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Over 75 courses available for public or on-site delivery

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34FIND OUT

which courses your team needs

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The BEST training in...Business Analysis/Requirements ........ 6Agile and Scrum .....................................16Project Management ............................26SharePoint and Microsoft ...................36Virtualization ..........................................48Red Hat .....................................................50Software Testing ....................................52Enterprise Architecture ........................57Networking..............................................58 NEW: Financial Classes ....................60Healthcare IT...........................................66

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Training over the

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“We are gratifi ed by how often our customers thank us for really responding to THEM. In this environment, when you need fl exibility and

economy, our new live-taught “Virtual” courses save you travel costs and fees, while delivering

the same instructor-led experience as in the classroom. We’ve also expanded our catalog to include cutting edge training on today’s fi nancial tools and topics. Please tell us what else you need!”

— David Mantica President, ASPE

How How ASPE Training WorksTraining WorksOur classes are taught in every major city nationwide. All classes are fast-paced and skills-based. Our goal is to get employees equipped and back to work quickly so they see an immediate boost in productivity.

ASPE offers three distinctive brands of training:

All training carries a 100% Money-Back Guarantee.

Who we are, what we doWe are a unique high-tech training fi rm providing you with the tools, skills, knowledge, and method to transform complex business challenges into strategic capabilities. We provide training and consulting on all aspects of the software development life cycle, complex programming, database management, business intelligence, and IT infrastructure topics. ASPE covers all your critical skills gaps with both a complete North American public course schedule and a highly regarded customized on-site training practice.

ASPE quickly and economically equips your team to perform diffi cult tasks at maximum effi ciency. Employees empowered with skills to perform well do not just excel in their jobs and careers; they also propel their companies to new levels of success.

ASPE offers live virtual training. Attend online courses from anywhere in the USA or Canada, and get the same knowledge as classroom training, INCLUDING:

Live expert instruction: Instructors are live and can answer all your questions in real time. Communicate with the instructor both electronically and verbally with our technology.

Courseware: Internet classes use the same courseware as our classroom courses. We provide each student with all materials as in a normal class — delivered directly to you.

Labs: The critical component, hands-on group activities in breakout sessions utilize the power of Cisco’s WebEx tools. Breakout sessions are conducted just as in a classroom setting.

Peer Interaction: Even in the virtual environment, you gain valuable knowledge interacting with peers in class, in breakout sessions, and during course lectures. Our internet training courses are run by industry professionals with real-world experience who love to teach.

www.ASPE-SDLC.com/VCL.html

ASPE’s Software Development Life Cycle branch provides real-world, unbiased, pragmatic training and consulting on all aspects of the software development life cycle. Our catalog includes courses in Agile Methods,

Project Management, Requirements & Business Analysis, Software Testing, and Enterprise Architecture.

ASPE’s IT Division is a national leader in providing skills-based training solutions on SharePoint, Microsoft topics, and much more. With our skills-based curriculum catalog of nearly 100 courses, you get a practical,

no-nonsense learning approach with materials that provide tools and techniques you can immediately use on the job.

Hamilton Technologies trains the nation’s decision-makers in fi nancial technology fi elds. In response to growing needs for high-level training in the Financial and Investment fi elds, Hamilton has teamed with some of the top experts in specifi c areas of the Financial sector to develop and teach “need to know” subjects for fi rms across the country.

Alexander HamiltonFinancial Technologies

an ASPE Tr a i n i ng Company

Live, Instructor-Led Training Over the

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US & Canada Course Catalog

Business Analysis/RequirementsBusiness Analyst Fundamentals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6Business Analyst Boot Camp . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Developing and Confi rming Effective Business Requirements . . . . . . . . . . . . . . . 10Developing Requirements with Use Cases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11Fundamentals of Business Process Analysis and Design . . . . . . . . . . . . . . . . . . . 12CBAP Certifi cation Prep Boot Camp . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13Designing & Facilitating Joint Application Development (JAD) Workshops . . . . 14Building the Logical Data Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14Requirements Management Workshop . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15Developing and Writing Testable Business Requirements . . . . . . . . . . . . . . . . . . 15

Agile MethodsTransitioning from Waterfall to Agile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Collaborating & Communicating Agile Requirements . . . . . . . . . . . . . . . . . . . . . . 17Agile Project Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Agile & High-Speed Software Testing Techniques . . . . . . . . . . . . . . . . . . . . . . . . 20Agile Essentials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21Agile for Executives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21Agile Boot Camp: A Scrum Hybrid Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22Hands-On Lean Agile Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23Certifi ed ScrumMaster Workshop . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Project ManagementThe Project Management Professional (PMP®) Certifi cation Exam Boot Camp . . . . . 26 The Program Management (PgMP®) Certifi cation Prep Course . . . . . . . . . . . . . . 28Hands-On IT Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29Hands-On Power Excel for Project Managers . . . . . . . . . . . . . . . . . . . . . . . . 30Mastering Microsoft Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31Managing Outsource/Offshore Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32Introduction to Business Intelligence. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33Rapid Project Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33The Project, Business, and Management Professional’s Toolkit . . . . . . . . . . . . . . 33

Managing Real World Projects and Processes with Metrics . . . . . . . . . . . . . . . 33

Microsoft® TrainingUtilizing SharePoint for Project Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36Hands-On Microsoft SharePoint 2007 Administration . . . . . . . . . . . . . . . . . . . . . 38Mastering Effective SharePoint Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39Hands-On Mastering SharePoint Customization . . . . . . . . . . . . . . . . . . . . . . . . . . 40Integrating SharePoint For Business Intelligence & Knowledge Management . . . . 41The Three-Day Windows Server 2008 Skill-Building Training Lab . . . . . . . . . . . . 42Hands-On Windows Server 2008 (5-day class) . . . . . . . . . . . . . . . . . . . . . . . . . . . 43Hands-On Windows Helpdesk Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44Hands-On Microsoft Windows Vista . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44Managing & Supporting Windows Server 2003 . . . . . . . . . . . . . . . . . . . . . . . . . . 45Hands-On Microsoft Exchange 2007 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

Extreme SQL Server 2005 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47SQL Server 2005 Reporting Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

VirtualizationHands-On Mastering Microsoft Hyper-V: Installation and Administration . . . . . . 48Implementing Virtualization in the Enterprise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

VMware Infrastructure 3: Installing and Confi guring V3.5 (Virtual Course) . . . . . 49

Red HatRed Hat Linux Essentials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50Red Hat Linux System Administration & RHCT Exam . . . . . . . . . . . . . . . . . . . . . . 50Red Hat Linux Networking and Security Administration . . . . . . . . . . . . . . . . . . . . 51RHCE Rapid Track Course and RHCE Exam . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

Software TestingDeveloping Software Testing Techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52Planning Effective Software Testing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53The Test Automation Workshop . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54Web Testing Core Fundamentals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54Software Testing Certifi cation (International Certifi cation from SQE) . . . . . . . . . . 55Proactive User Acceptance Testing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56Estimating and Controlling Testing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56

Enterprise Architecture

Roadmap to Service-Oriented Architecture (SOA) . . . . . . . . . . . . . . . . . . . . . . . . . 57

Networking

Hands-On Networking Fundamentals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58Unifi ed Communications with Offi ce Communication Server . . . . . . . . . . . . . . . . 59

FinancialThe Financial Modeling in Excel Boot Camp . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60The Turbocharged Financial Analyst . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61Advanced Financial Modeling with Excel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61Finance for Non-Financial Executives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62Transitioning from GAAP To IFRS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62Foreign Exchange Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63Forensic Accounting: Spotting Financial Fraud . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63The Four-Day MBA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64Data-Driven Decision Making . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64Global Supply Chain Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65Delivering and Financing Infrastructure Projects . . . . . . . . . . . . . . . . . . . . . . . . . . 65

Healthcare ITSelecting & Implementing an Electronic Health . . . . . . . . . . . . . . . . . . . . . . . . . . . 66 Record System for Medical Practices and Hospitals

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A few of our clients...ASPE has trained many Fortune 500 organizations. For a complete list of our customers, visit www.aspeinc.com/clients.php

For more information, visit www.aspeinc.com

Free web seminars, white papers, and templates Can your employees spare an hour for some free, no obligation training?From quick, information-packed insights on technology innovation to new ways of handling old management problems, our web seminars are a free resource for our customers to stay ahead of the curve. Each one-hour session is free, so sign up for as many as you like. Experience the ASPE advantage: proven real-world IT professionals who successfully transfer vital business knowledge to you and your company.

We also offer a broad range of free resources and white papers for many of the toughest jobs in your company. Visit our website for full access.

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4

3MAllstate InsuranceAmerican ExpressAnhueser-Busch Co.AppleAT&T/CingularBank of AmericaBed Bath & Beyond Berkshire HathawayBig LotsBlue Cross/Blue ShieldBoeingChevron Texaco Cisco Systems Inc.Citigroup Inc.Coca-ColaCox Communications Caremark/CVSDFASDellExxon MobilFedEx

Ford Motor Co.General Electric Co.GoodyearHertzThe Home DepotHoneywellIBMIntelITT IndustriesJ.C. Penney Co. Inc.J.P. Morgan ChaseJohnson & JohnsonLockheed MartinLowe’sMarriott International Merck & Co.Merrill LynchMetlife Inc.MicrosoftMorgan StanleyMotorola Inc.Nationwide Insurance

PetSmart Pfi zerPitney Bowes Inc.Progress Energy Inc.Prudential Financial Raymond JamesRockwell AutomationSears Roebuck and Co.ShellSprint NextelStaples Inc. Texas InstrumentsTime Warner Inc.UnisysUnited Parcel Service University of TorontoVerizon Communications Wachovia Corp.Wal-MartWaste ManagementWells Fargo & Co.Yahoo

We are a GSA vendor!GS-35F-0303U

Our courses can be purchased for federal, state, and local government agencies via GSA Advantage. Call ASPE to receive this discounted pricing with GSA eligibility. We currently have 80 courses approved on the GSA schedule and more are on their way: www.gsaadvantage.gov

Please call 877-800-5221 for GSA public pricing and to register for courses with the GSA Advantage. This pricing is not available on ASPE’s website.

44

TAP Into Savings With Our Training Advantage PackagesPublic Course Packages Available: • 20 days of training for $375 a day. Total Cost of $7,500 • 50 days of training for $350 a day. Total Cost of $17,500

Talk to your Account Manager for more information or call 877-800-5221. Get more information online at www.aspeinc.com/package.php


Bring the Training to YOUR Location.We teach any course on-site, customized to YOUR needs, all at alower cost per student than sending your team to public classes.

In-class case studies can be about YOUR company.

On-Site Delivery PracticeOn-site delivery allows you to address your organization’s issues head-on in a confi dential setting, allowing your team the ability to deal with your most pressing problems.

ASPE provides on-site training to meet your specifi cations, budget, and schedule.

• Standard, tailored, or custom on-site training to meet the needs of your environment• One instructor for company-wide rollouts• Delivered at your site or at one of our training sites throughout the United States and Canada

On-Site Training Benefi ts• Targeted curriculum focused on your team’s knowledge goals/learning objectives• Lower per-student cost and no travel time or travel costs• Convenient delivery schedule based on your timetable• Integration of your “real data” into the classroom• Integration of your proprietary software content• Post learning evaluation for students• Class administration (roster, evaluations, and certifi cates)

To view a detailed list of courses call us at 877-800-5221 or visit

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REAL-WORLD SKILLS

ASPE is an Independent Provider of Microsoft and IT Training Real IT Training for True IT Professionals – Discover the advantages of unbiased training that’s not tied to corporate products!

As an independent source of IT Training, ASPE has the freedom and expertise to provide you with all the ins and outs of your IT hardware and software — issues, concerns, and sometimes even problems that manufacturers may not want you to know about. Other training companies offer a “certified” curriculum that limits what instructors can discuss, provides strict outlines, and uses regimented content (sometimes for the sole purpose of passing an exam). These can be important, but we are offering more. We’re not cheerleaders for large software or hardware companies — instead, we are a savvy, unbiased training company that empowers you to use your IT products effectively and efficiently, ensuring that your IT solutions are successful.

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Business Analysis / Requirements

Evaluate the essential skills of a Business Analyst• Explore and understand common differences in • work and communication styles and how they affect interactions on a projectAnalyze the business environment in which your • project occursPractice project initiation techniques to clarify • project scopeWork as a team to document project scope using • context diagramming Understand activity decomposition and modeling • with simple graphical methods

Practice soliciting and validating information from • project stakeholders Assess the feasibility of a project• Hone your problem identifi cation, defi nition, and • solving capabilitiesReview documentation formats• Determine how best to present your fi ndings to • business stakeholders, and prepare for effective interactionsAssess communication effectiveness• Improve and sustain stakeholder engagement•

I. The Business Analysis Profession • Understanding the Business Analyst role and function • The role and competencies of the Business Analyst • Distinguishing novice and expert Business Analysts • The profession of business analysis

Practice Session: You will perform an activity to explore differences in behavioral style, and model a few key techniques for effective teamwork.

II. Communication in the Business Analysis Context • The three most important communication skills for business analysis • The fi ve biggest challenges Business Analysts confront • Soliciting information • Clarifying information • Communication and miscommunication • Validating information

Practice Session: Work in small groups to choose appropriate techniques for communicating with your stakeholders and soliciting information and contributions from all levels of the organization.

III. Business Analysis and Problem Solving • Why problem solving is key to business analysis • Analyzing symptoms and causes • Identifying and defi ning the problem • Developing solutions • Understanding the people side of problem solving

Practice Session: Guided by the instructor, work in teams to analyze problems, defi ne root causes, and practice problem-solving techniques rooted in your team’s collaboration skills.

IV. Leadership for Business Analysis • Understanding what leadership is and why Business Analysts need it • Infl uencing and negotiating with stakeholders • Continuous learning • Adapting to change • Managing stress

Practice Session: Build key leadership skills by competing in a team learning exercise.

Business AnalystFundamentals2-DAY CLASS | COURSE 2000

Master an “essential skill toolkit” to thrive as a Business Analyst. All content aligns with the IIBA® BOK.

Develop critical business analyst skillsBusiness Analysts provide an essential function by assessing and analyzing the business environment, defi ning the scope of business problems, capturing project requirements, designing high-value solution approaches, and ensuring that the defi ned scope meets the customer’s needs, goals, objectives, and expectations. This practical workshop will provide participants with fundamental analysis tools and techniques, including methods to understand the business environment, defi ne a problem using a systematic approach, and infl uence and inform project stakeholders at all levels. You will gain pragmatic solutions to sustain stakeholder engagement throughout the project lifecycle, including questioning, listening, business need identifi cation, problem solving, presentation, validation, and acceptance of the effective solution.

Analyze business problems and identify requirements for the correct solutionsDelays, cancellations and defects in systems development projects stem in large part from our inability to understand project requirements and the environment in which they exist, as well as our inability to communicate those requirements clearly enough to enlist the collaboration and commitment of all core project stakeholders. The accumulating evidence is unequivocal: most serious problems associated with projects are related directly to requirements.

In-class workshops and group exercisesgive you immediate practiceWorking in groups, you and your peers will refi ne strategies to help your organization better defi ne project scope and requirements. Specifi cally, you will:

Brief Course Overview:


V. Business and IT Knowledge and the Business Analyst • The business domain: what it is, what’s relevant to business analysis • The IT domain: what it is, what’s relevant to business analysis • The systems development lifecycle and the focus on IT and business domains

Practice Session: Work with your team to improve your understanding of how the business and IT domains integrate in the Business Analyst role, and how they fi t into the systems development life cycle.

VI. Enterprise Analysis • Enterprise analysis defi ned • The role of the Business Analyst in enterprise assessment • Describing the business environment • Describing requirements scope • Assessing feasibility • Pre-project versus in-project enterprise analysis

Practice Session: Your instructor will introduce a hypothetical but realistic case project, and your team will put your skills to the test as you conduct a guided assessment, describe scope, identify opportunities, and present “highest value” recommendations.

VII. Project Initiation and Analysis: The Business Analyst’s Key Contributions • Defi ning and documenting project scope • Decomposing the application domain • Analyzing and documenting key processes • Eliciting functional requirements • Modeling the desired state

Practice Session: You will review a project charter, then defi ne and document scope. Use models, diagrams, and requirements to develop a new process design.

VIII. Requirements Communication • Requirements communication defi ned • Determining the appropriate requirements presentation format • Creating the requirements package • Presenting the requirements • Conducting a formal requirements review • Obtaining consensus and signoff of requirements

Practice Session: Working with a set of functional requirements, determine which communication approach best meets stakeholders needs. Then practice organizing and presenting clear requirements documentation.

IX. Adding Value as a Business Analyst • Managing role confl icts • Resolving holes and duplications • Solving the right problems • Be a catalyst for change: everyday evangelism for Business Analysts • Moving on to requirements engineering • The path of least resistance

Practice Session: In a facilitated discussion, share your own experiences and get tips and tricks from the instructor on how to identify immediate opportunities to apply your new skills in your own workplace.

"The pace of the instructor’s presentation was great. Everything covered was very relevant to what I will be doing. The hands-on labs helped me tremendously in

retaining all the information."

— Patrice Low, Business Analyst, Teleflora, OK

®

13.5 12 14IIBA CDUs

Course Fee: Individual: $1195 Group (3 or more): $995 GSA Rate: Individual: $896.25, Group: $746.25This course is guaranteed. See page 67 for details.

SEE FULL OUTLINE REGISTER!

We’re teaching near you: Salt Lake City, UT May 5-6, 2009Kansas City, MO May 11-12, 2009Cleveland, OH May 13-14, 2009Dallas, TX May 27-28, 2009Chicago, IL June 1-2, 2009Reston, VA June 1-2, 2009Oklahoma City, OK June 3-4, 2009Phoenix, AZ June 16-17, 2009Albuquerque, NM June 16-17, 2009Virtual Training July 7-10, 2009San Diego, CA July 13-14, 2009Denver, CO July 14-15, 2009Atlanta, GA July 23-24, 2009Minneapolis, MN July 28-29, 2009Jacksonville, FL August 11-12, 2009Houston, TX August 12-13, 2009Columbus, OH August 18-19, 2009Seattle, WA August 20-21, 2009San Francisco, CA September 8-9, 2009St. Louis, MO September 9-10, 2009Philadelphia, PA September 10-11, 2009Portland, OR September 16-17, 2009Washington, DC September 28-29, 2009Raleigh, NC October 1-2, 2009Des Moines, IA October 8-9, 2009Boston, MA October 22-23, 2009San Antonio, TX October 26-27, 2009Phoenix, AZ October 28-29, 2009Sacramento, CA November 2-3, 2009Detroit, MI November 2-3, 2009Indianapolis, IN November 10-11, 2009Reston, VA November 17-18, 2009Austin, TX November 19-20, 2009Denver, CO December 1-2, 2009Columbus, OH December 1-2, 2009Oklahoma City, OK December 1-2, 2009Tampa, FL December 15-16, 2009

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I. The Business Analysis Profession It’s only in recent years that business analysis has begun to be recognized as a profession in its own right. While people have been performing the Business Analyst role in organizations for several decades, differing defi nitions of the role abound. • The profession of Business Analysis • Understanding the Business Analyst role and function • The business and IT domains, and how they are relevant to

Business Analysts • The competencies of the Business Analyst • Distinguishing novice and expert Business Analysts • The six most important business analyst skills

Practice Session for this chapter: 1. Business Analysis Defi nition & Functional Competencies

II. Business Case and Foundations of Requirements Engineering

This section presents an overview of the challenges inherent in projects in general, and specifi c problems typically encountered with IT project requirements. We also examine some common terms and concepts in requirements engineering. • Facts and fi gures about IT project success, failure, and

requirements errors • The high cost of requirements errors • Key terms in requirement engineering • Strategy for requirements development • Characteristics of effective requirements • Levels of requirements

Practice Sessions for this chapter: 1. Defi ne Key Terms, Are These Requirements? 2. Levels of Requirements

III. Enterprise Analysis One of the most overlooked functions of a Business Analyst is the enterprise assessment, which can also yield some of the most valuable fi ndings of a project. • Enterprise analysis defi ned • The role of the Business Analyst in enterprise assessment • Describing the business environment • Sources of requirements and their risks • Types of requirements and how to classify them • Three useful tools for developing requirements

Practice Sessions for this chapter: 1. Case Project Enterprise Analysis 2. Types of Requirements 3. Classify Stakeholder Input

IV. Project Initiation What most people think of as business analysis is central to project initiation. Because of the depth of skill these activities require, most Business Analysts demand separate training to develop true mastery. This course module therefore provides an overview and introduction to three crucial business analysis activities by demonstrating common tools for identifying and documenting project scope, for modeling current and desired states, and for stakeholder identifi cation. • Understanding product vision and project scope • Identifying and describing project stakeholders • Modeling the business

8

Evaluate BA roles and competencies• Analyze business environments• Practice project initiation techniques to clarify • project scope Practice eliciting information from project • stakeholders Learn to elicit and manage requirements on a • realistic business case project Develop business model components such as a con-• text diagram, activity diagram, and use case model Work as a team to analyze artifacts and documents • to discover functional requirementsIdentify and extract important functional and non-• function requirements from a process model

Work as a team to establish appropriate level of • detail in a use case Review requirements elicitation and use-case • discovery methods Produce well-written use case narratives • Understand how use cases are linked for large and/• or complex systems Learn how use cases can improve your software • testing and QA process Improve your ability to write effective statements • of requirementsGenerate a plan for bringing these methods back to • your organization

Business AnalystBoot Camp4-DAY CLASS | COURSE 2425

Full-Spectrum Business Analyst Training and Skills Development in just Four Days

Practice real-world tools and techniques for immediate applicationThis four-day course will give you hands-on experience with the latest proven techniques for identifying a project’s scope, developing and discovering requirements and use cases, and documenting them expertly. Lively lectures combined with insightful demonstrations and realistic practice exercises will provide you with the competence and confi dence to improve project outcomes through better requirements elicitation and use case development. You’ll gain a thorough understanding of the challenges faced in defi ning correct requirements, practical approaches for eliciting and documenting requirements, and strategies for managing requirements throughout the project life cycle. If you play a role in defi ning project scope, capturing requirements, or managing project scope, you can’t afford to miss this course!

Develop critical Business Analyst skillsBusiness Analysts provide an essential function by assessing and analyzing the business environment, defi ning the scope of business problems, capturing project requirements, designing high-value solution approaches, and ensuring that the defi ned scope meets the customer’s needs, goals, objectives, and expectations. This practical workshop will provide participants with fundamental analysis tools and techniques, including methods to understand the business environment, defi ne a problem using a systematic approach, and infl uence and inform project stakeholders at all levels. You will gain pragmatic solutions to sustain stakeholder engagement throughout the project lifecycle, including questioning, listening, business need identifi cation, problem solving, presentation, validation, and acceptance of the effective solution.

In-class workshops and group exercises give you immediate practice you’ll fi nd useful immediately



• Identifying systems and actors • Determining scope • Understanding use cases • Identifying project use cases • Decomposing to the mid-level view • Documenting project scope

Practice Sessions for this chapter: 1. Modeling the Business 2. Actor/Goal Identifi cation 3. Context Diagramming 4. Use Case Diagramming 5. Activity Diagramming 6. Complete the Project Scope Defi nition

Document

V. Eliciting Functional and Non-functional Requirements

Savvy business analysts and project team members have a variety of techniques for fi nding the functional and non-functional requirements on their projects. This section introduces several of the most powerful and effective analysis techniques and discusses their use in requirements elicitation. As various techniques are covered, the workshop explores how to capture and document the requirements, including effective requirements analysis and traceability. • Eliciting requirements: an overview • Modeling the processes • Interviewing the stakeholders • Discovering, documenting requirements • Documenting and tracing requirements • Developing quality attribute requirements

Practice Sessions for this chapter: 1. Process Flowchart 2. Interviewing Simulation 3. CRUD Matrix/CRUD Function Requirements

VI. Documenting Requirements with Use CasesThis section of the workshop focuses on how to apply the knowledge you’ve gained so far to writing a use case. It also examines more complex aspects of uses cases, including the includes and extends relationships and use-case linkages in larger systems. • Usage narratives • Use case briefs • Anatomy of a use case • Use case scenarios • Writing effective use case descriptions • Understanding includes and extends • Linking uses cases for larger or more complex

systems

Practice Sessions for this chapter: 1. Write a Usage Narrative 2. Write a Use Case Brief 3. Write a Fully Dressed Use Case 4. Identify Use Case Relationships

VII. Improving Use Case and Requirements QualityMerely writing use cases is not suffi cient for capturing

all project requirements. Analysts must know how to organize the use cases for readability and how to document other requirements hinted at in the use cases, as well as how to assure use case quality. • Use case quality • Common use case traps and pitfalls • Requirements quality • Common problems with requirements • Requirements inspection, analysis,

improvement • Validating requirements through reviews and

inspections

Practice Sessions for this chapter: 1. Check Use Case Quality 2. Analyze Requirements 3. Refi ne Requirements

VIII. Creating the Requirements Specifi cationOnce we’ve worked with stakeholders to defi ne their functional and non-functional requirements and to document, refi ne, and organize the requirements, we have to package those requirements into a specifi cation. • Organizing requirements • Documenting requirements with the Software

Requirements Specifi cation (SRS) • Understanding design constraints • Identifying other requirements

Practice Sessions for this chapter: 1. Review a Requirements Specifi cation 2. Complete a Requirements Specifi cation

Document

IX. Requirements Communication and Management

After user requirements have been discovered and documented, they have to be validated with business customers, users, and management. Communicating these functional and non-functional requirements involves much more than information sharing; at its best, it’s a process of negotiation, validation, and consensus building. That process continues throughout the development lifecycle as the Business Analyst works with users and other stakeholders to manage the project requirements. • Requirements communication defi ned • Determining the appropriate requirements

presentation format • Creating the requirements package • Presenting the requirements • Conducting a formal requirements review • Obtaining consensus and signoff of

requirements • A process for managing change • Managing your own requirements engineering skills

Practice Sessions for this chapter: 1. Present Requirements to Stakeholders 2. Create a Real-World Application Plan


28 24.5 28IIBA CDUs



We’re teaching near you: Des Moines, IA May 4-7, 2009Vancouver, BC May 5-8, 2009Philadelphia, PA May 5-8, 2009Madison, WI May 11-14, 2009Denver, CO May 18-21, 2009Atlanta, GA May 18-21, 2009Miami, FL May 19-22, 2009Sacramento, CA June 9-12, 2009Indianapolis, IN June 15-18, 2009Minneapolis, MN June 16-19, 2009Portland, OR June 22-25, 2009Houston, TX June 23-26, 2009Toronto, ON June 23-26, 2009Columbus, OH June 23-26, 2009San Francisco, CA July 13-16, 2009Kansas City, MO July 13-16, 2009Phoenix, AZ July 14-17, 2009Cleveland, OH July 20-23, 2009Baltimore, MD July 21-24, 2009Raleigh, NC July 27-30, 2009Grand Rapids, MI August 3-6, 2009Hartford, CT August 4-7, 2009Memphis, TN August 10-13, 2009Washington, DC August 17-20, 2009Boston, MA August 18-21, 2009Austin, TX August 24-27, 2009Cincinnati, OH August 25-28, 2009Tulsa, OK September 1-4, 2009Detroit, MI September 14-17, 2009Dallas, TX September 15-18, 2009Reston, VA September 21-24, 2009Birmingham, AL September 22-25, 2009Denver, CO Sept. 29-Oct. 2, 2009St. Louis, MO October 5-8, 2009Oklahoma City, OK October 5-8, 2009Tampa, FL October 13-16, 2009Seattle, WA October 13-16, 2009Philadelphia, PA October 19-22, 2009Columbus, OH October 27-30, 2009Atlanta, GA November 2-5, 2009Chicago, IL November 3-6, 2009Columbia, MD November 9-12, 2009Irvine, CA November 9-12, 2009Portland, OR November 16-19, 2009Milwaukee, WI November 17-20, 2009Richmond, VA December 7-10, 2009Minneapolis, MN December 7-10, 2009Kansas City, MO December 7-10, 2009Phoenix, AZ December 8-11, 2009Houston, TX December 14-17, 2009Jacksonville, FL December 15-18, 2009

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Developing and Confi rming Effective Business Requirements2-DAY CLASS | COURSE 2100

Nail down project requirements the fi rst time!Gather clear and concise business requirements before the project starts

This two-day course gives you hands-on experience with the latest proven techniques for gathering requirements. Lively lectures, insightful demonstrations and realistic practice exercises give you the competence and confi dence to improve project outcomes through better requirements elicitation. Professionals will gain a thorough understanding of the challenges faced in defi ning correct requirements, practical approaches for eliciting and documenting requirements, and strategies for managing requirements throughout the project life cycle.

I. The Business Case for Requirements Engineering • The goal of a project • Facts and fi gures about project success and failure • Types of requirements errors and their frequency • The high cost of requirements errors

II. Foundations of Requirements Development • The Business Analysis Body of Knowledge • Defi nitions of terms, Types of requirements • Characteristics of well-written requirements • The requirements development roadmap • Requirements and the development life cycle • Enterprise analysis

III. Project Initiation • Defi ning goals and objectives • Identifying stakeholders and user classes • Identifying constraints and benefi ts • Specifying exclusions, Modeling the system scope • Documenting requirements in the Initiate phase

IV. Eliciting Functional and Non-functional Requirements • Problems with requirements elicitation

• Techniques for eliciting customer requirements • Analyzing and reviewing documents and artifacts • Modeling processes, analyzing gaps and generating questions • Interviewing the stakeholders • Identifying data requirements • Establishing requirements traceability • Capturing the requirements

V. Use Cases: A First Look • The benefi ts of use cases • Use case basics, Finding use cases • Building a use case model • Deriving requirements from a use case • Tracing requirements from use cases

VI. Reviewing and Refi ning Requirements • Writing requirements • Reducing ambiguity, Validating requirements through reviews and inspections • Analyzing requirements for validity, consistency and effectiveness • Refi ning requirements

VII. Creating a Requirements Specifi cation • Organizing and classifying requirements • Documenting requirements: the Software Requirements Specifi cation (SRS) • Documenting traceability



®

13 12 14IIBA CDUs

Brief Course Overview: SEE FULL OUTLINE REGISTER!

We’re teaching near you: Seattle, WA May 6-7, 2009Reston, VA May 14-15, 2009Denver, CO June 2-3, 2009Raleigh, NC June 25-26, 2009Philadelphia, PA July 9-10, 2009Dallas, TX July 9-10, 2009Boston, MA August 6-7, 2009Detroit, MI August 24-25, 2009Omaha, NE September 14-15, 2009Chicago, IL September 24-25, 2009Portland, OR October 1-2, 2009Atlanta, GA October 15-16, 2009Cleveland, OH November 9-10, 2009Des Moines, IA November 16-17, 2009San Diego, CA December 1-2, 2009Indianapolis, IN December 9-10, 2009

Bring this class onsite:If you have ten or more students, an on-site is a cost-effective option. Call toll-free for details: 877-800-5221. You can also request that we bring a class to your city: Visit www.ASPE-SDLC.com/course_request


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Developing

Requirements with Use Cases2-DAY CLASS | COURSE 2200

Master the power of use cases to develop requirements, improve software quality, and solidify the links in system development

Practice real-world tools and techniques for immediate application.This two-day course will give you hands-on experience with the latest techniques for developing expert use cases, discovering all types of requirements, and documenting them. Lively lectures, insightful demonstrations, and realistic practice exercises give you the competence and confi dence to improve your project outcomes through better requirements right away. Gain a thorough understanding of common pitfalls, challenges, practical approaches, and strategies for applying use case methodology to projects in your organization. If you play a role in defi ning scope, capturing requirements, or consuming them as a developer, tester, or user, you can’t afford to miss this course.

I. Review of Requirements Development with Use Cases • Defi nitions of terms • Levels and types of requirements • Characteristics of effective requirements • Requirements, use cases, and the development life cycle • Review and assess use case quality • Identify requirements associated with a use case • Use cases and Agile methods

Practice SessionWith your instructor, revisit key concepts of requirements engineering and then review poorly written requirements to discover characteristics of effective requirements. Work with your team to review and analyze several use cases and extract possible requirements from those sample use cases.

II. IT Project Initiation and Use Cases • Project scope and stakeholders: how they relate to use cases • Actor/goal defi nition and use cases • Event identifi cation • User stories for agile development • Use case briefs and usage narratives • The use case diagram

Practice SessionExamine a hypothetical but realistic business and one of its emergent projects. You’ll work in a small group to practice determining whether the use case approach is appropriate, identifying the use cases using the actor/goal identifi cation method, and writing user stories and use case briefs for the case project. You will also practice diagramming the actors and the use cases.

III. Documenting Requirements with Use Cases • The use case preamble: the big picture • Describing the normal course (i.e., main success scenario) • Identifying and describing extension scenarios • Identifying includes (sub-function use cases) and extends relationships (extension use cases) • Linking uses cases for larger or more complex systems

Practice SessionYou’ll work with your team to write a fully dressed use case for our case project, including a preamble, the main success scenario, and the extension scenarios. You’ll also have a chance to write an included (or sub-function) use case and an extension use case.

IV. Improving Use Case Quality • Characteristics of well-written use cases • Recognizing common problems with use cases

• Avoiding use case traps and pitfalls: advice and examples • Validating use cases through reviews and inspections

Practice SessionYour team will review another team’s use case using a quality checklist. You’ll then have the opportunity to refi ne your own team’s use case based on feedback from another team.

V. Use Cases and Other Requirements • Deriving non-functional requirements: business rules, data defi nitions, interfaces, and quality attributes • Relating use cases to other requirements • Identifying design constraints • Documenting requirements and use case traceability

Practice SessionYour team will work together to derive and capture non-functional requirements from the use case you have already refi ned. Then your instructor will work with the class to develop and document traceability between the requirements and the use cases for our course project.

VI. Use Cases and Testing • Benefi ts of early test case development • Relating use cases to test cases • Automated tools: reducing test procedure development time and testing time

DemonstrationYour instructor will demonstrate the use of a popular automated use case documentation tool and will then use it to develop a partial set of test procedures for our case project.

VII. Use Cases and Design Elements • What are design elements? • The relationship between a use case and design elements • Functional decomposition for fi nding design elements • Specifying design elements from a use case • Validating requirements from user stories, use cases, and interface design

Practice SessionWith your team, you’ll analyze the use case you’ve already written to identify and specify required design elements. Working with your instructor, develop a prototype for an interface design for a use case from our case project and use it to validate the requirements.


13.5 12 14IIBA CDUs



We’re teaching near you: Tampa, FL May 12-13, 2009San Francisco, CA May 20-21, 2009Cleveland, OH June 3-4, 2009Memphis, TN June 4-5, 2009Portland, OR July 28-29, 2009Chicago, IL July 28-29, 2009Phoenix, AZ August 5-6, 2009Miami, FL August 12-13, 2009Austin, TX September 10-11, 2009Columbus, OH September 16-17, 2009Denver, CO October 5-6, 2009Minneapolis, MN October 21-22, 2009Philadelphia, PA November 4-5, 2009Seattle, WA November 18-19, 2009Raleigh, NC December 3-4, 2009Des Moines, IA December 15-16, 2009


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I. Building the Enterprise ModelIn this section you will apply knowledge and skills to create a value chain model and gain the approach to conduct a high level assessment of the business. • Overview of business strategy • Identify and document the value chain processes • Assess the business opportunities, threats, weaknesses and opportunities

II. Create high level business process model • Decompose the value chain mega processes and create a major process model • Document major process properties • Identify and document business events • Describe major process technology and organizational enablers • Align major processes to Critical Success Factors

Group Activity: Create a major process model.The participants are asked to examine additional details on a number of value chain processes and from the information gathered the participants will be asked to produce work products.

III. Analysis of major process performance • Align major process performance measures and performance targets to Critical Success Factors • Identify and rank performance gaps • Identify and classify root causes of performance gaps • Select value opportunities and value drivers

Group Activity: Conduct analysis of the performance of a major process • Determination of process criticality • Selection of critical major processes for analysis • Selection of critical performance measures and performance targets • Documentation of performance gaps • Identify value opportunities and value drivers

IV. Create current state logical process model • Decompose major process into sub-processes • Break process transformation into: process logic and enablers • Expand defi nition of business events and their properties • Defi ne properties of elementary process and discrete events • Describe overall, iterative development approach

Group Activity: Create current state logical process model. Information will be distributed on the details of a major process transformation and the participants will be asked to decompose the given process into sub processes and elementary processes.

V. Create model of current state implementation of a business process • Introduce the concepts and application of a

workfl ow model • Describe key steps and approach to build a workfl ow model • Introduce different diagramming conventions • Describe approach to develop and integrate process and workfl ow models • Describe current state implementation and document activities and roles • Integrate logical and physical process models

Group Activity: Model current state implementation of selected sub process. Participants will receive information on the current state implementation of the selected business process to create work fl ow models at different levels of details. Participants will also integrate both logical and physical process models. The required work products are work fl ow models, tasks and roles, and updates to the process model.

VI. Conduct in-depth analysis of performanceIn this section you will learn the approach and steps for conducting a detailed analysis of the current state performance, acquire the knowledge and skills to identify root causes from the information provided by the different models, and gain knowledge of the approach and basis of approach and steps for determination of the breadth and depth of the modeling and analysis. • Select sub process performance measures and performance targets • Align sub process measures and targets to major process and the support of the business • Establish root causes of performance deviations • Gather and analyze performance data • Conduct detailed analysis of performance at elementary process and physical activity levels

Group Activity: Analysis of sub process performance • Selection of performance measures and performance targets • Gathering of elementary process and activity performance data • List problems • Use of different models for conducting the analysis of performance • Identifi cation of root causes

VII. Design the future state • Select value opportunities and create a value proposition • Complete the event/response matrix • Describe the decisions involved in design of future state • Create functional specifi cations

Group Activity: Future State designThe exercise requires the participants to analyze the previous root causes analysis to select value opportunities and create a value proposition, In addition, they participants will be asked to create a future state process design.


Fundamentals of Business Process Analysis & Design2-DAY CLASS | COURSE 2350

Model, automate, manage, and optimize your processes to increase productivity and meet essential compliance and customer service needsThis process modeling course provides the skills and knowledge essential for applying the most effective techniques in modeling a business for analysis of the current state and for the design of the future state. The application of the techniques will be presented as part of an overall framework identifying key deliverables and the major steps from modeling and analyzing the current state to the design of the future state. The measure of performance of the program is for the participants to reach the level of profi ciency needed to apply the techniques and analytical framework in their work assignments.

14 12


14IIBA CDUs


We’re teaching near you: Raleigh, NC May 4-5, 2009Columbus, OH May 13-14, 2009Sacramento, CA May 27-28, 2009Detroit, MI June 2-3, 2009Jacksonville, FL June 3-4, 2009Dallas, TX June 11-12, 2009Chicago, IL June 25-26, 2009Oklahoma City, OK July 15-16, 2009Washington, DC July 27-28, 2009Phoenix, AZ August 20-21, 2009Atlanta, GA August 25-26, 2009Seattle, WA September 9-10, 2009Kansas City, MO September 22-23, 2009Chicago, IL October 7-8, 2009Houston, TX October 21-22, 2009Portland, OR November 4-5, 2009Columbia, MD November 18-19, 2009Reston, VA December 1-2, 2009St. Louis, MO December 1-2, 2009


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The Certifi ed Business Analysis Professional (CBAP) Certifi cation Prep Boot Camp4-DAY CLASS | COURSE 2630

Certifi ed Business Analysis Professional (CBAP) certifi cation preparation in a 4-day comprehensive program!According to the International Institute of Business Analysis (IIBA™), “A Certifi ed Business Analysis Professional (CBAP™) is a recognized expert in identifying the business needs of an organization in order to determine business solutions. CBAPs are acknowledged as “competent individuals performing an increasingly recognized role as a vital component of any successful project.” The CBAP program is intended to comply with the International Standards Organization (ISO) 17204 standard for certifying the competence of personnel. The CBAP designation is a mark of distinction for intermediate and advanced-level practitioners, recognizing their demonstration of the knowledge and skills necessary for effectiveness, and a professional level of competence in business analysis principles and practices.

I. Welcome to the Boot Camp! • Components of the CBAP certifi cation • Introduction to the CBAP examination • Philosophy of the CBAP exam • Overview of CBAP exam content • Overview of the CBAP Boot Camp

II. CBAP Certifi cation: The Credentials • The International Institute of Business Analysis • The CBAP certifi cation • The CBAP certifi cation application process • The CBAP examination process • The professional code of conduct • The CBAP examination structure

III. Business Analysis Overview • What is business analysis? • The role and competencies of the business analyst • The Systems Development Life Cycle (SDLC) • The Project Management Life Cycle and the process groups • Project roles and competencies • Requirements engineering basics • Levels of requirements • Systems, processes, and actors

IV. The Business Analysis Knowledge Areas • Enterprise analysis • Requirements planning and management • Requirements elicitation • Requirements analysis and documentation • Requirements communication • Solution assessment and validation

V. Fundamentals of Business Analysis • Communication skills • Leadership skills • Problem solving skills • Business and IT domain knowledge • Other general knowledge • Glossary and terminology

VI. A Guide to Success on the CBAP Examination • Review of key topics • Key tips to remember for the CBAP • Final test hints and tricks • Practice CBAP examination • Your personal preparation plan


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28 31 28IIBA CDUs


We’re teaching near you: Washington, DC May 4-7, 2009Phoenix, AZ May 12-15, 2009Atlanta, GA June 2-5, 2009Miami, FL June 16-19, 2009Reston, VA July 20-23, 2009Seattle, WA July 28-31, 2009Tampa, FL August 3-6, 2009Chicago, IL August 11-14, 2009Cleveland, OH September 14-17, 2009Albuquerque, NM September 22-25, 2009Indianapolis, IN October 27-30, 2009Oklahoma City, OK October 27-30, 2009Austin, TX November 3-6, 2009Raleigh, NC November 10-13, 2009Philadelphia, PA December 1-4, 2009Sacramento, CA December 8-11, 2009

The release date for the new version of the Business Analysis Body of Knowledge® (BABOK) 2.0 is March 31, 2009. The offi cial launch of the Certifi ed Business Analysis Professional™ (CBAP) exam based on the new version is August 1, 2009. The fi nal date to take the exam based on version 1.6 is July 31, 2009. For more info on the CBAP exam, visit Certifi cation. ASPE will begin using the BABOK v2.0 starting with our August public courses.

Get the Complete CBAP 2.0 Study Guide • Based on BABOK 2.0 • Over 500 Practice Test Questions • Full Knowledge Area Review • Build Your Own Exam

visit www.ASPE-SDLC.com/CBAP_guide.html

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http://www.theiiba.org/AM/Template.cfm?Section=Certification




Building the Logical Data Model2-DAY CLASS | COURSE 2695

Apply Proven Techniques for Data Modeling and Improve Business ProcessesAfter this class, you will be able to:

Understand and apply data modeling principles and applications• Identify the logical components of a data model & overall development approach• Implement the approach and techniques to create the Conceptual and • fully attributed modelsFollow the effi cient and effective approach to build a data model in • parallel with defi ning the data requirements of the business processesBuild the data model in an iterative fashion starting with the top down • model and refi ning the defi nitions and components to provide the basis for an effi cient designMap process and data to ensure consistent business need descriptions• Apply the steps and approach to execute the transition to design• Apply data modeling techniques to support process re-engineering efforts•

Section I. Introduction of key conceptsSection II. Process modeling overviewSection III. Introduction to data modeling principlesSection IV. Describe the components of a Data ModelSection V. Creating the Conceptual Data ModelSection VI. Building the Logical or Fully Attributed ModelSection VII. Refi ning the Data ModelSection VIII. Mapping processes and dataSection IX. Transition to design

Hands-On LabsIdentify and document data model components1. Describe signifi cant properties of the components2. Create initial Entity Relationship Diagram (ERD)3. Identify and apply business rules4. Defi ne scope of data modeling effort5. Conceptual data model components and ERD6. Initial documentation of properties of data model components7. Refi nement of initial scope based on integrating process and model views8. Create the fully attributed data model9. Refi ne the data model10.



Designing and Facilitating Joint Application Development (JAD) Workshops2-DAY CLASS | COURSE 2300

A comprehensive hands-on guide to conducting JAD/group sessionsEffective facilitation is easy to watch, but hard to do. Even when you know your agenda and meeting plans, it takes specialized skills to stay on topic, handle disruption, keep people on task, and achieve consensus. Planning the mechanics of Requirements Workshops requires additional knowledge of requirements gathering, idea generation, and information capture. Learn all the tips, tricks and shortcuts used by world-class organizations to accelerate information gathering. YOU WILL:

• Learn how to build meeting structures that avoid most pitfalls. • Deal with the diffi cult people and problems that plague meetings. • Use creative techniques to mine participants’ knowledge. • Employ deft techniques to obtain consensus. • Extract, document and prioritize requirements effi ciently in group settings • Maximize effectiveness and make the best use of business customers’ time through skillful techniques.

I. Introduction to Facilitation • The importance of creating climate • Facilitation skills • Presentation skills • Active listening skills • Tools of the trade • Tricks of the trade

II. The Dynamics of JAD Workshops • People motivators • People principles • Problem people and dealing with them • The group life cycle

III. Key Techniques: Brainstorming/ Cardstorming/Creativity Techniques • Rules • Process • Creativity methods • Clarifying, combining, evaluating

• Prioritizing • Problem solving • Exercises

IV. Preparing for the Workshop • Building the agenda • Integrating the tools • Considering the mechanics • Setting up the room

V. Facilitating the JAD Workshop - Demonstration/Class Exercises • Starting the Workshop • Identifying Business & Systems Roles • Establishing the Business Purpose • Scope Identifi cation • Identifying the Context and Actors • Chunking for Further Analysis

VI. Additional Uses of the Tools

14 12 14IIBA CDUs


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Requirements Management Workshop2-DAY CLASS | COURSE 2755

Beyond Requirements — Managing Requirements, Scope and Change throughout the Project LifecycleUnderstanding the real scope of any project is vital to controlling the project. As a project manager or business analyst, it is key to fi rst document the initial scope of the project and then direct, monitor and control the scope through Requirements Manage-ment techniques. Learning these techniques provide the ability to more easily control the quality issues, costs, time and risks associated with on-going scope creep associated with requirements changes.

Understanding Requirements Management and how it affects scope and project successHave you ever seen a project that launched without any change from original scope? By understanding that change is going to happen, you have a better chance of a success-ful project launch. You will fi nd that by implementing a Change Control Process you increase substantially the chances of project success and stakeholder satisfaction.This course will attack the issues of requirements changes and the impending scope creep that results if left unabated.


Developing & Writing Testable Business Requirements2-DAY CLASS | COURSE 3325

Gather clear and concise business requirements prior to project start — Proven Processes for Development, Delivery and SupportDuring this results-oriented workshop, you’ll better understand the user’s needs, overcome semantic obstacles, and better use the resources you have available. You’ll also learn how to identify and involve key personnel, as well as clearly defi ne where and when they are important to a project. We’ll examine the crucial steps you need to take. Learn how to set and measure milestones throughout the entire process. You’ll also learn how to apply new methodologies to create a solid strategy for gathering clear and concise business requirements prior to the start of project design.

In-class exercises help you identify and examine fi rst-hand problems that you may be experiencing. Through group effort, you and your peers will discuss ways your department or company should be handling their problems upfront and how those early stages can be improved.


I. Why Are Good Business Requirements Needed? • Vagueness of customer specifi cations • Understanding customer needs • Error in specifi cations

II. How to extract Good Business Requirements from the Specifi cation • Getting an understanding of user needs • Need for Functional Requirements

III. Sources of Information • Who has information? • How do we get them involved? • Defi ning the gathering process

IV. Gathering Information • Scheduling • Managing effective meetings • Educing required information

V. Analyzing Information • Extracting useful requirements • Understanding constraints VI. Use Cases • Prototypes • Models • Existing applications

VII. Company Buy-In • Presenting process to management • Achieving corporate buy-in • Project schedules

VIII. Measuring Progress • Capturing metrics • Measuring to manage • Reduction in rework

IX. Putting It All Together to Improve Productivity

Section I. Where does Requirements Management begin? • What is Requirements Development? • What is Requirements Management? • BABoK and PMBoK — Where does Scope/Requirements Management fi t?

Section II. Getting to Baseline • Importance of accurate requirements • Start the project team on the same page

Section III. Overview of the major activi-ties of Requirements Management • Traceability • 3 examples of matrices • Introduction to Change Control • Intro to the next section — overview

Section IV. Defi ne Scope Creep — The Case for Scope Management • What is Scope Management? • The cost of NOT having it

Section V. Scope Changes • Controlling Scope Creep • Implementing Change Control

• Introducing the process • A Change Request Template • Keeping a Change Request Log • Roles in the Change Process

Section VI. Measure and Report on Requirements Activity • Project vs. Product Metrics • Tracking Requirements Status

Section VII. User Acceptance Testing • Implementing User Acceptance Testing • Writing a UAT test plan • Gaining sign-off • Successful Implementation!!!

Section VIII. Let’s Talk Tools • Software tools — What’s available? • Review resources availabl

Section IX. Challenges in Requirements Management • What challenges have you faced in the past 6 months? • What tools or techniques will help? • Driving your organization\

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Brief Course Overview: SEE FULL OUTLINE


This course is delivered as on-site training only. Call ASPE toll-free for more details on bringing this course to your team: 877-800-5221 This course is guaranteed. See page 67 for details.



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Transitioning from Waterfall to Agile2-DAY CLASS | COURSE 4815

Becoming more agile in your organization — This is your Agile method foundation course.

Agile methods can help you — Overcome the challenges and plan your transition strategyThere are signifi cant benefi ts available with Agile methods that can address the high risks, unknowns, and uncertainties that beset contemporary projects. These complexities can best be addressed with a fl exible and adaptable model that faces the problems and provides the tools to change the way work is done and address the issues head on. In this course, you will experience several case study scenarios that typify the attributes of most projects in your organization, each providing a recognition point as we explore and discuss the hurdles to Agile. Learn to overcome these hurdles and interweave your traditional practices with Agility to develop the best software for your organization.

Agile Methods


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I. Fundamentals of AgilityExercise 1 - What are the biggest project issues you and your organization face?A. Agile Essentials • The Agile Manifesto • The Agile Lifecycle • Learning and Adaptation • Collaboration • Customer Focus • Self-Directed Teams • Lean Principles • Progressive Requirements Elaboration Exercise 2 - What aspects of agility have you already incorporated into your organization? II. Waterfall and Case StudiesA. Adaptive Planning 1. Waterfall practice • The project manager • Shielding developers & customers • Building silos of responsibility • Documents as primary communication • Lessons Learned at project end 2. Agile practice • The Agile coach • Continuous collaboration • Self-directed teams • Regular feedback and retrospectivesExercise 3 - Adaptive planning B. Requirements 1. Waterfall Practice • JAD Sessions • Q & A • All requirements documented, signed off • Changes to requirements downstream • All requirements are a #1 priority 2. Agile Practice • User stories • Prioritizing the feature list Key Agile Skills: Gemba visits and story cardsExercise 4 - Benefi ts of progressive elaboration C. Scope Creep 1. Waterfall Practice • Assessing changes from baseline • Documenting the change process • Customer signoff is required • Change Control Board meetings 2. Agile Practice • Change as Progressive Elaboration • Changes are added to the backlog • Adjustments in schedule • The customer adjusts priorities Exercise 5 - Adaptability defuses scope-creepD. Quality 1. Waterfall Practice • Developers perform Unit testing only • Code is thrown ‘over the wall’ for QA testing • System testing in a monolithic ‘QA Slam’ • QA is responsible for quality

2. Agile Practice • Development, the customer, and QA • Product increments • Everyone is responsible for quality • Quality is designed into the product/process Key Agile Practice: Strong Unit testing practice (Zero Quality Control, Test-Driven development)Exercise 6 - Explore the triple constraints E. Command and Control 1. Waterfall Practice • Project manager assigns work to the team • Command process is not collaborative • The project plan is ‘etched in stone’ • Assumes project execution is linear • Top-down methodology usually followed • Variances are usually considered negative 2. Agile Practice • Self organizing team selects its own work • Project manager is a facilitator and a coach • Design evolution • Collaboration between the team and client • Mistakes as a component of learning

Key Agile Practice and Skill: The daily standupExercise 7 - Self-organizing team F. “Big Bang” versus Incremental Delivery 1. Waterfall Practice • Customer sees working product at the end • The Processes Change Averse: • The entire feature set • Risk management 2. Agile Practice • Highest priority features are developed fi rst • Highest risk factors • Working elements of the product • Discovery and new requirements

Key Agile Skills: Agile Risk ManagementExercise 8 - A well executed waterfall approach?III. Transition StrategiesA. All or Nothing

Exercise 9 - The enclosed Excel “case studies” B. Traction with Agility

Exercise 10 - Issues in your organizationC. Overcoming Resistance • Predictive planning • Command and control management • Reliance on corrective action • Agility is nothing but ‘galloping scope creep’ • Jobs may change or be eliminated • The WIIFM syndrome

Exercise 11 - Resistance in your organizationVI. Course Wrap-UpExercise 12 - Prioritize your own Agile concepts


We’re teaching near you: Des Moines, IA May 4-5, 2009Houston, TX June 4-5, 2009Jacksonville, FL July 13-14, 2009Columbus, OH August 10-11, 2009Reston, VA September 9-10, 2009Austin, TX October 7-8, 2009Phoenix, AZ November 2-3, 2009Minneapolis, MN December 10-11, 2009



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Collaborating & Communicating Agile Requirements2-DAY CLASS | COURSE 2580

Save time and develop better software that really meets users’ needsGathering requirements for an agile projectProject failures are often due to poor requirements gathering, analysis and planning. Traditional requirements documents may not contain complete and accurate requirements due to rapidly changing business environments. Agile requirements gathering, by moving detailed requirements closer to implementation, allows for rapid response to change. “Collaborating & Communicating Agile Requirements” will show you how to gather and manage these requirements.

Agile Methods

I. Agile Overview • Project Charter • Project Roles • Project Planning • Communication

II. Project Initiation • Project Charter • Project Roles • Project Planning • Communication

Class Exercise – Working in small teams, you will establish a project charter including goals and objectives for a sample project. You will participate in defi ning key roles for project team members and set clear expectations for project communication. III. Focus on the Customer • Customer Involvement • Customer Roles • Creating and Using Personas • Constraints

Class Exercise – Within your teams you will brainstorm some customer roles for your example project. From the brainstorming, you will consolidate the larger list of roles into key roles that will be the focus of your sample project, For each of the key roles, each team will create personas and share them with the class.

IV. User Stories • INVEST Model (Bill Wake, ~2003) • Goals and Objectives • Acceptance Criteria and Acceptance Tests • Non-user Stories

Class Exercise – Led by the instructor, the class will come up with some user stories for a sample project. We will discuss how to determine as a team what is appropriate for your user stories to be effective.

V. Product Backlog • Who owns the Product Backlog? • Functional and Non-functional Requirements • Story-Writing Workshop • Prioritizing the Product Backlog • Maintaining the Product Backlog

Class Exercise – Engage in a story-writing workshop as a means of building a product backlog for your sample project. Participate in prioritizing your product backlog and present the highest priority stories to the class.

VI. Estimating and Planning • Relative vs. Actual Estimating • Using Story Points • Planning Poker (Grenning 2002) • Five Levels of Planning in Agile • Estimating Team Velocity

Class Exercise – Using the estimating tech-niques taught using story points, you’ll enjoy a few rounds of Planning Poker, a fun and very effective method of relative estimating, with your team to establish estimates for your highest priority stories.

VII. Release Plan • Iteration Estimates • Prioritization Revisited • Ownership and Participation • Communication

Class Exercise – Establish a release plan for their sample project incorporating priority, estimates and velocity as appropriate.

VIII. Use Cases • Use Case Advantages • Use Case elements • Success Path • Alternate Paths • Exceptions

Class Exercise – Teams will discuss and document use cases, including alternate paths and exceptions, for some of their high priority stories. As a class we’ll discuss the relation-ship between use cases and stories, and how they complement each other.

IX. Iteration Plan and Execution • Iteration Planning • Defi ning “Done” • Test-Driven, Test Often • Demonstrate Working Software (Delivered Requirements) • Inspect and Adapt applied to Requirements

X. Retrospective on Communicating Requirements


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Agile Methods

Agile Project Management2 -DAY CLASS | COURSE 4170

Learn to lead agile software projects that adapt to change & discovery, improve collaboration, drive innovation and deliver on-time business value

Creating Agile Projects – It’s More Than a Buzzword.Agile methods are taking the IT and software development worlds by storm. Why? Because they’re effective and they better align with the realities of software development projects’ changing requirements, ever more challenging technologies, highly compressed schedules and evolving teams. This workshop teaches you how to adapt and respond to all of these challenges within your software projects.

Software Projects Require More Than Traditional Project Management Techniques.This workshop focuses on bringing non-traditional methods to bear within your software projects. With projects consistently failing at a +60% level for the past 10 plus years, it’s clear that traditional techniques aren’t working all that well. We’ll explore how to blend traditional and non-traditional PM techniques to enhance your project success and delivery of real business value. We’ll examine Agility as it relates to estimating, planning, risk management, change and release management.

Cutting Edge IdeasThis workshop is based on leading edge tools and techniques from some of the principles leading the Agile revolution. We’ll explore concepts from:

• Agile Estimation & Planning - Cohn • Agile & Iterative Development - Larman • Agile Project Management - Highsmith • Extreme Programming - Beck • Lean Software Development - Poppendieck • Retrospectives - Kerth • Scrum - Schwaber & Beedle

In-Class Practice Session OverviewThis class is a stimulating combination of class interaction, case studies, group exercises and workshops. Each is designed to allow you to easily grasp new concepts and techniques. Specifi cally, you will cover:

• Examine risk and release readiness metrics across Agile methodologies • Agile Planning at fi ve levels • Wideband / Planning poker release planning simulation • Estimation techniques with Story points and Ideal days • Scrum negotiation simulation for release content prioritization • Coaching workshop focused on discovering your own personal “Coaching Style?” • Self Directed teams and their interactions • Monitoring and tracking project status using Agile techniques like Burn down charts and measuring Velocity

I: Understanding AgileAgile embraces a set of principles that drive more effective software development. Agile focuses on the customer, embraces the ever chang-ing nature of business environments and encourages human interaction in delivering outstanding software. • Why Agile? • Agile Manifesto • Agile Principles • Agile Methodologies • Agile Benefi ts

II: Forming the Agile TeamAgile Teams embrace cross-functional collaboration and understand that the individual succeeds only when the team succeeds. Now we discuss how to form the Agile Team. • Team Roles and Responsibilities • Expectations • Self Organization • Communication

llI: The Agile CoachAgile Project Managers use a combination of skills and techniques to manage and coach their teams to success. The Agile PM is most interested in discovering what actual problems need to be solved and then do whatever it takes to allow the team to move forward. In this we cover the following: • Role of the Agile PM or Coach • Agile Project Management • Tips for working with Agile Teams • Communication

IV: Agile PlanningThe Agile framework embraces a methodical process of planning with 5 levels of detail. Rather than mistakenly getting to the details too soon of ever-changing requirements, Agile planning helps us focus on the right level of detail for the right priorities at the appropriate time. • Project Planning • 5 Levels of Planning • Product Vision

Class Exercise — Working in small teams, you will “design the box” in order to establish a vision for a sample project. Participate in identifying key selling points, features, operating requirements, etc.

V: Focus on the CustomerIt is critical that the customer be the focus of a product throughout the development life cycle. Every requirement should bring some value to the customer. Therefore, prior to defi ning requirements, it is important to defi ne the customer. • Customer Involvement • User Roles • Creating and Using Personas • Constraints

Class Exercise — Within your teams you will brainstorm some customer roles for your example project. From the brainstorming, you will consolidate the larger list of roles into key roles that will be the focus of your sample project.

Vl: Creating the Product BacklogThe Product Backlog is the complete list of requirements for the product. It consists of User Stories, Foundational Stories and other work



Over 5,000 People Have Attended This Class!

items the team must complete. Stories capture all of the detailed requirements, but require enough information to estimate and plan. • The Product Backlog • User Stories • INVEST Model (Bill Wake, 2003) • Acceptance Criteria • Foundational Stories • Product Themes

Class Exercise — In small teams identifi ed previously, you will engage in a story-writing workshop as a means of building a product backlog for your sample project.

Vll: Prioritizing the Product BacklogPrioritization often excludes the development team and fails to account for technical expertise the team provides in determining dependencies, impact, risk and the sequencing. You’ll explore methods of prioritization and how PMs can help the business and development groups collaborate together to determine the right priorities. • Prioritization Themes • Decision Matrix • Kano Analysis • Preventing Fire Alarms • Maintaining the Product Backlog

Class Exercise — Utilizing the prioritization techniques discussed, you will prioritize the Product Backlog for your sample project taking into account the dependencies, risk and impact of your user stories.

VIIl: EstimatingAmong the greatest challenges in developing software and delivering against stakeholder expectations is estimating accurately and subsequently planning how those expectations can be met. Agile cannot make that challenge disappear, but offers some very helpful tools that enable teams to set and meet the appropriate expectations. • Relative vs. Actual Estimating • Introduction to Story Points • Using Story Points • Planning Poker (Grenning 2002)

Class Exercise — Using the estimating techniques taught using story points, enjoy a few rounds of Plan-ning Poker, a fun and very effective method of relative estimating.

lX: Release PlanningThe release plan identifi es a goal for the stories that will be included for a release of the software. Through the prior processes, the team will have prioritized the stories and estimated the team velocity. These key elements will come together to give the team a level of confi dence that they can deliver the necessary requirements for a product release in what is normally a fi xed timeframe. • Velocity • Schedule vs. Feature Based Planning • Building the Release Plan • Communication

Class Exercise — Each team will establish a release plan for their sample project incorporating priority, estimates and velocity as appropriate. We’ll discuss how real experiences of fi xed time and fi xed feature projects can work with an Agile release plan.

X: Detailed RequirementsPrior to entering into the development of a story, require-ments need to be discussed in more detail. The instructor will introduce several methods. • Unused Requirements • Adapting to Change • Use Cases and Test Cases • Alternative methods

Xl: Iteration Planning and ExecutionAn iteration is a fi xed amount of time in which stories/requirements will be developed, tested and ready for release. Project Managers need to understand how to engage the team to effectively break out the tasks, hours and assignments for the Iteration. • Capacity • Engaging the Team • Planning and Executing the Iteration

Xll: Measuring and Communicating ProgressAn important aspect of Agile Project Management is measuring progress and communicating that progress to the team, customers, management and stakeholders. We will discuss: • Taskboards • Story/Task cards • Metrics • Burndown Charts • Agile Tools

Xlll: RetrospectivesRetrospective are one of the key Agile practices and is the inspect and adapt mechanism for the team. Project Managers help the team identify what is working, what is not working and what specifi c areas need to be improved. • Elements of the Retrospective • Facilitating Retrospectives • Tips for effective Retrospectives

Class Exercise — The instructor will facilitate a Ret-rospective for the class allowing participants to provide feedback for the course in addition to demonstrating how a Retrospective should be run.

XlV: Adopting Agile Project ManagementWe bring everything together and discuss specifi c implementation strategies, how to overcome resistance and several additional tips to effectively manage projects in an Agile environment. Topics covered include: • Agile Process Overview • Overcoming Resistance and Getting Started • Agile Calendar of Events • Challenges to Adoption • Team Roadmap Exercise

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Course Fee: Individual: $1295 Group (3 or more): $1095 GSA Rate: Individual: $ 971.25, Group: $ 821.25This course is guaranteed. See page 67 for details.SEE FULL OUTLINE REGISTER!

We’re teaching near you: Kansas City, MO May 7-8, 2009Washington, DC May 11-12, 2009Sacramento, CA May 18-19, 2009Philadelphia, PA May 21-22, 2009Minneapolis, MN May 28-29, 2009Austin, TX June 1-2, 2009Indianapolis, IN June 8-9, 2009Seattle, WA June 11-12, 2009Tampa, FL June 17-18, 2009Raleigh, NC June 25-26, 2009Columbus, OH July 7-8, 2009Columbia, MD July 9-10, 2009Denver, CO July 16-17, 2009Miami, FL July 21-22, 2009St. Louis, MO July 27-28, 2009Virtual Training July 27-30, 2009Louisville, KY August 3-4, 2009Portland, OR August 10-11, 2009Chicago, IL August 20-21, 2009Tulsa, OK August 27-28, 2009Dallas, TX August 27-28, 2009Raleigh, NC September 2-3, 2009Kansas City, MO September 10-11, 2009Minneapolis, MN September 15-16, 2009Houston, TX September 24-25, 2009Phoenix, AZ September 29-30, 2009San Francisco, CA October 1-2, 2009Philadelphia, PA October 5-6, 2009Reston, VA October 15-16, 2009Atlanta, GA October 22-23, 2009Seattle, WA October 26-27, 2009Tallahassee, FL November 2-3, 2009Oklahoma City, OK November 4-5, 2009San Diego, CA November 9-10, 2009Columbus, OH November 11-12, 2009Austin, TX November 12-13, 2009Denver, CO December 3-4, 2009Portland, OR December 7-8, 2009Detroit, MI December 8-9, 2009Indianapolis, IN December 10-11, 2009Washington, DC December 14-15, 2009


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Agile & High-Speed Software Testing Techniques2-DAY CLASS | COURSE 3350

Transitioning sound traditional test practices into an Agile Development Environment This course is a step-by-step approach to transition your traditional test practices to an agile approach. Utilizing the goals of Agile, the program will help to transition, implement and monitor testing in the High-Speed Agile Testing environment.

This workshop turns traditional testing classes upside down. Instead of discussing traditional techniques that break down when the pressure is on or taking a purist view towards testing, we’ll look for ways to maximize each testing investment to ensure the most critical areas are properly covered: working with stakeholders to ensure that they fully understand and support inevitable trade-offs, and using fl exible techniques that spend more time testing and less time talking about it.

Agile Methods

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I. Introduction to Agile TestingArtifacts, roles, and activities will be examined and compared against agile methods. The focal point for stimulating stakeholder and develop-ment team discussions centers around the ‘XP Story Card’ and the many facets that it contains (requirements, test, estimate of effort and value, with a profound focus on risk). • Modern SDLC Compression Time • Traditional to Agility Shift – Challenges • Balancing Risk with Test Intensity • Effective Stakeholder Communications

II. The Agile Test TeamIn traditional teams people had roles which relied upon a carefully orchestrated dance with delivery. Yet roles should revolve around responsibilities, not just obligatory tasks. The role as test specialist carries with it guidance, oversight, coaching, direction and support. Business owners are called upon to provide exposure to priorities. The development team is allowed to ply technical delivery knowledge and stay focused on the matters at hand. • Participants • Roles & Expertise • Operational Dynamics

III. Thinning (Lean) Test for Rapid AgilityTo accept change requires transition. A critical examination of tasks, documents and interaction with the project team need to be looked at in depth. We will seek out ways to exploit the seven foundation points of lean as our fi rst step towards increasing service delivery speed. • Lean Principals • Test Candidate Elements • Trade-Off Considerations IV. Iteration 0 – Agile Test Planning While the project is going through a focused and abbreviated planning period, so is testing. With core justifi cation and chartering events we proactively provide a planning component within the overall project vision. Unlike past test plans, it is lean, rapid, and collaboratively developed. Time, business value and risk are important aspects that are presented and strongly rely on team participation. • Where to Start • What to Use • What is Involved

V. Using Automation SupportAutomation is a means to an end. In order to be able to carry out our duties in a deliberate, coordinated and expedient fashion, we must

look to automation as a support solution. • Early consideration • Agile Test Automation Support • Purpose and Goals • Utilization and Oversight

VI. Designing Agile Tests The hardest thing about testing is design.. Knowing what to test, how much to test (or not test), requires experience, knowledge, and trust. A few methods are particularly adept to Agility (Exploratory, Pairwise, and Pareto (80:20)). The development of tests in concert with require-ment stories is also a highly effective means to maintaining a tight connection between these two elements. • Method Selection • Establish Balance • Calibration • Adapting

VII. Measuring Test Results As projects took longer to deliver, the need for reporting becomes an essential part of the proj-ect management process. With Agile methods, the need to provide low cost, light weight test reporting is important. The focus shifts from a summation of errors discovered to testing as an instrumental part of delivery. • Light Weighting Reporting • Status Reporting • Progress Reporting • Demonstration • Sprint/Iteration Retrospective

VIII. Managing Agile Test Efforts Testing isn’t just a job, it’s a specialist role. Getting people to do things that are outside of their normally expected role, and who are hardened with years of custom is not easy, but it is doable. “Managing” is not something that is often discussed in Agile circles, but the need to provide watchful and compassionate oversight is essential for testing to be meaningful. • Test Specialist Role • Test Coaching in the Team • What is Agile “Managing”?

IX. Planning for Repetition and ReuseAfterthoughts are expensive, time consuming and often creative a signifi cant degree of test suite unreliability. Repetition and reuse starts within the sprint/iteration and is carried forward through the development project period and into future (post-delivery cycles). • Testing in the Small • Build-Up to 24/7 • Regression Testing – Forward Sprints



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Agile Essentials2-DAY CLASS | COURSE 5000

A brick-by-brick approach to making your SDLC Agile

To incorporate an Agile methodology or practice into your SDLC with an expectation of shredding the rigid discipline of your current method is a sure path to failure. The common misconception is that Agility means lack of order, which is not the case. Agility in software requires strong discipline. In order to successfully implement Agility, you must have a solid foundation in the practices and procedures you wish to adapt and learn how to follow those practices correctly while tying them to rigid quality goals.

Define the principles, advantages, and disadvantages of Agile development. Get first-hand experience by organizing and participating in an Agile team. Put the concepts you learn to practice instantly in the classroom project. Understand and learn how to take advantage of the opportunities for Agile. Finally get a detailed understanding and practice the collaboration and communication needed between customer and developers for Agile to succeed.

Agile Methods

Agile Methods

Agile for Executives1-DAY CLASS | COURSE AFE

This one-day course presents a step-by-step approach to Agile for Executives. This course can also be expanded to fi ve days.As a result of this course, managers and executives will:

Understand Agile Practices and Principles• Obtain valuable information from industry surveys identifying • compelling Agile benefi ts realized by companies worldwideGain insight into effective metrics for managing Agile team performance• Dispel the myth that mid and long term planning are abandoned with Agile• Appreciate how teams and management can build trust more quickly• Discuss the transition from command and control to empower and • inspire style of leadershipExplore how to help teams to create a cadence that will enable them to succeed• Understand tools and techniques for promoting transparency in • communication at all levelsIdentify some of the common pitfalls Agile teams may encounter•

Section I: Agile Overview

• Why Agile? • Agile Benefi ts - including industry data, survey results and personal experience • Agile Principles • Agile Teams

Section II: Process Framework

• Vision • Roadmap • Release • Iteration • Daily

Section III: Communication

• Transparency • Main Path • Team Level • Across teams - horizontal as well as vertical communication

Section IV: Executive Role

• Empower and Inspire • Remove Obstacles • Measure Effectively • Trust

I. Introduction • Agile processes embody iterative / incremental development • Tackling uncertaintyII. Key Aspects of Agile Development • Iterative / Incremental Development • Self-organizing, empowered teamsIII. Agile Versus Plan-Driven Development • Environment • ManagementIV. Management of Agile • Coaches and facilitators • Customer interactionV. Agile Requirements • Use cases • User storiesVI. Agile Planning • Planning is the major difference between agile and plan-driven development. • Requirement backlog

VII. Phases and Activities • Planning, then StagingVIII. Agile Testing • Testing versus debugging • Unit testsIX. End of iteration activities • Demonstrate functionality • Evaluate functionalityX. Aspects • People factors and project staffi ng • Communication skillsXI. “Up Front” Activities • Prototyping, Risk ManagementXII. Examination of Agile Processes • Scrum • Extreme ProgrammingXIII. Technical Management • Confi guration • Testing and Quality AssuranceXIV. Team • Structure and roles • Responsibilities

Course Fee:This course is delivered as on-site training only. Call ASPE toll-free for more details on bringing this course to your team: 877-800-5221 This course is guaranteed. See page 67 for details.


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I. Agile Introduction and Overview • Why Agile • Agile Methods • Agile Benefi ts • Basics of AgileII. Forming the Agile Team • Team Roles • Expectations • Self forming teams - where fl exibility exists • CommunicationIII. Five Levels of Planning in Agile • Vision • Roadmap • Release • Iteration • DailyTeam Exercise: Writing a vision statementIV. Creating and Maintaining a Product Backlog • User Stories and story cards • Customer Roles - Defi ning your customer • Acceptance Tests • What makes a good story (sizing and substance) • Story Writing WorkshopTeam Exercise: Writing User Stories V. Product Roadmap • Product Themes • Prioritization • Creating the Roadmap • Communication • Maintaining the RoadmapTeam Exercise: Developing product theme from User Stories VI. Prioritizing the Product Backlog • Methods for prioritizing • Expectations for prioritizing stories Team Exercise: Teams are tasked with assigning a priority to their user stories at the appropriate level of detail.VII. Estimating • Actual vs Relative estimating • Story Points • Planning Poker • Estimating Team velocityTeam Exercise: Teams are tasked with assigning story point estimates to enough user stories to extend at least a few itera-tions into the future using Planning Poker

VIII. Release Planning • Utilizing velocity • Continuous Integration • Regular cadenceTeam Exercise: Teams are tasked with building a release plan by incorporat-ing priority, story point estimates, team velocity and customer/product owner input to assign stories to iterations with desired release points

IX. Iteration Planning • Getting to the details • Task breakdown • Time estimates • Defi nition of “done”

Team Exercise: Teams are tasked with discussing the details of the stories that, based on the estimated team velocity, may be completed in the fi rst iteration

X. Iteration Execution • Daily Standup (Daily Scrum) • Task boards • Scrum of Scrums • Burndown and other metrics

Team Exercise: Task board building

XI. Measuring and Communicating Progress • Actual effort and remaining effort • Burndown charts • Tools and Reporting • Company X specifi c measures

Course discussion: Instructor will lead a discussion on the effectiveness of the measurements appropriate for course participants. Instructor will share real world examples of metrics and communication tools used by Agile teams.

Demo - because this is a course, teams will not engage in product development work and therefore will not have any actual product demos. We will discuss as a group the importance of demos and the expectations set internally for your teams back at work.

XII. Retrospectives • What we did well • What did not go so well • What will we improve

Team Exercise: Teams will hold a retrospective on their experience during the course

Agile Boot Camp: A Scrum Hybrid Approach3-DAY CLASS | COURSE 4710B

Learn How to Make Agility HappenThis three-day workshop will immerse you in the broader aspects of Agile software. There’s more to Agile development than simply a different style of programming. That’s often the easy part. However, it totally changes your methods for:

Requirements Gathering• Project Estimation & Planning• Team Leadership• Producing High Quality Software• Working with your Stakeholders & Customers• Focus on Team Development•

Agile Methodologies are quickly becoming the best way to create outstanding software. We’ll explore the leading methodologies where you’ll learn the basic premises and techniques behind Agility—so that you can apply them to your projects.

Discover the Differences Across the Various MethodologiesOne of the most confusing parts of adopting Agile development surrounds the wide variety of specifi c methodologies. Some are targeted towards very small environments, while others tend to scale better. You’ll discover the differences and how to select characteristics that best meet the demands of your organization—enabling you to tailor Agility within your environment to maximize your adoption success.

Agile Methods

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Course Fee: Individual: $1695 Group (3 or more): $1495 GSA Rate: Individual: $ 1271.25, Group: $ 1121.25This course is guaranteed. See page 67 for details.


We’re teaching near you:Reston, VA May 6-8, 2009Memphis, TN May 27-29, 2009Dallas, TX June 3-5, 2009Boston, MA June 16-18, 2009St. Louis, MO July 13-15, 2009Austin, TX July 29-31, 2009Seattle, WA August 12-14, 2009Philadelphia, PA August 24-26, 2009Denver, CO September 9-11, 2009Atlanta, GA September 21-23, 2009Chicago, IL October 7-9, 2009Kansas City, MO October 19-21, 2009Minneapolis, MN November 4-6, 2009San Francisco, CA November 16-18, 2009Phoenix, AZ December 1-3, 2009Tampa, FL December 14-16, 2009

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I. What is Lean?1. Lean Defi ned and Implemented • Eliminating the seven “speed bumps” — Over-production — Excess Inventory — Waiting — Unnecessary movement of work products — Unnecessary employee movement — Unnecessary/incorrect processing — Defects • Defi ne and document your value stream • Analyze the elements for their non- value added effort, delay or re-work • Redesign the fl ow

2. How Lean concepts directly map to the software process

3. Implementing lean processes in your organization • Finding the ‘Hidden Factory’ • Discover the costs of poor quality • Use measurement to determine your true throughput yield

II. Effective Tools for Improvement 1. Six Sigma and its role in Lean • Lean addresses 5 of the seven wastes. Six Sigma provides the tools to address the fi nal two: — Unnecessary/incorrect processing — Defects

2. Statistical Process Control Tools • Are you math challenged? Don’t worry, no degree in statistics is necessary – discover how to set up your data in Excel and let SPC software do the rest: — X Bar R and X Bar S charts — p, np, c and u charts — Pareto charts — Balanced Scorecard — Ishikawa/Cause-and-Effect diagrams

3. Implement the Key Improvement focuses for your business • Work on your department – not in it • Observe customers, not employees • Examine your process, not employees • Watch your product, not employees • Utilize a proven improvement system

III. Agile Project Management Processes1.What is Agility? • Survey of current Agile practices • Why Agility works

2. Scrum and Agile processes • Scrum as project management • Scrum Scalability • Role of the ScrumMaster

3. Where Agility can help almost any software process • Address unknown risks (Discovery!) • Be adaptable in volatile environments • Product, process, service development • Find out why time estimates are usually wrong (65% of the time) and how Agile addresses the issue

4. Agile estimation and planning • Iteration Planning • Release Planning • Estimation Basics — Stories — Features — LOE sizing using Story Points — Planning Poker

5. How to be Agile in non-Agile environments • Other departments are not Agile • Business partners that resist Agility • Management issues with Agility • Government contracts – how to address the fi xed price vehicle

IV. The Fusion of Lean Six Sigma and Agile1. Customer Satisfaction • ‘It’s the Fast that Eat the Slow’ • Reduce variation, improve satisfaction • Immediate profi tability boost with defect reduction and increase in throughput

2. Continuous Improvement • Metrics for continuous improvement• • Listening to your customer • How 10% of the SPC tools can help you for 90% of your projects

3. Holding the Gains • Pragmatic use of Lean-Six and Sigma- Agile processes — How Plan-Do-Check-Act maps to the empirical Agile ‘sprint’ — How Poka-Yoke (mistake-proofi ng) improves the development process — Why improving the process using a proven method beats common sense and trail-and-error processes every time • Design for one-piece fl ow

Hands-On

Lean Agile Project Management2-DAY CLASS | COURSE 4900

Incorporate Six Sigma and Lean Agile Methods to deliver software, product and process for maximum customer value and satisfactionThis two-day course provides a solid foundation in integrating the concepts of Lean and Six Sigma with Agile project management to deliver the most effective method for delivering customer value and satisfaction to every project. Upon completing the seminar, you will be able to put these tools into immediate action on your current and future projects. Taught only by an experienced PMP, CSM, and Six Sigma Black Belt instructor.

Taught by a PMP, CSM, and Six Sigma Black Belt certifi ed instructor – No exceptions!This ensures that the project management disciplines you will learn are in complete alignment with current Six Sigma, Scrum and the PMI framework. Real world examples and real world case studies are a major course component.

Agile Methods

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Agile Methods

Certifi ed ScrumMaster Workshop2-DAY CLASS | COURSE 4400

Learn, understand and execute on the three overarching principles behind Scrum: iterative development, self-management, and visibility. After successful completion of this course you will be registered with the Scrum AllianceSM as a Certifi ed ScrumMaster.

What is Scrum?Even projects that have solid, well-defi ned project plans encounter some degree of change and waste. Shifting market conditions, budget cuts, staff restructuring, or any number of infl uences will disrupt the best plan while contributing to customer dissatisfaction and staff discouragement. Moreover, projects that begin with changing or unclear requirements make it diffi cult to even establish project expectations. Scrum is the agile development process that allows teams to deliver usable software periodically throughout the life of the project, absorbing change and new requirements as the project proceeds.

Intensive 2-day workshop on all things ScrumBeginning with the history of agile development and moving through the disciplines promoted by Scrum, you will gain a comprehensive understanding of the Scrum methodology, while specifi cally reviewing the behaviors expected of a ScrumMaster. This 2-day class is suitable for those practicing or looking to practice the art of the ScrumMaster, but is highly valuable for anyone involved in Scrum (Managers, Team Members, Product Managers, etc.).

After successfully completing this class, participants will be registered with the Scrum Alliance SM as Certifi ed ScrumMasters, and will have on-line access to the class training materials and any updates for one year.

In-Class Practice Session OverviewThis course is a stimulating combination of class interaction, case studies, group exercises and workshops. Each is designed to allow you to easily grasp new concepts and techniques. Specifi cally, you will cover:

• The “Art of the Possible”: learn how small change can have a large impact on productivity • Product integrity: review various options employees use when faced with diffi culty, learn

the importance of delivering high quality products in Scrum • Customer Expectations: Using a changing schedule and agile estimating and planning,

assess the work to properly set customer expectations and manage customer satisfaction • Running the Scrum Project: Run a full Scrum project that lasts 59 minutes. You will walk

through all steps under the Scrum Framework • Agile Estimating and Planning: Break into teams, and through decomposition and

estimating plan out a project through delivery • Team Dynamics: Since Scrum deals with change, confl ict will happen. Learn methods to

resolve problems in a self-managed environment

Short, fi ve-minute exercises and case studies will be scattered throughout the two-day session. Longer exercises are detailed below. Time spent on each topic will vary depending on the composition of the class and the interest in particular areas.

I. Agile Thinking In order for us to understand the benefi ts of Scrum and the nuances behind its framework, we begin with the history of agile methods and how relatively new thoughts in software development have brought us to Scrum.

• How manufacturing has infl uenced software development • The origins of agile thinking • The Agile Manifesto • The complexity of projects • Theoretical Vs. Empirical processes overview • The “Iron Triangle” of Project Management

Exercise: The “Art of the Possible.” This is an opportunity to understand how small changes in behavior can have a large impact on productivity. This also turns our thinking towards new ideas and a willingness to change for the better.

II. The Scrum Framework Here we’ll ensure that we’re all working from the same foundational concepts that make up the Scrum Framework.

• The different Scrum roles • Chickens and Pigs • Iterative Development vs. Waterfall • Self Management concepts • Full disclosure and visibility • The Scrum Framework Overview

III. Implementation ConsiderationsMoving beyond Scrum’s foundational concepts, we’ll use this time to dig deeper into the basics of implementing Scrum. We’ll also use this time to begin a discussion of integrity in the marketplace and how this relates to software quality.

• Traditional vs. Agile methods overview • Scrum: The Silver Bullet? • The Agile Skeleton • A Scrum launch checklist

Exercise: Integrity at a fast-food restaurant. During this exercise we’ll review various options regarding an employee faced with a diffi cult situation. The importance of providing high quality products to our customers will be explored.

Exercise: understanding customer expectations. This exercise is the beginning of an extended exercise involving agile estimating and planning. During this fi rst portion of the exercise, we’ll work with a fi ctional customer who has a very demanding schedule and understand how our assessment of project work plays a signifi cant role in customer satisfaction.

Exercise: The 59-minute Scrum Simulation. This popular exposure to Scrum asks us to work on a short project that lasts for just 59 minutes! We’ll walk through all of the key steps under the Scrum framework as we work in project teams to deliver a new product.

IV. Scrum Roles Who are the different players in the Scrum game? We’ll review checklists of role expectations in preparation for further detail later in our session.




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• The Team Member • The Product Owner • The Scrum Master

V. The Scrum Team ExploredSince the ScrumMaster is looking to protect the productivity of the team, we must investigate team behaviors so we can be prepared for the various behaviors exhibited by teams of different compositions. We’ll also take a look at some Scrum Team variants.

• The Agile Heart • Bruce Tuckman’s team life cycle • Patrick Lencioni’s Five Dysfunctions of a Team • Team ground rules • Getting Human Resources involved • The impact of project switching • The MetaScrum • The Scrum of Scrums • The importance of knowing when software is “done” 1. “Done” for multiple team integrations divided by function 2. “Done” for multiple team integrations divided by skill 3. “Done” for unsynchronized technologies • Internal Outsourcing

VI. Agile Estimating and Planning Although agile estimating and planning is an art unto itself, the concepts behind this method fi t very well with the Scrum methodology an agile alternative to traditional estimating and planning. We’ll break into project teams that will work through decomposition and estimation of project work, and then plan out the project through delivery.

• Product Backlog Features • Relative Weighted Prioritization • Prioritizing Our Time • User Stories • Relative Effort • Velocity • Planning Poker and Story Points • Ideal Team Days • Team Capacity • Projecting a Schedule • Why Plan in an Agile Environment?

VII. The Product Owner: Extracting ValueThe driving force behind implementing Scrum is to obtain results, usually measured in terms of return on investment or value. How can we help ensure that we allow for project work to provide the best value for our customers and our organization? We’ll take a look at different factors that impact our ability to maximize returns.

• The Priority Guide • Product Backlog Refactoring • Productivity Drag Factors • Fixed Price/Date Contracts • Release Management • Earned Value Management

VIII. The ScrumMaster ExploredIt’s easy to read about the role of the ScrumMaster and gain a better understanding of their responsibilities. The diffi culty comes in the actual implementation. Being a ScrumMaster is a hard job, and we’ll talk about the characteristics of a good ScrumMaster that go beyond a simple job description.

• The ScrumMaster Aura • Characteristics of a ScrumMaster Candidate • The Diffi culties of Being a ScrumMaster • A Day in the Life of a ScrumMaster • The Importance of Listening • Common Sense

IX. Meetings and Artifacts Reference MaterialWhile most of this material was discussed in previous portions of class, more detailed documentation is included here for future reference.

• A Chart of Scrum Meetings • The Product Backlog • Sprint Planning • The Sprint Backlog • The Sprint • The Daily Scrum • The Sprint Demo/Review • Why Plan? • The Ideal Team Day • Scrum Tools

X. Advanced Considerations This section is reserved for reference material. Particular interests from the class may warrant discussion during our class time together.

• Confl ict Management • Different Types of Sprints • The ScrumMaster of the Scrum-of-Scrums • Metrics • Dispersed Teams • Scaling • Developing Architecture • Stage Gate/Milestone Driven Development • Inter- and Intra-Project Dependencies • Task Boards, Project Boards • Scrum and CMM, “Traditional” XP

The Scrum AllianceSM is a nonprofi t organization committed to delivering articles, resources, courses, and events that will help Scrum users be successful. The Scrum Alliance’sSM mission is to promote increased awareness and understanding of Scrum, provide resources to individuals and organizations using Scrum, and support the iterative improvement of the software development profession.


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Project Management

The Project Management Professional (PMP®) Certifi cation Exam Boot Camp4-DAY CLASS | COURSE 4200B

Intense PMP® training, with real-world Skills developmentMaster the material – In just four days of intensive training.Not just test prep — skills-based training:Learn Project Management using the context of the PMI Process Groups - Study exam topics through the lens of the Nine Knowledge Areas.

We know you have experience: The PMP Certifi cation Exam Boot Camp is constructed to help project managers master the material needed to obtain PMI’s PMP certifi cation. It was designed with the recognition that because of the specifi c requirements of your organizations, practicing project managers (PMs) often have great expertise in some areas, but would greatly benefi t from the review of the entire project management fi eld.

The method: The boot camp is divided logically into two parts. The fi rst part reinforces the PM’s understanding of project management, while at the same time introducing PMI’s precise terminology and project management philosophy. The second part drills into you the specifi c topical knowledge needed to pass the PMP examination.

Using your experience: The fi rst part leads you through the Project Management Life Cycle using the context of the PMI Process Groups. It teaches project management the way it’s practiced, from start to fi nish. This methodology builds on your existing knowledge base to enable you to adopt the precise language and standardized terminology of PMI, and build real-world project management skills.

Preparing for the exam: The second part of the course examines the specifi c skills of project management through the lens of the Nine Knowledge Areas. Special importance is given to those concepts which historically have been emphasized by PMI, including memorization of guides and diagrams. Intense question review and focused memorization are an integral part of this section.

Putting it all together: The PMP Certifi cation Exam Boot Camp is an intensive 4-day course. You need to come prepared to put in a full day, with study assignments in the evenings. Frequent practice exams, reviews and written exercises will enable you to master the test-taking skills needed for the PMP examination.

Part I — The Project Management Life Cycle

I. Introduction An introduction to the format and scope of the Course

II. PMP Credential An overview of the PMI requirements for the PMP credential

• The Project Management Institute • The PMP Credential • Applying for the Examination • The PMP Examination • The Professional Code of Conduct • Test Subject Areas

III. Project Management Overview An introduction to Project Management: what it is, and what it isn’t

• What is a Project • Project Portfolio Management • Programs versus Projects • Project Management Offi ce • Project Phases • Project Life Cycles • The Process Groups • Knowledge Areas • Stakeholders and Stakeholder Management • Project Sponsor, Project Manager, Project Defi nitions

IV. The Project Environment An overview of the various organizational structures in which a project might operate

• Organizational Types • Functional Organizations • Matrix Organizations • Projectized Organizations



Pass the PMP exam, guaranteed!ASPE’s students have a 100% pass rate*

*ASPE offers a free exam voucher for any student who does not pass on the fi rst try.

If you still don’t pass on the second try, ASPE will return your course fee.

To date, ALL students who have taken this class have passed without needing a refund.

V. The Project Management Life Cycle The fi ve process groups that make up the Project Management Life Cycle

• Initiating Process Group • Planning Process Group • Executing Process Group • Monitoring & Controlling Process Group • Closing Process Group

Part II — The PMI Knowledge Areas

I. The Knowledge Areas The nine knowledge areas that operate within the fi ve process groups

• Integration Management • Scope Management • Time Management • Cost Management • Quality Management • Human Resource Management • Communications Management • Risk Management • Procurement Management

II. The Elements of Project Management A detailed look at each of the Process groups by means of the Knowledge Areas

• Initiating Process Group Inputs and Outputs • The Project Charter • The Preliminary Project Scope Statement • Planning Process Group Inputs and Outputs

• Project Management Plan • Executing Process Group • Deliverables, Changes, Corrective Actions • Monitoring and Controlling Process Group Inputs and Outputs • Integration Management • Integrated Management • Scope Management • Earned Value, Planned Value, Actual Value • Cost Performance Index, Schedule Performance Index • Closing Process Group Inputs and Outputs

III. Exam Memorization Guide Useful memorization charts to aid in test taking

• Plan-Do-Check-Act-Cycle • The Nine Knowledge Areas • Integration Management Activities • Scope Management Activities • Triple Constraints Model • Time Management Activities • Cost Management Activities • Earned Value Analysis • Quality Management Activities • Pare to Diagram • Sigma Values • The Control Chart • Ishikawa Diagram • Quality versus Grade • Human Resource Management Activities • Communications Management Activities • Risk Management Activities • Risk Responses • Procurement Management Activities

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Register online: www.aspeinc.com28 Register online: www.aspeinc.com

The Program Management (PgMP®) Certifi cation Prep Course 3-DAY CLASS | COURSE 4600

Prepare to sit for PMI’s PgMP Exam, while learning to control your most important and costly programs and standardizing program management in your organizationThe management of portfolios, programs and projects is the lifeblood of many organizations. To say that this is an important role in any organization is a substantial understatement. Poorly conceived and/or managed programs have doomed many companies. PMI’s® Program Management standard provides the Themes of Program Management, the Program Management Lifecycle and Program Management Process Groups that provide a structure and checkpoints to help ensure success. The workshop will prepare you for the exam by giving you hands-on practice in developing several key program deliverables and providing a simulated test for extra practice.

Our workshop materials provide real-world examples from a variety of programs, including new product development, legacy system to client-server computing conversion, public sector programs such as “green” programs that advance the technology of renewable energy technologies. The collection of related, and coordinated projects often includes marketing, engineering, production and distribution projects - all vital aspects of program management.

Since PMI® has been publishing the PMBOK® Guide, the language of project management has been signifi cantly standardized at a global level, regardless of industry. But this is not yet the case in Program Management, where the word “program” has several overlapping defi nitions. This new standard builds on the experience gained in the project management trenches and Boardrooms, and provides the standardization of the program management fi eld that has been desperately needed to realize true effectiveness.

Project Management

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Every section of class will be followed by a hands-on team exercise which reinforces the concepts you’ve just learned.I. Strategic Planning and Program

Management • Program Management and

Portfolio Management • Identifying Program Risks • Organizational Structuring of Programs II. Program Governance • Phase One Pre-Program Set-up

• Phase Two Program Set-up • Phase Three Establish Program Infrastructure • Phase Four Deliver the Benefi ts III. Defi ning the Program • Establish program feasibility • Analyze and Assess stakeholder needs • Build a coalition of partnerships and support • Present a pre-program assessment IV. Initiating the Program • Align programs and their

milestones and expectations • Build an accountability matrix • Using best practices and company standards V. Planning Process Group-Part I • Determine Program Management Plan Components

• Conduct Interface Planning • Transition Planning • Resource Planning

VI. Planning Process Group-Part II • Develop the program Schedule • Estimate the program cost and budget • Plan to ensure Quality results • Plan and coordinate Program Communications VII. Executing Process Group • Direct and Manage Project Execution • Acquire Program Team • Information Distribution • Use Stage Gates to examine progress VIII. Monitoring and Controlling Process Group • Integrated Change Control • Resource Control • Monitor & Control Project Work • Issue Management and Control IX. Closing Down the Program • Execute the transition plan • Facilitating the stakeholder post-review meeting • Support future program and organizational improvement • Use Contract Closure to fi nalize agreements X. Certifi cation Exam Simulation





Hands-On IT Project Management 2-DAY CLASS | COURSE 4025

Tools and techniques to successfully execute projects and deliver on customer expectations every time

Understand all aspects of managing IT projects —systems & infrastructure implementation to scalable enterprise applications.This two-day course provides a unique combination of skills development and tool/technique utilization critical for IT project success. First you’ll gain a solid foundation in PMI’s Project Management Framework, then acquire the skills to use the best IT Project Management tools and techniques available. Taught only by PMP-certifi ed instructors.

Project Management

Part 1 - The Development Lifecycle Methods

There are eight basic approaches to implementing software projects. Find out which approach is best for your project and the details in each approach

• The Eight DLMs • Implementing the ‘Intelligent Waterfall’ • Evaluating Risk as an approach for selecting the correct DLM

Part 2 - The 31.5 Minute Project Manager

PMI’s A Guide to the Project Management Body of Knowledge contains a great deal of information. Is all of it necessary on a project? Which elements keep recurring that help to insure project success? The 31.5 Minute Project Manager® will help you cut through the process ‘jungle’ and separate the signal from the noise.

• Master the project elements • An effective project setup is an important key to success. If the right process, people and technology are engaged, you stand a good chance of obtaining the support you need to help your project succeed. • Find the most effective processes in the PMBOK® Guide and put them to use

Part 3 – Cutting Edge Project Management Tools

You can’t build (or fi x) what you can’t measure. Acquire skills and templates you can put to immediate use on your projects. Decision tools, measurement tools and probability tools enable the practitioner to manage projects with data and fact.

• Decision Tool: The AHP • Voice of the Customer tool: QFD • Measurement and Statistical Process Tools

Part 4 – Introduction to Lean and Agile

What are Lean and agile processes? How do they apply to the IT/Development process? Discover what elements you can use in your environment to deliver high quality product with improved customer satisfaction, greater speed and reliability.

• What is Lean? • Ways in which Lean applies to Software Project Management • Agile Project Management

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We’re teaching near you: Minneapolis, MN May 13-14, 2009

Washington, DC June 1-2, 2009

Portland, OR June 8-9, 2009

Cleveland, OH July 6-7, 2009

Houston, TX July 9-10, 2009

Reston, VA August 3-4, 2009

Sacramento, CA August 6-7, 2009

Raleigh, NC September 7-8, 2009

Atlanta, GA September 28-29, 2009

Phoenix, AZ October 1-2, 2009

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Philadelphia, PA November 5-6, 2009

Dallas, TX November 9-10, 2009

Seattle, WA December 1-2, 2009

Jacksonville, FL December 7-8, 2009



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Project Management

1. The Basics. Review of the Excel ‘cheat sheet’ to easily navigate spreadsheets key cells.

2. Create scatter diagram & develop trend lines. The basic causation chart: does a change in ‘X’ cause a change in ‘Y’? The scatter diagram can show trends, either positive or negative.

EXERCISE: Create the scatter diagram and master basic chart formatting techniques

3. Build an SPC chart. The Statistical Process Chart is the foundational tool used for process analysis and process improvement. Identify:

Is my process in control?• How do I know the difference between an • error and normal variance?What can be corrected by a person who • operates the system versus what has to be handled by management?

EXERCISES: Build an SPC chart from scratch! Calculate upper and lower control limits and instantly produce many types of run charts

EXERCISE: Use the Cp and Cpk charts to show whether your process is accurate, precise or accurate and precise.

4. Construct a Pareto Chart. Excel 2003 allows you to create this valuable chart out of the box! A key tool in fi nding root causes and implementing the best bang-for-the-buck process improvement actions.

EXERCISE: Using data from a class template, construct the Pareto chart in about 10 minutes. For Excel 2007 users an import template will be available as your own customized form.

5. Monte Carlo analysis. Use PERT as part of a Monte Carlo analysis to build a model of your probabilities. Based on the organization’s risk tolerance, the Monte Carlo will give a much more accurate risk picture than the PERT alone.

EXERCISE: Work with team members to create your project time estimates based on your own expert judgment. Then feed the data into the Monte Carlo template and give management the real estimate with built in confi dence factors.

EXERCISE: Use the included template to create the cumulative distribution (CDF). Here we will compute the potential profi tability of a new line of business.

6. Use Conditional formatting to make your progress reports pop! Setting up a project dashboard or progress report that

will automatically highlight data fi elds for OK (green), warning (yellow), or showstopper (red) can be set up to automatically color code itself based on a range of criteria.

EXERCISE: Create a progress report template using conditional formatting. Create easily recognizable formats for managers and executives to quickly comprehend.

7. Import external data into your spreadsheet

EXERCISE: Use the fi les on the participant CD to import into Excel and then format reports or spreadsheets as instructed.

8. Use the pivot table to re-scramble your data instantly. You’ve set up the data in your spreadsheet but you need the information grouped differently. Regroup and recombine data elements almost instantly with a few simple clicks of the button.

EXERCISE: Using the enclosed data sheet to spin up multiple views of data for dashboards.

9. Create multi-page fi nancial spreadsheets.

EXERCISE: Set up multi-page formulas and cascade them through multiple pages.

10. Master Conditional Probability

EXERCISE: We will look at 2 examples applying concepts of conditional probability to identify some surprising results and develop a template for measuring conditional probability.

11. Utilize the Data-Analysis add-inOne of the least understood and most scantily explained in the help system.

EXERCISES: We will explore some of the keys tools and perform exercises using: Single factor ANOVA, Chi-squared, F-test, Correlation, Covariance, Regression

12. Automate processes with Macros Use the macro function to automate repetitive tasks or set up controls on a spreadsheet that will run macros at the touch of a button.

EXERCISE: We will complete the session by setting up a complex spreadsheet that can be automated with macros. This will put together everything worked over the two day session, wrapped up in a macro ribbon and packaged for use!

13. Course Wrap-Up



Hands-On Power Excel for Project Managers2-DAY CLASS | COURSE 4785

Unleash the power of Excel — Create high-performance tools to ensure your success as a project managerIn two days, Project Managers will have the ability to create the customized charts, analytic tools and projection systems you need for any short and long range management objectives. You will get right to the good stuff – covering in detail the commands and capabilities that are available to you in Excel. You’ll understand how function keys and tool bars can do much more than you thought and how simple setup and construction options can help you easily create complex tables, charts and projections. You’ll also see how Excel can help simplify tasks such as sorting large volumes of data with accuracy and importing outside data with ease. You will know how to create formats and data sorts that fi t your needs as a Project Manager — the reliable tools to make your job a bit easier.

Excel has long been a well established tool, used by most for rudimentary functions, not much more than simple spreadsheets and basic calculations. Excel holds hidden power for high-level analysis and complex reporting – it just has to be drawn out. As a Project Manager you have the capability of using Excel to easily help you in your day to day decision making on many levels. This hands-on workshop will help you create those tools, charts, graphs and projections that will become a key factor in your continued success.

We’re teaching near you: Minneapolis, MN June 16-17, 2009


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Mastering Microsoft Project2-DAY CLASS | COURSE 9800

Step-by-step workshops to successfully implement Microsoft Project 2003 or 2007 environmentThis popular two-day course promotes the essential skills to fully utilize Microsoft Project. Learn how to break down the chaos of overwhelming projects with the tools that will contain costs, track schedules, and control scope. Utilize “What If” analysis and apply what you learn immediately in your working environment. From the basics to the advanced use of Microsoft Project, this course is the key to accomplishing project goals.

Taught only by a PMP-certifi ed instructor, and aligned with the Microsoft Certifi ed Technology Specialist (MCTS) ExamStep by step labs enhance learning and allow immediate on-the-job productivity. Fully participatory – hands-on workshops that evolve in complexity and reinforce previous learned skills. The course includes many of the required skills that demonstrate knowledge and expertise as defi ned by Microsoft in their certifi cation program for MCTS. It ensures use of Microsoft Project tools resulting in better project outcomes, greater effi ciency, and optimal resource management.

Project Management

Course Fee: Individual: $1295 Group (3 or more): $995GSA Rate: Individual: $ 971.25, Group: $ 746.25This course is guaranteed. See page 67 for details.

PART 1 Exercises

• Navigate screen elements • Utilize the Project Guide • Learn windows shortcuts • Creating and Defi ning Projects • Create and assign a Project Calendar, Tasks • Create and Edit Tasks • Project Summary, Task Summary, Sub-tasks, Milestone, Recurring Tasks • Estimating Durations • Task Relationships • Edit Task Information • Create resource sheets • Modify resource calendars • Assign resources to tasks • Changing task types • Modify task relationships • Entering fi xed costs • View Critical Path • Master Critical Path Durations • Baselines: defi ne, save, modify • Reports and report capabilities

PART 2 Exercises

• Tracking/Updating Project Plans • Use of Tracking Gantt, Tracking Table, Variance Table • Task updates, Split tasks, reschedule tasks • Filters • Tracking overdue tasks with fi lters • Tracking completed tasks • Tracking Tasks by Grouping • Grouping and Sorting Tasks • Importing & exporting from Excel • Converting Project Plan fi les to Web pages, GIF fi les, Objects • Hyperlinking • Creating Master Projects, linking Sub-Projects, defi ning ghost tasks • Calculating Multiple Critical Paths • Creating and sharing Resources between projects • Updating Resource fi les

ses PART 2 Exercises

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Part I – Getting Started With MS Project Module 1: The Fundamentals • Understanding the Nature of Projects: — PMI Concepts of Project Development • Discovering Microsoft Project Environment — Microsoft Project Windows Environment • Project Guide — Creating and Defi ning Projects • Estimating Durations — Duration, Work, and Units Module 2: Creating and Managing a Work Breakdown Structure • Create a Work Breakdown Structure • Manage Deliverables

Module 3: Specify People and Equipment for the Project • Utilize, modify the Resource Sheet • Develop and utilize Resource Calendars • Additional Resources • Resource Optimization Module 4: Identify Project Risks and Reports • Defi ne and Managing Critical Path • Defi ne, save, and modify baselines • Create and Customize Reports

Part 2 –Project Performance & Optimization Module 1: Tracking Performance • Tracking and Updating the Project Plan — Use of Gantt, Tracking, & Variance Table — Task updates

Module 2: Updating & Filtering Project Plans • Applying Filters — Tracking overdue tasks with fi lters — Tracking competed tasks with fi lters — Tracking Tasks by Grouping • Customizing Filters • Grouping and Sorting Tasks

Module 3: Project File Exchange & Conversion • Navigating Project with other Applications

Module 4: Managing Multiple Projects • Creating Master Projects • Linking Sub-Projects • Calculating Multiple Critical Paths Module 5: Working with Resource Pools • Resources between projects • Updating Resource fi les

We’re teaching near you: Chicago, IL October 7-8, 2009



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Managing Outsource/Offshore Projects2-DAY CLASS | COURSE 4100

Capitalize on Lean, Agile, and controlled project management principles for success in leading and managing outsourced projects. Get your skills recognized and gain credibility with this in-demand certifi cation.The vast majority of outsourced projects are new development or full scope events. However, there are opportunities for outsourcing to provide legacy application re-engineering, ongoing maintenance, prototyping, and even limited element construction. Have we sent too much of the project offshore when a smaller portion might have been okay? Should we initially use outsourcing as a way to learn about project dynamics and opportunity possibilities? Developing the right plan for your project while preparing for the challenges will ensure project success on your outsource activities.

I. Project Component OwnershipThis section provides a base for understanding what needs to be done, by who and under what level of oversight. • Client Side Components • Outsourcer Provide Components • Joint Components

II. Project Synchronization – Establishing BalanceThis section explores the need for having a stable project management model and how this will be melded with the framework of the outsource service provider. • Client Project Management • Merging Your PM with Outsourced PM • Synchronization of Time & Delivery • Defi ning Delivery

III. Project MetricsThis section you will be introduced to establishing personal and joint goals and how these measures can be applied in a responsible, expeditious fashion. • Establishing Goals • Agreeing Upon Measurement Sources • Measurement Reconciliation and Reporting • Using Metrics to Support PM

IV. Project Communications - Construction/ V&V/Delivery PeriodsThis section we will discuss how to overcome these diffi culties, how not to rely solely on technology vehicles to mediate these issues, and why solid outsourcer communications can lead to rich long term rewards beyond the project engagement. • Understanding the Client Role • Defi ne & Convey Expectations (w/Detail) • Ask for What You Want • Focus on “What” not “How” (but be inquisitive) • Jointly Engineered Communication Model • Mistakes in Communications

V. Pre- and Post-Delivery Outsourcer TasksThis section we will examine how process, timing, style and understanding play a major role in suc-cessful project delivery. • Project Management

• Artifact & Component Construction/ Qualifi cation/Delivery • Application of Professional Expertise • Insure Client Input Adequacy

VI. Pre- and Post-Delivery Client TasksThis section we will look at the things that are expected to do, how they need to be done, and how this changes when others outside our company are involved. • Qualifi ed Specifi cations • Inquiry & Dialog Availability • Qualifi cation of Received Artifacts & Components • Timely and Complete Feedback

VII. Harmony through TouchbacksThis section we will examine how a mutual balance of progress checking is important. Much the same as in Agile/Scrum, the concept of Sprint period delivery is a model worth examining. • Communication Framework Value • Healthy Boundaries • Coordination of Effort • Real-time Visibility vs. Status Reporting • Asking the Question…

VIII. Recognizing Cultural & Work DifferencesThis section we will look at how differences re-quire understanding and how to bond processes in such a way as to become one (while still retaining our heritage). • Paradigm Variances • How Much Do You Mandate • Impact on End Results • Utilizing Differences to Enjoy the Project Experience

IX. Managing for SuccessIn this fi nal section we examine how to make a cohesive process that allows everyone to share in the result of solid engineering, pragmatic behavior and responsible decision making. • Meeting Client (your) Obligations • Measuring Progress • Maintaining Healthy Communications • Managing Delivery & Implementation

Project Management

14



We’re teaching near you: Denver, CO June 4-5, 2009Atlanta, GA August 6-7, 2009Austin, TX October 13-14, 2009Chicago, IL December 8-9, 2009



http://www.aspetech.com/CourseRegistration.aspx?CourseRegId=AFDDB5FE088D4CE6AA41B54FF8D51918


Key Topics...K T i

Key Topics...

Key Topics...

Key Topics...

Introduction to Business Intelligence2-DAY CLASS | COURSE 9160Expensive business intelligence initiatives shouldn’t be taken lightly. Both involve high risk — and high reward — for the most experienced project manager or business ana-lyst. Project management is especially critical for business intelligence and data ware-housing projects. Without good management, projects are prone to run late, go over budget, deliver low quality, and simply miss expectations. This course helps develop the skills needed to usher projects through all phases of planning and implementation. It provides a solid basis on: test data, metadata planning, data stewardship, governance, backup planning, ROI measurement, documentation, support preparation, user training, communications planning, and other elements of a successful data warehouse.

Rapid Project Planning3-DAY CLASS | COURSE 4300

Master both the art and science of scope determination and the fusion of PM and BA roles to produce accurate project plans and estimates. With content aligned with both PMI’s PMBOK® Guide and IIBA’s BABOK®, you will draw from the best practices of PMI and the IIBA to harness this powerful combined experience in just three days. The ability to effectively and reliably plan your project is one of the key elements needed for project success. This course will give you practical experi-ence with proven tools and techniques for reliably estimating your next project’s scope, costs, and schedule.

The Project, Business, and Management Professional’s Toolkit2-DAY CLASS | COURSE 6050Master the essential professional skills you need to elevate your career to the next level. Are you prepared to move ahead in your career? Successful people know it’s necessary to have a complete “toolbox” of skills at your disposal to keep a competitive edge in today’s business climate. Negotiation skills, team building and performance, improving meeting productivity, and painless presentations are just a sampling of the real-world challenges that will be addressed in this course. If you are involved in the business of doing business, you can’t afford to miss this course. You owe it to your career and to yourself to take your professional skills to the next level.

Managing Real World Projects and Processes with Metrics2-DAY CLASS | COURSE 4500

Effectively managing projects, processes, and stakeholders requires meaningful measurement of the right things at the right times in the right ways. Statistical calculations are important for helping understand the bases for decisions, but even more important is recognizing the appropriate uses and limits of such calculations. Fill the Manager’s critical success skills gap - practical hands-on ways to collect and use the measures everyone knows they can’t manage without, but which few actually know how to get or manage with.

• The Project Planning Process • Integration with the Project Management Methodology • Reliability vs. Accuracy • Scope Defi nition • The tools of Business Analysis • External estimating techniques • Scope and WBS • Developing a WBS • Activity Defi nition and Sequencing • Activity Resource/Duration Estimating

• Estimating project staffi ng • Compensating for ineffi ciencies • Estimating overall resources • Delphi method and activity estimates • Risk Management Planning • Qualitative and quantitative risks • Schedule Development • Critical Path and Critical Chain • Cost Estimating • Cost Budgeting

• The Fundamentals • Understand your behavioral, personality, and communication style • Introduction to Emotional Intelligence • The Corporate Culture • Recognize prevailing cultures • Mergers and Acquisitions • A corporate assessment • Forming Effective Teams • Effective communication, listening, and questioning

• Keep the Work Moving Forward • Tailoring Effective Meetings • Communication Overload • E-mail and Instant Messaging Etiquette • Presentations that deliver • Effectiveness with/without PowerPoint • Engaging your audience • Handling unexpected issues • Presenting with your new skills

• Measurement essentials • What you need to know • What you need to measure • Refi ning your measures • Measurement and processes • Defi ne your process • Defi ne your REAL process • Directly measuring your process • Budget/schedule decisions • Meeting an ambitious schedule • Defi ne tasks/resources/effort • Identifying, prioritizing, mitigating risk

• Financial measures/ROI • Payback period, return, investment • Manager’s use of ROI • Core measure: Time • Core measure: Quality • Defect detection percentage • Measuring completion • Managing with buffers • Business management metrics • Measurement essentials • Defi ne tasks/resources/effort

• Introduction to Business Intelligence • Brief History Of Accessing, Reporting And Analyzing Data • Business Intelligence (BI) defi ned • Data Warehousing (DW) defi ned • Data Warehousing Methodology • Project methodologies • Differences from traditional IT projects • Data Warehousing Processes • Sponsorship & Governance • Roles & Responsibilities

• IT And Business Interaction • Data Warehousing Project Planning • DW Project Phases • Major Activities and Deliverables • Data Warehousing Assessment • Data Quality & Integrity Metrics • Data Warehousing Design Activities • Data Preparation Activities • Data Warehouse BI Activities • Tool Selection • Testing, Deployment, Roll-out

SEE FULL OUTLINE

SEE FULL OUTLINE

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SEE FULL OUTLINE






Hands-On Agile Project Management for VersionOne Users

CertifiedScrumMaster

Workshop

Hands-On Lean Agile Project Management

Hands-On Extreme Programming

Workshop

Job/Position Class Agile Tools

Foundation Class

Agile Flavors

OR

OR

Agile Boot Camp

Immersion ProgramAgile

Requirements

Agile Project Management

A il

Agile and High-Speed Testing Techniques

TransitioningFrom

Waterfall to Agile Agile for Executives(Special 1 Day Session)

Business Analysis and Business Requirements Courses

Often there is a crippling disconnect between the technical side and the business side of an organization’s operations. These courses build the “skills bridge” between IT and Business so you can bridge the gaps that keep you from fully harnessing the power of your technologies. Certifi cations in Business Analysis and CBAP training is available.

**Courses outlined in red and yellow are part of the Business Analyst Certifi cate program offered in conjunction with Saint Louis University

Agile Practitioner Courses

Agile software development is a high-octane, high-effi ciency model for building the ap-plications your users require as quickly as possible without compromising quality. With our real-world methods, you’ll quickly grasp the principles, benefi ts, disadvantages, and best practices of Agile development.

Business Analyst Boot

Camp

Business Process Analysis

and Design

Business AnalystFundamentals

Foundation Program

Business Process Curriculum

Intermediate Programs

Building the Logical Data

Model

OROROR

Developing/Confirming Effective Business

Requirements

Developing & Writing Technical Business

Requirements

Object-Oriented Analysis and

Design with UML

Collaborating and Communicating

Agile Requirements

Specialty Courses

j i i h S i L

Certified Business Analyst

Certification Prep

Designing and Facilitating JAD

Workshops

Designing and

RapidProjectPlanning

Requirements Management

Workshop

Introductionto Business Intelligence

C tifi d

Recognizing & Controlling

Requirements Risk

Developing Requirements With Use Cases

Advanced Level Courses

http://www.aspe-sdlc.com/courses/4815



http://www.aspe-sdlc.com/courses/afe


http://www.aspe-sdlc.com/courses/4710B





















Software Testing and Quality Assurance Courses

The software testing/QA curriculum covers test processes and procedures, test planning, web application testing, automated testing, software project management, test cases and more. Essential techniques and reinforcement of skills with practice sessions are the key to maximizing effi ciency back at the offi ce. You are guaranteed an expert instruc-tor with real-world experience to coach you through your toughest questions.

Developing Software Testing

Techniques

Foundation Program

Agile & High-Speed Testing Techniques

How to Break Software Security

Proactive User Acceptance

Testing

Proactive User

Estimating and Controlling

Testing

Risk-BasedTesting

Software Testing Certification

Workshop (ISTQB Certification)

Web Testing Core

Fundamentals

Planning Effective

Software Testing

Web Testing

The Test Automation Workshop

Test Automation

Test Planning

Intermediate Courses

One-Day Specialty Courses

Certification Course

Test Function Courses

SharePoint Implementation & Management Curriculum

Whether you are a Network Administrator tasked with SharePoint management or a Project Manager who needs to have control over how SharePoint is deployed and man-aged, ASPE-IT’s has the specifi c curriculum of classes for you to be sure SharePoint is set up and managed for optimal effectiveness and effi ciency.

SharePoint Business Application Curriculum

The power of SharePoint is fully realized when its capabilities are utilized in day-to-day business function. ASPE-IT has developed a line of hands-on real-world courses to empower both professional and technical SharePoint users with the skills necessary to successfully use SharePoint for a specifi c business function.

Hands-on MS SharePoint 2007

Administration3 day course

MasteringMS Project 2 day course

Utilizing SharePoint for Busines Intelligence

2 day course

Hands-on Power Excel for Project Managers

2 day course

Utilizing SharePoint forRegulatory Compliance

2 day course

Utilizing SharePoint for

Project Management 2 day course

Mastering MS SharePoint

2007 Governance2 day course

Hands-on Mastering SharePoint

Customization3 day course








http://www.aspe-sdlc.com/courses/ect

http://www.aspe-sdlc.com/courses/rbt


http://www.aspe-it.com/courses/9550








Business Analysis / RequirementsMicrosoft

Utilizing SharePoint for Project Management2-DAY CLASS | COURSE 9900

Leverage Microsoft SharePoint to increase the success rate of your projects and meetings

Use SharePoint to manage your enterprise information and communicationWith all the expertise, expensive certifi cations, and big talk on project management in the fi eld today, over 50% of projects still fail. Why is that? Why can’t any industry get past that 50% watermark? Often, there is a lack of communication between all the stakeholders. Who’s on fi rst? What’s on second? And no one is on the same page with the project lead.

The leading collaboration software choice among project managersMore and more successful project managers are utilizing SharePoint 2007 to drive their projects and operational initiatives. SharePoint 2007 allows teams to have a specifi ed location for information on a particular project. This allows Project Managers to drive what they need from each player with ease and keep everyone on the same page.

Gain fi rsthand knowledge you can use immediately in the workplaceThis hands-on, lab driven course will guide managers through the process of using SharePoint 2007 to drive their projects, improve effi ciency, and increase the likelihood of project success. Build your Project Management Information System, develop your SharePoint project site, build document management and libraries, integrate Microsoft Offi ce software, build SharePoint workfl ow, and archive your project after it is completed. Add the necessary tools to your project management knowledge and make every project more successful.

In this course, you will complete Hands-On labs that will build a project from the ground up, using SharePoint as the driver. Each section will give you relevant knowledge that you can take back to the offi ce and implement using SharePoint.

This course is vital for anyone working in a project environment and utilizing Microsoft SharePoint 2007 including Project Managers, Business Analysts, Operation Managers, Team Leads, Product Managers, Marketing Managers, IT Managers, and Data Analysts.

I: SharePoint as a Project Management Information System • What is a PMIS? • Why SharePoint? • SharePoint’s Collaboration Features

II: Creating a PMIS System • Creating the SharePoint PMIS — Presenting a project management methodology — Identifying relevant organizational processes — Setting up sites with new and existing templates — Configuring basic PMIS features — Performing initial site administrative tasks • Managing Users and Permissions — Defining an organizational structure — Determining project stakeholders and communications requirements — Building a communication plan — Assigning site memberships • Customizing the PMIS Structure — Planning the information architecture — Classifying content — Generating custom lists for the PMIS • Issue Lists • Contacts • Calendars • Project Tracking • Custom Lists — Supporting multiple document types

Hands-On Labs: • Create a SharePoint project site • Configure site options • Configure permissions, assign team members to the site • Customize the PMIS structure • Contacts • Calendars • To Do Lists • Issues Lists • Configuring Document Libraries

III: Enabling Team Collaboration with SharePoint • The challenges facing collaborative efforts — Real-Time Collaboration — Collaboration with remote users — Support for offline collaboration — Performing a needs assessment — Selecting and designing the appropriate solution • Implementing SharePoint’s Collaboration Features — Content Management Features • Enabling version control • Document check-in/check-out • Content Approval — Polling the team with surveys — Discussion Forums • Utilizing Wiki’s • Document Workspaces


Bring this class onsite:If you have ten or more students, an on-site is a cost-effective option. Call toll-free for details: 877-800-5221. You can also request that we bring a class to your city: Visit www.ASPE-IT.com/course_request


(for a detailed outline, visit aspeinc.com/courses/2000

Hands-On Labs: • Enabling and configuring content mgmt features • Create discussion forums, surveys, and wikis • Create document workspaces

IV: Tracking Projects with SharePoint • Monitoring the Project — Establishing Project Tracking Guidelines — Documenting a Risk Management Process — Keeping up-to-date with Automated Alerts and RSS • Tracking Project Progress — Assigning project tasks with the Project Task List — Updating the Issues List — Locating Specific Project Information with Search • Dealing with Deviations — Determining Change Control procedures — Understanding the three-state workflow — Re-evaluating the Project Schedule

Hands-On Labs: • Set up automated alerts for project status • Striving to RSS updates • Working with project task lists • Updating the issues list • Searching your project for vital information

V: Working with Business Intelligence • Distributing Project Status to Stakeholders — Forecasting with KPIs (Key Performance Indicators) — Filtering Project information with Custom Views • Creating Management Dashboards with — SharePoint WebParts

Hands-On Labs: • Distributing project status to stakeholders • Lab forecasting with KPIs • Create custom views for information • Creating a Management Dashboard with SharePoint WebParts • Utilizing the Business Data Catalog (BDC)

VI: Establishing Processes and Standards with SharePoint • Business Process Management — Optimize processes and services with SharePoint — Automate processes and services with SharePoint • Defining Your Compliance Goals within SharePoint — SOX — HIPAA

— ITIL — PCI Compliance — US Patriot Act — Others • Establishing and Maintaining Compliance Standards with SharePoint

Hands-On Labs: • Build business process automation using a three state workflow

VII: Managing Meetings with Meeting Workspaces • Understanding Meeting Workspaces and their — Components — Meeting Agendas — Documents — Action Items — Schedules — Contacts and Stakeholders • Integrating Microsoft Outlook with SharePoint

Hands-On Labs: • Develop meeting workspaces • Utilize a meeting workspace with Outlook

VIII: Utilizing Project Management Tools • Working with Microsoft Excel Spreadsheets — Importing data from Excel Spreadsheets — Exporting Data to an Excel Spreadsheet • Publishing a Microsoft Project Schedule to SharePoint • Presenting Project Status Data — Building a PowerPoint Presentation from SharePoint • Utilizing Vision within SharePoint

Hands-On Labs: • Import and Export data using Microsoft Excel • Integrate Microsoft Project with SharePoint • Building PowerPoint presentations in SharePoint

IX: Concluding a Project • Transferring Lessons Learned • Archiving the SharePoint PMIS • Creating Templates for Future Projects

Hands-On Labs: • Update the project site with lessons learned • Archive your project information to conclude your project • Reuse components from past projects

14



We’re teaching near you:Raleigh, NC May 4-5, 2009Columbus, OH May 5-6, 2009Boston, MA May 7-8, 2009Atlanta, GA May 11-12, 2009Phoenix, AZ May 14-15, 2009Reston, VA May 18-19, 2009Miami, FL May 21-22, 2009San Diego, CA May 26-27, 2009Kansas City, MO June 4-5, 2009Philadelphia, PA June 8-9, 2009Indianapolis, IN June 11-12, 2009Orlando, FL June 15-16, 2009Madison, WI June 18-19, 2009Dallas, TX June 23-24, 2009Little Rock, AR June 25-26, 2009Portland, OR June 29-30, 2009Memphis, TN July 7-8, 2009Irvine, CA July 14-15, 2009Salt Lake City, UT July 16-17, 2009Detroit, MI July 23-24, 2009Austin, TX July 27-28, 2009St. Louis, MO July 29-30, 2009Des Moines, IA August 12-13, 2009Washington, DC August 13-14, 2009Oklahoma City, OK August 17-18, 2009Chicago, IL August 20-21, 2009San Francisco, CA August 26-27, 2009Tampa, FL August 27-28, 2009Minneapolis, MN September 10-11, 2009Jacksonville, FL September 17-18, 2009Seattle, WA September 24-25, 2009Milwaukee, WI September 28-29, 2009Pittsburgh, PA October 5-6, 2009Columbus, OH October 15-16, 2009Sacramento, CA October 20-21, 2009Kansas City, MO October 27-28, 2009Denver, CO November 9-10, 2009Portland, OR November 12-13, 2009St. Louis, MO November 19-20, 2009Louisville, KY November 23-24, 2009Philadelphia, PA December 2-3, 2009Boise, ID December 10-11, 2009Austin, TX December 14-15, 2009Atlanta, GA December 21-22, 2009

®


http://www.aspetech.com/CourseRegistration.aspx?CourseRegId=E03EF69289A643249EF4151FDDF42EF3


Hands-On Microsoft SharePoint® 2007 Administration3-DAY CLASS | COURSE 9550

Learn the in-depth skills needed to master SharePoint 2007 in a lab-driven environmentMicrosoft’s SharePoint 2007 is one of the most powerful collaboration and information management systems available today. SharePoint 2007 allows your employees to connect and collaborate through audience-targeted, interactive communications. It provides a single point of access for all your organization’s teams, departments, partners and customers over your corporate Internet, Intranet and Extranet SharePoint portal. Companies can tear down information silos using SharePoint’s Web 2.0 capabilities including wikis, blogs, discussion boards, and personal messaging.

Microsoft



I. SharePoint Introduction • Introducing SharePoint 2007 • Differences Between WSS & MOSS • Features of SharePoint • Integrating with Microsoft Office • SharePoint Requirements

II. WSS & SharePoint Configuration • WSS Configuration • MOSS Configuration • Exploration of MOSS Configuration Items

III. SharePoint Lists • Basics of Lists (Contacts, Calendars, etc.) • Announcements • Discussion boards

IV. SharePoint Libraries • What is a Library & What is a Document • Uploading New Documents to a Library • Working With Documents in a Library • SharePoint Library Templates • Managing & Customizing Lists & Libraries

V. Workflow • What is SharePoint Workflow • SharePoint Workflow templates • Custom Workflows

VI. Working with Web Parts • What is a Web Part? • Web Part pages • Included Web Parts

VII. User Management & Profiles • How Users Login to a SharePoint Site • Managing Access in SharePoint • Understanding Membership Groups • Understanding Different Levels of Access

• User Profiles • Audiences • Maintaining a permissions model

VIII. Form Services • What is InfoPath®? • Working with InfoPath • Form Controls • Form Templates • Publishing Forms to Document Libraries • Customizing Form Templates

IX. Excel Services • Excel Services Overview • The Report Center • Publishing a Workbook • Business Scorecards • Displaying a Workbook in a Web Parts • Creating a KPI List • Creating a Digital Dashboard

X. Business Data Catalog • What is the Business Data Catalog? • Primary Roles for the BDC

XI. Web Content Management • The Publishing Portal • Working with Variations • Customizing the Look & Feel of a Site

XII. Search • Search Feature Version Matrix • Advanced Search • Customizing & Managing Search • File Types & Search Scopes • The Search Center

XIII. Backup & Recovery • Backup & Recovery Considerations • Backup Procedures

Lab 1 - SharePoint Introduction • Reviewing SharePoint InstallationLab 2 - Confi guration • Creating a new SharePoint App. • Creating SharePoint site collections • Confi guring your site collectionsLab 3 - SharePoint Lists • Adding & editing lists • Changing the view for lists • Subscribing to RSS feeds for lists • Exporting list content to MS ExcelLab 4 - SharePoint Libraries • Checking in & checking out fi les • Uploading fi les • Creating new library fi les • Using library templates • Modifying exiting labs • Customizing a libraryLab 5 - Workfl ow • Building a SharePoint workfl ow • Utilizing workfl ow templates • Creating a custom workfl owLab 6 - Working with Web Parts • Customizing pages with web partsLab 7 - User Management, Profi les • Creating new groups and users • Maintaining a permissions model

Lab 8 - Form Services • Designing forms • Publishing forms • Customizing form templatesLab 9 - Excel Services • Creating a Report Center • Workbooks • Creating a KPI list • Creating a digital dashboardLab 10 - Business Data Catalog • Understanding the BDC’s primary Lab 11 - Web Content Management • Creating a publishing portal • Managing labels for translations • Master pages • Enabling publishing on a team siteLab 12 - Search • Exploring search features • Working with non-SharePoint sites • Indexing & searching fi le shares • Scheduling content source updates • Resetting crawled content • Adding a search scope to collectionsLab 13 - Backup & Recovery • Confi guration, sites, & databases

We’re teaching near you: Philadelphia, PA May 4-6, 2009Seattle, WA May 18-20, 2009Chicago, IL June 9-11, 2009Phoenix, AZ June 22-24, 2009Atlanta, GA July 8-10, 2009Minneapolis, MN July 20-22, 2009Portland, OR August 3-5, 2009Columbus, OH August 19-21, 2009Indianapolis, IN September 1-3, 2009Charlotte, NC September 14-16, 2009Denver, CO October 12-14, 2009Milwaukee, WI October 26-28, 2009Minneapolis, MN November 4-6, 2009Kansas City, MO November 16-18, 2009Seattle, WA December 7-9, 2009Reston, VA December 16-18, 2009

18.521

http://www.aspe-it.com/courses/9550/9550_outline.php

http://www.aspetech.com/CourseRegistration.aspx?CourseRegId=A47E6F0E5CEB4D34B293AC27BDB536F8


Microsoft

Mastering EffectiveSharePoint Governance2-DAY CLASS | COURSE 9505

The defi nitive road map to highly effective long-term governance and best practices in your organizationIn two days, the SharePoint administrator and manager will develop a clear cut road map for controlled management and a game plan for future growth, future deployments and expansion of SharePoint tools. You’ll get the skills and ability to create a comprehensive plan that will meet your company’s needs and objectives for governance and best practices. Both technical needs and management needs, seamlessly and effortlessly blended into a strategic, well thought out program that will have the staying power to help perpetually drive your SharePoint decisions in the future.

14

I. Governance • What is Governance? • Governance Best Practices • Creating a Governance Team • Establishing a Governance Plan

Lab I - Creating a GovernanceTeam Site in SharePoint· Creating the Team Site· Assigning Permissions to the Site· Creating Required SharePoint Lists and Libraries· Enabling Collaborative Features· Customizing and Communicating to the Team

II. Planning for SharePoint Governance • SharePoint Versions and Their Unique Features • Defi ning an Information Architecture • The Deployment Life Cycle — Political Red Flags: What to Expect — Phase 1: Designing and Testing — Phase II: Deployment and Testing — Phase III: Operations

Lab II - Case Study Review· Evaluate and Design a Site Structure· Evaluate and Design a Security Structure· Plan and Test Navigation Elements· Review Hardware Requirements· Review Installation Procedure· Review Post-Installation Confi guration

III. Best Practices for SharePoint Governance • SharePoint Lists — List Security — Customizing Views — Saving Lists as Reviewable Templates • SharePoint Libraries — Library Security — The Explorer View — Customized Views

— Saving Libraries as Reusable Templates • Site Template Customization — Limiting SharePoint Designer Access — Customizing with SharePoint Designer — Saving Files as Reusable Templates — Limiting Template Availability • Workfl ows and Process Automation — Manual vs. Automated Workfl ow — Designed Workfl ows — Using SharePoint’s Built-In Workfl ows — Customizing With SharePoint Designer • Microsoft Offi ce Integration — Why Offi ce Integration? — Integration Features • Excel Web Services — Using Excel Services — Securing Excel Web Services • Form Services — Why Use Form Services — Managing Form Services • Search and Indexing — Confi guring Search Services — Confi guring Search Scopes — Optimizing Search Results — Customizing the Search Center

Lab III - Implementing Best Practices· Lists and Library Templates· SharePoint Site Templates· Confi guring Template Availability· Limiting SharePoint Designer Access· Confi guring Workfl ows· Customizing Application Integration· Confi guring and Securing Excel Web Services & Form Services· Confi guring, Maintaining and Optimizing Enterprise Search

IV. Class Wrap Up and Discussion



We’re teaching near you: Denver, CO July 30-31, 2009



http://www.aspetech.com/it/courses/9505/9505_dates.html


Hands-On Mastering SharePoint® Customization3-DAY CLASS | COURSE 9655

Using SharePoint Designer to transform “out of the box” SharePoint into YOUR applicationOne of the benefi ts of implementing Microsoft Offi ce SharePoint Server 2007 is the fl exibility it offers to create custom solutions. MOSS 2007 allows developers and designers the ability to construct solutions to fi t the needs of an individual organization. SharePoint Designer, InfoPath, Visual Studio.NET and SharePoint APIs will allow you to modify SharePoint behaviors and customize the platform to suit your specifi c needs. You have the tools at hand, if you know how to use them. SharePoint can only be as effective as you make it! This program will give you the skills to make SharePoint your own.

This lab-intensive three day program will zero in on customizing SharePoint’s look and feel, creating custom workfl ows, designing InfoPath forms, and accessing external data through the Business Data Catalog. You will create real-word workfl ow templates for SharePoint-based business solutions. You will also learn how to program against the SharePoint Workfl ow API as well as how to integrate input forms using InfoPath forms.

Microsoft

I. Introduction to SharePoint Designer • What is SharePoint Designer • Why Use SharePoint Designer? • The SharePoint Designer User Interface • Differences Between MOSS & WSS Sites • Ghosting & Un-ghosting

Lab I - Install SharePoint Designer

II. Portal Architecture & SharePoint Overview • What are Windows SharePoint Services (WSS) 3.0 • Introducing MOSS 2007 • Planning Content Structure • Managing Content

Lab II - SharePoint Site Structures

III. Site Tools & Content Customization • Content Types & Site Columns • Customizing Lists • Customizing Libraries • Customizing Views • SharePoint Web Parts • Data View Web Parts

Lab III - Customizing SharePoint Functionality• Create site collections using the web interface• Create a subsite using SharePoint’s web interface• Modify site navigation for your site collections• Create a new SharePoint site with Designer

IV. Site Templates, Site Definitions, & Themes • Site Templates & Site Definitions • Customizing Site Templates • Customizing List Templates • Site Definitions • Themes

Lab IV - Sites & Themes

V. SharePoint Master Pages • What are Master Pages? • Modifying Master Pages • Content Pages • Working with Page Layouts

Lab V - Working with Master Pages• Upload some images for Customization• Make a copy of the default Master Page• Customize the Master Page• Create a custom CSS style sheet

VI. Understanding SharePoint Development • What is SharePoint Development? • SharePoint Development Tools

Lab VI - Installing the Required SharePoint Development Tools

VII. SharePoint Workflows • Workflow Review 1. What are Workflows? 2. Why use Workflows? • Creating Workflows with SharePoint Designer

1. The Workflow Designer 2. Workflow Initiation & Variables • Creating Workflows with Visual Studio 1. Working with Visual Studio 2. Workflow Design with C#

Lab VII - Working with Workflows• Utilizing SharePoint’s Built-In Workflows• Planning a custom workflow• Creating a custom workflow in SharePoint Designer• Exploring workflow branching, conditions, & actions• Implementing a Custom Action for Workflows• Explore a Visual Studio custom workflow

VIII. Microsoft Office InfoPath • What is InfoPath? 1. What is InfoPath? 2. Why Use InfoPath? • Designing Custom Forms with InfoPath 1. Understanding Form Design Elements 2. Understanding Form Controls • Publishing InfoPath Forms 1. Publishing InfoPath Forms to SharePoint Server 2. Publishing InfoPath Forms through Email • Submitting InfoPath Form Results 1. Submitting Form Results to a SharePoint Library 2. Submitting Form Results through Email 3. Submitting Form Results to a Web Service

Lab VIII - Working with InfoPath• Working with Form Layouts• Implementing InfoPath Controls• Connecting InfoPath forms with Live Data• Creating Multiple InfoPath Views• Setting Form Properties• Creating Custom Submit Actions• Publishing InfoPath Forms to SharePoint Server• Displaying InfoPath Form Data

IX. The Business Data Catalog • What is the Business Data Catalog? 1. Why Use a BDC? 2. Example Uses for a BDC • Understanding the Elements of a BDC 1. Defining the Roles & Responsibilities for the BDC 2. Defining the Goal of the Application • Creating the BDC Definition 1. Understanding the Elements of the Definition File 2. Generating the XML Definition File

Lab IX - Working with a Business Data Catalog• Creating a BDC Definition File• Importing the DBC Definition• Working with BDC Permissions and Web Parts• Linking SharePoint Data to the BDC

X. The SharePoint APIs • What are the SharePoint APIs? • What do the SharePoint APIs Offer? • Available third-party tools to extend SharePoint



We’re teaching near you: Oklahoma City, OK June 2-4, 2009Denver, CO July 20-22, 2009Philadelphia, PA July 27-29, 2009Minneapolis, MN August 5-7, 2009Houston, TX August 12-14, 2009Chicago, IL September 1-3, 2009Reston, VA September 21-23, 2009Atlanta, GA October 7-9, 2009Phoenix, AZ November 9-11, 2009Kansas City, MO December 16-18, 2009

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Integrating SharePoint For Business Intelligence & Knowledge Management 2-DAY CLASS | COURSE 9955

Integrate the best of BI tools with the power of SharePoint to create a solid Business Intelligence and Knowledge Management program in your organizationSharePoint has proven to be a great management tool for thousands of companies and organizations. Now you can allow SharePoint to be the premier platform for dynamic business intelligence and knowledge management. With this two-day, hands-on program, you’ll understand the key elements and tools that are available and can be integrated within a SharePoint platform to offer better document management, external data integration and information dissemination - in a systematic and well-organized environment.

Creating an ideal business intelligence environment requires the seamless meshing and integration of multiple data management and reporting tools. This program will show you how to effectively engage those tools in your environment and fi ne tune a solid business intelligence and knowledge management platform. You’ll examine and discuss every source you have available, and be able to judge which ones will work best for your needs.

This course will reinforce your new skills with intensive real-world labs! Get real-world

experience before you leave the classroom.

Microsoft

Course Fee: Individual: $1295GSA Rate: Individual: $971.25This course is guaranteed. See page 67 for details.

I. Using SharePoint as an integrated BI solution • SharePoint Characteristics and Tools • Planning the SharePoint environment — What to use for BI from SharePoint — Determining outside tools to incorporate • Creating BI display data in SharePoint • Using the Report Library • Using a data source library • Creating a Report Builder Report • Dashboards in SharePoint

II. Key Component tools to integrate into SharePoint Business Intelligence • Reporting Services — Creating reports with Analysis Cube — Using Report Wizard • PerformancePoint Server — Creating integrated dashboards — Using KPIs to monitor — Establishing ratings using scorecards • Microsoft Excel — Creating models — Data Preparation — Modeling and Analysis — Charts and Pivot tables • Analysis Services — Organizing Analysis — Display options • Integration Services — External data connections — Data Import options • SQL Server With SharePoint — Developing a cube — Using Analysis Services wizards III. Integrating the best into SharePoint BI — Managing your integration plan — Assigning ownership — Meeting technical requirements — Presenting plan to management — Establishing timeline, budget — Creating your management team


We’re teaching near you: Portland, OR August 24-25, 2009


REAL-WORLD SKILLS


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The Three-Day Windows Server 2008® Skill-Building Training Lab3-DAY CLASS | COURSE 9700B

Deployment, Confi guring & Administration — For the Experienced Administrator Making the Conversion to 2008 ServerFive years in the making, Windows Server 2008 presents a myriad of subtle and fundamental differences in its basic architecture compared to its predecessor. This dramatically changes not only the way it is used in the enterprise, but also the logical and physical structure of networks where it is the dominant operating system. The prospect of migrating mission-critical applications to this new environment presents a tremendous risk to any organization. Hands-on skills and proper understanding of the complexities of Windows Server 2008 will provide a phenomenal return on investment for any organization.

Microsoft


I. Introduction to Windows Server 2008 • History of Windows • Windows Server 2008 Products • The Top Improvements from Server 2003 • New Features for Server 2008

II. Server 2008 Installation Options • Pre-installation Information • Clean Installation vs. Upgrading Your Servers • Installation Methods • Using a Server Core Installation • Initial Configuration Task • Using Server Manager to Mange the Server Roles • Additional Server Roles Explained • Using Server Manager to Mange the Server Features • Additional Features Explained

III. Networking with Server 2008 • New Networking Features • File Server Resource Manager • DHCP in Server 2008 • DNS in Server 2008

IV. Active Directory in Server 2008 • Overview of Active Directory • New Features for AD in Server 2008 • Other AD Server Functions

V. Windows Deployment Services • Defining Windows Deployment Services • New Features of WDS

• Installing WDS • Configuring WDS • Creating and Managing Images • Using Transport Server

VI. Terminal Services in Server 2008 • Understanding the core functionality of Terminal Services • Installing and Configuring Terminal Services • Configuring a Terminal Services Gateway

VII. Working with Group Policy • Overview of Group Policy • Changes for Server 2003/Vista • The New ADMX Format for Group Policy • Creating Custom Group Polices

VIII. Windows Server 2008 Security • Server Protection in the Enterprise • Active Directory Certificate Services role • Network and Edge Security • Security Auditing • Access Control • Security Tools

IX. Server 2008 Virtualization • Overview of Server 2008 virtualization • Managing the Virtual Environment • Protecting the Virtual Environment

Lab 0 Confi guring the ComputerLab 1-1 Preparing the Host MachineLab 2-1 Confi gure the Server 2008 InstallationLab 2-2 Confi gure the Server Core InstallationLab 3-1 The Network and Sharing CenterLab 3-2 DHCP in Server 2008Lab 3-3 DNS in Server 2008Lab 4-1 Installing Active DirectoryLab 4-2 Installing AD DS on Server CoreLab 4-3 Fine Grained Password PoliciesLab 5-1 Windows Deployment ServicesLab 5-2 Adding a Member Server

Lab 6-1 Server 2008 Terminal ServicesLab 6-2 Terminal Services RemoteAPPLab 6-3 Terminal Services Web AccessLab 7-1 Creating and Testing Group PolicyLab 7-2 Creating a Starter GPOLab 7-3 Working with RSOPLab 8-1 Windows 2008 AuditingLab 8-2 Certifi catesLab 8-3 Network Access ProtectionLab 9-1 Exploring features of Hyper-VLab 9-2 Installing 64bit Server 2008 Enterprise EditionLab 9-3 Confi guring the Hyper-V Server


We’re teaching near you:

Denver, CO June 10-12, 2009

Charlotte, NC July 15-17, 2009

Indianapolis, IN August 12-14, 2009


REAL-WORLD SKILLS

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Hands-On Windows Server 20085-DAY CLASS | COURSE 9700

Sixteen Hands-On Labs will give you the skills to install, confi gure and administer Windows Server 2008 in your organization

Five years in the making, Windows Server 2008 presents a myriad of subtle and fundamental differences in its basic architecture compared to its predecessor. This dramatically changes not only the way it is used in the enterprise, but also the logical and physical structure of networks where it is the dominant operating system. The prospect of migrating mission-critical applications to this new environment presents a tremendous risk to any organization. Hands-on skills and proper understanding of the complexities of Windows Server 2008 will provide a phenomenal return on investment for any organization.

This powerful fi ve-day hands-on course will give you the skills and knowledge you need to master Windows Server 2008 and get the most benefi t by minimizing downtime and maximizing performance, both immediately and in the long term. Gain an in depth knowledge of some of the most radical and benefi cial attributes of Windows 2008 Server, and prepare to avoid its pitfalls and work around its fl aws.

Microsoft says the abilities to consolidate servers, manage hardware more effectively, remotely manage hardware, and vastly improve security are all good reasons for Windows Server 2003 and Windows 2000 users to migrate. But how will all the new bells and whistles affect your company? How will it affect your hardware? And learn how to drop the GUI and be driven by command line, which enhances security, and gives you tools previously available only to Unix/Linux admins.

I. Introduction to Windows Server 2008 • History of Windows Server • Windows Server 2008 Products

II. Server 2008 Installation Options and the Windows 2008 Server Core • Pre-installation Information • Clean Installation vs. Upgrading

III. Windows Server 2008 Additional Roles • What are Server Roles? • Additional Server Roles Explained

IV. Additional Server 2008 Features • What are Server Features • Additional Features Explained

V. Windows Deployment Services • Defi ning WDS • New Features of WDS

VI. Networking with Server 2008 • New Networking Features • File Server Resource Manager

VII. Active Directory in Server 2008 • Overview of Active Directory • New Features for Active Directory

VIII. Working with Group Policy • Overview of Group Policy • Changes in Group Policy

IX. Windows Server 2008 Security • Server Protection in the Enterprise • AD certifi cate Services role

X. Terminal Services in Server 2008 • Understanding the core functionality of Terminal Services • Installing and Confi guring Terminal Services

XI. Server 2008 Virtualization • Overview of Server 2008 virtualization • Managing the Virtual Environment

XII. Server 2008 Performance • Defi ning Performance and Reliability • New Tools for Performance

XIII. High Availability in Server 2008 • Exploring the New Features in Server 2008 for Clusters • Installing a Failover Cluster

Lab 1: EditionsLab 2: InstallationLab 3: Utilizing Server RolesLab 4: Server FeaturesLab 5: Windows Deployment ServicesLab 6: NetworkingLab 7: Active Directory ServicesLab 8: Group Policy and ADMX

Lab 9: Securing Windows Server 2008Lab 10: Terminal ServicesLab 11: VirtualizationLab 12: Performance and ReliabilityLab 13: ClusteringLab 14: TroubleshootingLab 15: PowerShellLab 16: Windows Media Services

Lab 1: Editions Lab 9: Securing

Microsoft




REAL-WORLD SKILLS

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I. Introduction to Windows Vista • Hardware Requirements • Vista User Interfaces

II. Installing and Deploying Windows Vista • User State Migration Tool • Using Windows Easy Transfer

III. Vista User Setup and Confi guration Issues • Windows User Settings • Parental Controls

IV. Running Windows Vista on a Network • Network Connectivity Center • Windows Collaboration

V. Security Features In Windows Vista • Physical vs. Logical Security

VI. Vista Data Storage and File Systems • File and Registry Redirection • Volume Shadow Copy

VII. New Administrative Tools and User Account Control • Exploring the New Tools • Tombstoned Tools

VIII. Working with Group Policies and Vista • Built-in Group Console • Updated Admin Templates

IX. Monitoring & Maintaining Windows Vista • SysInternals • System Confi guration Utility

X. Troubleshooting Windows Vista


I. Windows 2003 Diagnostics and Confi guration Tools • Create a troubleshooting plan • Troubleshooting success factors • Diagnostics and confi guration tools

II. Troubleshooting Windows 2003/XP Installations • The winnt command • The winnt32 command • Using dynamic updates

III. Troubleshooting the boot process • The boot process • The boot.ini fi le • Fault tolerant boot disk

IV. Patch management, service packs & hotfi xes • The update.exe fi le • Slipstream installation

V. Troubleshooting system error messages • Stop errors • Memory dump fi les • Using error reporting

VI. Windows 2003/XP troubleshooting tools • Device Manager • Windows File Protection • DirectX Diagnostic Tool • Shutdown Event Tracker • Remote Desktop

VII. New Troubleshooting Tools with Vista and Server 2008 • Working with new tools included in Vista • Working with New Troubleshooting Tools in Server 2008

Hands-On Windows Helpdesk Support3-DAY CLASS | COURSE 9750

Troubleshoot Windows Clients and Achieve Peak Performance for Users in your OrganizationHelpdesk support is one of the most diffi cult and pressure fi lled roles in IT. It is up to the helpdesk support team to keep end user systems up and running with minimal downtime, while at the same time dealing with problems often created by the users themselves.

This hands-on class will give you the skills needed to quickly handle all types of Windows client problems and create an effi cient and smoothly running client support infrastructure. The majority of your time will be spent on labs, where you will learn to quickly diagnose and solve even complex problems with Windows XP, Windows Vista, and Windows 2000 Professional systems.

This course is for Helpdesk support professionals working in Windows environments, including Windows XP, Windows Vista, and Windows 2000 Professional. If you perform helpdesk support or manage a helpdesk support team, this is the course for you.

Hands-On Microsoft Windows Vista®

3-DAY CLASS | COURSE 9650

Ten hands-on labs will give you the skills to install, confi gure, and administer Windows Vista clients

The launch of Windows Server 2008 will enable a host of features in Windows Vista that previously seemed like expensive and unnecessary overhead. The second factor is that hardware will catch up to the performance needs of Windows Vista. The third factor is that Microsoft will stop offering Windows XP for sale to its OEM customers in 2008. Once this happens, all new Microsoft based systems will have Windows Vista installed. More and more Windows Vista systems will need to be supported in all enterprises.

Red Hat

Microsoft

Microsoft




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Managing & Supporting Windows Server 20032-DAY CLASS | COURSE 020

Skip the fi ve-day course — get all the up-to-date information you need to successfully deploy and manage Windows Server 2003 in just two days of intense training.

With Windows Server 2003, Microsoft has developed one of the

most powerful operating systems yet. Whether you are new to

Windows, migrating from another system or already using Windows

Server 2003, this two-day interactive workshop will immediately give

you the necessary tools you need to manage your Windows Server

2003 system.

A solid background in TCP/IP and the Internet and a comfortable

grasp of fundamental principles of routing, and routing protocols is

strongly recommended.

I. Introducing Windows Server 2003Review the capacities and limitations of each server model, introduce some of the new features, as well as name features that you should avoid for a while. • Servers and capacities • New features and capabilities • Features exclusive to enterprise II. Installation and UpgradesHow can hot fi xes and service packs be installed automatically during the operating system installation? These and other questions will be answered and demonstrated. • In-place upgrades vs. migrations • Reports from the fi eld: Are in-place upgrades working? • Hardware compatibility checklist

III. Planning and Implementing Active DirectoryLearn how to install hot fi xes and service packs automatically during installation. • Improvements in Active Directory • Active Directory foundations • Exploring new possibilities with Active Directory- Cross Forest Trusts & Universal Group Caching

IV. Active Directory and Server AdministrationManage users, groups and computers, as well as locate the FSMO role holders in the network.. • Customizing the location of the administrative tools folder • Installing administrative tools • Active directory users and computers console features

V. Managing Group PolicyConfi gure and manage Group Policy on a Window Server 2003 or from an XP SP1 client. • Introduction to Group Policy • New policies in Windows Server 2003 • Installing the latest version of Group Policy Management Console

VI. Hardening Windows Server 2003: Important Security ImprovementsFind out about the most signifi cant of these improvements as well as some completely new features. • A look at how the “defaults” for Windows Server 2003 are more secure. • Passwords are passé: the latest about secure passwords • The new Internet Explorer’s enhanced security confi guration VII. Internet Information Services 6.0Review the improvements in IIS 6.0 and show you how to deploy a secure intranet IIS server that you can use for team collaboration in 60 seconds. • Review of the BIG improvements • How to create an Intranet in 60 seconds • IIS 6.0 security improvements: Really better than IIS 5? VIII. Important Tips and ToolsWe review some of the most essential tools and tips as well as important upcoming changes in Service Pack 1. • Remote administration • Installing the Remote Desktop Client on other systems • SP1 – important changes and updates • The amazing Log Parser tool

Microsoft



Bring this class onsite:If you have ten or more students, an on-site is a cost-effec-tive option. Call toll-free for details: 877-800-5221. You can also request that we bring a class to your city: Visit www.ASPE-IT.com/course_request

REAL-WORLD SKILLS

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Hands-On Microsoft Exchange 20075-DAY CLASS | COURSE 9525

Migrate and manage your company’s Exchange serverIn today’s business world, email is mission-critical. More than ever, employees depend on email to pass vital company information and documents that brand and sell their products to their customers. Expectations are only increasing. Now wireless communications are becoming a priority. Employers are expecting integrated email, calendar, contacts, and attachments as part of their work experience. Microsoft Exchange 2007 has been designed to be a one-stop messaging system that addresses all of your company’s needs.

As the administrator of the messaging system, your job never gets easier, but our Microsoft Exchange 2007 class can help you do your job better in every way. Our hands-on class will teach you to design and deploy your Exchange server without a glitch, while being cost-effective as well. Work with Exchange Servers built in security features that reduce spam and viruses, while keeping the communication fl owing. Mobile communications has become a “need” rather than a “want,” and our class will dive into Exchange Server 2007’s anywhere access.

I. Introducing Exchange Server 2007 • Overview of Improved and New Features • Requirements for Deploying Exchange

II. Designing Interoperability Strategies with Other Messaging Systems • Overview of Co-Existence and Interoperability with Other Systems • Designing a Co-Existence Strategy with Previous Versions of Exchange • Designing an Interoperability Strategy with Other Messaging Systems

III. Designing an Exchange Server 2007 Upgrade Strategy • Overview of Available Upgrade Strategies • Designing a Transition From Previous Versions of Exchange • Designing a Migration From Other Systems

IV. Designing Exchange Servers • Designing Mailbox Servers • Designing Non-Mailbox Servers • Designing a Public Folder Architecture

V. Security for a Messaging Environment • Designing an Administrative Model • Designing Message Security

VI. Managing Recipient Objects • Managing Mailboxes • Managing Other Recipients

VII. Managing E-Mail Addresses and Address Lists • Confi guring E-Mail Address Policies • Confi guring Address Lists • Overview of Bulk Recipient Management Tasks

VIII. Managing Messaging Transport • Introduction to Message Transport • Implementing Message Transport

IX. Managing Client Access • Implementing Client Access Servers • Implementing Client Access Features • Implementing Outlook Web Access • Introduction to Implementing Mobile Messaging

X. Confi guring Edge Transport Servers • Deploying Edge Transport Servers • Confi guring Security for Internet E-Mail

XI. Implementing Messaging Policies • Introducing Messaging Policy and Compliance • Implementing Messaging Records Management

XII. Maintaining Antivirus and Anti- spam Systems • Antivirus and Anti-Spam Management • Implementing Anti-Spam Features\

XIII. Maintaining the Messaging System • Implementing Change Management • Overview of Updating Exchange Servers

XIV. Managing Availability, Backup, and Recovery • High Availability for Mailbox Servers • Managing a Backup Solution • Managing a Recovery Solution

XV. Recovering Messaging Databases • Recovering a Messaging Database Using Dial-Tone Recovery


1. Introducing Exchange Server 2007 2. Designing Interoperability Strategies with Other Messaging3. Designing An Exchange Server 2007 Upgrade Strategy 4. Designing Exchange 5. Designing Security For A Messaging 6. Managing Recipient Objects 7. Managing E-mail Addresses and Lists 8. Managing Messaging Transport 9. Managing Client Access 10. Confi guring Edge Transport Servers 11. Implementing Messaging Policies 12. Maintaining Antivirus/Anti-spam Systems13. Maintaining The Messaging System 14. Managing Availability, Backup, and Recovery 15. Recovering Messaging Databases

cing Exchange Server 2007

Microsoft



REAL-WORLD SKILLS



Microsoft

Microsoft




I. Introduction to Reporting Services • Overview of Reporting Services • The Role of Reporting Services • Key Features of Reporting Services • Confi guring a Reporting Services Architecture

II. Installing and Initial Confi guration of Reporting Services • Installing Reporting Services • Exploring the Reporting Services Tools

III. Authoring Reports • Basics of Report Authoring 1. Confi guring Data Sources 2. Creating Tabular Reports 3. Summarizing Data 4. Applying Basic Formatting • Enhanced Reports 1. Navigation controls 2. Interactive Navigation 3. Displaying Data

IV. Working With Data Sets • Defi ning Report Data 1. Connecting to a Data Source 2. Querying a Data Source • Use of Alternate Data Sources • Interacting with a Data Set using Parameters • Best Practices for using Static and Dynamic Parameter Lists • Defi ning Report Data

V. Report models • Understanding When to Use Report Models 1. Working with Users • Creating a Report Model • Working with Report Builder 1. Defi ning Report Builder 2. Working with folders and Entities

SQL Server 2005 Reporting Services2-DAY CLASS | COURSE 9185

Design, Develop, Deploy and Manage Reporting ServicesCorporations are just now fi guring out that their data can drive their business. Companies need data in order to answer large strategic direction questions and everyday business decisions. Unfortunately, the data needed is in three different databases from three different departments. Understanding how to utilize the data you have access to is becoming one of the most important IT topics around. SQL Server 2005 Reporting Services (SSRS) allows companies to leverage their data rather than simply manage it. This 2-day course on SSRS will teach you to create, execute, and manage reports that can be vital business tools helping your company succeed. You will start by installing and confi guring SSRS. Then you will explore creating reports with groups, formatting, parameters, different data sources, and much more.


Extreme Microsoft SQL Server 2005 3-DAY CLASS | COURSE 9050a

Go beyond the basics of SQL Server 2005 with this challenging, lab-driven courseThis powerful hands-on course will take you far past the basics and into the advanced topics of SQL Server 2005. Go from renaming a database to deploying SQL Server Integration Service package (SSIS) in just three days. You’ll cover all the newest features of SQL Server 2005 — such as database mirroring, online restores, SSIS, Native data encryption, and many more — in this aggressive hands-on course. You won’t fi nd training anywhere on the market that has more hands-on, “real-world” labs. If you need to take your knowledge of SQL Server 2005 to the next level, you can’t afford to miss this class.

You won’t fi nd training anywhere on the market that has more hands-on, real-world labs. Build on your knowledge base of SQL Server 2005 and become an expert.

I. Database Performance & Tuning • Implementing Constraints & triggers • XML Schemas & Stored Procedures • Parameterized Stored Procedures • Creating Functions & handling errors • Controlling Execution Context • SQL Server Common Language Runtime • Importing & Confi guring Assemblies • Creating Managed Database Objects • Securing the Server & Database Scope • Importance of Benchmarking • Guidelines for Identifying Locking & Blocking • Performance Optimization Model: Queries • Considerations for Using Subqueries • Guidelines for Building Effi cient Queries • Performance Optimization Model: Indexes

II. High Availability Solutions • Designing the Platform for Clustering • SQL Server Cluster Implementation

• Migrating & Upgrading SQL Server Clusters • Designing Log Shipping Server Roles & Topology • Log Shipping Upgrade Strategy • Designing a Database Mirroring Solution • DB Roles & Topology for DB Mirroring • Converting High-availability Solutions to Database Mirroring

III. SQL Server Integration Solutions (SSIS) • Identifying Data Sources & Destinations • Evaluating Source Data • Identifying Staging Requirements • Planning Package Development • Designing Package Control Flow • Designing Data Flow Operations • Logging ETL Operations • Handling Errors in SSIS • Implementing Reliable ETL Processes with SSIS • Monitoring & optimizing SSIS Performance

SEE FULL OUTLINE

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http://www.aspe-it.com/courses/9050a/9050a_outline.php


Register online: www.aspeinc.com48 Reggister online: www.asppeinc.com48

Hands-On Mastering Microsoft Hyper-V: Installation & Administration 2-DAY CLASS | COURSE 7625

Real-World Deployment, Management and Operational Skill: Reduced Costs, Consolidation, Better Return on Investment!

Real World Deployment and Management Skills in Just Two DaysHardware virtualization is a very hot topic in the IT world. It should be hot. Major savings can result from implementing virtualization in your IT environment. Savings of money, time, energy and resources - but you must know how to get it right!

If you are operating in a Microsoft environment, you have a great virtualization option at hand: Hyper-V. You don’t have to spend thousands of additional dollars to benefi t from virtualization. We’ll show you how in this two day, hands-on workshop. Go beyond the Microsoft install recommendations, you’ll have the know how and skills to confi dently create a better producing virtual environment than you expected and you’ll cover it in a real-world class, designed to address the needs of a less-than-perfect environment.

These are the Installation, Management, & Operational Skills You NeedMicrosoft’s Hyper-V virtualization product has a lot to offer. Know how to adapt its capabilities to your environment; fi ne tuning, confi guring, while taking other outside factors into consideration. With today’s economy, fi nancial limitations and concerns, you can enjoy better performance with less resource. Hyper-V is a smart choice when you have it available to you.

This program will examine, hands-on, the real world applications. From the basic install, to performance measurement to management best practices. You will have the complete picture. This class is not conducted in a Microsoft vacuum. You need to understand how Hyper-V will interact with systems you have in place. There are no perfect environments. Understand how Hyper-V might interact if you’re employing services such as VMware. There’s a lot to know and a lot of decisions to make – in just two days working in a hands-on environment, you’ll handle Hyper-V with confi dence.


Virtualization



I. Understanding Virtualization • What is virtualization? — Virtualization methods defined — Virtual machines vs. virtual applications • Hyper-V versus VMware — Shared features — Unique features • Benefits of virtualization — Consolidation — Security through dedication — Legacy application support

II. Implementing Hyper-V • Requirements: hardware and support • SAN requirements • Software requirements • Storage Area Network (SAN) support — Fibre Channel (FC) — Requirements and implementation — Costs and benefits — iSCSI

III. Configuring Hyper-V • Hyper-V global settings — Performance settings — Service packs and patches • Configuring virtual networks — Creating virtual networks — Implementing VLANs • Managing a virtualization infrastructure — System Center Virtual Machine Manager

IV. Pre-Windows 2008 Virtualization • Physical to Virtual (P2V) • Installing Windows 2000 and 2003 Virtual Servers • Windows Server 2003 planning

V. Virtualizing Windows 2008 • Performance issues related to Windows 2008 VMs — Core vs. full installations — Trimming the operating system • Integration services

VI. Linux Virtualization • Supported distributions of Linux • Unsupported distributions • Keys to Linux success

VII. Securing Hyper-V Virtual Machines • Security in a virtual infrastructure • VM-level security is identical to physical machines • Hyper-V security issues • VMM 2008 Role-based access control (RBAC) — Administration and user roles

VIII. Troubleshooting and Performance Tuning • Troubleshooting Hyper-V Implementations • Virtual switch configuration errors • Network infrastructure problems

DEMONSTRATION: Tour Hyper-V and inspect its add-on modules and applicationsLAB 1: Installing Hyper-VLAB 2: Confi guring Hyper-V Global SettingsLAB 3: Managing Remote ServersLAB 4: Installing a Windows Server 2003 R2 VMLAB 5: Installing a Windows Server 2008 Core VMLAB 6: Installing an Ubuntu Linux VMLAB 7: Confi guring the guest Linux VMLAB 8: Implementing Security Best PracticesLAB 9: Troubleshooting ToolsLAB 10: Performance Analysis

SSTRTRATATIOION:N: T Touourr HyHypeperr-VV anandd ininspspecectt ititss

REAL-WORLD SKILLS


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To Register: call toll-free 877-800-5221 49To Register: call toll-free 877-800-5221 49To Register: call toll-free 877-800-5221 49




Implementing Virtualization in the Enterprise 2-DAY CLASS | COURSE 7475

Invest in the skills and knowledge to plan and deploy virtualization correctly now — the price of ignorance at deployment time is tens of thousands of dollars

This dynamic, two-day course will demystify the uncertainty surrounding virtualization implementation and give you the knowledge to create a detailed, specifi c strategy to deploy the right virtualization technologies for your environment and achieve maximum return on investment. You and your staff will evaluate the different software and hardware options, explore sizing to achieve the best utilization, and leave the course with an in-depth understanding of the virtualization landscape and how best to utilize it in your organization.

Virtualization

Virtualization

VMware Infrastructure 3: Installing and Confi guring V3.5 (Virtual Course) 4-DAY CLASS | COURSE 7575

Install, confi gure, & manage WMware ESX server and VMware infrastructure in this independent, real-world classThis intense hands-on program will help Systems Administrators, Engineers and Operators responsible for installing and deploying VMware across the network. After attending, students will have a full understanding of installation requirements and methodology and understand the functionality of VMware in their environment. Benefi ts of attending this four-day on-line program: • Know how to install ESX Server on your systems • Confi gure ESX Server networking and storage • Install and confi gure VirtualCenter • Control user access to the VMware infrastructure • Deploy and manage virtual machines using VirtualCenter

Course Fee: Individual: $2995 This course is guaranteed. See page 67 for details.

I. What is Virtualization? • Overview • Uses for Virtualization • Reasons Not to VirtualizeII. Hypervisor Based Virtualization • VMware • Xen • Microsoft Hyper-V • Virtual Iron • Benefi t of Hypervisor Based VirtualizationIII. OS Based Virtualization • Windows Virtual Server • SWSoft • Benefi t of OS Based VirtualizationIV. Application Virtualization • Sun Containers • Benefi t of Application Virtualization • Downside of Application VirtualizationV. Considerations for Deploying Virtualization • Resource Pools vs. Virtual Service Offerings • Partitioning Shared Resources • Automating Tasks Via Scripting • Migrating Physical to Virtual Servers

VI. Implementing Virtualization Datacenters • Server Consolidation • Infrastructure Simplifi cation • Increased Utilization • Business Continuity • Server Mobility • Disaster recoveryVII. Considerations for the Datacenter • Server Hardware Considerations • Storage Issues • Networking Issues • Cisco Nexus 7000 • Power and Cooling SavingsVIII. Sizing Tools • Determining the Optimal Number of VMs 1. Per System 2. In the DatacenterIX. Virtualization Outside the Datacenter • Virtual Desktops • Virtualized Applications • Software Testing

Section I. Virtual Infrastructure Overview • The Virtualization Environment • Virtual Infrastructure Components

Section II. ESX Server Installation • Creating a plan • The ESX Server set-up

Section III. Networking the ESX • Confi guring of virtual switches • Network Connections • Port Groups

Section IV. Storage • Storage alternatives and priorities • Storage management technologies

Section V. VirtualCenter Installation • VirtualCenter Attributes • Set-up of VirtualCenter Components

Section VI. VM Creation and Management • Using of templates • Using VMWare Converter Enterprise • Managing using VMWare VirtualCenter and Web Access

Section VII. Virtual Infrastructure Access Control • Determining security/access requirements • Controlling Administrator rights

Section VIII. Resource Management • VMotino migrations • Resource Pools set-up • VMware Distributed Resources Scheduler cluster • Setting VM priorities on CPU, memory and other resources

Section IX. Resource Monitoring • Workload assessment • Monitoring using VMware VirtualCenter

Section X. Data and Availability Protection • Backup strategies • VMware High Availability (HA) Set-up

Section XI. Planning VI Deployment • Establishing deployment guidelines • Best practices for a basic deployment

14

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Red Hat Linux Essentials5-DAY CLASS | COURSE 11000

Learn the basics of a Red Hat Enterprise Linux environment, and prepare yourself for a future role as a system administratorIncludes: • 5 days intensive training on Red Hat Enterprise Linux • Hands-on labs and exercises • Catered lunch • One workstation per student! • Student materials, pre-assessment questionnaire, study aids, handouts • Red Hat promotional items!

Who should attend: IT professionals who want to build user-level skills before learning Linux System and Network Administration.

Red Hat Linux System Administration & RHCT Exam5-DAY CLASS | COURSE 11050

Gain the skills to administer Red Hat Linux systems, and take the RHCT Certifi cation exam on the last dayIncludes: • 5 days of intensive training on Red Hat Enterprise Linux 5 • Hands-on labs and exercises • RHCT Exam on the morning of day 5 • Catered lunch on days 1-4 • One workstation per student! • Student materials, pre-assessment questionnaire, study aids, handouts • Red Hat promotional items!

Who should attend: IT professionals who want to build user-level skills before learning Linux System and Network Administration.

Red Hat

I. System InitializationII. Package ManagementIII. Kernel ServicesIV. System ServicesV. User AdministrationVI. Filesystem ManagementVII. Advanced Filesystem ManagementVIII. Network Confi gurationIX. InstallationX. Virtualization with XenXI. Troubleshooting

Hands-On Labs1. Managing Startup2. Working with Packages3. Confi guring the Kernel4. System Services5. Adding New Filesystems to the Filesystem Tree6. Advanced Filesystem Management7. Manage Network Settings8. Installation and System-Initialization9. Exploring Virtualization10. System Rescue and Troubleshooting

Red Hat

I. Linux Ideas and HistoryII. Linux Usage BasicsIII. Running Commands and Getting HelpIV. Browsing the FilesystemV. Users, Groups and PermissionsVI. Using the Bash ShellVII. Standard I/O and PipesVIII. Text Processing Tools IX. vim: An Advanced Text EditorX. Basic System Confi guration ToolsXI. Investigating and Managing ProcessesXII. Confi guring the Bash ShellXIII. Finding and Processing FilesXIV. Network ClientsXV. Advanced Topics in Users, Groups and PermissionsXVI. The Linux Filesystem In-DepthXVII. Essential System Administration ToolsXVIII.So... What Now? Involvement in the Larger Open-Source Community





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Red Hat Linux Networking & Security Administration4-DAY CLASS | COURSE 11100

Gain in-depth knowledge needed to confi gure common Red Hat Enterprise Linux network and security servicesIncludes:

• 4 days intensive training on Red Hat Enterprise Linux • Hands-on labs and exercises • Catered lunch • One workstation per student! • Student materials, pre-assessment questionnaire, study aids, handouts • Red Hat promotional items!

Who should attend: Linux or UNIX system administrators who already have some real world experience with Red Hat Enterprise Linux systems administration and want a fi rst course in networking services and security.

Prerequisites: 1) Red Hat Linux System Administration or equivalent experi-ence with Red Hat Enterprise Linux and 2) Networking fundamentals or equiva-lent; TCP/IP experience

RHCE Rapid Track Course and RHCE Exam5-DAY CLASS | COURSE 11150

Intensive hands-on training focusing on: Hardware & installation, Confi guration & administration, Kernel services & confi guration, and user & host security. RHCE Certifi cation provided on day 5Includes: • 5 days of intensive fast-track training on Red Hat Enterprise Linux 5 • Hands-on labs and exercises • RHCE Exam on day 5 • Catered lunch • One workstation per student! • Student materials, pre-assessment questionnaire, study aids, handouts • Red Hat promotional items!

Who should attend: UNIX or Linux system administrators who have signifi cant real-world experience with UNIX or Linux systems administration and some experience setting up key networking services such as HTTP, DNS, NIS, DHCP, and who want a fast-track course to prepare for the RHCE Exam.

Red Hat

Prerequisites: RH033, RH133, RH253 or equivalent experience with UNIX; Networking fundamentals, knowledge or experience setting

up TCP/IP, NFS, HTTP, DNS, FTP, NIS, DHCP, and other networking services, and security.

I. Essentials of System AdministrationII. Kernel ServicesIII. Filesystem Management IV. User Administration V. Local SecurityVI. Advanced PartitioningVII. InstallationVIII. System InitializationIX. RPM, YUM, RHNX. System Administration TopicsXI. Network Confi gurationXII. Network SecurityXIII. Network File Sharing ServicesXIV. Network InfrastructureXV. HTTP ServiceXVI. Mail ServiceXVII. Troubleshooting

Red Hat

I. System Performance and SecurityII. System Service Access ControlsIII. Network Resource Access ControlsIV. Organizing Networked SystemsV. Network File Sharing ServicesVI. Web ServicesVII. Electronic Mail ServicesVIII. Securing DataIX. Account Management

Hands-On Labs1. System Monitoring 2. Controlling Access to Certain Hosts 3. Securing Networking 4. Implement a Minimal DNS Server 5. Network File Sharing Services 6. Implementing Web (HTTP) Services 7. Electronic Mail 8. Securing Data 9. Account Management Methods




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Software Testing

I. Foundations & Conventional ThinkingEvery organization has some form of testing. From this basic assumption, a foundational framework is presented for each participant to formulate a personal scorecard and process improvement plan. Utilizing a combination of industry accepted standards and best of practice techniques a strong base is built from which all future testing can occur. • Test Framework • Test Deliverables • Test Planning • Test Case Design • Communicating Test ResultsPractice Session: Guided by the instructor, prepare a scorecard refl ecting present practices. The scorecard will be used to form a uniform baseline for added discussion throughout the course and provide an action list for further use in company deployment. A series of practice exercises will be conducted for: Test Planning, Test Case Construction from sample requirements, and practicing Test Case Calibration and Traceability. These areas will be based on a single project scenario, leading to a unifi ed solution.

II. Test Planning Development ConsiderationsThere is never enough time, and you are always exposed to risks from the unexpected. Miscalculations and inappropriate decisions (made without sound knowledge) create more risk and lower the value of work performed. • Key planning considerations • Test Budgeting Methods • Budget Adjustments Practice Session: Develop a familiarization with a practice tool and arrive at a set of conditions that must be taken into consideration once the initial test budget gets formed.

III. Systematic Software Testing PracticesTesting relies heavily on a tactical approach. The operating premise is that a baseline is necessary as the foundation for all other testing. • High-Yield and Benefi cial Methods • Effective Regression TestingPractice Session: In groups, examine software specifi cation test objectives. You will formulate objectives and develop tests.

IV. What is Testing Trying to Say? • Effecting Positive Test Communication • Balancing Content with Form in Test RadiatorsPractice Session: Break into two teams, comprised of one group representing testers who will present test results, and the other comprised of stakeholders and project team members.

V. Testing ChallengesThe ability of a testing group to adapt to a wide variety of situations will prepare them to respond in an appropriate and effi cient fashion. • Testing Situation Challenges • Managing Challenges of JeopardyPractice Session: Utilizing a list of test artifacts and tasks, each group will determine under what situations will these items be used. In cases where they are not applicable the group will determine what suitable alternative measures are considered appropriate.

VI. Right-Fitting Testing to Various Development ApproachesTesting needs to be ‘right-fi t’ for the situation. A single approach, while easy to implement, creates erratic demands and missed opportunities to save money and gauge effectiveness. • Understanding Why One-Size Doesn’t Fit All • Method Specifi c Test Adaptations • Addressing Multi-Discipline Projects Practice Session: Open class discussion surrounding the use of various development methods, appropriate use (and misuse), and how testing can serve as a sounding board/catalyst for ‘right’ application.

VII. Business Cultural Pressures and ConditionsThe longer the project, the more change we can expect. Even though we may try and hold change to a minimum the realities of today’s dynamic business climate require change. • Understanding HOW BIG Change Is • The CONE of Uncertainty • Resourcing • Delivery Variations & Test Adjustments Practice Session: Utilizing a real-life test plan, test design and a sample of test cases each group will be introduced to a change in project direction. VIII. Business Dynamics and Control Effects in TestingChange is a business reality, and projects that fail to plan for it create unnecessary risk for themselves. Often this has a trickle-down effect on both testing and results. Positioning testing to adapt and overcome these dynamics will produce positive results for your project, team and stakeholders. • Business Value and Delivery ImportancePractice Session: The class will discuss how to engage project stakeholders and determine which critical aspects will make your pursuit a reality.IX. Special Niche Testing AreasIn this segment you will gain an awareness of these application aspects, learn the leading reasons why they require at least some examination, and how they may already be giving up information as part of basic foundation tests. • Sequencing • Beyond Functional Validation Confi rmation • Testing Targets Practice Session: Using the 18 possible test targets (beyond functional validation) each group will organize them in order of attack. X. World-Class Test SuccessIn this segment an examination will be made of ways to improve precision, leverage engagement and increase effi ciency without additional overhead burdens. • (Test) Resource Development & Utilization • Tools and Related Current Technologies • Testing Methods and Established Techniques • Dealing with Real-World Test Challenges Practice Session: As a capstone “wrap-up” exercise, an example test scenario will be presented. Formulate a complete plan of attack including budget, resource requirements, approach, task and deliverable execution, and an alternative “Plan B.”

Course Fee — Individual: $1195, Group (3 or more): $995 GSA Rate — Individual: $896.25, Group: $746.25This course is guaranteed. See page 67 for details.

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Developing Software Testing Techniques2-DAY CLASS | COURSE 3000

Leave this workshop with high performance, high yield software testing solutions

Get immediate value in just two days Are your methods streamlined and versatile enough to meet this challenge in a productive way? Or will you simply choose to reduce scope and hope that major issues are avoided? The course is specifi cally designed to meet the challenges facing businesses today and to advance you to a higher level of responsible test behavior. This intense, two-day interactive program takes participants from test foundations, understanding and promoting present practices, to addressing the wide variety of testing situations that are common in today’s business climate. These include:

• Testing in Non-Traditional Development Environments • Addressing Advanced Testing Areas (e.g. Performance, Capacity, Security…) • Managed testing for Maintenance, Purchased Software Solutions, and Outsourced Test Engagements.

Information contained in this valuable program goes beyond introduction. You will practice, explore and challenge each topic establishing a base of ownership. In-class hands-on exercises and activities will powerfully reinforce what you learn, giving you the practice needed to successfully integrate your new skills immediately.


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Planning Effective Software Testing2-DAY CLASS | COURSE 3100

Ensure your testing is done more effectively within time, budget and resources with these proven processes

Successfully plan, estimate and manage your software test plans This course teaches you how to do a complete job of planning your test activities. It will walk you through the test planning process, identify all of the inputs you will need and the things you should produce. You will get guidance on how to plan for test case creation, defect tracking, status monitoring and progress reporting. This course equips you with all the tools you need to create a test plan that will serve all your needs.

Reinforce your learning with in-class group exercises In-class exercises help you identify and examine fi rsthand problems you may be experiencing. Through group effort, you and your peers will examine ways your department or company should be handling problems up front and how you can improve on your current procedures.

Software Testing

I. The Test Planning ProcessTest planning cannot be done in a vacuum. The test plan must integrate smoothly with all the other project plans and consider many variables, both within the testing group and throughout the rest of the organization. • How testing fi ts within the software development lifecycle • Understand the role and use of a test plan • See how the test plan relates to other plans • List the inputs to test planning • List the outputs from test planning

II. Test Plan: Scope and LifecycleWhat is and is not included in the testing activities can be the subject of many disagreements; therefore, the test plan must be explicit about the scope of the testing activities and the testing lifecycle. • Identify the requirements against which the testing will be done • Defi ne the goals and objectives for testing • Boundaries - what will and will not be tested • Enumerate the phases and steps in the testing lifecycle

III. Test Plan: Traceability MatrixThe only way to assure that the test plan covers all of the requirements and goals without unnecessary tests is to have a systematic way to map tests and test cases to those requirements and objectives. Including a traceability matrix with the test plan is the easiest way to satisfy this need. • List every requirement and goal or objectives in one place • List every test and test case in one place • Map requirements to test cases • Assuring every requirement has at least one test case

IV. Test Plan: Required TestsBefore test cases can be identifi ed, the system requirements and testing objectives must be used to compile a list of tests that will be required. This list of tests is the heart of the test plan. • Tests for functional requirements • Tests for performance requirements • Tests for security and safety requirements • Tests for usability, maintainability and other requirements

V. Test Plan: Test CasesActually writing test cases and preparing the related data consumes a signifi cant amount of time. Therefore it is important to estimate and plan for these activities. • Enumerate the test cases required to satisfy the objectives • Identify positive, negative, boundary and special test cases

VI. Test Plan: Test Case Size EstimatesIn order to provide a basis for planning the effort, costs and other resources needed for testing, we must estimate the size of each test case and document this in the test plan. • Test case description and instructions • Input data and/or database records required by the test case • Output data and/or database records the test case will produce

VII. Test Plan: ResourcesResources to support testing go far beyond just the people who will do the testing. The test plan must account for all required resources. • Identify the testing and test case development environment • Specify any special systems • Enumerate knowledge and skills needed

VIII. Test Plan: Effort, Cost, Budget & ScheduleEffort, cost, budget and schedule are usually the items we are asked to provide. But until all of the items in sections II through VII have been identifi ed and estimated, we do not have the information we need to provide these things. These critical parts of the test plan can now be completed. • Activities required to produce and execute all of the test cases • Estimate effort required based on size estimates • Identify all costs (e.g. labor, equipment, software contracted work)

IX. Test Plan: RisksTesting activities have their own unique risks that may not be visible or pertinent to other stakeholders in the project. The testing group should engage in risk management to assure that those items are handled appropriately and included in the test plan. • Brainstorm a testing-related risk list • Group and consolidate risks • Quantify risk probability and impact • Make risk tracking plans

X. Test Plan: Management, Tracking & ReportingThe test plan must identify how the testing group will maintain control over the testing activities and assure that they are progressing as planned. It must also defi ne how they will report status to other project stakeholders and take corrective actions when necessary. • Measurements used in tracking and managing the testing activities • How data and reports will be stored, managed and made available

Course Fee — Individual: $1195, Group (3 or more): $995 GSA Rate — Individual: $896.25, Group: $746.25This course is guaranteed. See page 67 for details.


®

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The Test Automation Workshop2-DAY CLASS | COURSE 3225

Maximize Your Automation InvestmentFrom conceptualization to implementation, learn the skills you needThis two-day course was developed as a detailed roadmap for successful test automation deployment. You will get a comprehensive examination of both commercial and open-source solutions and how they can be applied to both traditional applications and specialized testing initiatives. You will learn how to properly evaluate, implement and gain sustainable utilization for your system. You will get invaluable tips, tricks, and techniques for all stages — from conceptualization to implementation. Attendees will leave this class with developed documents that will provide a quick start when you return to the offi ce.

If you are planning to deploy or have already deployed a Test Automation solution this class will provide you the tools, techniques, knowledge and skills to get the maximum value out of your system.

Web Testing Core Fundamentals2-DAY CLASS | COURSE 3400

Critical Skills for Testing Internet, Intranet, Web-Based, and E-Business Applications This information-packed course exposes you to ideas and techniques you can incorporate immediately— all offered to help you streamline every aspect of your testing process and to assure on-time delivery with a solid product. Gain a thorough understanding of how to test basic controls, content, navigability, and features of your website or e-commerce applications— in a workable, real-world environment. Go beyond the basics and discuss multiple dimensions of web quality— i.e. how to check compatibility, performance, scalability, robustness, usability, interoperability, and operational effectiveness.

This program will take you well beyond the basics. You will address critical testing issues and fi nd solutions for your important questions regarding Web applications quality including how to test compatibility, performance, scalability, robustness, stability, security and operational effectiveness. If you are involved in the design, operation or functionality of a web site or application, this course is a must.

Software Testing

I. Web-Based App Testing: Overview • A framework • Web-based testing & quality issues • Website testing approachII. Basic Web Site Testing Techniques • Testing features and content • Process fl ows, navigability, and linksIII. The Iterative, Rapid-Application Development World • Stability and change management • Component re-use & integration testing • Coordinating development & testingIV. Establishing and Managing the Web-Based Test Lab • Equipment and facilities needed • Test tools • Test case librariesV. Compatibility Testing • Browser, OS, database compatibility • Hardware and network compatibilityVI. Performance, Load and Stress Testing • Determining what to measure • Developing the benchmarks • Load, stress, & scalability testingVII. Robustness Testing • Testing for 24/7 availability • Identifying hazards and threats

VIII. Usability and Interaction Testing • Demographics of visitor population • What makes a web site usable • Testing for web usabilityIX. Maintainability • What makes web sites maintainable • Reviewing & evaluating maintainability • Making prudent changes X. Integration Testing • System interfaces • Database interaction and integrationXI. Infrastructure Testing • Infrastructure testing approach • Infrastructure integrity testing • Infrastructure test script checklistXII. Security Controls Testing • Sources/types of security threats • Reviewing/evaluating security • Testing code securityXIII. Automated Tools for Web-Based Testing • Functions of automated test tools • Why automate testing? • Compatibility checking toolsXIV. Live Operation Service Levels • Measuring • Monitoring resource utilization

Software Testing

I. Introduction • Objectives & What to Expect • Historical Perspective • Automation Support UniverseII. Master Strategy • Recognizing Fundamental Mistakes for Tool Pursuits • Test Automation Strategic & Tactical FrameworkIII. Criteria • Determining Need • ROI Goal Setting • Stumping for StakeholdersIV. Evaluation • Candidate Sources • Pre-Evaluation Criteria • ScoringV. Selection • Prenuptial • Negotiation • Solidify/Formalize

VI. Implementation • Preparation • Vendor’s Role • TimingVII. Utilization • Metrics • Stay-alive Measures • Misuse Indicators (over use, the ‘wandering’ syndrome)VIII. Continuance • Proactive Attention • Product vs. Environment Care • Framework for “Excitement”IX. Replacement • Removal from Life Support • The Mourning Period • Passing the TorchX. Conclusion • What have we learned? • More work required? • How can we advance?



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I: Software Testing • Why does software fail? • Why testing is required • Principles of testing • Debugging versus testing • Scope and focus of testing • Understanding risk • Product risks and project risks • Risk analysis, & prioritizing • Goals of testing • The basic testing process • Test planning and control • Test analysis and design • Test implementation & execution • Evaluating exit criteria reporting • Test closure activities • Test psychology viewpoints

II: Testing Throughout the Software Lifecycle • Testing and development • Testing begins at requirements • Life cycle models and testing • The “V” model • Iterative models • Verifi cation and Validation • Component (unit) testing • Integration testing • System testing • Acceptance testing • Understanding regression testing • Understanding test types • Functional • Non-functional • Structural • Confi rmation and regression

III: Static Techniques • What is static testing • Reviews, Inspections, Walkthroughs • The general review process • Common types of reviews • Roles and responsibilities • Success factors for reviews • Limits of reviews • Understanding static analysis tools • Tool benefi ts

IV: Test Design Techniques • The test design process • Overview of test design • Types of documentation • Types of test designs • Black box methods • White box methods • Black box techniques • Equivalence partitioning • Boundary analysis • Decision tables • State transition diagrams • Use cases and test design • White box techniques • Understanding control fl ow • Experienced based techniques • Error guessing • Exploratory testing • Selecting appropriate techniques

V: Test Management • Team organization • Roles and responsibilities • Understanding the test manager • Understanding the tester • Test planning • Planning and strategic thinking • Controlling the testing • Key strategic issues • Selecting a test approach • Understanding estimation • Test monitoring and reporting • Ending the testing, exit criteria • Confi guration management • Library controls • Change control • Defect/incident classifi cation

VI: Tool Support for Testing • Tool selection process • Tool introduction • Tool benefi ts • Tool risks and concerns • Tool classifi cations • Static testing tools • Test specifi cation tools • Test execution & logging tools • Performance & monitoring tools • Application area tools

®


Course Fee — Individual: $2245, Group (3 or more): $2045 GSA Rate — Individual: $2045.50This course is guaranteed. See page 67 for details.A $250 USD fee is included in your registration for the ISTQB® Certifi ed Test – Foundation Level Exam.

22.5

OFFERED IN CONJUNCTION WITH:

Software Testing

We’re teaching near you:

Orlando, FL May 3 - May 5, 2009Birmingham, AL May 12 - May 14, 2009St. Louis, MO May 12 - May 14, 2009Philadelphia, PA May 19 - May 21, 2009Seattle, WA May 19 - May 21, 2009Chicago, IL June 1 - June 3, 2009Las Vegas, NV June 7 - June 9, 2009Oakland, CA June 9 - June 11, 2009Detroit, MI June 9 - June 11, 2009Albuquerque, NM June 16 - June 18, 2009Portland, OR June 16 - June 18, 2009Providence, RI June 16 - June 18, 2009

Software Testing Certifi cation3-DAY CLASS | COURSE 3460

Train for and receive internationally recognized software testing certifi cation in just three days

Learn the fundamental steps in the testing processDelivered by top experts in the testing industry, this course is an accredited certifi cation training course to prepare you for the ISTQB™ Certifi ed Tester Foundation Level exam. This program is the only internationally accepted certifi cation for software testing, accredited by the ISTQB™ through its network of National Boards. The ISTQB™ has granted over 30,000 certifi cations in over twenty countries around the globe. This course is run in partnership with SQE Training.

At the conclusion of the course you will have the opportunity to take the ISTQB™ Certifi ed Tester – Foundation Level exam. The exam is held at 3:30 p.m. on the third day of the course. The ISTQB™ Certifi ed Tester – Foundation Level certifi cation exam is independently administered by the American Software Testing Qualifi cations Board, Inc. (ASTQB).


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Proactive User Acceptance Training1-DAY CLASS | COURSE 3450

Proven Processes for Development, Delivery and Support

Projects aren’t complete until users/customers are sure the systems they depend on actually meet business requirements, work properly, and truly help them do their jobs effi ciently and effectively. However, users seldom are confi dent or comfortable testing system acceptability. Project Managers and testing professionals need to know how to guide and facilitate effective acceptance testing without usurping the user’s primary role. This intensive interactive seminar shows what users need to know to confi dently make the best use of their time planning and conducting acceptance tests that catch more defects at the traditional tail-end of development, while also contributing in appropriate ways to reducing the number of errors that get through the development process for them to catch in UAT. Exercises give practice using practical methods and techniques.

Estimating and Controlling Testing1-DAY CLASS | COURSE ECT

Reliably defi ning time, effort, and resources required for testing

Improve and Refi ne your Estimates in just one day!This interactive one-day workshop will expose you to the key principles of effective estimating and how to apply them to the unique aspects of testing. And, rather than just being a static up-front exercise, the course shows dynamic techniques that effective estimators use throughout the project to control progress, as well as to refi ne and improve their estimates and estimating skills. Exercises enhance learning by allowing participants to practice applying practical techniques to realistic examples.

This course has been designed for QA and testing specialists, managers, analysts, designers, programmers, auditors, and users who need estimates of testing time and resources.

Software Testing

I. Top-Down Estimating • “Knowing” estimating is impossible • How effective estimators differ • Top-down estimating advantages • Percentage of total budget for testing • Lines of code, function points sizing • Calibrating effort to size • Historical testing effort as basis • General and testing-specifi c issues • Impacts rule-of-thumb methods cause • Appropriateness and caveats for use II. Bottom-Up Estimating • Major reasons for inaccuracies • Work-breakdown structure • Level-by-level increase in precision • Naming tasks to create success • Implicit vs. Explicit duration • Work packet roll-up • Addressing contingencies/oversights • Relating to top-down estimates • Issues with task-oriented estimates • Addressing extrinsic task dependencies • Testing vs. Debugging

III. Test-Based Estimating • What is a test case • How many tests do we need • Historical defect statistics, precision • Risk-based testing • IEEE Standard for test plans • Master test planning • Detailed test plans • Exploratory and ad hoc testing • Test automation factors and issues • Unique factors for each special test

IV. Estimating During the Project • Recording actuals against estimates • Projecting defects remaining • Statistical sampling • Seeding and mutation • Linking two independent measures • Identifying systematic errors • Monitoring and projecting arrival rate • Monitoring defect detection effi ciency • Tracing through production

Software Testing

I. Role of User Acceptance Testing • Why users may resist involvement • Objectives, types, and scope • Acceptance testing as self-defense • Why tests don’t catch all the errors • Essential elements of testing • CAT-Scan Approach • Proactive Testing Life Cycle model • First Tests • Developer/tester/user responsibilities

II. Defi ning Acceptance Criteria • Defi ning acceptance test strategy up-front • Five elements criteria should address • How much, how often users must test • Determining system quality • How to perform acceptance tests • Revealing requirements errors

III. Designing Acceptance Test Plans • Expanding the acceptance criteria

• Allocating criteria to system design • Refining the design to catch oversights • Checklist of common problems to test • Equivalence classes / boundary values • Making quality factors testable • Structural testing applicable to users • GUI features to always test • Defi ning requirements-based tests • Constructing use cases • Cautions about use case pitfalls • 1- and 2-column use case formats IV. Carrying Out Acceptance Tests • Differentiating test cases and test data • Traps that destroy acceptance tests • Warning about conversions • Documentation, training, Help tests • Security, backup, recovery tests • Suitability of acceptance automation • Performance, stress, load testing • Issues on creating test conditions, data




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I. Introduction to SOAThe Service Oriented Architecture has been dubbed the next important technology as well as simply a marketing term. Understanding what your companies defi nition of an SOA is the most important question you can ask yourself as a CIO, IT manager, developer, business analyst, or a project manager. • Architecture • Enterprise Integration Applications • Web Services

II. TechnologiesGet a high level view of all the technologies that make of the Service Oriented Architecture. Find out how XML and other technologies will change the way you implement applications and software in your business. • WS-Platform • XML • WSDL • SOAP • UDDI

III. XML - In DepthDig deeper into XML and how vital it is to the Service Oriented Architecture. Find out the differences between HTML and XML and how developers can leverage XML in an Service Oriented Architecture environment. • The importance of XML • Differences between XML and HTML • Understanding XML Structure • Storage and usage options • Schema • XSLT

IV. SOAP - In DepthFind out how to exchange XML based messages using the Simple Object Access Protocol. • Protocols • Standardization • Error handling

V. WSDL - In DepthExperience the Web Services Description Language (WDSL) and how to communicate

with this XML based service description on how to communicate with Web Services Defi nition language Integration.

VI. UDDI - In DepthDiscover the Universal Description, Discovery, and Integration, or UDDI, a platform-independent, XML-based registry for businesses worldwide to list themselves. Learn how the Universal Business Registry (UBR) works, and how to use it to optimize B2B opportunities.

VII. More TechnologiesSOA is an evolving technology, existing standards are updated, new standards are proposed and new tools are introduced almost daily. • Second Generation WS standards • Process Flow • Messaging

VIII. ImplementationVendors and developers have settled around several approaches to implementing SOAs and service oriented applications. They all support the end result of WS-platform conformance, but they achieve it in different ways. • Architectures • Community / Vendor Approaches • Vendor Survey • Learn how SOA can assist with governance (Sarbanes-Oxley, etc.) requirements

IX. Emerging Technologies and FuturesThe rapid long-term evolution of SOA and SOA Standards continues, but there are several near-term developments which should be addressed. These technologies will change the way many of the “sticking points” in SOA development are approached - potentially leading to even more standardization and interoperability. • WS Second generation standards • Security implications • XQuery

X. Summary


Course Fee — Individual: $1295, Group (3 or more): $995 GSA Rate: Individual: $971.25, Group: $746.25This course is guaranteed. See page 67 for details.

Roadmap to Service Oriented Architecture (SOA)2-DAY CLASS | COURSE 5175

Utilize real-world tools and techniques to successfully defi ne and deploy youryour service oriented architecture

Achieving FlexibilityIn today’s increasingly competitive environment, you need to be effi cient and fl exible. This fl exibility must include your underlying IT infrastructure— enabling it to support the rapid changes needed to keep pace with dynamic business conditions. To achieve this agility and fl exibility, forward thinking companies are adopting service oriented architectures (SOA).

This course will bring in-depth understanding of your analysis, design and implementation of SOAs. You will learn how to analyze the various web services standards, and how to evaluate and select among the many products and vendors of SOA tools. Your class will also provide you with a basic migration plan for

adopting service oriented architecture.

Enterprise Architecture

Bring this class onsite:If you have ten or more students, an on-site is a cost-effec-tive option. Call toll-free for details: 877-800-5221. You can also request that we bring a class to your city: Visit www.ASPE-IT.com/course_request

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Hands-On

Networking Fundamentals3-DAY CLASS | COURSE 7400

Applying the concepts of networking: Gain complete network skills via classroom instruction and hands-on practice

We’ll introduce you to the fundamentals of network operation, then provide an opportunity to reinforce what you’ve learned. Apply the concepts in a lab setting as you perform step-by-step confi gurations of network equipment. You learn the importance of proper network planning and deployment, how to use tools that make network management easier, as well as how to make your network more secure.

Get the most relevant information on today’s newest networking technologies in just three days! Learning fundamentals is one thing, but actual application is another. With this three-day hands-on class, you can immediately implement what you learn. Fundamentals of switches, routers, hubs and servers are laid out in lab workbooks which guide you through hands-on exercises step-by-step. We’ll show you how to really setup a network for the most secure, fl exible and reliable operation.

I. Network Overview, Functions, and Standards • Network Industry Standards • OSI and TCP/IP Models • Interconnection Media

II. Ethernet • CSMA/CD • Collision & Broadcast Domains • Addressing

III. LAN Switching • Switches Versus Hubs & Bridges • Switch operation • Spanning Tree • Confi guration • Security • Virtual LAN (VLAN) • Quality of Service

IV. Routing • Routing Methods & Protocols

V. IP Addressing • Classes • Dotted Decimal Notation • Binary Numbering • Masking • Private vs Public Addressing • Classful vs Classless Addressing • IPv6 Introduction

VI. Subnetting • Fixed Length • Variable Length

VII. Routing IP Traffi c • Routing Protocols 1. RIPv1 and RIPv2 2. OSPF 3. BGP • Confi guration

VIII. Supporting Processes • ARP • ICMP • DHCP • DNS

IX. TCP/IP Applications • Telnet • FTP • SMTP • HTTP • TFTP • SNMP

X. Wide Area Networks • Telco Infrastructure • Technologies

XI. Security • Telecommunication Fraud • Threats

XII. Wireless • IEEE 802.11 Overview • 802.11n • Voice-over-IP-over-Wi-Fi

XIII. Virtualization • Hypervisors • Security and Virtualization

XIV. Effects of VoIP on Net working • Session Initiation Protocol (SIP) • Key Components of VoIP • Encapsulation • QoS and Capacity Issues

XV. Instant Messaging • One-to-One and Group IM • File Transfers in IM • Security Issues with IM

Networking



Course Fee:Individual: $1795 Group: $1345GSA Rate: Individual: $1346.25 Group GSA: $1008.75This course is guaranteed. See page 67 for details.

SEE FULL OUTLINE



Unifi ed Communications with Offi ce Communication Server3-DAY CLASS | COURSE 7525

Plan, install, and deploy a Unifi ed Communications strategy with Offi ce Communications Server 2007

Unifi ed Communications bridges the gap between telephony and computing to deliver real-time voice, messaging, and conferencing to the desktop environment. Offi ce Communications Server (OCS) is the centerpiece of Microsoft’s Unifi ed Communications strategy. OCS brings together telephony, e-mail, instant messaging, and conferencing with both voice and video. In this course, you will gain hands-on experience implementing and maintaining a unifi ed communications infrastructure for your organization.

I. Introduction to Unifi ed Communications • Legacy Technologies • Combining Separate Communication Services • Components of a Telephony Solution

II. Telephony Using Offi ce Communications Server 2007 • The Integration of OCS Telephony • Architecture for OCS Telephony Deployment • Designing a Network for OCS 2007

III. OCS 2007 in a PBX Telephony Environment • Confi guring Deployment Topologies • Enterprise Telephony Clients Deployment and Confi guration

IV. OCS 2007 Enterprise Telephony Solutions • Deploy a Media Gateway with Analog Phone Sets • Enterprise Telephony Solution • Routing in an Enterprise Telephony Solution V. Monitoring and Maintaining OCS 2007 • Backing Up and Restoring OCS 2007 • Confi guring the Archiving and CDR Service • Protocol Monitoring

VI. Instant Messaging (IM) Solutions Using OCS 2007 • Understanding Session Initiation Protocol (SIP)

• Implementing IM Using OCS 2007 • Remote User Access • Federation

VII. Using Instant Messaging and Presence Information • Offi ce Communicator Client Applications • Confi guring Presence Information and Levels

VIII. On-Premise Conferencing • On-Premise Conferencing Solutions versus Hosted Conferencing Solutions • Web Conferencing Audio/ Video Conferencing • Server and Network Requirements

IX. Implementing On-Premise Conferencing • Routing Conference Data • Conferencing Server Functions • Remote Connectivity • Requirements for High Availability

X. Deploying and Confi guring Clients for On-Premise Conferencing • Overview of On-Premise Conferencing Clients • Offi ce Communicator 2007 and Offi ce Live Meeting 2007 • Enabling and Confi guring Users

XI. Working with On-Premise Web and Audio/Video Conferencing • Web Conferencing using Audio & Video Equipment • On-Premise Audio/Video Conferencing



Networking

Course Fee:Individual: $1795 Group: $1345GSA Rate: Individual: $1346.25 Group GSA: $1008.75This course is guaranteed. See page 67 for details.

1. Planning a Unifi ed Communications Strategy2. Installing and Confi guring Microsoft Offi ce Communications Server 20073. Implementing OCS in a PBX Environment4. Building Voice Capabilities into Your OCS 2007 Deployment5. Confi guring the Voice Capabilities of OCS 20076. Confi guring and Using Microsoft Exchange Server 2007 Unifi ed Messaging7. Enabling Users and Installing Offi ce Communicator 20078. Confi guring and Using Conferencing in OCS 20079. Troubleshooting and Managing OCS 200710. Implementing Instant Messaging through OCS11. On-Premise Conferencing

ng a Unified Communications Strategy

SEE FULL OUTLINE



Financial Modeling in Excel Boot Camp2-DAY CLASS

Master the Art and Science of Building the Financial Model: Reliable, Dependable, Flexible, Robust and Complete!

With today’s ever changing and volatile fi nancial landscape – more than ever, the fi nancial and investment industries need the comfort of dependable and accurate forecasting when making critical business decisions. Often, investment professionals have a solid fi nancial background, some Excel skills but limited modeling skills, and have learned “as they go” - using modeling techniques and forecasting measures that are less than reliable.

This dynamic two-day Financial Modeling boot camp will help to put all of your knowledge to use, allowing you to combine your fi nancial background with improved Microsoft Excel® modeling skills and modeling techniques to give you the tools you need to create workable, fl exible and reliable Financial Models. You and your staff will learn to build the solid foundation necessary to create valuations that you can rely upon and skills that will work over time in all aspects of your business.

In two action-packed days you’ll gain the skills, knowledge and “know how” to create solid and robust fi nancial models. You’ll examine the components of a good model, review accounting principles incorporated in a model, learn what information you’ll need to create accurate results, and how Excel can be used to your advantage to develop a great valuation tool.

I. Course Overview & Introductions • Introductions • Determining skill levels • Student’s goals • Course goals/direction • What is & why Financial Modeling • Linked/Integrated Financial Statements • Historical/Future Projections • Operating and Financial Assumptions • The Art and Science of Accurate Financial Modeling • Model like an Analyst, think like a Managing Director • Financial Market Awareness • Clients Needs • Strategic Analysis • “Outside the box” Due Diligence • Original/Thoughtful Research • Relevant Financial Web sites and Support Groups • Yahoo Finance • SmartMoney Marketmap • Google Alerts • Relevant Industry Websites • Bookmark File

II. A Thorough Review of Accounting Principles • Balance Sheet Components • Income Statement Components Review • Statement of Cash Flows • Ratio Calculation and Analysis • EBITDA vs. Earnings vs. Cash Flow • Market Capitalization vs. Book Value • Key SEC Filings and Source Documents • Importance of Footnotes

III. Excel Functions/skills and Financial Modeling • Color Coding • Using Cumulative Checks and SUM Bars • Yes/No Triggers for Alter nate Transaction Scenarios • Working with Circular References • Catching Errors in Formulas • Using Custom Number Formats • Formatting Numeric Values as Text • Mixing Links and Text via ‘&’ Function • Converting Numeric Values using the TEXT Function • Tracking Precedents/ Dependents in Native Excel • Jumping to Newly Defi ning Names • Creating Data Tables to Automate Repetitive Calculations • Using OFFSET to Run Scenario Analyses

IV. Building the Financial Model • Setting up and Building the Integrated Financial Model from Scratch • Linking of Income Statement, Balance Sheet, Statement of Cash Flows • Establishing the fl ow of a Financial Model • Historical & Projected Operating Assumptions • Computing Revenue Growth • Calculating Cost of Goods Sold • Depreciation of Capital Expenditures • Amortization of Intangibles and Financial Costs

Financial

Course Fee:Individual: $1195GSA Rate: Individual: $896.25This course is guaranteed. See page 67 for details.

®


We’re teaching near you: Kansas City, MO May 13-14, 2009Virtual Training July 13-16, 2009Columbus, OH July 23-24, 2009St. Louis, MO August 20-21, 2009Denver, CO September 29-30, 2009Atlanta, GA October 20-21, 2009

Bring this class onsite:If you have ten (10) or more students, an on-site is a cost-effective option. Call us toll free to get details: 877-800-5221.

http://www.hamiltontraining.com/fmbootcamp/fmbootcampout.html

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Advanced FinancialModeling with Excel2-DAY CLASS

Better Financial Statement Projections & Integrated Modeling Techniques For the Experienced Excel User

Spreadsheet-based modeling is fundamental for financial analysisin every business, from pharmaceuticals to money managers, andExcel is the predominant application for solid, reliable and accuratefinancial modeling. Crucial decisions are made based on thesemodels – a lot rest on your results. So often, experienced financialprofessionals have “learned on the fly” creating a financial model – never learning to construct a model with expanded capabilitiesand sophistication.

Brief Course Overview:The Turbocharged Financial Analyst™

2-DAY CLASS

Increased Productivity and Accomplishment With Less Resources and Less Time

This two-day, hands-on workshop will help you dramatically increase your productivity by using key technical skills, management skills and new learned ways of thinking. With the increased cut backs in resources and staff, you need to rely on yourself and the tools you have at hand to do more with less. This program provides the Financial Analyst the full array of skill sets and enhanced methodologies to maintain a high level of success in your position, but more importantly to handle multiple tasks without burnout.

If you’re in a management position or moving into a higher level of responsibility and authority, you won’t want to miss this program. You will leave with the ability to better manage, plan for growth and have a clearer vision for your company’s success.

Financial

FinancialCourse Fee: Individual: $1295 GSA Rate: Individual: $971.25This course is guaranteed. See page 67 for details.

I. Excel for Financial Analysts • Using Data Tables to automate calculations

II. Capital Budgeting / Project Analysis • Utilization of NPV, IRR, XNPV, XIRR EVA®

III. Monte Carlo Simulation for Modeling Uncertainty • Probabilistic vs. deterministic techniques

IV. Game Theory for Financial Analysts • Zero sum games vs. non-zero sum games

V. Time Saving Techniques • Dashboard creation/utilization

VI. Introduction to Financial Modeling

VII. Investor Psychology • Optimism • Overreaction VIII. A Financial Spin Applied to Best Business Books IX. Harnessing the Power of the Internet • Sites for fi nancial analysts

X. Financial Rules of Thumb for Analysts • IRR Rules • LBO Rules • Valuation Rules • Stocks vs. Bonds rules • Asset allocation rules

I. Financial Modeling - The Key Elements and Components • Key characteristics of a fi nancial model • Accomplishing business objectives with a fi nancial model • Key model elements that create a dynamic model

II. Getting More Comfortable with Excel • Model template layout process • Special Excel tools • Excel Macros • Features that MUST be embedded in your model • Building, populating and naming key worksheets

Hands-on ExerciseUsing templates provided by the instructor, stu-dents will build sections of the model’s structure, algorithms that drive logic, Data Tables, Pivot-Tables, graphs, Scenarios, and other criticalmodeling components.

III. Constructing a Financial Model with Advanced Skills • Designing the general service/ manufacturing corporate fi nancial model. • How to design and record MACROS for automating repetitive tasks and for auto mating the update of CapEx, Headcount/ Payroll, and required Capital Infusions as Revenue and Operating Expense inputs are varied.

IV. Testing the Model • Performing a Scenario test in Excel • Perform “what-if” analysis across changes in two variables simultaneously

V. The Art of Auditing a Financial Model • Methods for auditing a large model • Using Excel’s built-in auditing tools:

VI. Preparing Summary Presentations

VII. Class Wrap-Up and Discussion



http://www.hamiltontraining.com/finmod/finmodout.html


Finance For Non-Financial Executives2-DAY CLASS

Concepts, terms and practices of fi nance & accounting for informed decision makers. Make better, smarter fi nancial decisions.This workshop will demystify terms and fi nancial practices that are most used in business today. You will examine and experience in detail the fi nancial information and practices you need, presented in easy to understand terms and concepts. Brick by brick, you will be exposed to the framework of the fi nance and accounting principles that make a company run, measure results and make profi t. You’ll also know how to “speak the language” of your Finance and Accounting staff and more clearly plan your fi nancial goals. After two days, you can confi dently make better informed fi nancial decisions that will affect your department and your career.

Gain a clear understanding of how each department or resource within your fi rm operates from a fi nancial standpoint. From balance sheets, fi nancial statements to annual reports – you’ll examine and interpret with ease.

Transitioning from GAAP to IFRS3-DAY CLASS

Understanding and EmployingInternational Financial Reporting StandardsThe US Securities and Exchange Commission has proposed a “roadmap” that could result in the use of International Reporting Standards (IFRS) by US Companies. IFRS is already been adopted by many large international fi rms and is already required in many companies in the European Union.

This three-day course is designed to give you a basic understanding of fi nancial reporting under IFRS and the key differences between IFRS and the US GAAP. Whether planning on converting to the IFRS or working with companies who do use this fi nancial reporting, for the international company to survive and retain a competitive edge, you will want to attend this program.

This 3-day course is hands-on — Bring a laptop running Excel

I. Accounting Fundamentals • The Role of Accounting • Types of Accounting • Management Accounting • Financial Accounting • The Accounting Equation • Self-Checking PropertyII. The Accounting Cycle • The Accounting Cycle • The Three Financial Statements • Retail Firms • Gross Margin & Cost Flows • Contributed Capital • The Corporate Balance Sheet III. Analyzing Financial Statements • Statement Analysis, purposes & methods • The Statement of Cash Flows • Liquidity Ratios and Solvency RatiosIV. Return on Invested Capital • Purpose of ROIC • Relation to Du Pont Analysis • ROIC versus ROE • ROIC Calculations and Formula

V. Financial Forecasting • Pro Forma Balance Sheet • External Financing Requirements • Growth Rates • The Financial Forecasting Model • The Pro Forma Income Statement • The Pro Forma Balance SheetVI. Time Value of Money • Time Value of Money • Compound Interest Formula • Future Value • Future Value - Rule of 72VII. Project Analysis and Selection • Project Cash Flows • Incremental Cash Flows • Evaluating Net Present Value Estimates VIII. Risk and Return • Risk versus Return • Risk versus Return Using T-Bills • Security Market Line • Required Rate of Return Formula

IX. Cost of Capital

Financial

Financial

Course Fee: Individual: $995GSA Rate: Individual: $746.25This course is guaranteed. See page 67 for details.

Course Fee: Individual: $1695This course is guaranteed. See page 67 for details.

I. Introduction, Conceptual Framework, Revenue Recognition

• Introduction to IASB • Overview of IFRS — Conceptual framework — Changes from joint IASB/FASB

project • AS 1 Financial Statement Presentation • IAS 8 Accounting Policies • IAS 7 Cash Flow Statement • IAS 5 Non-current assets • Introduction to IFRS 1 • IAS 24 Related Party Transactions • IAS 18 Revenue Recognition • IAS 11 Construction Contracts

II. Accounting for Assets • IAS 16 Property Plant & Equipment • IAS 23 Borrowing Costs • IAS 38 Intangible Assets • IAS 40 Investment Property • IAS 36 Impairment of Assets • Accounting for Investments — IFRS 3 Business Contributions — IAS 27 Consolidated and Separated

Financial Statements — IAS 31 Joint Ventures

III. Accounting for Liabilities & Miscellaneous Items

• IAS 37 Provisions, contingents, Liabilities and Contingent Assets

• IAS 19 Employee Benefi ts • IAS 12 Income Taxes • IFRS Operation Segments • IAS 34 Interim Financial Reporting



http://www.hamiltontraining.com/finance/ffneout.html


Forensic Accounting:Spotting Financial Fraud 2-DAY CLASS

For Investors, Analysts, Financial Managers and Litigators

Examining real-life case studies, in class interaction and dynamic “down and dirty” investigation – you’ll develop the detective skills and the keen sense to know where to look for discrepancies in any area - no matter how clean a fi nancial picture has been presented to you. From examining simple fi nancial statements, to complex stock valuations to tearing through a 10-K, you’ll cover the critical forensics you must use to protect your investments and make better and safer decisions.

After two intense days with an expert, know what you need from your Financial Reports and the questions you should be asking. You will quickly develop the forensic skill to go through any fi nancial record with a fi ne-toothed comb. Discrepancies can be there! No matter how minor, these can spell disaster for your investors, your fi rm and your career.

Course Fee: Individual: $1095This course is guaranteed. See page 67 for details.


Foreign Exchange Risk Management2-DAY CLASS

Understanding the foreign exchange markets, how they work in practice and how they affect a fi rm’s operation and bottom line.

This timely two-day program is designed for the Financial decision-makers in U.S. fi rms who must deal with international currency and exchange in this volatile and uncertain time. Understand the foreign exchange markets and how to manage the associate risks and limit your exposure on a daily basis. Gain a much better understanding of how foreign exchange markets operate, how currency fl uctuations affect your business and how to manage these exposures and profi t from them.

Financial

FinancialCourse Fee: Individual: $1495 GSA Rate: Individual: $1121.25 This course is guaranteed. See page 67 for details.

I. Understand how the global foreign exchange markets work on a daily basis • History of Foreign Exchange • Modern Times • Tradeable Currencies

II. The operation of the spot, forward and emerging markets operate in practice • Spot Market • Forward Market • Futures

III. The latest trends and innovations in the markets • Intenet based portal • Retail FX trading

IV. Types of FX Exposure • Transaction Exposure • Translation Exposure • Strategic/ Economic Exposure

V. Risk Management Process • Identifying exposures • Measuring exposures • Scenario/ Sensitivity Analysis

VI. Establishing and monitoring banking relationships

VII. Terms of engagement • Execution • RAROC • Value added services

VIII. Financial Risk Management • Why are we hedging? • Reduce volatility • Lock in value of revenues, expenses assets & liabilities

IX. Current Markets: What’s next?

I. Income Statement, Balance Sheet and Statement of Cash Flows. • Understanding Forms 10-K and 10-Q • Audited versus unaudited • MD&A • Biggest Red Flags • Walkthrough • Fundamental Accounting Principals • Sources and Uses of Cash • Book versus Market Value • Voodoo Accounting: Examine Critical Line Items/Footnotes • Accounting Irregularities • MiniScribe • Bristol-Meyers Squibb • Tools for Forensic Analysis • Common Sizing • Sales as a driver • Diseconomies of Scale • Stale Assets • Poison Assets

II. To Catch a Thief: Accounting Red Flags, 25 Common Accounting Misdirections. • Common Accounting Manipulations Used To Distort Earnings And Cash Flow • Manipulation of Revenue • Manipulation of COGS • Manipulation of Operating Expenses • Manipulation of Non-Operating Items • Gains/losses from the sale of assets • Accounting changes • Extraordinary items • Material changes in the # of shares outstanding • Case Study: Clarkson Lumber Case: Earnings Quality, Profi tability ≠ Liquidity • Wrap up and Discussion


http://www.hamiltontraining.com/forensic/forensicacctout.html


The Four-Day MBASolid High-Level Business & Management Practices4-DAY CLASS

Better decision making, better management, better planning

As a manager in today’s intensely competitive business world, you need a clear and complete understanding of the rules and inner workings of business, fi nance and management. This intense mini MBA program will expose you to the entire scope of business functions, so you will experience an intense introduction to corporate strategies and operations that sometimes only MBA graduates experience.

From fi nance to management techniques, you’ll have a thorough understanding of each important component of today’s business world. If you’re in a management position or moving into a higher level of responsibility and authority, you won’t want to miss this program. You will leave with the ability to better manage, plan for growth and have a clearer vision for your company’s success.

Data-DrivenDecision Making2-DAY CLASS | COURSE 6125

Understanding and EmployingInternational Financial Reporting StandardsIn this learning event, you’ll examine strategies for gaining the information needed to make effective decisions in the time-frame required. You’ll look at the best of recent research, gain advice from leading thinkers, and examine key decisions from real situations faced by real leaders. You’ll explore key elements of effective business metrics and gain skills in preparing better predictions. You’ll learn the principles of data analysis and see how they can clarify your view of reality. You’ll then use this information to prepare better forecasts and assess risks.

After you’ve acquired these real-world skills, you’ll discuss and plan how to begin applying what you’ve learned, creating an individualized plan for you to use when you get back on the job. In business today, exciting new technologies provide you with effortless access to almost unlimited quantities of raw data. Companies with the ability to convert this data into meaningful, actionable information will gain a valuable competitive advantage.

I. Finance • Accounting Basics • Finance Fundamentals • Investment Strategies • Profi t Planning • Global Financial Markets • Economics

II. Supply Chain Management • Supply Chain Strategies • Supply Chain Risk

III. Business Planning • Ethics of Business • Strategy Options & Alternative • Using tools to evaluate strategies • Managing growth & risks

IV. Marketing • Product Pricing Strategies • Developing Marketing Plans • Determining Marketing Mix • Traditional Marketing • Internet Marketing

V. Management Responsibility & Skills • Corporate Governance • Negotiating Skills • Business Law • Policy Planning & Analysis • Talent Recruitment/Retention • Human Resources • Managing Organizational Change • International Business

VI. Leadership Techniques


Financial

Financial

I. The Uses & Limitations of Intuition • Learn to see the world differently • Uses & limitations of intuition • Situations when intuition can be distorted • Strategies to combat biases & delusions

Practice Session - The limitations of intuition

II. Turning Data Into Information • Defi ne different types of data • Usefulness of these data types • Strategies to t urn data into information • Use the data analysis roadmap

Case Study: To Launch or Not

III. Infl uencing Visually • Principles behind effective visual displays • Using visual displays to infl uence decisions • Practice using these principles on a realistic situation

Case Study: Dr. Snow & the London Cholera Epidemic

Case Study: To Invest or Not

IV. Why Great Leaders Don’t Take Yes for an Answer • Create team collaboration • Explore strategies for harnessing information • Learn principles for correctly assessing risk

Case Study: The Final Flight of the Columbia

V. Decision Trees • Be able to construct a decision tree for a decision scenario • Understand where to get the data to begin the analysis • Discuss how to use the tool back home

Case Study: Freemark Abbey


Course Fee: Individual: $ 1995This course is guaranteed. See page 67 for details.


14

SEE FULL OUTLINE



Delivering and FinancingInfrastructure Projects2-DAY CLASS

Creative Strategies and Financing Solutionsto Deliver Infrastructure Projects

For the fi rst time, a comprehensive investigation that examines a civil infrastructure project from all perspectives; the owner organization, the design team and the construction organization. You’ll cover no-nonsense innovative delivery techniques and the fi nancing– you’ll also be introduced to economic valuation methods and decision-making tools that can help with organization and delivery. Discover new methodologies; new ways of getting things done.

No matter which side of a project your responsibility lies, discover innovative methods to get the job done with the resources at hand.

Two days of critical information to help you navigate through a diffi cult economic climate– and get a project fi nanced and completed.

Course Fee: Individual: $1195 GSA Rate: Individual: $896.25 This course is guaranteed. See page 67 for details.



Global Supply Chain Risk Management2-DAY CLASS

Solid Risk Mitigation Strategies and Best Practices for an Uncertain WorldA manufacturing, retail or service supply chain is only as strong as its weakest link. Exposure to global supply chain risks can become the weakness that bring an organization to its knees. These risks are increasing as a result of the growing length of supply chains that aim to meet customer demand stretching from developed markets to newly emerging markets. Raw materials, critical components and fi nished goods supplies are being sourced from increasingly distant regions involving longer lead times and complex transactions.

Global Supply Chain Risk Management is an evolving topic and critical component in today’s international business environment. It is also a relatively new and somewhat “raw” topic – for once, you have all of the resources and information you need in one place – case studies, exercises & course textbook round out your intensive examination.

Financial

FinancialCourse Fee: Individual: $995 GSA Rate: Individual: $746.25This course is guaranteed. See page 67 for details.

I. Introductions and Expectations

II. Review of Foundational Concepts for Un-derstanding Global Supply Chain Strategy

III. What makes up a supply chain— what is its composition?

IV. Global Supply Chain Challenges

V. Supply Chain Risk Management

VI. The Context to Enterprise Risk Management

VII. Which Supply Chains are the Most Vulnerable to Risk?

VIII. What are challenges that need to be overcome in strategy formulation or actual occurrence?

IX. A working definition of Supply Chain Risk Management

X. How supply chain professionals cur-rently view supply chain risk

XI. How Do You Identify and Measure Risks in the Supply Chain?

XII. Supply Chain Risk Categories

XIII. Supply Chain Risk Assessment and Quantification of Risk

XIV. A Homework Case Study Exercise

XV. Case Study Discussion and Team Exercise

XVI. Getting Your Organization and Com-pany Focused on Supply Chain Risk

XVII. Formulating a Supply Chain Risk Strategy Framework

XVIII. Reviewing your plans and putting it all together

I. Infrastructure Trends & Issues • Globalization • Sustainability

II. Project Delivery Systems • Examples from History • Project Delivery Systems

III. Infrastructure Financing • Direct Sources • Bonds

IV. Project Feasibility • Project Phases & Risks • Risk Framework

V. Project Evaluation & Risk Analysis • Overview of Quantitative Decision Making Techniques • Basics of Engineering Economics

VI. Effective Procurement Principles & Strategies • Seven Sound Procurement Principles • Project Examples

VII. Case Studies

— Case Study No. 1 – Far West Side Projects • Background & Project Description • Financing/Project Risk Framework • Evaluation— Case Study No. 2 – JFK Airtrain • Background & Project Description • Financing/Approval Process • Project Risk Framework • Evaluation

VIII. Federal Stimulus Package • Status & Updates • Major Beneficiaries • Schedule

http://www.hamiltontraining.com/scrm/scrmout.html

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Section I. EHR Overview • Benefi ts of a practice wide EHR system • Facts and fi gures about EHR project success & failure • Critical success factors • Obtaining provider & staff buy-in

Section II. Federal & State Health Information Technology Initiatives (HIT) • Understand President Obama’s “American Recovery & Reinvestment Act of 2009” • Current and evolving HIT initiatives • Regional Health Information Organizations (RHIOs)

Section III. Pre-Implementation Considerations • Techniques for determining EHR cost estimates and hardware needs • Provider and staff computer skills evaluation • Third party interface issues • Paper chart and data conversion considerations

Section IV. EHR Vendor Selection • Tools and techniques for vendor selection • Financial considerations • Cost benefi t analysis and return on investment • Putting together an effective selection team

Section V. Vendor Contracting • Request for proposal guidelines • Analyzing and reviewing a contract to avoid common pitfalls

• What value-added services does the vendor need to provide • Identifying future support & maintenance needs

Section VI. Implementation Considerations • Identifying practice EHR goals and objectives (clinical & business) • Establishing a realistic project time line for rollout • Six Sigma and System Development Life Cycle methodologies • Building a successful implementation team

Section VII. Third Party Interoperability • Stark Laws and connectivity issues • Interoperability considerations with hospitals labs, and medical practices • Interfacing with third party software • Maximizing EDI and your EHR

Section VIII. IT Security & Liability Issues • Identifying practice vulnerability • Establishing paper and digital security measures • Wireless capabilities and HIPAA • Steps to avoiding employee misuse of data

®

We’re teaching near you: Raleigh, NC May 28-29, 2009

San Francisco, CA June 8-9, 2009


Course Fee — Individual: $995, Group (3 or more): $795 GSA Rate: Individual: $746.25, Group: $596.25This course is guaranteed. See page 67 for details.

Selecting & Implementing an Electronic Health Record System for Medical Practices and Hospitals2-DAY CLASS | COURSE H100

Apply proven project management and ROI assessment tools to select and implement the best EHR system for your requirementsThere are numerous pre-implementation considerations that must be addressed prior to the evaluation and selection of an EHR system. This workshop will provide participants with critical thinking and analysis tools to determine staff and provider readiness. You will be given tools to develop cost/benefi t and return on investment (ROI) projections based on the purchase, implementation and maintenance of an EHR system. We will look at third-party interface and connectivity issues and provide participants with tools to identify potential areas of concern that must be addressed prior to any implementation.

This workshop will provide participants with the analysis and assessment templates necessary to select from over four hundred EHR vendors to determine the system that best fi ts the present needs and future growth of your organization. Group discussions will identify common contracting pitfalls and how to avoid vendor loopholes that will cost you time and money.

Healthcare IT

Bring this class onsite:If you have ten (10) or more students, an on-site is a cost-effective option. Call us toll free to get details: 877-800-5221.

14

http://www.aspetech.com/CourseRegistration.aspx?CourseRegId=89F2C20BE40C40C9B6BB587656BA599E

http://www.aspe-sdlc.com/courses/h100/h100_outline.html


Registration InfoAll courses are 100% GuaranteedASPE provides an unsurpassed training experience. If for any reason you are not satisfied with the program, simply notify the instructor or registrar of your intent to withdraw from the program prior to the first morning break, turn in your course materials and receive a 100% refund. If at the end of the program day, you are unsatisfied with the program, we will credit your tuition towards a future program of your choice.

Tuition:Your tuition includes registration in the seminar, all course materials, handouts, books, and refreshment breaks. See each course page for specific fees.

Group Discount:If you have three or more students attending the same session, your attendees are eligible for a discount. All registrations must be made at the same time to receive the discount. See course page for details.

Course Hours:All courses begin promptly at 8:30 AM and end at 4:30 PM. Please arrive at 8:00 AM on the first morning of class to sign-in and meet your fellow attendees.

Substitution & Cancellation Policy:Student substitutions may be made at any time prior to the start of class. Cancellations received less than 30 days prior to the start date of class will be subject to a $100 administrative fee. You may cancel your reservation by providing ASPE with written notice via email at [email protected]. If a cancellation request is received in writing, less than 10 business days prior to the class start date, payment will still be due, no refunds will be issued and you will be charged a $200 cancellation fee. You will be allowed to apply your paid course tuition to the same course or one of equal value within 1 year from the original course start date. Only one reenrollment opportunity is allowed per person. Failure to attend the course without written notification via fax or email prior to the start of the course will be considered a “no show” and will result in forfeiture of the full course price. If ASPE is forced to cancel a course for any reason, liability is limited to the registration fee only.

4 WAYS TO ENROLLOnline: www.aspeinc.comFax form to: 919-816-1710Call toll free: 1-877-800-5221

Mail to: ASPE attn: Registrar P.O. Box 5488 114 Edinburgh South Dr. - Suite 104 Cary, NC 27511

67

ASPE has been reviewed and approved as a provider of project management training by the Project Management Institute (PMI). PDUs are awarded for full completion of PMI approved classes. Website: www.pmi.org

ASPE is an IIBA Endorsed Education Provider of Business Analysis Website: www.theiiba.org

ASPE has partnered with St. Louis University’s John Cook School of Business to offer certification in Agile Methods and Business Analysis. See page 34 for courses.

Our courses can now be purchased for federal, state, and local government agencies via GSA Advantage. Call ASPE to receive this discounted pricing with GSA eligibility. We currently have 80 courses approved on the GSA schedule and more are on their way: www.gsaadvantage.gov

GSA # GS-35F-0303U

Please call 877-800-5221 for GSA public pricing and to register for courses with the GSA Advantage. This pricing is not available on ASPE’s website.

Registration Form

Course Information:

Course Name____________________________________________ Course Date______________

Course Location _______________________________________________ # of attendees_______

Student Information: (please duplicate for more than three registrants)

Name___________________________________________Title________________________________

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Zip____________Phone #____________________ Extension________ FAX # _____________________

e-mail __________________________________ e-mail __________________________________

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Please provide the six-digit priority code found on the back of the catalog, on mailing label

PRIORITY CODE: 1 1 0 6 2 5

Method of Payment: FID # 680517025 GS-35F-0303U

Individual Course Fee: course price _______ x _____ students = $ ___________ total due

Multiple Course Fee (3+): discount amount _______ x _____ students = $ ___________ total due

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The BEST training in...Business Analysis/Requirements ........ 6Agile and Scrum .....................................16Project Management ............................26SharePoint and Microsoft ...................36Virtualization ..........................................48Red Hat .....................................................50Software Testing ....................................52Enterprise Architecture ........................57Networking..............................................58 NEW: Financial Classes ....................60Healthcare IT...........................................66

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