pm cert2010

Earn Your Certificate in Project Management

“ The material is presented in an interactive and enjoyable manner in which the students are motivated to use the skills in their workplace. It is helpful in understanding my own strengths and weaknesses; and then how to use my strengths to influence and negotiate in

my job.”

— Donna Leah Kennedy,

Industrial Engineer,

NAVFAC Atlantic,

Norfolk, VA

Issued Fall 2010 • Save This Catalog

• On-line at ContinuingEducation.ncsu.edu

• Call: 919.515.2261

Start Earning Credits Today! Find out when these seminars are offered:• Fax: 919.515.7614• e-mail [email protected] Attendance in each class is limited.

Individuals satisfactorily completing these courses will be eligible for Continuing Education Units (CEUs), Professional Development Hours (PDHs) and AIA Learning Units (LUs) for each day of instruction. Please note: You may take any

course in this catalog without being required to obtain your certificate. Great for those who need PDUs!

Donna Leah Kennedy (left) receives her NC State University Project Management Certificate from instructor Dr. James Lewis (right).

The Lewis Institute has built a reputation for delivering practical, hands-on instruction that provides tools and techniques you can use immediately upon leaving the seminar to manage your own projects. The Lewis Institute insists that all of their instructors have real-world experience managing projects, so that they can go beyond the workbook content and answer your questions. Questions such as, “What do you do when…?” and “How do you handle a situation in which…?” These are the kinds of concerns that people have when they attend our programs; they want more than a textbook answer—they want “meat and potatoes.”

You also will find the instructors very generous with their time in answering questions both during the class and after it is over. They freely give their e-mail addresses to their clients and invite them to correspond with them. They treat you as a client, not a customer. The difference is that a client is someone you care for, whereas a customer is simply someone who buys from you.

Dr. James P. Lewis has 15 years of industry experience as an electrical engineer and project manager, focusing on the design and development of communication equipment, and over 29 years of experience teaching seminars. He has been conducting seminars worldwide and has trained more than

40,000 individuals since 1981. Widely recognized as one of the top writers on the subject, Jim has published ten books of his own and an 11th with co-author Bob Wysocki. His Lewis Method® of managing projects has been adopted by thousands of managers. Jim has a B.S. in electrical engineering and a doctorate in psychology, both from NC State University.

The Lewis Institute is a registered education provider with the Project Management Institute® and provides PDUs for completion of these courses.

The Six Sigma people say most organizations run at a “three sigma” level, meaning that 30 cents of every sales dollar is lost due to scrap, re-work, and warranty costs. The same numbers apply to projects. Numerous studies have shown that your organization may waste about 30 cents of every dollar spent on projects due to poor project management. With projects costing in the hundreds of thousands of dollars, a small investment in training and consulting can reduce your waste dramatically and gain a payback in very short order. Good project management can significantly reduce these wasted expenses!

Additionally, nearly 85% of software projects get into trouble, with close to 30% being canceled. Estimates in recent years suggest that companies like yours lose about $120-130 billion annually on software projects.

The same is true of your product development projects. Alan Mulally, former President and CEO of Boeing Commercial

Airplanes, estimated during the 777 program (for which he was chief engineer) that 30% of the cost to develop an airplane was re-work—meaning that one of every three engineers on the team was spending full time re-doing what two other engineers had done wrong.

You will learn how to help your team perform better by:

Improving communication e

Reducing destructive conflict e

Enhancing problem solving e

Making better decisions e

Increasing strategic thinking and planning e

Constructing better implementation plans e

Fostering higher creativity and innovation e

InSTruCTIon ProvIdEd by ThE LEwIS InSTITuTE, InC.

why ThESE SEmInarS Can hELP You makE a dIFFErEnCE

Guarantee of SatisfactionWe realize how valuable your time and money are and that you and your organization expect to get a return on your investment. We promise that you will be completely satisfied with your learning experience or we will make it right—guaranteed!

FrEE SubSCrIPTIon!Join our e-mail newsletter, the nC State Training “hotLink” and you could win FrEE on-line training

Be the first to receive schedules of ecourses in YOUR area of interest as well as advance information on new courses

Contribute your ideas for new eseminars, conferences and workshops

Get valuable insight on the latest eissues in professional development and training

To sign up, visit our website at ContinuingEducation.ncsu.edu.

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Doug DeCarlo is internationally recognized as a thought leader and paradigm shifter in the world of projects that feature high-speed, high-change, high-stress and high uncertainty. He is the author of the landmark book, eXtreme Project Management: Using Leadership, Principles and Tools to Deliver Value in the Face of Volatility.

Brian Gugerty, DNS, MS, RN has been in the clinical informatics field for over 20 years. Dr. Gugerty is an independent consultant in clinical informatics where, for one of his major clients, he is overseeing communication, education, go-live support and evaluation for a four hospital, two-year, computerized provider order entry implementation in the Midwest. He has been a project manager for

various healthcare information technology (HIT) implementation projects using traditional PM methods and on HIT software development teams using the Agile method.

Dr. Gugerty has served as director of nursing informatics at Erie County Medical Center. Later, as a critical care clinical information system product manager for GE Medical Systems and then as a senior research analyst for Siemens, Dr. Gugerty had responsibility for specifying and modeling various aspects of commercial EHRs. As an assistant professor at the University of Maryland School of Nursing’s Informatics Department, Dr. Gugerty taught graduate courses and conducted evaluation research on clinical information systems; he is currently an adjunct professor at the school. Dr. Gugerty is active in the American Medical Informatics Association as well as other professional societies and initiatives. He has published widely and presented on informatics topics including HIT project management, clinical documentation and evaluation of HIT.

George Hollins, P.E., PMP, has been responsible for the management of over $1 billion in project value in his twenty-five year career as a professional engineer. He has worked on individual projects ranging in value from a few thousand dollars to over $100 million - as well as programs and portfolios valued at several hundred million dollars.

Early in his career Mr. Hollins worked as a project engineer for the Iowa Natural Resources Council, the Iowa Department of Transportation, and the City of Westminster, Colorado; he quickly moved to leadership positions serving as the City Engineer for West Des Moines, Iowa, Associate Director for Business and Finance for the Iowa Board of Regents, and Director of Design and Construction Services and Business Manager for the University of Iowa.

Mr. Hollins has developed and managed major capital programs and associated projects ranging in scope from the creation of new research, academic and office buildings, to utility installations and plant expansions, to roadway and bridge improvements, to building infrastructure renovations. In addition to capital projects,

he has managed or overseen the management of software implementations, process/quality improvement initiatives, and feasibility/programming projects.

Mr. Hollins has bachelor degrees in engineering (Iowa State University) and business management (Upper Iowa University) as well as a master’s degree in organizational leadership (St. Ambrose University). He is a PMI-certified Project Management Professional and has earned his certificate in project management from NC State University.

Ken Whitaker, PMP of Leading Software Maniacs™ (LSM) has more than twenty-five years of software development executive leadership and training experience in a variety of technology roles and industries. He has led commercial software teams at Software Publishing (remember Harvard Graphics?), Data General, embedded systems

software companies, and enterprise software suppliers. Mr. Whitaker is an active PMI® member, Project Management Professional (PMP)® certified, a Lewis Institute Certified Instructor, and a Certified ScrumMaster (CSM). Sources for LSM’s presentations come from case studies, personal leadership experience, the PMI Project Management Book of Knowledge (PMBOK® Guide), and Mr. Whitaker’s two books: Managing Software Maniacs and Principles of Software Development Leadership.

Michael Wood, is a certified public accountant and subject matter expert on IT strategy and business process improvement at www.gantthead.com, the world’s largest IT project management content portal.

Mr. Wood is currently a freelance consultant, writer, speaker and workshop leader. From 2000 to 2008, he was the president

of The Natural Intelligence Group. Prior to that, he was Executive Vice President of Outcomes Management for the Corporation for Standards and Outcomes (CS&O), a leader in the development of outcome-based management methods and Internet applications in the behavioral healthcare industry.

Before joining CS&O, Mr. Wood was Vice President of MIS for Showboat Operating Company. In addition to his traditional CIO duties, he led the implementation of all technology used at Showboat’s newest properties in northwest Indiana and Sydney, Australia.

Previously, Mr. Wood headed Helix Corporation, a management consulting company. He also served as an adjunct professor in Pepperdine University’s MBA program and as associate professor at California Lutheran University.

Mr. Wood has conducted workshops and seminars on a national and international basis. His broad industry background and experience has positioned Mr. Wood as an expert in the field of business process improvement and reengineering, which is the focus of his new book, The HELIX Factor: The Key to Streamlining Your Business Processes.

your InSTruCTorS wILL Show YOU how you Can makE a dIFFErEnCE

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how To CommunICaTE, InFLuEnCE, and nEGoTIaTE In ProJECT manaGEmEnTDeveloping the People Skills to get Results without Direct Authority

why you Should attendThe majority of a project manager’s time is spent working with people, not on technical tasks. As a project manager you need to get work done by people over whom you usually have no direct authority and have to work closely with project stakeholders throughout the life of the project.

You and your project team usually have more than enough technical skill and creativity to get the job done. What you need more of are the “people skills” that will help you get the resources, organizational support, and buy-in at all levels necessary to get the project done on time and within budget, while leaving the team ready for the next project.

By attending this seminar you will be equipped with the critical companion skills in communication, influencing, and negotiating that complement the problem solving, goal setting, scheduling, tracking, and other technical skills needed by project managers for the administrative aspects of the job.

attend and you’ll Learn how ToUse an array of techniques to communicate effectively ewith anyone who might affect the success of your project

Use proven methods to influence the attitudes eand performance of team members and stakeholders

Negotiate when necessary to meet your project eobjectives

Understand and work with communication styles eof others

Use active listening e

Read nonverbal communication and formulate eyour message

Get your message across and use feedback e

Gain the skills that highly influential people use to ework with others successfully

Plan out and influence strategy e

Analyze purpose, audience, and resources e

Use several soft and hard tactics of influence ewithout direct authority

who Should attendThe project managers whose jobs involve engineering, data processing, information technology, construction, research and development, manufacturing, maintenance, corporate planning, finance, marketing and quality will benefit from this seminar. The principles you’ll learn can be applied to any kind of project.

attend and you’ll receiveThree textbooks, e Influencer, by Kerry Patterson; Getting to Yes: Negotiating Agreement Without Giving In, by Roger Fisher and William Ury, a $30 value; and Difficult Conver-sations: How to Discuss What Matters Most, by Douglas Stone, Bruce Patton, Sheila Heen, Roger Fisher, a $15 value

A comprehensive workbook, full of easy-to-use eprocedures, guidelines and worksheets

1.8 CEUs/18 PDHs/18 AIA LUs/18 PDUs e

Three networking luncheons e

A Certificate of Attendance e

what others have Said

“ This course gives real-world examples of how to work with peo-ple through improved communication styles. It really makes you realize how important people are to the project.” — Jessica Elliott, Workforce Management, Biogen Idec,

Durham, NC

“ Course does an excellent job at providing a base-level introduc-tion to common situation and techniques that people in business will find themselves in and need to use.” — Paul Kaper, Engineer Project Manager, Gilbarco Veeder-Root,

Greensboro, NC

“ This course was very interactive and learning the material was made fun, I am walking away with new and useful knowledge.” — Erin Oakley, 3PL Operations Analyst, Greensboro, NC

“ This course offers you “real-world” examples for communicating, influencing and negotiating with anything you do in work…not just for projects. It can be applied to almost everything you do.” — Stephanie Monk, Senior Product Manager, SunTech Medical,

Morrisville, NC

Core Course

ProJECT manaGEmEnT: TooLS, PrInCIPLES, and PraCTICESHow to Plan, Schedule and Control Projects Successfully

why you Should attendTake the guesswork out of project management! If managing projects to get results is important to your organization, you can’t afford a seat-of-the-pants approach. Here are proven tools and techniques used by world-class companies to make their projects sizzle! With these methods, your projects will come in on time, on budget, and at the right level of performance.

This is not a theoretical, academic program, but a true nuts-and-bolts, no-nonsense approach to project management, taught by a seasoned project manager. Your instructor applies the latest methods of learning technology to accelerate your learning and increase your retention so you can apply these important tools. You’ll see how all techniques relate to each other during five interactive exercises that simulate a project.

attend and you’ll LearnHow to manage every aspect of a project to achieve eschedule, cost, and performance objectivesHow to master the concepts and methods needed to emanage resources efficiently to achieve project goalsHow to develop and coordinate the total project plan eHow to construct achievable project schedules using eCPM, PERT, and bar chartsHow to develop valid estimates of resource erequirements and costs by applying the work breakdown structure (WBS)Why the WBS is the most important tool of project emanagementRules for developing the WBS eHow to use the WBS to estimate time and cost eHow to monitor and control project status using eEarned Value Analysis and other methodsHow to avoid the ten most common causes of eproject failureHow to get project team members to buy in, even ewhen they don’t report directly to youWhat you need for a viable project management system eThe Lewis Method e ® of project managementHow to manage the project life cycle eThe importance of clarifying the project mission e The difference between mission and vision eThe difference between strategy and tactics, and why estrategy is important

Risk analysis and management – assessing probability, eseverity and detection for each riskHow to develop a risk management plan eCommon mistakes made in planning eWhy you need both arrow diagrams and bar charts eHow to use the schedule to manage the project eHow ignoring resource limitations produces a eworthless scheduleHow software can help you allocate resources eHow to estimate when you have no historical data e The probability of scheduled completion eHow to improve performance by evaluating projects eWhat to do to keep your projects on track eHow to forecast project completions eFactors that make a project successful e

attend and you’ll receiveThe text, e Project Planning, Scheduling & Control, by Dr. James P. Lewis, a $55 value

A comprehensive workbook e




who Should attendThis seminar will benefit project managers whose jobs involve engineering, data processing, information technology, construction, research and development, manufacturing, maintenance, corporate planning, finance, marketing, and quality. The principles you’ll learn can be applied to any kind of project.


“ I have worked in the construction industry for more than 30 years, the course was helpful in improving my skills and overall competence.” — Robert Bassford, Project Manager, Prince William County Park

Authority, Manassas, VA

“ I think any manager (project or otherwise) should take this course as a requirement. It is an incredible way to open your eyes to good, solid planning practices for projects.” — Heather Kempfer, Therapy Support Coordinator, Biogen Idec, RTP, NC

“I have several project management ideas I look forward to imple-menting back at work.” — Robert Powell, Group Product Manager, GrapeCity Inc., Morrisville, NC

Core Course

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TEam-baSEd ProJECT manaGEmEnTDealing Effectively with the “People” Side of Projects

why you Should attendA committed and motivated project team can work miracles, but how do you create such a team? By applying the methods taught in this dynamic seminar, you can turn a project group into a winning project team!

Through this seminar you will learn to manage and lead, to influence and motivate, and to work with team members to get the best possible performance from each individual. If you have ever said, “I have no trouble solving the technical problems in my projects—it’s the people problems I have trouble with,” then this seminar may be just what you’re looking for. The job of the project manager is to integrate people with different knowledge and skills into a functional team, so that each can make a specific contribution. In short, a project team needs a leader, not a manager.

A common problem for project managers is that they don’t “own” the people in their project team. For that reason, you must have very good people skills in order to have a successful project. You must hone your interpersonal skills so that you can exercise influence, rather than power, to get things done. You’ll return to work better equipped to bring out the best in those individuals on your team.

attend and you’ll Learn how toGet team members to “buy-in” to the project emission, vision, and objectivesCreate a sense of project ownership eClarify roles of team members so everyone knows eexactly what he/she is supposed to be doingDetermine how to handle decisions in your team e(by consensus, majority vote, or autonomously)Understand different personalities and how they best econtribute to team performance Build a climate to enhance innovation and promote eacceptable risk-takingManage conflicts to promote creativity without ehaving the conflicts become interpersonalDetermine what motivates team members eAchieve objectives through teamwork eOrganize the project team and build commitment eto project objectivesBuild a team in matrix or subcontract environments eDeal with unsatisfactory performance eManage team development stages eLead the team improvement process e

Improve your own performance e

who Should attendAs a project manager you will benefit from this seminar, especially if you are involved in engineering, data processing, information technology, construction, research and development, manufacturing, maintenance, corporate planning, finance, marketing, and quality. The principles can be applied to any kind of project. The seminar is especially valuable for managers who are concerned with effectively managing projects for which the cost, schedule, and performance must meet rigid requirements.

attend and you’ll receiveA copy of the book, e Team-Based Project Management, by Dr. James P. Lewis, a $35 valueA comprehensive, workbook full of easy-to-use eprocedures, guidelines and worksheets, plus an extensive reading list. This book will help you put what you learn to work immediately—and will serve as a handy reference in the years to come.Feedback from the Kiersey Temperament Sorter eto help you understand your preferences for dealing with others, contributing to your growth as a manager1.8 CEUs/18 PDHs/18 AIA LUs/18 PDUs eThree networking luncheons eA Certificate of Attendance e

Core Course

EXTrEmE ProJECT manaGEmEnTTM

How to Deliver Value in the Face of Volatility

why you Should attendTraditional project management models, tools, and bureaucracy simply don’t work and often backfire on projects that many would describe as chaotic: those complex, volatile adventures characterized by high speed, high change, high unpredictability, and high stress.

Now there are agile and intuitive project management frameworks proven to work: approaches that result in quick ramp-up, enable adaptation to sudden opportunities and risks, and reduce time-to-profit.

By attending this interactive, experiential workshop, you will learn how to address the unique challenges of eXtreme projects and how to manage both the mechanics and the dynamics of an eXtreme project. You will leave with the know-how and skills to maintain control and deliver business value in the face of volatility. In the process, you will experience a holistic project management method, one that’s built on a proven foundation of principles, shared values and critical success factors that are essential for succeeding on today’s ultra-demanding projects.

who Should attendThis course is ideal for project managers, program managers, team members, and project sponsors who are expected to succeed on projects that are deadline driven and/or feature high speed, high change, and high uncertainty. Implementations of eXtreme project management are thriving in information systems, research, new product development, and process re-engineering environments across all industry sectors. No previous training in project management is required to reap the benefits of this workshop.

Project managers whose jobs involve engineering, data processing, information technology, construction, research and development, manufacturing, maintenance, corporate planning, finance, marketing, and quality will benefit from this seminar. The principles you’ll learn can be applied to any kind of project.

attend and you’ll receiveA copy of the book, e eXtreme Project Management: Using Leadership, Principles & Tools to Deliver Value in the Face of Volatility, by Doug DeCarlo, a $50 value

A comprehensive class workbook e




attend and you’ll LearnWhen to apply and not apply the principles of eXtreme eproject management

eA world view and management style that is compatible with chaos and unpredictability

How to apply the tools of eXtreme project management efrom planning through execution

The eXtreme project management infrastructure eThe four accelerators for unleashing motivation and • innovation

The ten shared values for building the confidence and • trust needed to succeed

The four business questions for ensuring that bottom-• line benefits are delivered to the project sponsor

The five critical success factors that comprise best • practices in self-mastery, leadership by commitment, flexible project process, real-time communication, and organizational agility

How to identify a development life cycle that is ecompatible with the project’s business objectives

How to get the eXtreme project team up rapidly and erunning with clarity and speed, and how to sustain commitment throughout the project

How to manage change without letting the project get eout of control

How to partition stakeholders and identify their win econditions

How to use “timeboxing” to keep the project on target eand keep the project sponsor in the driver’s seat

How to track results effectively e

Survival techniques in assertiveness and conflict eresolution

eCommunication infrastructure capabilities needed to accelerate the rapid flow of information and decision-making

How to improve self-mastery: the ability to lead oneself ein the face of adversity

eHow to assess your organization’s ability to succeed on eXtreme projects and to sustain a change-tolerant environment

eXtreme project management templates that you can etake back for immediate use


“ The course was a pleasant surprise. Many facets of the course cover the soft side of project management that is often excluded in tradi-tion project management.” — Steve Boehling, Plant Manager, LL Building Products, Burgaw, NC

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Elective

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how To bE a hIGhLy EFFECTIvE ProJECT manaGEr Learn How to Achieve Your Business and Personal Goals Faster and with Less Effort!

why you Should attendAs a project manager you may feel that the odds of winning to are low while the odds of losing seem to be very high. You may have complained that you have a lot of responsibility and little or no authority, so how are you to get the job done?

You don’t need authority to be effective if you know how to exercise personal power. Personal power is not given to you by your position in the organization—it is achieved by how you think, how you communicate, and how you behave. It is about who you are as a person, rather than what tools you use, what degrees or certifications you have, or your political skills. People who know how to exercise personal power are winners. Those who don’t are often losers—if they even get into the game at all! Effective individuals exercise power. Ineffective people try to get things done by using force. There is a huge difference. Force is always met with resistance…resistance while power…dissolves resistance. This is illustrated by the power of water to carve the Grand Canyon.

Principles and practices that make an effective project manager also make can you a more effective individual in whatever you do, whether at work or outside of work. In this high-impact three-day program, you get more bang for your buck because you will be more effective in every area of your life! When you start living from your power zone—where your greatest strengths reside—your weaknesses become irrelevant.

benefits of attendingYou’ll learn how to achieve your business and personal goals faster and with less effort by:

Using power, rather than force, to accomplish your eobjectivesTailoring your current job to better fit what you really ewant to be doingGetting more of what you want and less of what you edon’t wantStaying on track to achieve your goals in the face of echangeGaining greater control over your work day eBuilding strong loyalty of followers to your aspirations eReducing burnout, while increasing performance and ejob satisfaction for team members and those who work for you

Developing a balanced approach to your life so that eyou tackle any task with calm assurance of a successful outcomeApplying the principles and practices to both your work eand personal endeavorsBeing more effective in dealing with your boss, eco-workers, and other stakeholders to your projectsDesigning and experience your compelling future eDiscover and release unconscious blocks that rob you eof energy in your professional and personal life Identifying a set of practices to become self-generative eand self-correctingAttracting people and circumstances that can lead eto greater financial rewardsImproving relationships with the important people in eyour life

who Should attendFunctional and department managers, project managers and business professionals who want to:

Better align their jobs with their life’s purpose and passion eEnergize constituents and improve individual and team eperformance

attend and you’ll receiveA comprehensive workbook eAssignment to a Power POD to further support your egrowth in personal power1.8 CEUs/18 PDHs/18 AIA LUs/18 PDUs eA Certificate of Attendance e

Elective

manaGInG CaPITaL ProJECTSHow to Meet Critical Project Objectives by Producing Measurable Results

why you Should attendInvestment in capital assets is on the rise. Billions of dollars are being committed to new construction as well as repairs to roadways, bridges, buildings, power plants, dams, levees, pipelines and more. From federal stimulus packages to universities to K-12 schools improvements, investment in facilities and infrastructure is nearing record levels. Through this seminar, you’ll learn to maximize your return on investment. Experienced project managers will instruct you in bringing capital projects on-line while meeting project objectives.

This program will benefit public and private owners and project managers who want to improve the delivery of capital projects. The principles and techniques presented in this class are directed toward creating a predictable project management system for capital projects, in essence, a pipeline, where standard inputs produce predictable results – success in meeting project objectives.

attend and you’ll Learn how toAssemble the right project team with clear roles and eresponsibilities

Understand the project cycle and progressive eelaboration

Develop a communication plan that coordinates team emember roles and keeps stakeholders informed as the project progresses

Select the appropriate design professionals to help with ethe design and administration of the work – architects, engineers, and other specialists

Define an organizational methodology which will help eto reduce stress and improve success

Develop a design intent report to serve as a foundation edocument within the project management plan

Select the appropriate project delivery system (e.g., edesign-bid-build, design-build, construction manager as agent, construction manager at risk, turn-key lease, partnerships) for your project parameters

Deal with conflict. e

Incorporate a regular program of lessons-learned einto the project management methodology (teaching people to teach people to teach people).

Maximize project success through appropriately edeveloped plans and specifications (detailed vs. performance, peer review, modeling, mock-ups)

who Should attendYou must know the following to attend this course: fundamentals of managing projects, including developing mission statements, using work breakdown structures, creating a critical path schedule, and tracking progress using earned value analysis. If you have taken the PM Tools class in this series (or an equivalent course that covered the topics listed above), or if you have your PMP®, you are qualified. Otherwise, you should not register for this program.

attend and you’ll receiveA comprehensive workbook e





“ The managing capital projects course was relevant, insightful and taught by an excellent instructor with a lot of experience.” — James Van Etten, Fuquay-Varina, NC

“ I really enjoyed this class. George was a great teacher and kept things interesting. I appreciate the instructor’s real-world experience and he shared experience as examples of course material. He proves that you learn as much from your mistakes as much as accomplishments.” — Lynn Tarsi, Construction Administrator, General Sports Venue,

LLC, Raleigh, NC

Elective

FrEE! nC STaTE ProJECT manaGEmEnT wITh dr. JIm LEwIS. Project Management Webinar: http://continuingeducation.ncsu.edu/pmr.html

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manaGInG dISaSTEr PLannInG, rESPonSE, and rECovEry ProJECTSHow to Develop a Framework for Effective Response

why you Should attendAll too often we read about natural disasters and their effects on people, organizations and communities…and we sigh, “I‘m glad it didn’t happen here…to us.” But what if it did? Are you and your organization or community prepared to respond? Through this seminar, you’ll learn to develop the framework for an emergency response plan to guide you in case your organization or community experiences such a disaster. You’ll learn tools and techniques to assist you in managing the response as well as in recovering, getting back to a sense of normalcy, after the event.

An experienced leader and project manager will instruct you in putting together the basic project management planning framework for meeting response and recovery objectives. More than once in his career your instructor has had to “walk the talk” that he provides in this seminar. He knows exactly what the expression “been there, done that” means …and how critical advanced planning is to successful response and recovery.

You’ll learn how advanced planning saved one organization—and no doubt the surrounding community—millions of dollars in property losses and how a well thought out response plan may have helped save the lives of many who, without warning, would have been totally unprepared for what lay in store for them as a river steadily rose—to unprecedented levels—that no one dreamed it could reach.

This class unfolds like a thriller novel, as the instructor relates a step-by-step approach to managing a disaster that could have been much worse. This is undoubtedly one of those areas in which you want to learn from the experience of others, rather than having to do it through the school of hard knocks!

attend and you’ll Learn how toIdentify the basic elements of a disaster management eplan

Assemble the right project team with clear roles and eresponsibilities.

Conduct a risk assessment and establish a risk register efor your organization or community.

Identify strategies to avoid, transfer or mitigate the evarious risks.

Estimate preliminary budgets for various strategies. e

Develop a communication plan that coordinates team emember roles and keeps stakeholders informed as the project progresses.

Deal with conflict that might arise throughout the eplanning, response or recovery periods.

Identify whether certain materials should be stockpiled ein advance and in what quantities.

Determine whether outside consulting professionals are erequired and establish relationships and engagement protocols prior to the disaster.

Test the plan prior to needing to use it through “Table- eTop” exercises, peer reviews and other means.

Execute the plan during the disaster response and erecovery phases.

who Should attendThis program will benefit public and private leaders and project managers who want to be proactive with regard to planning for disasters. The principles and techniques presented in this class are directed toward creating a somewhat predicable system for managing disaster situations should the need arise.

attend and you’ll receiveA comprehensive workbook e



A Certificate of Attendance e® The Lewis Method is a registered trademark of the Lewis Institute, Inc.™ The ThinkAbout titles and HBDI are trademarks of Herrmann International

Please note:you must know the following to attend this course: fundamentals of managing projects, including developing mission statements, using work breakdown structures, creating a critical path schedule, and tracking progress using earned value analysis. If you have taken the Pm Tools class in this series (or an equivalent course that covered the topics listed above), or if you have your PmP®, you are qualified. otherwise, you should not register for this program.

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Elective

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manaGInG hEaLThCarE IT ProJECTS and ProGramS How to Effectively Address Today’s Complex Development and Implementation Programs

why you Should attendHealthcare Information Technology (HIT) has been identified as a critical success factor in achieving more effective and efficient healthcare organizations. The federal government is supporting the meaningful use of certified electronic health records with tens of billions of dollars over five years and healthcare organizations—in aggregate—are pitching in many times that amount. This is spawning mega development and implementation projects that are significantly changing operations, work and roles within and across healthcare organizations. This workshop will review and reinforce select fundamental practices and principals of project management stressing that these fundamentals are the basic building blocks of the development and implementation of projects in healthcare today. While necessary, project management fundamentals are not sufficient for today’s mega initiatives, however. Intermediate and advanced project management skills, program management and strategic change management techniques relevant to healthcare will be covered. You’ll benefit from five active learning small group exercises based on a real-life healthcare IT enterprise program initiative that will keep you engaged throughout the workshop. Practical “take-aways” that have immediate application to your organization are additional key benefits of the workshop.

attend and you’ll LearnBackground and current state eThe implications for project and program management • of the federal initiative to spur the adoption of HIT and other important trends

The state of process, project and program management • in healthcare

Program and project life cycle phases in multi- etechnology and/or multi-site complex healthcare development or implementation scenarios The program charter• Aligning project, program and organization objectives•

Strategy planning• Work breakdown structures and other project/program • visualization tools

Matrix task and resource scheduling • Managing a complex array of project team members, • subject matter experts, internal and external consultants and stakeholders

Earned value management• Critical closing activities• Learning across projects•

The future of healthcare project and program emanagementGovernance and leadership• Managing rapid transformation• Integrating healthcare with multiple industries • and ways of life

who Should attendHealthcare and healthcare IT project managers, team members and key stakeholders involved in or soon to be involved in multi-technology and/or multi-site complex healthcare development or implementation projects and or programs.

You must know the following to attend this course: fundamentals of managing projects, including developing mission statements, using work breakdown structures, creating a critical path schedule, and tracking progress using earned value analysis. If you have taken the PM Tools class in this series (or an equivalent course that covered the topics listed above), or if you have your PMP®, you are qualified. Otherwise, you should not register for this program.

attend and you’ll receive eHealthcare Information Technology Project and Program Management Workshop workbook




Elective

How to Develop Contingencies against Project Disasters throughmanaGInG rISkS and ProCurEmEnT In ProJECTS

12

why you Should attendWhile the topics of risk and contract management are not the most exciting aspects of project management, they are essential to have a well-rounded knowledge of how to manage projects successfully. The key to effective learning is relevance, so this course is taught through team and skill-practice exercises in the risk management section. You will receive defining information on the types and sources of risk, and you will take home the necessary tools to handle them. You will also receive an overview of contract administration and explore each of the steps involved in handling contracts. Techniques for handling the solicitation, awarding, and execution of contracts will be thoroughly covered during your class—together with methods of handling conflicts that may arise.

Actually, everything you do to manage a project is really about managing risk. It is certain that if you don’t manage risk, it will manage you and derail your project. Since you can’t anticipate everything that might go wrong, you will learn how to use a process to identify, quantify, and mitigate many of the things that could wreck the job you’re doing. Most importantly, the instructor for this program has many years of experience in managing projects, and can help you take advantage of that experience in your own projects.

attend and you’ll Learn how toIdentify significant risk factors eConduct a SWOT assessment eControl the major risk factors eDevelop a procurement plan eConduct a solicitation e

Make award determinations eManage contracts after the award eClose-out a contract e

who Should attendThis program will benefit project managers whose jobs involve engineering, data processing, information technology, construction, research and development, manufacturing, maintenance, corporate planning, finance, marketing, and quality.

attend and you’ll receiveThe text, e Project Procurement Management, by Quentin W. Fleming, a $50 value

A comprehensive notebook e

Additional handouts for the class exercises e




richard bishop receives his nC State university Project management Certificate from instructor George hollins (right).

“ Jim Lewis brings a passion for the discipline of project management. He and the other instructors did a fantastic job of bringing together theory and practical application in the classroom. I would highly recommend the Project Management Certificate Program!”

— Richard Bishop, Integration Engineer, Advanced Micro Devices, Orlando, FL

Elective

13

maSTErInG IT ProJECT manaGEmEnTA Road Map to Improving Your On-time and On-budget Success Rate

why you Should attendCIO Magazine says only 29% of IT projects are completed on time and on budget. According to other sources, even that may be optimistic. IT projects are among the most complex of all project types.

In this class you will go beyond the methods covered in Project Management: Tools, Principles, and Practices and the Project Management Institute’s PMBOK , or Project Management Body of Knowledge® to address critical project management practices for improving the success of IT projects like selecting the best life cycle for your project, developing the WBS and estimating effectively, staffing your project, identifying the real requirements, managing risk and complexity, tracking progress, and communicating with sponsors, users, stakeholders, and team members. In addition, you will review current and emerging options in project management systems, portals, and collaboration platforms.

If you really want to improve the success rate of your organization’s IT projects, this class will give you the tools you need.

attend and you’ll LearnIT projects—why are they so difficult? eThe role of complexity, technology, and change• Knowns vs. unknowns• The continuum of project complexity•

IT project failure—is it really that bad? eDefining IT project success and failure• Common causes of IT project failure• Assessing your organization’s risk•

IT project life cycles eWhy does life cycle matter?• The best life cycle approaches for different project types• Agile vs. traditional—benefits and risks of each•

IT project estimation eWhy IT project estimation is so difficult• How a bad estimate can ruin a good project• Advanced tips and tools for estimating IT projects•

Requirements management ePrescriptive vs. adaptive approaches to identifying • and managing requirements

When to use prototypes to help elicit requirements•

IT project staffing eThe myth of multitasking• When to use overtime• The Peopleware™ factor•

Change management eTypical causes of IT project change• Strategies for managing change on IT projects•

Tracking and reporting progress eMeasuring the abstract• Accounting for unknowns• Using earned value in IT projects•

Project management information systems eEnterprise project management system selection• Project management portals and collaboration • platforms

IT project contracting eAddressing risk in IT project contracts• Contract pricing models for managing unknowns•

who Should attendYou must know the following to attend this course: Fundamentals of managing projects, including developing mission statements, using work breakdown structures, creating a critical path schedule, and tracking progress using earned value analysis. If you have taken the PM Tools class in this series (or an equivalent course that covered the topics listed above), or if you have your PMP®, you are qualified. Otherwise, you should not register for this program.

attend and you’ll receiveA comprehensive class workbook e1.8 CEUs/18 PDHs/18 AIA LUs/18 PDUs eThree networking luncheons e A Certificate of Attendance e

Elective

14

maSTErInG aGILE SoFTwarE dEvELoPmEnT LEadErShIP How to Use a Balanced Approach to Improve Your On-time Product Delivery

why you Should attendThis highly interactive workshop is designed specifically for software/IT organizations and will show you how to master tactical and strategic planning, apply process management principles, and lead your people to transform your organization to become more agile.

You will receive a solid foundation to improve on-time product delivery using a balanced approach of planning, process, and people leadership:

Planning – Maximize your organization’s time with jus’ e’nuff™ planning to enable your teams to focus on execution of tactical goals while building a bought-in strategic vision and roadmap.

Process – There’s no secret that a more interactive approach such as Scrum provides a more realistic framework based on a series of discovery, investigation, and quality validation cycles. You’ll learn how to apply best-of-breed PMI® project management processes to your agile projects.

People – These days every organization needs to do more with less time, smaller budgets, and fewer resources than ever before. You’ll learn tips and techniques that will motivate, empower, and improve your team’s overall effectiveness without introducing needless bureaucracy.

Learning these key software leadership principles ultimately results in building a software/IT organization that consistently delivers quality, on-time results. To reinforce best practices learned, you’ll work with others to simulate a typical project’s life cycle using agile. If you are finding yourself in a rut, your teams lacking motivation, or you’re hopelessly struggling trying to prioritize among all of the incoming customer and business needs, this workshop is definitely the “breath of fresh air” that will guide you to take charge of your role and your career.

attend and you’ll Learn

Tools and techniques to prepare for the worst (yet may eproduce the best outcome)

7 deadly habits of ineffective software managers•

Relating • PMBOK® Guide best practices to software development and the 4Ps™

Understanding to Agile thinking•

Aligning to your company vision•

Preparing for the unexpected using risk management • techniques to prepare for the unexpected

Controlling the cost of a project•

Deciding whether to outsource•

How to adopt a pragmatic project management approach eto deliver products on time, every time

Deciding whether a new process methodology needed•

Defining project scope the first time•

Scheduling projects the right way•

Incorporating Agile workflow•

Verifying and controlling scope•

Ensuring quality throughout the software life cycle•

Simulating an actual software project life cycle•

Understanding how an Agile (Scrum) project really works•

Avoiding failure on a Scrum project•

How to transition to an Agile, communicating organization esuccessfully

Conducting organizational spring cleaning•

Using broken squares to show the importance of • team dynamics

Finding the right resources using creative techniques•

Retaining the best staff•

Motivating the team to outperform your competition•

Creating a winning workplace with effective • communication

Understanding stakeholders and sponsors•

Being effective at meeting management•

Getting balanced results with the 4Ps priority board•

who Should attend

Project, program, or portfolio managers, managers, edirectors, VPs of software development

Software developers or technical lead advancing to a emanagement role

Anyone in a leadership position that must transform their eorganization to be more adaptable and agile in order to improve results

you must know the following to attend this course:

Fundamentals of managing projects, including developing emission statements, using work breakdown structures, creating a critical path schedule, and tracking progress using earned value analysis. If you have taken the PM Tools class in this series (or an equivalent course that covered the topics listed above), or if you have your PMP®, you are qualified. Otherwise, you should not register for this program.

attend and you’ll receive

The text, e Principles of Software Development Leadership, by Ken Whitaker, a $50 value





Elective

15

ProJECT LEadErShIP LaboraTory Techniques to Help You Go Beyond “Managing” to Become a True Project Leader

why you Should attendEven though they can’t be reduced to a tidy formula or equation, the principles of leadership are every bit as legitimate—and learnable—as those of finance or engineering. This powerful seminar will provide you with a blueprint for becoming a successful project leader, capable of motivating team members to achieve project objectives, not because they have to but because they want to. You’ll have a unique hands-on look at project leadership going beyond theory to examine the real-world relationship among task, leader, and follower. You’ll learn the important steps you can take to gain the trust of your team members—the first step toward leadership—and you’ll become familiar with these other critical elements:

Commonly encountered personality traits of both leaders eand followers

Case studies of leadership in action, in both business and enon-business settings

Leadership principles that can successfully be applied to enumerous situations

Research has shown that successful project leaders exhibit remarkably consistent actions and behaviors, and that virtually anyone can adopt these practices to improve their leadership effectiveness dramatically. You’ll discover what effective project leadership is really all about, and learn principles that—if followed—can greatly increase your project management success.

attend and you’ll LearnThe Project Leadership Laboratory focuses on the unique skills necessary for leading people in a project environment. Non-technical and accessible, it provides an easy-to-follow program for transforming yourself from a by-the-book manager into a leader capable of encouraging team members to plan, accomplish, and sustain excellence. In this step-by-step course for developing leadership proficiency, you will learn:

Proven leadership principles, with methods for eunderstanding and adopting them

Strategies for changing from the command-and-control erole to that of facilitator

Proven steps for building the personal credibility required efor effective leadership

As a project manager, you are generally given a lot of responsibility with little actual authority. The Project Leadership Laboratory unveils a comprehensive program for developing the skills of a leader. You’ll discover techniques for matching individuals’ talents to specific tasks, skills for delegating authority without losing control, physical approaches for quickly building rapport with other people, tips for acquiring credibility in an unfamiliar setting, and much more.

It has been said that the first step to understanding others is to understand yourself. In this laboratory, you will assess your own personality and disposition as a leader using the following instruments:

Kiersey Temperament Sorter (similar to the eMyers-Briggs)

Thinking Styles Inventory e

Leadership Practices Inventory e

LEAD-Self Instrument e

Emotional Intelligence Instrument eThese tools and techniques provide valuable data to help you optimize your approach to leadership, minimize your weaknesses, and understand followers at the same time. In addition, the laboratory helps you learn by doing, engaging you in various skill-building exercises to make the theory relevant and practical back on the job.

who Should attendThis program will benefit project managers whose jobs involve engineering, data processing, information technology, construction, research and development, manufacturing, maintenance, corporate planning, finance, marketing, and quality. The principles you’ll learn can be applied to any kind of project.

attend and you’ll receive

The text, e Project Leadership, by Dr. James P. Lewis, a $35 value





Elective

16

whoLE-braInTM ProJECT manaGEmEnT How to Improve Project Management through the Technology of Thinking™ and the Lewis Method®

why you Should attendSeldom do projects fail because people don’t know how to create a proper schedule or work breakdown structure. They fail most often because infighting, conflict, hidden agendas, communication problems, and egos plague project teams. All of these problems can be reduced or eliminated completely if people are given the proper tools for dealing effectively with each other. This dynamic program will show you how.

Teams, like individuals, do not always demonstrate a “whole brain” preference for thinking. This means that teams can also apply ineffective thinking to problems they must solve. By enabling teams to think in a whole-brain way, their performance can be greatly improved—with obvious bottom-line results. By combining individual thinking profiles with the team profile, project leaders can take maximum advantage of the strengths of each member and minimize any weaknesses that exist. When the Lewis Method® is combined with the Technology of Thinking™ model, you have an extremely powerful approach to capturing the strengths of your team to deliver project results on time, on budget, and at high performance! No other approach exists that yields the benefits of this method.

you can help your team improve better by:Improving communication eReducing destructive conflict eEnhancing problem solving eMaking better decisions eIncreasing strategic thinking and planning eConstructing better implementation plans eFostering higher creativity and innovation e

attend and you’ll Learn how toImprove your own thinking and the thinking of your eteam, using the “whole-brain walkaround”Compensate for lack of preference for a particular emode of thinking in yourself and your teamApply whole-brain thinking to develop a balanced escorecard for measuring project performanceGet a quick “reading” of another person’s preferred ethinking in order to deal more effectively with him or herApply a whole-brain approach to managing a project eof any kindImprove communication, planning, control, and other easpects of team performance

who Should attendAs a project manager, you’ll find this seminar especially beneficial if your job involves engineering, data processing, information technology, construction, research and development, manufacturing, maintenance, corporate planning, finance, marketing, and quality. The principles you’ll learn can be applied to any kind of project.

attend and you’ll receiveYour own personal Herrmann Brain Dominance eInstrument (HBDI™) profile and report, which shows your thinking preferences and describes general characteristics of your personality based on this profile. You will take the HBDI on-line before the program and receive feedback on your own thinking preferences!


A copy of e Whole-Brain Business Book, by Ned Herrmann, a $25 value




how the hbdI will help youNed Herrmann, formerly a manager of training at General Electric’s Crotonville Management Training Facility, spent 30+ years researching the Herrmann Brain Dominance Instrument. Over one million people have taken it, and the current database contains approximately 500,000 profiles. The statistical validity of the instrument is excellent. In addition, the application of the model to everyday thinking and thinking in organizations is completely in line with the work of other experts on the technology of thinking, including: Dr. Howard Gardner, who has discovered that there are eight intelligences; Dr. Daniel Goleman, whose research has shown that there is a bottom-line correlation for managers who have high emotional intelligence; Dr. Edward de Bono, perhaps the world’s leading guru of thinking; and Tony Buzan, originator of the Mind Map®. We have incorporated the work of all of these experts into our program to deliver one of the most unique sets of tools ever developed.

® The Lewis Method is a registered trademark of the Lewis Institute, Inc.™ The ThinkAbout titles and HBDI are trademarks of Herrmann International

Elective

17

You probably can’t pass the exam by reading only the PMBOK® Guide!PmP® EXamInaTIon PrEP CourSE Designed to Help You Pass the PMI® PMP Certification Exam

why you Should attendThere are three ways to prepare for the PMP exam:1. the hard way—studying on your own,

2. participating in a study group,

3. the easy way—by attending this three-day preparation seminar.

This course will thoroughly prepare you to take the PMI PMP Certification exam. During the three days of the course, you will benefit from a comprehensive review of the PMBOK® Guide and additional information that amplifies the PMBOK® Guide and covers text that has appeared on the exam under the category of “general knowledge.”

Much of this vital information is not included in the PMBOK® Guide! You will practice many of the skills and calculations that will likely be on the examination through the interactive presentation methods such as lecture, demonstration, worksheets, and other handouts. You will also experience a module on preparing for the PMP exam that gives test-taking hints, a summary of what the exam is like, and a review of the application process.

You will have the opportunity to experience several short review tests that will help you to better understand the kinds of questions you’ll be asked on the PMP exam.

who Should attendAnyone who is considering PMI PMP Certification should attend. This course will give you the test-taking strategies to help you pass the exam.

attend and you’ll reviewThe project management context eProject management processes eProject integration management eProject scope management eProject time management e

Project cost management eProject quality management eProject human resources management eProject communications management eProject risk management eProject procurement management eProfessional responsibility ePreparing for and taking the examination ePractice examinations e

attend and you’ll receiveA copy of e The PMP Exam: How to Pass on Your First Try, by Andy CroweA comprehensive summary of what the exam is elike and a review of the application processPractice tests after each major section covered in the eclass, allowing you to correct for any gaps as you go along. We have found this to be a highly effective approach that contributes to the success rate we have experienced.1.8 CEUs/18 PDHs/18 AIA LUs eA Certificate of Attendance e

* This course is offered on an in-company basis. Call Andy Billingsley at 919.513.5080 or e-mail [email protected] for more information.

†A Guide to the Project Management Body of Knowledge (PMBOK® Guide) is a collection of processes and knowledge areas generally accepted as best practices within the project management discipline. As an internationally recognized standard (IEEE Std 1490-1998), it provides the fundamentals of project management, irrespective of the type of project, be it construction, software, engineering, automotive, etc.

PMI, PMP, PMBOK, and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc.

Elective

over 99% Success rate!While we do not guarantee that anyone will pass the exam after taking this course, all but one individual who has taken the exam after completing this prep course has passed.


“ A must course for anyone planning to take the PMP exam. It provides clarification on the PMBOK.” — Jeff Brooks, Senior Manager,

Hanes Brands, Winston-Salem, NC

“ Human interaction adds a more interesting dimension to dry material. — JChris Fulp, Facilities Engineer, RFMD,

Greensboro, NC

18

Earn your ProJECT manaGEmEnT CErTIFICaTE nowAnnouncing the NC State University Project Management Certificate Program

The Project Management Certificate Program is a joint offering from the Lewis Institute and NC State University’s Office of Professional Development and Industrial Extension Service. This new certificate series provides project managers with the essential skills they need to succeed at “hands-on” project management. All participants will receive certificates of completion from NC State University and continuing education credits in the form of Continuing Education Units (CEUs), Professional Development Hours (PDHs), AIA Learning Units (LUs), and Professional Development Units (PDUs).

What makes our certificate program different than most is that we employ “whole brain” accelerated learning and simulation methods in all of our courses, so that maximum transfer of skills to the workplace is achieved. The typical training program transfers to the job about only 30 percent of what is taught. Our objective is to greatly exceed that level. The certificate requires that you complete five courses—three “core” courses and two electives—within a period of three years. Each seminar is three days in duration.

why This Program Is uniqueThe Project Management Certificate will provide you with an excellent means of credentialing and will demonstrate that you have been exposed to and have gained a grasp of essential skills and knowledge. While not a degree or a specific certification of your qualifications, you will have solid evidence of your successful completion of the course requirements and an illustration of your dedication to becoming more knowledgeable of your field and valuable to your organization.

Core Courses for the Certificate you must take all three of the following.

1. How to Communicate, Influence, and Negotiate in Project Management (See page 4)

2. Project Management: Tools, Principles, and Practices (See page 5)

3. Team-Based Project Management (See page 6)

Electives (choose any two of the following): eXtreme Project Management (See page 7)How to Be a Highly Effective Project Manager (See page 8)Managing Capital Projects (See page 9)Managing Disaster Planning, Response, and Recovery Projects (See page 10)Managing Healthcare IT Projects and Programs (See page 11)Managing Risks and Procurement in Projects (See page 12)Mastering IT Project Management (See page 13)Mastering Agile Software Development Leadership (See page 14)Project Leadership Laboratory (See page 15)Whole-BrainTM Project Management (See page 16)

offered only as an In-company CoursePMP® Examination Prep Course (See page 17)

To be eligible to earn the certificate, you must: Complete five of the listed courses—all three core ecourses plus any two of the electives—within three years.

Have taken courses offered through the Office of eProfessional Development at NC State University.

Have earned FULL CEU credits for each of ethe courses, indicating that you have met the attendance requirements for ALL FIVE classes. (To receive CEU credit, you are required to attend 90% of each class. If you must be absent for meetings or other obligations, you should try to schedule the class at a later time.)

Submit a completed application form and a $50 eprocessing fee.

don’T dELay! STarT EarnInG your CErTIFICaTE!Our project management seminars are offered throughout the year. To view a current schedule, go to ContinuingEducation.ncsu.edu. You can register on-line for the seminars.

You can also: • Call: 919.515.2261 • For more information e-mail [email protected] • Fax: 919.515.7614 Attendance in each class is limited.

FrEE wEbInar! nC STaTE ProJECT manaGEmEnT wITh dr. JIm LEwIS.Log ontohttp://continuingeducation.ncsu.edu/pmr.html

19

norTh CaroLIna STaTE unIvErSITyProject management Certificate EIPMCERT

have completed the requirements to earn a Project Management Certificate from North Carolina State University. According to my records, I have completed the following courses:

(1) ________________________________________________________________________Date: ___________________________

(2) ________________________________________________________________________Date: ___________________________

(3) ________________________________________________________________________Date: ___________________________

(4) ________________________________________________________________________Date: ___________________________

(5) ________________________________________________________________________Date: ___________________________

(6) ________________________________________________________________________Date: ___________________________

help us make sure that we have the most current information about you:

First Name Middle Initial Last Name Date of Birth*

Title: _____________________________________ Company: ________________________________________________________

Address: ___________________________________________________________________________________________________

City, State, Zip Code: __________________________________________________________________________________________

Work (daytime) Telephone: _____________________________ E-mail Address: _________________________________________

Name, Phone Number, and E-mail of Manager Approving Training ____________________________________________________

___________________________________________________________________________________________________________*In lieu of SSN, your date of birth is required as a personal identifier for internal record keeping by this university.

There is a $50 processing fee for the certificate.

Method of Payment (payment must accompany registration):Payor: a Company a Individual Credit Card: a Visa a MasterCard a American Express a Diners Club

Corporate Card: a Yes a No Card # _____________________________________Expiration Date______________________

Amount $ ____________________ Cardholder’s Name: (please print) ________________________________________________

Signature (required) (seal) _____________________________________________________________________________________

a Check Enclosed (U.S. banks only) (do not fax) Make check(s) payable to: North Carolina State University Please write the name of the participant on the face of your check.

a If you wish to pay by purchase order, please submit your purchase order and this registration form by mail or fax them to 919.515.7614.

a IDT (NC State University employees only) OUC # ___________________________ Project (FAS) # ___________________

Mail to: Office of Professional Development NC State University Fax to: 919.515.7614 Box 7401 Phone: 919.515.2261 Raleigh, NC 27695-7401

JoIn ThESE Forward-ThInkInG orGanIzaTIonS whoSE EmPLoyEES havE bEnEFITEd From our ProJECT manaGEmEnT SEmInarSABB Automation

Advanced Energy Corp.

AIGIS Mechtronics, LLC

Allied Automation

Anderson Engineering

AW North Carolina, Inc.

Bank of America

Bayer Healthcare

Biogen Idec

Bridgestone Firestone Tire Co.

Bryson Constructors, Inc.

BSH Home Appliance Corp.

BSN Medical, Inc.

Buehler Motor, Inc.

Cargill

Certain Teed Corporation

Chemware, Inc.

Cisco Systems

City of Greensboro

City of High Point

Closure Medical Corp.

Coda Research, Inc.

College Foundation, Inc.

Commonwealth Industries

Conva Tec

Cooper Bussmann

Crosland, Inc.

Dimon International, Inc.

Duke Energy

East Carolina University

Eisai Inc.

Elster Electricity

EMC Corporation

Epsilon Group

Fayetteville Police Department

Gartner

GlaxoSmithKline

Guilford Co. Schools

High Point Regional Health System

Highwoods Properties

Honda R&D Americas

IBM

Inco Inc.

Infrastructure Corp. of America

Integrated Industrial Information

Invensys Powerware

J. Arthur Dosher Memorial Hospital

John Deere Turf Care

Kendro Laboratory Products

Kerr Group, Inc.

Kodak

Konica Manufacturing

Lord Corporation

Lorillard Tobacco Co.

Marshall Space Flight Center

MacDonald-Bedford

MCNC-RDI

Milliken & Co.

Mobile Reach International

NC A&T State University

NC Biotechnology Center

NC Departments of Correction and Public Instruction

NC Farm Bureau

NC School of the Arts

NCFC/Central Carolina Bank

Netcentrics Corporation

The News & Observer

Nextgen Pharma Consulting

Nomaco, Inc.

Oconee Nuclear Station

Parexel International

PDA Design Services, Inc.

Pepsi Bottling

Philip Morris USA

Piedmont Research Center

Progress Energy

Railinc

Red Storm Entertainment, Inc.

Research Triangle Institute

Rex Healthcare

Sara Lee Bakery

SAS Institute

Schindler Elevator Corp.

Shopbot Tools, Inc.

Shurtape Technologies, Inc.

Solectron

Standard Commercial Tobacco Co.

State of North Carolina (ITS/ETS)

Subsurface Construction Co.

Suntech Medical Instruments, Inc.

Syngenta Crop Protection

Tecan US, Inc.

The Roberts Company

Timken Company

US Air Force

US Marine Corps

UNC-Asheville

UNC-Charlotte

UNC-Pembroke

Wake Co. Facilities Design & Construction

Wake Forest University

WakeMed

Wyeth Vaccines

Earn Your Certificate in Project Management

Save This Catalog

• On-line at ContinuingEducation.ncsu.edu

• Call: 919.515.2261

Start Earning Credits Today! Find out when these seminars are offered:• Fax: 919.515.7614• e-mail [email protected] in each class is limited.

bring These Seminars on-Site!arrange to have any of these seminars presented at the location of your choice. benefits include:

Custom-tailored instruction e

Convenience e

Substantial savings over public prices eif you train ten or more of your people

Call Andy Billingsley at e 919.513.5080 or e-mail [email protected] for more information.

pm cert2010

Documents

donna leah kennedy

fostering higher creativity

critical path schedule

braintm project management

critical success factors

work breakdown structures

nc state university

based project management