia
MPAMPA
MicrosoftMicrosoft
PMIPMI
Web ResourcesWeb Resources
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Questions? Comments?Questions? Comments?
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I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Contact InformationContact InformationMark DochtermannMark Dochtermann
Sacramento, CaliforniaSacramento, California
[email protected]@mympa.org
916.835.5806916.835.5806
http://www.iil.comhttp://www.iil.com
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Contact InformationContact InformationTim CermakTim Cermak
Ann Arbor, MichiganAnn Arbor, Michigan
[email protected]@mympa.org
734.741.0841734.741.0841
http://www.mympa.orghttp://www.mympa.org
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Contact InformationContact InformationRobb MueggenburgRobb Mueggenburg
Sacramento, CaliforniaSacramento, California
[email protected]@mci.com
916.569.5966916.569.5966
http://www.mci.comhttp://www.mci.com
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Contact InformationContact InformationScott GrayScott Gray
Sacramento, CaliforniaSacramento, California
[email protected]@edd.ca.gov
916.654.7580916.654.7580
http://www.edd.ca.govhttp://www.edd.ca.gov
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
Where Can You Get More Where Can You Get More Information?Information?
For more information, please contact:For more information, please contact:Eoin CallanEoin Callan
International Institute for Learning, Inc.International Institute for Learning, Inc.
1-800-325-15331-800-325-1533
[email protected]@iil.com
or go to our Web site: WWW.IIL.COMor go to our Web site: WWW.IIL.COM
I N T E R N A T I O N A LInstitute for Learning, Inc.
©2006 International Institute for Learning, Inc.
International Institute for Learning, Inc. (IIL)International Institute for Learning, Inc. (IIL)International Institute for Learning is a professional education and consulting firm operating worldwide to help companies achieve excellence in International Institute for Learning is a professional education and consulting firm operating worldwide to help companies achieve excellence in project management, six sigma and Microsoft Project—in which Microsoft has recommended IIL’s Project White Belt for all new users of Microsoft project management, six sigma and Microsoft Project—in which Microsoft has recommended IIL’s Project White Belt for all new users of Microsoft Project. The firm also offers an enterprise-wide knowledge solution, the Unified Project Management Methodology, that is built on Microsoft Project. The firm also offers an enterprise-wide knowledge solution, the Unified Project Management Methodology, that is built on Microsoft technology and integrated with MS Project.technology and integrated with MS Project.
www.IIL.comwww.IIL.com
International Institute for Learning, Inc. (IIL)International Institute for Learning, Inc. (IIL)International Institute for Learning is a professional education and consulting firm operating worldwide to help companies achieve excellence in International Institute for Learning is a professional education and consulting firm operating worldwide to help companies achieve excellence in project management, six sigma and Microsoft Project—in which Microsoft has recommended IIL’s Project White Belt for all new users of Microsoft project management, six sigma and Microsoft Project—in which Microsoft has recommended IIL’s Project White Belt for all new users of Microsoft Project. The firm also offers an enterprise-wide knowledge solution, the Unified Project Management Methodology, that is built on Microsoft Project. The firm also offers an enterprise-wide knowledge solution, the Unified Project Management Methodology, that is built on Microsoft technology and integrated with MS Project.technology and integrated with MS Project.
www.IIL.comwww.IIL.com