PMBOK-PMP (PMI)                               (Cost: =N=75,000.00)

The PMBOK is divided into 4 sections; the Project Management framework, the Project Management knowledge areas, Appendices and a glossary and index. The first two sections are sub-divided into chapters. Section III has 7 appendices and section IV is broken into glossary and index.

Section I The Project Management Framework
Chapter 1 Introduction
Chapter 2 The Project Management Context
Chapter 3 Project Management Processes

Section II The Project Management Knowledge Areas
Chapter 4 Project Integration Management
Chapter 5 Project Scope Management
Chapter 6 Project Time Management
Chapter 7 Project Cost Management
Chapter 8 Project Quality Management
Chapter 9 Project Human Resource Management
Chapter 10 Project Communications Management
Chapter 11 Project Risk Management
Chapter 12 Project Procurement Management

Section III Appendices

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PRINCE2-UK                                                                        (Cost: =N=75,000.00)

PRINCE2 project management methodology is a process-driven project management method which contrasts with reactive/adaptive methods developed by Office of Government Commerce (OGC). PRINCE2 defines 45 separate sub-processes and organizes these into eight processes as follows:
Starting up a project (SU) In this process the project team is appointed and a project brief (describing what the project is going to achieve and the business justification for doing so) is prepared. In addition the overall approach to be taken is decided and the next stage of the project is planned. Once this work is done, the project board is asked to authorize the next stage, that of initiating the project.
Planning (PL) PRINCE2 project management method advocates product based planning which means that the first task when planning is to identify and analyze products. Once the activities required to create these products are identified then it is possible to estimate the effort required for each and then schedule activities into a plan. There is always risk associated with any work and this must be analyzed. Finally, this process suggests how the format of plans can be agreed and ensures that plans are completed to such a format.
Initiating a project (IP) This process builds on the work of the Start Up (SU) activity and the project brief is then form into a Business Case. The approach taken to ensure quality on the project is agreed together with the overall approach to controlling the project itself. Project files are also created as is an overall plan for the project. A plan for the next stage of the project is also created. The result can be put before the project board for them to authorize the project itself.
Directing a project (DP) These sub-processes dictate how the Project Board should control the overall project. As mentioned above, the project board can authorize an initiation stage and can also authorize a project. Directing a Project also dictates how the project board should authorize a stage plan, including any stage plan that replaces an existing stage plan due to slippage or other unforeseen circumstances. Also covered is the way in which the board can give ad hoc direction to a project and the way in which a project should be closed down.
Controlling a stage (CS) PRINCE2 project management method suggests that projects should be broken down into stages and these sub-processes dictate how each individual stage should be controlled. Most fundamentally this includes the way in which work packages are authorized and received. It also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A means for capturing and assessing project issues is suggested together with the way in which corrective action should be taken. It also lays down the method by which certain project issues should be escalated to the project board.
Managing product delivery (MP) This process consists of three sub-processes and these cover the way in which a work package should be accepted, executed and delivered.
Managing stage boundaries (SB) The Controlling a Stage process dictates what should be done within a stage, Managing Stage Boundaries (SB) dictates what should be done towards the end of a stage. Most obviously, the next stage should be planned and the overall project plan, risk log and business case amended as necessary. The process also covers what should be done for a stage that has gone outside its tolerance levels. Finally, the process dictates how the end of the stage should be reported.

Closing a project (CP) This covers the things that should be done at the end of a project. The project should be formally de-commissioned (and resources freed up for allocation to other activities), follow on actions should be identified and the project itself be formally evaluated.

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Microsoft Project® 2007                                                      (Cost: =N=30,000.00)

Microsoft Project® 2007 is a powerful tool which allows us to identify potential potholes and generate information to keep our projects under control and it integrates the entire team to make sure that the project is on time, on target, and within budget. This tool helps predict the uncertainties resulting in a POSITIVE baseline! This course is valuable for everyone who manages projects, team members, managers, senior managers.

New Features in MSP 2007

Track project budgets at a high level Identify cost resources across multiple tasks Leverage new project templates Identify factors affecting task schedules Show the impact of your changes Undo and redo multiple changes Produce charts, graphs, and diagrams of your project data Highlight specific data with cell shading Create more visually effective reports with calendar enhancements and 3-D Gantt bars

Learning Objectives You will learn how to: Create a well-formed project schedule Assign resources to tasks Understand task types and the schedule formula Analyze resource utilization Track progress Customize and format Microsoft® Project views Create project reports and analyze project, resource and task data Manage multiple projects Course Outline Module 1: Getting Started with Microsoft® Office Project 2007 Understanding the nature of projects Discovering Office Project 2007 Understanding Project 2007 file types Navigating the Project 2007 interface Getting help and guidance Configuring options Module 2: Creating and Defining Projects Creating and saving projects Defining properties and options Creating and organizing the task list Importing data Modifying and applying calendars Setting scheduling options Module 3: Working with Estimates and Dependencies Entering task estimates Using a PERT Analysis to estimate task durations Linking and unlinking tasks using the Gantt Chart view Linking and unlinking tasks using the Network Diagram view Adding lag or lead time to a linked task Module 4: Working with Deadlines, Constraints, and Task Calendars Introducing deadlines, constraints, and task calendars Creating and modifying deadlines, constraints and task calendars Identifying critical tasks Working with task drivers Module 5: Working With Resources Introducing resources, assignments and budgeting Adding resources to the resource sheet Creating and modifying resource assignments Entering project budgets Module 6: Understanding Task Types and the Schedule Formula Introducing task types and the schedule formula Changing variables and predicting behavior Applying task types to produce predictable behavior Module 7: Customizing and Formatting Formatting screen elements Creating and modifying templates, calendars, fields, tables, formulas, filters, groups and custom views Module 8: Analyzing Resource Utilization Introducing resource utilization concepts Viewing resource assignments, allocation and utilization Managing resource availability Optimizing and leveling resource assignments Module 9: Tracking Progress Working with baselines Entering duration, work and cost updates Discovering variances Trouble shooting and getting back on track Module 10: Creating Reports Selecting, editing, and creating basic reports Creating notes and drawings Configuring print and page setup options Setting options to correct printing issues Exporting reporting data Creating and modifying visual reports Module 11: Managing Multiple Projects Introducing management of multiple projects Creating consolidated views and master projects Creating links between projects Calculating single or multiple critical paths Saving and opening multiple projects Sharing resources and analyzing resource utilization across multiple projects - back to top -

Construction Project Management                                         (Cost: =N70,000.00)

This covers: Project Initiation; Planning, Environmental Clearance and Real Estate Acquisition; Design; Construction; Commissioning; Project Closeout; Project Support; IT/Software Project Management .

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Primavera Project Management                                         (Cost: =N=120,000.00)

Successful planning and execution of projects is an increasing challenge for the AEC industry.
Primavera is the leading project and program management solution provider to the AEC Industry. No matter the size of a project, Primavera enables AEC organizations to effectively manage time, costs, resources, contracts and changes in a single solution. Primavera’s Integrated Project Management (IPM) provides each project participant with anytime, anywhere access to their project information.
With the Primavera's IPM solution, there are no more costly surprises. Just project execution that meets your bottom line needs every time.

Owners
With increasing project complexity, a vast array of players and tight capital funds, it is becoming more challenging to complete jobs on time and within budget.
You need to:
• Meet time-to-market requirements
• Maximize tightly limited funding
• Prevent and protect yourself against claims
• Maintain visibility throughout your capital program
Primavera enables owners to make real-time, informed decisions surrounding the projects that impact their business. Whether managing capital facilities budgets, contractors, resources or risk, Primavera ensures higher project success rates on an ongoing basis.

Contractors
Demanding owners, coupled with the ineffective project collaboration, make successful project delivery an increasing challenge for AEC firms. This challenge is further heightened due to a shortage of skilled labor.
You need to:
• Avoid surprises late in the delivery cycle
• Maximize your resource allocation and business capacity
• Maintain clear visibility into your business performance at the project level
• Avoid and protect yourself against claims
Primavera enables contractors to successfully plan, manage, control and deliver projects. The end result is improved client service without sacrificing project profitability.

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Six-Sigma Project Management                                          (Cost: =N=120,000.00)

Six Sigma at many organizations simply means a measure of quality that strives for near perfection. Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving towards six standard deviations between the mean and the nearest specification limit) in any process -- from manufacturing to transactional and from product to service.
The statistical representation of Six Sigma describes quantitatively how a process is performing. To achieve Six Sigma, a process must not produce more than 3.4 defects per million opportunities. A Six Sigma defect is defined as anything outside of customer specifications. A Six Sigma opportunity is then the total quantity of chances for a defect. Process sigma can easily be calculated using a Six Sigma calculator.
The fundamental objective of the Six Sigma methodology is the implementation of a measurement-based strategy that focuses on process improvement and variation reduction through the application of Six Sigma improvement projects. This is accomplished through the use of two Six Sigma sub-methodologies: DMAIC and DMADV. The Six Sigma DMAIC process (define, measure, analyze, improve, control) is an improvement system for existing processes falling below specification and looking for incremental improvement. The Six Sigma DMADV process (define, measure, analyze, design, verify) is an improvement system used to develop new processes or products at Six Sigma quality levels. It can also be employed if a current process requires more than just incremental improvement. Both Six Sigma processes are executed by Six Sigma Green Belts and Six Sigma Black Belts, and are overseen by Six Sigma Master Black Belts.

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ITIL V3 Foundation                                       (Cost: =N=150,000.00)

This three day course leading to the ITIL V3 foundation qualification will enable delegates to understand the key concepts and terminology within the newly updated ITIL framework. Delegates will sit the ITIL V3 exam ($160) on a later date. The IT Infrastructure Library® (ITIL®) is the most widely accepted approach to IT service management in the world. ITIL® is a best practice framework that has been drawn from both the public andprivate sectors internationally. It describes how IT resources should be organised to deliver business value, documenting the processes, functions and roles of IT Service Management (ITSM). This Foundation course is designed to enable delegates to understand the disciplines and processes that help service management staff to deliver and support quality products and services. During the course, delegates will gain knowledge of the internationally recognised best practice terminology, structure, basic concepts and the core principles of ITIL® V3 practices for Service Management. At the end of the course participants will be ready to sit the ITIL V3 Foundation examination

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