atlantic management center, inc. catalog of training and ... catalog oct05.pdfatlantic management...

Atlantic Management Center, Inc.Catalog of Training and Consulting

A Woman-Owned Small Business

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AMCI partners with organizations that want to be better tomorrow than they are today. For over twenty years, we have helped government organizations and private-sector companies to navigate the ever-turbulent seas of change. AMCI’s training and consulting competencies in managing the acquisition of highly complex goods and services; project management; and human capital development make it the ideal partner to help your organization achieve its goals.

Table of Contents

Acquisition and Contracting Training and Consulting................................................................................... 3Providing Effective Business Leadership within the Federal Government (CON 100)..................................................4Mission-Focused Contracting for the Contracting Professional Within the Federal Government (CON 120)..........5Executive Acquisition Seminar for all DoD and Federal Civilian Agencies (Formerly CON 301) ...............................6Advanced Business Solutions for Mission Support within the Federal Government (CON 353) ................................7Contracting Officer (Technical) Representative (COR/COTR) .........................................................................................8Contracting Officer (Technical) Representative (COR/COTR) Refresher .......................................................................9Earned Value Management (EVM)........................................................................................................................................10Performance-Based Services Acquisition (PBSA) ...............................................................................................................11Configuration Management in the New Acquisition Environment .................................................................................12Integrated Product/Process Team (IPT) ..............................................................................................................................13Professional Consulting Services............................................................................................................................................14

Project Management Certification Training Series........................................................................................ 15Project Framework, Integration, Scope and Quality Management...................................................................................16Project Time and Cost Management .....................................................................................................................................17Project Human Resources and Communications Management ........................................................................................18Project Risk, Opportunity and Procurement Management................................................................................................19Project Management Curriculum Capstone and PMP® Exam Preparation...................................................................20Project Management Skills Assessment Tool .......................................................................................................................21

Human Capital Management Training ..........................................................................................................22Formal Mentoring Programs – Construction and Implementation .................................................................................23Difficult Conversations ............................................................................................................................................................24Synergistic Planning and Decision-Making (1 + 1 = 3)......................................................................................................25Core Skills for Advancement ..................................................................................................................................................26Effective Briefing Techniques.................................................................................................................................................27Dynamic Mentoring..................................................................................................................................................................28DISC Behavior Styles ...............................................................................................................................................................29Emotional Intelligence .............................................................................................................................................................30Transformation Management .................................................................................................................................................31

Acquisition and Contracting Training and Consulting

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AMCI delivers acquisition training, consulting and learning systems for the Department of Defense, federal civilian agencies, state governments and private industry. We specialize in providing senior-level acquisition/contracting experts to deliver training in innovative formats. We guarantee our acquisition/contracting training to be current, relevant and learner centered. As a result, over 80 percent of our business is from return clients and referrals.

AMCI’s acquisition and contract management discipline manages external partners and legal relationships that are mission critical. These courses are designed to educate acquisition managers on the context, processes and analytical systems needed to succeed in complex contracts. AMCI provides an innovative, interactive education experience that includes premier reference sources, senior-level acquisition experts, current case

studies, and applied reasoning activities.

Target Audience• Acquisition managers• Engineers or technical managers in

complex programs• Government and industry

counterparts in acquisition systems• Contracting, legal and financial

specialists• Requirements generators

ContentsProviding Effective Business Leadership within the Federal Government (CON 100)..................................................4Mission-Focused Contracting for the Contracting Professional Within the Federal Government (CON 120)..........5Executive Acquisition Seminar for all DoD and Federal Civilian Agencies (Formerly CON 301) ...............................6Advanced Business Solutions for Mission Support within the Federal Government (CON 353) ................................7Contracting Officer (Technical) Representative (COR/COTR) .........................................................................................8Contracting Officer (Technical) Representative (COR/COTR) Refresher .......................................................................9Earned Value Management (EVM)........................................................................................................................................10Performance-Based Services Acquisition (PBSA) ...............................................................................................................11Configuration Management in the New Acquisition Environment .................................................................................12Integrated Product/Process Team (IPT) ..............................................................................................................................13Professional Consulting Services............................................................................................................................................14

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Providing Effective Business Leadership within the Federal Government (CON 100)

DAU Approved for Equivalency

Course Length: 5 daysClassroom Hours: 40 hours or 4.0 CEUs

Course PurposeThis course provides the necessary training for attaining a broad, comprehensive understanding of the acquisition environment. Participants will develop professional skills for making business decisions and advising other acquisition team members toward success in meeting customers’ needs.

This CON 100-equivalent course provides a unique forum for those persons entering the

contracting and acquisition career field within the federal government. It requires participants to open their minds to learning about the changing responsibilities of the contracting acquisition workforce; to understand the new and emerging legislation and policy governing acquisition; and to take personal actions necessary for their professional growth.

BackgroundThis is a DAU mandatory course and must be successfully completed prior to enrolling in any additional DAU contracting certification courses. The focus is not limited to DoD or the federal government.

Target AudienceAll newly assigned federal government acquisition personnel.

Course Objectives• Explain the acquisition/contracting

mission and its impact on the American economic system.

• Distinguish among the current government acquisition initiatives and new policies impacting the acquisition community.

• Describe the importance of the oversight roles of the General Accounting Office and Inspector General functions.

• Explain the characteristics and responsibilities of the contracting professional in the role of a business advisor.

• Determine the relationship between financial acquisition communities.

Course Outline• Acquisition Environment• The Contracting Customer• Building Blocks for Effective Acquisition

Teaming• Business Alternatives for Meeting

Customer Needs• Commercial Marketplace – The Preferred

Approach• Financial Fundamentals for Contracting

Professionals• ZODIAK Game• Government Acquisition Initiatives and

New Policy• E-Business within the Federal

Government• Customer Support through Effective

Leadership• Problem-Solving• Your Professional and Career

Development• Procurement Ethics• Senior Leadership on Change

Management

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Mission-Focused Contracting for the Contracting Professional Within the Federal Government (CON 120)


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Course Length: 10 class daysCourse Hours: 78 hours or 7.8 CEUs

Course PurposeThis is the capstone course for CON Level I students. This course engages the students in the entire acquisition process from meeting with the customer to completing the contract closeout process. Students will have an opportunity to learn and apply leadership, problem-solving, and negotiation skills. Using an integrated case study approach, students will apply the knowledge and skills gained in the previous CON Level I courses.

BackgroundThe prerequisite for taking this course is successful completion of CON 100, 110, 111, and 112

Target AudienceThis course is designed for personnel new to the contracting workforce or noncontracting personnel who play a role in the acquisition process.

Course ObjectivesStudents who successfully complete this AMCI equivalent course will be able to:• provide contracting advice based on

market research;• prepare a solicitation package;• prepare, award, and debrief a contract

requirement;• evaluate price reasonableness and conduct

price negotiations;• plan and conduct a post-award conference;

and• modify a contract, exercise a contract

option, and complete the contract closeout process.

Course Outline• Decision Making and Problem Solving• Mission Support Planning• Solicitation Preparation• Response Evaluation and Award• Performance Assessment• Contract Modification and Negotiation

Exercises• Contract Closeout

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Executive Acquisition Seminar for all DoD and Federal Civilian Agencies (Formerly CON 301)

Course Length: 5 daysClassroom Hours: 36 hours

This course meets the REQUIRED ELECTIVE for Level III certification under the new DAU curriculum for all contracting and industrial property management personnel and fulfills 36 hours of the 40-hour continuing educational requirements, or 3.6 CEUs.

Course PurposeThe Executive Acquisition Seminar is a unique forum for senior personnel in the contracting career field to examine a wide range of policy issues. This seminar provides the most current information on new and emerging procurement regulations within the context of the federal public policy process. Students will develop an executive-level perspective of new and emerging policy, changing responsibilities of the contracting and acquisition workforce, and personal actions needed for professional growth.

This is an excellent course for fulfilling the Defense Acquisition University and Federal Acquisition Institute elective requirement for Level III certification. Based on the continual changes impacting the acquisition community, the Executive Acquisition Seminar provides a great refresher every three to five years.

Target AudienceExperienced contract leaders; it is encouraged that all attendees possess a Level II certification or equivalent knowledge base.

Course Objectives• Identify and evaluate the impact of new or

proposed legislation, regulations, or policies on acquisition/contracting operations.

• Define the roles and responsibilities of internal and external policy organizations affecting acquisition and contracting.

• Evaluate the changing roles and dimensions of the contracting organization.

• Appraise key technological factors affecting the acquisition and contracting workforce.

• Analyze the changing role of the contracting professional and explore methods for developing new knowledge, skills and leadership abilities for professional growth within the contracting community.

Course Outline/Activities• Participate in dialogues with senior policy-

makers who provide current insight on new or pending legislation affecting the federal agencies:– Office of Federal Procurement Policy

(OFPP)– General Accounting Office (GAO)– Civilian Agency Acquisition Council

(CAAC)– Defense Acquisition Regulation Council

(DARC)– Small Business Administration (SBA)– Federal Acquisition Council

• Experience a full day on Capitol Hill to observe the legislative process and discuss Congressional activities.

• Interact with your peers from other agencies in small group exercises/ discussions, and problem-solving workshops, and share “lessons learned” in the environment of a business forum.

• Examine the benefits and impacts of changing policy with your peers by presenting examples of successful breakthroughs and effective techniques in

implementing policy.• Understand and discuss the following

topics: public policy process, including the Federal Acquisition Regulation Councils; the roles and responsibilities of key policy organizations (GAO, GSA, SBA, Office of the President, etc.); and techniques for managing change in the contracting environment.

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Advanced Business Solutions for Mission Support within the Federal Government (CON 353)


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Length: 9½ class daysCourse Hours: 76 hours or 7.6 CEUs

Course PurposeThis course provides the contracting professional the training necessary for the Level III Contracting certification course. Through realistic scenario-based learning, students work in teams to practice developing sound business solutions as a valued strategic and expert business advisor. Student course work is designed to contribute solutions to senior leadership and local supervisors and to provide resources for the Contracting career field via the course community of practice.

Course ObjectivesStudents who successfully complete this AMCI equivalent course will be able to:• effectively team, exercise business

leadership, and apply expertise (technical, business, and financial) resulting in business solutions that improve mission support;

• innovate and use best practices in combination with critical thinking, problem solving, and dilemma resolution skills for improved planning, execution, and performance management outcomes;

• develop business solutions that reflect consideration of risk and impacts on performance and synthesize policy as well as interests of functional team members and the marketplace; and

• contribute to the development and implementation of change through an improved understanding of the legislative, regulatory, and policy processes.

Target AudienceContracting professionals at GS-12 rating who work, or are projected to work, in a position requiring Level III certification required by DAWIA or OFPP Policy Letter 05-01.

BackgroundThe prerequisite for this Level III course is at least 1 year of contracting experience after Level II certification

Precourse AssignmentsStudents must complete all online assignments prior to attending this course. These online assignments represent 25 percent of the student’s grade. Details will be provided by Student Services 30 days prior to the class start date.

Course Outline• Critical thinking• Business forum on challenges• Problem-solving and systems thinking• Risk management• Leadership• Change management• Current policy impacting acquisition• Current topics/improvement initiatives• Case studies• Formal presentation of team’s problem

resolution

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Contracting Officer (Technical) Representative (COR/COTR)


Course PurposeThis COR/COTR certification course focuses on the newest directions of government acquisition including performance-based contracts, risk management, quality assessment plans and effective contract administration for results-oriented contracts. Participants will be provided with the required information necessary for most DOD and federal civilian agency certifications. More importantly, participants will gain an understanding of the statutory and procedural requirements, the acquisition process and their role, determination of appropriate contract types, and the process for performance evaluations.

BackgroundThe COR/COTR process has never been as challenging as it is today, and acquisition personnel need the most up-to-date and effective training available.

Target AudienceAll members of the Integrated Acquisition Team responsible for oversight of, and reporting on, contractor’s performance.

Course Objectives• Ensure that non-contracting personnel

(excluding the GS-1100 series) assigned duties as Contracting Officer’s (Technical) Representatives (CORs/COTRs), Task Administrator, Cognizant Technical Officer (CTO), Quality Assurance Evaluator (QAE), or other contractor oversight positions are fully aware of their specific responsibilities.

• Provide the required training on responsibilities and limitations of authority for these personnel in headquarters and field activities.

• Inform engineering/technical personnel of the complex and challenging responsibilities of contracting personnel (GS-1100 series) in carrying out the “law of the land” as embodied in the Federal Acquisition Regulation (FAR).

• Provide non-contracting personnel a basic understanding of the statutory and procedural requirements of the FAR.

• Emphasize the importance of teamwork between the technical/engineering community and the contracting community in order to effectively conduct the contracting process.

• Raise the level of awareness among non-contracting personnel regarding their value and importance in the contracting process.

Course Outline• Overview of the Federal Government

Acquisition Process• Legislation, Regulations and Policies• Understanding Federal Government

Contracts and Contracting• The Contracting Officer and the COR/

COTR – Legal and Ethical Roles• Duties and Responsibilities of the COR/

COTR in Prescriptive and Performance-Based Environments

• Delinquencies and Disputes• Contract Financial Management• Contract Close-Out

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Contracting Officer (Technical) Representative (COR/COTR) Refresher

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Course Length: 1 dayClassroom Hours: 8 hours or .8 CEUs

Course PurposeThis “refresher” course provides the most current insight for enhancing functional knowledge and technical performance for the Contracting Officer’s (Technical) Representative (COR/COTR), Task Administrator, Cognizant Technical Officer (CTO), Quality Assurance Evaluator (QAE), or other contractor oversight positions. The course presents and discusses new laws and regulations, as well as recent General Accounting Office (GAO) and Inspector General (IG) cases that pertain to the federal government oversight process. In addition, this course reemphasizes procurement integrity and ethics issues as a key ingredient to effective performance.

BackgroundThe course starts with a refresher “quiz” on hot topics and current contract management issues. Participants and the instructor discuss real-life scenarios and ever-changing challenges for the COR/COTR. This course encourages interactive exchanges of information to enhance knowledge by sharing experiences and forming networks for the future.

Target AudienceAll federal government COR/COTRs, or similar professionals that desire to stay current in their contract administration

function and/or must complete a refresher course every two years to maintain their current certification.

Course Objectives• Refresh the COR/COTR with:

– New laws and regulations– Emerging initiatives in contractor over-

sight– Recent trends in acquisition

• Emphasize the importance of teamwork between the technical/engineering and the contracting communities for effectively conducting the contracting process

• Raise the level of awareness of non-contracting personnel to their value and importance in the contracting process

• Reinforce the different responsibilities of the Contracting Officer and the COR/COTR

Course Outline• Re-Examination of the Federal

Government Acquisition Process• An Update and Review of Current

Legislation Regulations and Policies• Another Look at Federal Government

Contracts and Contracting• Discussion of Performance Experiences

from View of the Contracting Officer and the COR/COTR

• Identification of Current Duties and Responsibilities of the COR/COTR and Potential Changes that May Impact Performance

• Administration Experiences including Delinquencies and Disputes

• A Refresh of COR/COTR’s Role in Tracking Contract Funding

• Highlights for the Current Emphasis on Effective and Timely Contract Close-out

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Earned Value Management (EVM)


Course PurposeThis course is an overview of the Earned Value Management System. This course provides the fundamental principles of earned value, along with numerous exercises to reinforce application, but will not be directed to the details of the daily operations. Participants will gain valuable insight into successful planning and management and the key drivers for improving value in today’s acquisition process.

BackgroundEarned Value Management (EVM) is a simple concept that can deliver high-value results. Recent directives from the Office of Management and Budget (OMB) require the use of EVM in all major government programs.

Target AudienceGovernment personnel engaged in the pre- and post-award activities dealing with the determination to include EVM as a contractual requirement and to understand the reports generated and delivered to the government by the contractor. Personnel that should attend this course will include personnel in the following disciplines: contracting, contracting officer representatives, program or project management, and others desiring to understand the fundamental principles for using this effective management tool in making proactive business decisions.

Course Objectives• Plan all work prior to beginning it• Measure performance based on an

objective set of criteria• Analyze schedule status and projections

using a time phased network• Analyze the expenditure of funds in light

of the work accomplished (not work scheduled)

• Isolate problems:– Quantify technical problems within the

context of cost and schedule parameters– This is not aimed at replacing or chang-

ing the process for technical problem detection

• Forecast completion date and final cost• Take corrective action• Maintain disciplined control of the

performance measurement baseline

Course Outline• Fundamental Earned Value Management

(EVM) Concepts• Using EVM in Project Planning• Using EVM in Performance Measurement• Analyzing EVM Data for Appropriate

Action• EVM Criteria for Effective Monitoring of

Contractor Performance• EVM and Today’s Acquisition Process

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Performance-Based Services Acquisition (PBSA)

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Course Length: 2 days*Classroom Hours: 16 hours or 1.6 CEUs/14 PDUs for 2-days, 21 PDUs for 3-days

*This course may be lengthened to 3 days to include a day of performance-based consulting. An AMCI instructor/facilitator will apply the 2-day training to a SOW provided by your specific organization. The training is customized and made relevant to the participants’ work.

Course PurposeParticipants learn to create a performance package that will produce desired results without telling the contractor how to do the work. The course also teaches participants how to restructure a solicitation, manage the source selection process, and develop post-award administration and monitoring plans.

This course leads students through a logical sequence of actions or phases starting with identifying a need; conducting market research assessing appropriateness; preparing the solicitation package and source selection plan; and administering the PBSA to completion.

The AMCI version of PBSA is a PMI®-accredited course for all government acquisition professionals. The AMCI PBSA course satisfies the UNSECDEF (A T & L requirements for “appropriate training on preparing performance-based SOWs”) as well as the training requirements set forth by OFPP for all federal civilian agencies.

BackgroundPerformance-Based procurements are part of government-wide priority to make federal acquisitions more results-oriented. They have become an important contracting tool. Their design and effective use require a different set of critical thinking skills, mindset, and analytical approach from both government and industry needs.

Target AudienceAll members of the acquisition team responsible for performing market research; defining the need, and soliciting and contracting to satisfy that need; and administering the performance-based contract to completion.

Course Objectives• Demonstrate a sound understanding of

performance-based services acquisition (PBSA) and its relationship to managing contract risk.

• Assess the appropriateness of PBSA for services contracts.

• Implement performance-based contracting techniques using a repeatable six-phase structured process.

• Conduct source selections for acquisitions using performance-based contracting concepts.

• Identify the common pitfalls in developing performance-based contracts.

• Assist project teams in developing performance-based statements of objectives.

Course Outline• Define Needs• Conduct Market Research• Determine if PBSA is the Appropriate

Approach• Construct an Integrated Performance-

based Solicitation and Contract• Conduct Source Selection in PBSA• Administer a Performance-based Contract

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Configuration Management in the New Acquisition Environment


Course PurposeThis course reviews the methodology for controlling the design, development and production of highly complex weapon systems. It will provide participants with an understanding of how this process is impacted by current acquisition innovations. This course addresses the lifecycle aspects of configuration management (CM) activities and the necessary interrelationship of CM and integrated logistics support.

BackgroundConfiguration management is a discipline applying technical and administrative direction and surveillance to (1) identify and document the functional and physical characteristics of a configuration item, (2) control changes to those characteristics, and (3) record and report change processing and implementation status. CM supports the war fighter by ensuring continuing equipment (hardware and software) sustainment in adverse conditions.

Target AudienceAcquisition workforce members involved in the planning and implementation of configuration management in weapons systems.

Course Objectives• Define configuration management and its

related processes as it applies to the acquisition workforce.

• Recognize the essential principles and concepts of the discipline of configuration management.

• Demonstrate an understanding of how configuration management contributes to an organization’s ability to meet its acquisition goals.

Course Outline• An Acquisition Foundation

for Configuration Management

• Acquisition Initiatives• Systems Engineering• Introduction to Configuration

Management and Configuration Management Planning

• Configuration Control• Configuration Status

Accounting• Configuration Verification and

Audit• Data Management• In-service Configuration

Management

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Integrated Product/Process Team (IPT)

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Course PurposeThis course teaches practical steps to success in a team environment. It is built on a foundation of self-discovery, with participants evaluating their own personality type, communication tendencies and leadership styles. The focus then shifts to situational leadership, describing situations in which certain personality types are naturally predisposed to take a proactive role and how leadership roles can change hands as projects evolve.

In the second half of the course, participants learn to build and manage WINNING teams. They will apply their new understanding of personality types to meeting challenges, problem-solving, and the

effective use of Integrated Process Teams (IPTs). The art and science of decision-making through teams will be presented with all of its inherent nuances, challenges and complexities.

Examples and exercises will help bring the participants’ new knowledge from the theoretical level to work-place reality. While teaching communication skills between co-workers and business partners, the material will also benefit participants’ personal relationships with friends, spouses, children and other acquaintances. Examples of quantitative vs. qualitative decision-making, from math modules to “gut feelings,” will be discussed.

BackgroundManagement through the use of teams is a challenge!

Target AudienceAll personnel participating in an Integrated Product/Process Team; anyone looking to enhance their communication and problem-solving skills.

Course Objectives• Recognize why people are sometimes

ineffective in team efforts• Understand and recognize the

personalities, inclinations and talents of your team members

• Feel the energy and excitement that happens when a group connects

• Move past the “warm fuzzies” of teamwork and get people to use their strengths to enhance team output

Course Outline• A Primer on Personality Traits Found in

an IPT• Why are Personality Profiles Important to

this IPT?• Integrated Process Teams• Constructive Feedback and Effective

Meetings• Conflict Management• Working Through Team Problems• Managing Agreement• Communicating with Colleagues and

Customers• Strategic and Effective Decision-Making

by Teams

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Professional Consulting Services

PurposeAMCI helps customer organizations meet their strategic and operational goals and objectives. This assistance may include providing capability that augments the cusomter organization to accomplish a discrete project; facilitating customer teams; and transferring knowledge through training or project assessment.

Background/ExperienceAMCI’s consultants have a wide array of in-depth background in both DoD and Federal civilian agencies. This knowledge provides them the insight necessary for satisfying their customers’ needs. AMCI has provided consulting services to such agencies as:• Department of Energy• Department of Justice• Department of State• Environmental Protection Agency• Federal Emergency Management Agency• Health and Human Services• Joint Chiefs of Staff• Military Transportation Movement

Command• National Services Agency• U.S. Air Force• U.S. Army• U.S. Navy• Commercial customers including Pension

Benefit Guarantee Corporation and the Canada Post Corporation.

The needs of these customers have encompassed requirements ranging from:• Proposal preparation• Payroll and travel• Applying performance-based services

administration techniques• Information technology services• Financial systems• Security and protective services• Mail delivery• Worldwide freight services• Support services• Research management• Base operating services

Target AudienceProgram managers at all levels; acquisition teams responsible for all types of contracts and grants; business managers in various roles within all organizational levels of a company/agency; and any individual requirement that will benefit from a knowledgeable and skillful consultant.

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Project Management Certification Training Series

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AMCI builds targeted training systems to improve performance in the critical project management discipline. The Project Management Certification Training Series - PMP® is an empowerment program providing project managers with the knowledge and skills necessary to successfully manage projects using proven project management processes.

To assist you in identifying your project management strengths and weaknesses, AMCI offers a web-based skills assessment tool. This pre-course assessment tool, along with the five-course curriculum, will provide you with the knowledge necessary to prepare for the PMI®

PMP® certification examination. The PMP® exam measures knowledge within a scenario-driven context and is a multiple-choice format.

The Project Management Certification Training Series is instrumental in assisting you to achieve that certification. However, its greater purpose is integration and improvement of project management performance and focus on controlling the outcomes of daily work and mission success.

Target audience

This curriculum has been specifically targeted for personnel who are on the project manager career development track. In addition, the project management foundation it provides is also a valuable resource for the following personnel:• Program and project managers• Other team members with

leadership responsibility• Technical team leaders• Functional managers with

employees assigned to project teams

• Managers of project managers• IPT members

ContentsProject Framework, Integration, Scope and Quality Management...................................................................................16Project Time and Cost Management .....................................................................................................................................17Project Human Resources and Communications Management ........................................................................................18Project Risk, Opportunity and Procurement Management................................................................................................19Project Management Curriculum Capstone and PMP® Exam Preparation...................................................................20Project Management Skills Assessment Tool .......................................................................................................................21

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Project Management Certification Training Series • PMP® - USA Curriculum

Project Framework, Integration, Scope and Quality Management

PMI®-accredited

Course Length: 3 daysCourse PDUs: 21

Course PurposeThis course provides an introduction to modern project management as practiced by industry leaders and as organized by the Project Management Institute® (PMI®) in their Project Management Body of Knowledge® (PMBOK®). This course also focuses on how to plan and manage the scope and technical element of the project baseline, and how to plan for and control project quality. For both scope and quality management, the central importance of project stakeholders and customers is emphasized. Exercises, activities and a case study are used throughout the course to illustrate and reinforce the concepts.

Course Objectives• Demonstrate familiarity with the

requirements of the Project Management Certification Training Series (PMCTS • PMP®)

• Demonstrate knowledge of the Project Management framework

• Discuss the scope and structure of Project Management framework

• Demonstrate familiarity with the Project Management Institute® (PMI®) and their Project Management Body of Knowledge® (PMBOK®) and its relationship with lifecycle management processes

• Demonstrate knowledge of the role of the project manager in overall project integration

• Define project scope management and quality management and their required processes to ensure that the project completes successfully

• Understand the role of the project manager in project scope and quality management

Course Outline• Project Management Scenario• Introduction to the Project Management

Framework• Introduction to Project Management Body

of Knowledge® (PMBOK®)• Project Planning and Integration

Management• Project Management Institute® (PMI®)

Information

• Project Initiation• Scope Planning, Definition and

Management• Scope Verification• Scope Change Control• The Quality Management System• Frameworks• Quality Planning• Quality Assurance• Quality Control• Summary/Skills Assessment/Course

Evaluation

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Project Time and Cost ManagementPMI®-accredited

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Course PurposeThis course provides the background for project managers to effectively manage the schedule and cost of a project. It begins with the relationships of scope and quality to time and cost and their effects on the project baseline, emphasizing setting a schedule before estimating costs. It then continues with the basics of scheduling and moves to critical path and managing and controlling the schedule. The course also covers how to estimate and develop a budget, and why any budget is an estimate prior to the reporting of the actual costs. The course links the processes of managing the schedule and costs using organizational guidelines and best practices for controlling costs. It includes intensive case study exercises on earned value that teach project managers to calculate the earned value of all project elements, report variance against the plan, and bring performance back in line with the plan.

Course Objectives• Demonstrate knowledge of the basic

concepts of time and cost management• List the activities for developing a project

schedule• Define the activities for determining a

critical path schedule• Demonstrate knowledge of managing and

controlling the schedule• List the activities for estimating costs and

developing budgets• Demonstrate knowledge of the processes

for managing and controlling costs• Demonstrate knowledge of the PMBOK®

processes for scheduling and costing

Course Outline• Introduction to Time and Cost

Management• Basics of Scheduling• Critical Path Scheduling• Estimating Costs and Developing Budgets• Managing and Controlling the Schedule

and Cost• Summary/Skills Assessment/Course

Evaluation

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Project Human Resources andCommunications Management

PMI®-accredited


Course PurposeThis course focuses on managing human resources (HR) and communication on projects. The HR lessons discuss the processes required to make the most effective use of the people assigned to your projects. The communication lessons teach you how to ensure timely and appropriate generation, collection, dissemination, storage and disposition of project information. This course discusses the critical links among people, ideas and information that are necessary for success.

Course Objectives• Identify purpose of HR and

communications management• Discuss purpose of organizational

planning on projects• Recognize the importance of the

acquisition processes• Explain project team development• Describe steps in communications

planning• State purpose of performance reporting• Demonstrate understanding of the project

manager’s role in HR and communication• Understand the correlation between

PMBoK® and organizational processes

Course Outline• Introduction to Human Resources and

Communications Management• Organization Planning• Team Development• Communications Planning• Information Distribution• Performance Reporting• Administrative Closure• Summary/Skills Assessment/Evaluation

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Project Risk, Opportunity andProcurement Management

PMI®-accredited

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Course PurposeThis course provides the background for Project Managers to effectively manage the risk, opportunity and procurement elements of a project. It teaches them to assess the probability and impact of risk events, and to develop strategies for mitigating all risks that could negatively affect the project's triple constraints.

Course Objectives• Demonstrate knowledge of risk

management concepts, including how risk is assessed through the lifecycle of the program

• Establish a risk management plan, determine risk tolerances, and determine who is accountable for the risk

• Identify risk• Establish qualitative and quantitative

methods of analyzing risk• Detail risk response planning and how to

monitor and control risk

• Discuss the importance of communicating risk and establishing a climate and culture for an open discussion of risk

• Discuss – as part of controlling risk – procurement planning, solicitation source selection and subcontract administration and closeout

• Demonstrate knowledge of procurement management

• Identify processes and tools recommended by the PMBoK® as related to the processes required by your organization

• Review concepts related to the PMP® exam

Course Outline• Introduction and Overview of Risk

Management• Risk Management Planning• Risk and Opportunity Identification• Qualitative Risk Analysis• Quantitative Risk Analysis• Risk Response Planning• Risk Monitoring and Control• Procurement Management• Summary/Skills Assessment/Course

Evaluation

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Project Management Curriculum Capstone and PMP® Exam Preparation

PMI®-accredited

Course Length: 3½ daysCourse PDUs: 25

Course PurposeThis course focuses on reviewing and consolidating all the key disciplines that have previously been taught throughout courses one to four of the Project Management Certification Training Series. The course revolves around lecture and exercises that are used to reinforce the value of all techniques that have been previously discussed as part of the project manager’s “arsenal.” It also helps to clarify the strengths and weaknesses of the principles learned, and their most appropriate use within the product/service lifecycle. Additionally, guidance and preparation is given to help prepare participants wishing to take and pass the PMP® certification exam. The course will ensure that project managers can cross-reference project management processes and procedures with the PMBoK®.

Course Objectives• Outline overall project management

framework• Identify the links between project planning

processes at your organization and those outlined in the PMBoK®

• Identify the links between project execution processes at your organization and those outlined in the PMBoK®

• Identify the links between project completion and close-out processes at your organization and those outlined in the PMBoK®

• Assess readiness for the PMP® Exam• Identify areas of additional study needed

to successfully pass the PMP® exam

Course Outline• The Framework of Project Management• Initiating and Planning Projects• Project Execution, Control and Closeout• PMBoK® Review and PMP® Test-Taking

Tips• PMP® Sample Exam and Course

Evaluation

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Project ManagementSkills Assessment Tool

PMI®-accredited

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Assessment Length in Time: 2 hours if completed without pauses

Assessment PurposeIndividuals interested in participating in the Project Management Certification Training Series are encouraged to take this web based assessment designed to identify their existing project management skill profile and areas for improvement in basic project management knowledge. Taking the assessment is intended to assist individuals to determine which courses of the Project Management Certification Training Series they should attend, or if they need to attend the entire series to enhance their skill profile.

It is designed to validate an individual’s knowledge against the Project Management Institute's® Project Management Body of Knowledge® (PMBoK®), and can be accessed from anywhere in the world through a web interface and user identification. Results can be provided to individuals alone and/or aggregated and provided to management with the prior approval of the individuals.

Target AudienceAny individual whose role and responsibilities in their organization require, or will require, the application of basic project management skills to initiate, plan, execute, control or close (based on PMI® Process Groups) a project, or project type effort.

About the AssessmentThe assessment consists of one hundred questions based on the PMBoK® and can be completed at leisure, but please allow two hours if you wish to complete it without pausing. The results are provided to the individual immediately upon completion of the assessment.

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Human Capital Management Training

AMCI delivers human capital training, consulting, and learning systems for the Department of Defense, federal civilian agencies, and private industry. We specialize in providing mentoring and coaching experts to deliver training in innovative and highly interactive formats. We guarantee our training to be current, relevant, and learner centered. Our products are highly customized to the changing culture of the client. As a result, over 90 percent of our business is from

return clients and referrals. AMCI’s human capital management discipline addresses directly the succession planning crisis looming in long-established enterprises today. These courses are designed to provide senior and junior executives alike the tools necessary to distribute current and archived knowledge throughout the organization. AMCI accomplishes this through an innovative, interactive education experience that includes state of the art concepts and methods of

knowledge management and organizational development.

Target Audience• Executive personnel concerned

with legacy and succession planning

• All personnel desiring enhanced access to career paths reflecting leadership development

• Engineers or technical managers with interest in the human capital pressures

ContentsFormal Mentoring Programs – Construction and Implementation .................................................................................23Difficult Conversations ............................................................................................................................................................24Synergistic Planning and Decision-Making (1 + 1 = 3)......................................................................................................25Core Skills for Advancement ..................................................................................................................................................26Effective Briefing Techniques.................................................................................................................................................27Dynamic Mentoring..................................................................................................................................................................28DISC Behavior Styles ...............................................................................................................................................................29Emotional Intelligence .............................................................................................................................................................30Transformation Management .................................................................................................................................................31

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Formal Mentoring Programs – Construction and Implementation

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Course Length: 1-2 daysClassroom Hours: 8-16 hours or .8-1.6 CEUs

Course PurposeThis workshop provides background theory and practical steps to implementing formal mentoring programs: marketing, participant orientation, matching partners, training, evaluation, and reporting. It is essential to any organization that is considering a formal mentoring program.

BackgroundFor centuries, mentors have offered valuable advancement strategies and protection at critical points in a person’s career development. However, the traditional, good-old-boy mentoring approach has changed. Today’s mentors support rather than direct—and stretch rather than protect. The traditional approach made sense several decades ago when most organizations were structured as hierarchies and valued stability, seniority and status quo.

Today’s work environment demands a different approach. Rather than smooth the way to advancement, today’s mentors, empower employees to respond effectively in the context of ongoing events. Although having access to a mentor does not guarantee advancement, having the wise counsel and advice of an experienced colleague can help employees move ahead, learn how to handle various situations and avoid some of the pitfalls that can derail a career or delay a promotion.

This course is very interactive with minimum of lecture. Emphasis is placed on industry standards for adult learning methods.

Target AudienceAll training and leadership professionals responsible for Human Capital initiatives

Course Objectives• Define mentoring• Contrast and compare formal and

informal mentoring programs• Outline benefits to mentors, mentorees,

and the organization• Describe Dynamic Mentoring Training • Outline roles and responsibilities for

mentors and mentorees• Describe in detail the Dynamic Mentoring

web tool: application, matching, mentoring agreement, mentoring action plan, online surveys, and reports

• Equip executives with information necessary to choose the tool that would best fit the needs of their organization

• Equip same with practical steps to implementing formal mentoring programs: marketing, participant orientation, matching partners, training, evaluation, and reporting.

Course Outline• A Primer on mentoring in the 21st century• Components of a formal mentoring

program• Optional variables to consider in

construction of mentoring programs• Roles and responsibilities• Design, implementation, and execution of

formal mentoring programs, customized to specific organizations

• Metrics and reporting

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Difficult Conversations


Course PurposeAny conversation that causes us to plan, rehearse, lose sleep, develop another plan, and so on, has the potential to be difficult. A bad situation can go to worse in no time. No matter how competent we are in our jobs, we all have conversations that cause anxiety and frustration and consume valuable time and energy. This workshop will prepare participants to be more effective in their work and personal relationships.

BackgroundWhatever your job requires, you likely have to communicate with others. Most of the time, communications between colleagues, mentors, supervisors, and customers are routine. Occasionally difficult issues come to the surface that complicate projects and departments. It is when those challenging communications arise that each employee wants to be confident in his or her own communication, conflict management and negotiation skills.

Target AudienceAll personnel

Course Objectives• Identify distinguishing features of difficult

conversations• Analyze troubling situations, exploring

commonalities and patterns• Teach framework for discerning timing

and other circumstances that impact conversations

• Outline considerations of intense feelings on all sides of the conversations

• Prepare for tumult of identity issues that emerge in difficult conversations

• Teach guideposts for navigating the conversations

Course Outline• How to recognize conflict early and

mitigate damage to relationships in the workplace

• An orientation to mediation in the workplace

• How to analyze the nature of a particular conflict

• Things to consider in preparation for a difficult conversation

• Provide better understanding of how to negotiate through difficult conversations

• Maintaining relationships in conflicted settings

• This course is very interactive with minimum of lecture. Emphasis on industry standards for adult learning methods.

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Synergistic Planning and Decision-Making (1 + 1 = 3)

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Course PurposeThe effectiveness of a plan or decision is a function of both its quality and its acceptance by those who must implement it. The synergistic model combines both rational and human-centric models for team environments to help teams develop the most effective plans and decisions. This course begins by demonstrating this synergy concept through a project planning simulation exercise. Following analysis of the exercise and examination of the roots of achieving positive synergistic effects (1 + 1 = 3), specific strategies are presented for achieving effective team decision-making. Finally, the impact of dominant behavior style on decision-making skills will be examined, based on the DISC Personal Profile model (it is assumed that students will have already completed the DISC assessment in advance of taking this course).

Target AudienceAll management personnel involved in teamwork

Course Objectives• Introduce the different methods of

decision making• Explain application of methods to

situations• Teach benefits of synergy in a team setting• Teach guidelines of synergistic planning

Course Outline• Introduction to decision making methods• The synergistic model • Project planning simulation exercise • Specific strategies for achieving effective

team decision-making • Impact of dominant behavior (DISC) style

on decision-making skills is explored in detail

• This course is very interactive with minimum of lecture. Emphasis on industry standards for adult learning methods.

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Core Skills for Advancement


Course PurposeThis course focuses on eight core skills that are fundamental to advancing a career in any organization. Students will complete a self-assessment instrument to help them identify their individual strengths and opportunities for improvement in each of the eight core skill areas. Results of the self-assessment are confidential and will be kept and evaluated only by each attendee (nothing will be collected). There are direct connections between an individual’s dominant behavior style and these eight core skill areas. Guidance will be provided, based on the DISC Personal Profile model, to help students deal more effectively with those connections that are enablers as well as those connections that are distractions (it is assumed that students will have already completed the DISC assessment in advance of taking this course). This course is designed to help individuals who already possess strong technical knowledge and functional job task skills to examine the broader range of human skills consistently found in successful people who consistently receive favorable management recognition and tend to advance their careers more quickly.


Course Objectives• Introduce the 8 core skills for success in

organizations• Help students identify own developmental

needs in regards to those skills• Match solutions to particular skill set

needs and students’ DISC behavior style

Course Outline• Introduction to principles of success• The eight core skills • Self assessment and debrief• Specific strategies for gaining experience

in all eight skills• Impact of dominant behavior (DISC) style

on core skills is explored in detail• This course is very interactive with

minimum of lecture. Emphasis on industry standards for adult learning methods.

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Effective Briefing Techniques

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Course PurposeEffective presentation skills are critical to leadership. The employee who can deliver a convincing, well thought-out, cogent presentation is one who will earn the respect of his or her colleagues, superiors, and customers. This skill is key for those seeking to bring their careers to the next level. Those who speak well influence others, and that is the essence of leadership. Organizations need leaders who can make their point with clarity and brevity.

Target AudienceAll personnel with public speaking responsibilities

Course Objectives• Introduce principles of public speaking• Analyze different situations for presenting

reports• Teach preparation exercises for public

address• Fully explain and demonstrate the

diamond model for construction of organized, coherent presentations

• Teach techniques to be used in actual events of public speaking (use of voice, gesture, visual aids)

Course Outline• Techniques for overcoming presentation

anxiety• Analyzing the audience and setting• Defining the objective and building the

message• Simple model for organizing a persuasive

or informational presentation• Explore impact of body, voice, and visual

aids to enhance presentation skills• Do’s and Don’ts of PowerPoint• This course is very interactive with

minimum of lecture. Emphasis on industry standards for adult learning methods.

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Dynamic Mentoring

Course Length: 1.5 daysClassroom Hours: 12 hours or 1.2 CEUs

Course PurposeFor centuries, mentors have offered valuable advancement strategies and protection at critical points in a person’s career development. However, the traditional, good-old-boy mentoring approach has changed. Today’s mentors support rather than direct—and stretch rather than protect. The traditional approach made sense several decades ago when most organizations were structured as hierarchies and valued stability, seniority and status quo.

Today’s work environment demands a different approach. Rather than smooth the way to advancement, today’s mentors, empower employees to respond effectively in the context of ongoing events. Although having access to a mentor does not guarantee advancement, having the wise counsel and advice of an experienced colleague can help employees move ahead, learn how to handle various situations and avoid some of the pitfalls that can derail a career or delay a promotion.

This course is very interactive with minimum of lecture. It is based upon industry standards for adult learning methods.

Target AudienceAll personnel participating in a formal mentoring program

Course Objectives• Introduce mentoring principles of modern

mentoring• Teach the DISC behavior style model with

guidelines for communicating well with all DISC types

• Outlines roles and responsibilities for mentors and mentorees

• Describe in detail the Dynamic Mentoring web tool: application, matching, mentoring agreement, mentoring action plan, online surveys, and reports

Course Outline• Introduction to mentoring• Benefits to each participant: Mentoree,

Mentor, Supervisor, Organization• DISC Behavior Style Assessment (with

confidential report)• Mentor Roles

– Teacher/coach – Guide– Counselor– Challenger– Exemplar

• Mentoree Roles – Learner – Planner – Driver– Communicator

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DISC Behavior Styles

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Course Length: 1/2 dayClassroom Hours: 4 hours or .4 CEUs

Course PurposeBehavior is observable, and can be predicted. Each person has a “core” behavioral style. If overextended, a person’s strength may appear to be a weakness.

Understanding these different behavioral attributes is vital to success in the workplace and in life. Using the DISC method, students can determine the nature and style of the partners and colleagues. From this knowledge, they will be much better equipped to communicate effectively on all levels. The DISC method effectively unlocks the power to assess and capitalize upon personality differences within the any partnership or team. In turn, relationships flourish with the knowledge of these differences that helps to shape future success.

Background People bring unique experiences and personalities into their relationships. A vital aspect to successful relationship building is the ability to identify a person’s behavioral style and understanding how that style will affect the relationship. The relationship is best served when people can respect the differences they bring to the table and learn how to benefit from them. The DISC method is a popular communication model that is used to better understand these differences by measuring the level of

intensity a person brings to each of four core areas of behavior.


Course Objectives• Describe history of the DISC model of

behavior style assessment• Teach the differences between the natural

and adapted styles and why it matters• Help students fully understand their own

behavior styles and the impact they have on all areas of communication

• Describe the dynamics of interaction between individuals of same and contrasting behavior styles

• Teach the value of applying the behavior style principles to workplace, family, and community relationships

Course Outline• Introduction to observable behavior styles• History of the DISC method of

understanding workplace communication• Detailed expression of the four core areas

of behavior• Communicating with people of different

styles• Application of DISC principles to other

aspects of life• This course is very interactive with

minimum of lecture. It is based upon industry standards for adult learning methods.

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Emotional Intelligence


Course PurposeToday’s fast pace and high rate of change requires different skills for survival and success. Higher stress levels require better handling abilities. Mentoring relationships are particularly essential in times like these. Expertise in a particular field plays a lesser role, while internal qualities like resilience, initiative, optimism, and adaptability are taking on new value. The purpose of this course is to acquaint the participants with the principles of emotional intelligence, help them to assess their own abilities, and guide them to heightened awareness of ways to grow in these abilities.

Background The rules are changing. Success used to be measured by what we knew, or how smart we were. But today it’s how we handle ourselves and our relationships. These are the thoughts of Daniel Goleman, Harvard researcher and author of the best-selling book, Emotional Intelligence, published by Bantam in the late 90’s. Contrasted with the traditional Intelligence Quotient (IQ) emotional intelligence is largely learned and continues to develop as we go through life, learning from our experiences.


Course Objectives• Introduce principles of emotional

intelligence (EI)• Help students assess their own level of EI• Teach value of growth in management of

self and relationship with others within the EI framework

Course Outline• Introduction to principles of emotional

intelligence• Self management

– Self awareness – Self regulation– Self motivation

• Social management – Empathy– Reading Others and Perceiving Accu-

rately – Focused Listening – Communicating with flexibility and

authenticity• This course is very interactive with

minimum of lecture. It is based upon industry standards for adult learning methods.

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Transformation Management

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Course length: 4-day event which includes a banquet on the evening of the third night.Course hours/credits:

Course PurposeThis course begins by enabling leaders and internal consultants to learn and practice the coaching skills needed to cause their employees and internal clients to discover answers and take action for their business units, companies and for themselves.

The course further explores the concepts, techniques, and methods for transforming an organization using a comprehensive Transformation Business Approach and its accompanying toolkit.

Delivered using an experiential, case-study-based approach, key content includes:• A four step coaching methodology,

including recognizing coachable moments,• Enterprise assessment • Strategic planning • Transformation action planning• Transformation management and change

management

Target AudienceLeaders responsible for changing enterprise-wide or divisional behaviors; improving employee performance; and getting the organization closer to their customers. Internal consultants, business consultants, government contractors and Agency leaders.

Course ObjectivesSpecifically, participants will learn and apply:• The behavior, skills and model for

effective consultative coaching• Integrate their experience, skills, and

training into the transformation business approach

• Practice and demonstrate the skills they will use as a transformation leader or internal consultant

Course Outline• Day 1

– Welcome, Orientation, and Goals– Coach-Approach for Consultants– Mental Models of Behavior– Coaching Skills– Coaching Process– Strategic Challenge– Fieldwork Assignment

• Day 2– Review Day 1 Fieldwork– Goal Discovery– EDGe Assessment– Introducing Transformation Planning– Case Study Exercise: Transformation

Action Plan for JSI– Goal Alignment– CEO Coaching For Buy-in– Day 2 review– Learning Action Plan updates

• Day 3– Strategic Thinking and a Company’s

Transformation– Strategic Planning Process– Strategic Marketing– Continuing Transformation Planning – The Concept of Celebration– Day 3 review– Learning Action Plan update– Tonight’s activities

• Day 4– Concluding Transformation Planning– Performance Measurement– Transformation Challenges– Change Management and Resistance– The Importance of Closure– Learning Action Plan updates– “Take aways” from the day and course

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A Woman-Owned Small Business

6066 Leesburg Pike • Suite 700Falls Church VA 22041

For further information, please contact Monica Joseph at 703.245.2484 • [email protected]

AMCI’s Valued Clients

Federal• Agency for International Development• Department of Energy• Department of Justice• Department of Transportation• Department of Defense• Office of the Secretary of Defense

(Research, Development and Acquisition)• U.S. Air Force• U.S. Army• U.S. Navy• U.S. Marine Corps, Washington, DC• National Aeronautics and Space

Administration, Washington, DC• National Security Agency, Fort Meade,

MD

Commercial• Advance Technology, International• Allied Signal Corporation• BAE SYSTEMS United Kingdom and

Rest of World (RoW)• BAE SYSTEMS North America• B.F. Saul, Inc.• Battelle (Pacific Northwest Laboratories)• Boeing Services• Computer Sciences Corporation• EG & G METC• EG & G Rocky Flats• Fernald Energy Restoration Management

Company• George Mason University• Lawrence Livermore Laboratory

Commercial• Lockheed Martin• Mason & Hanger• Midwest Research Institute• Montgomery College• Motorola Institute• Raytheon Corporation• Reynolds Electric and Engineering• Titan Corporation• Unilever Corporation• Westinghouse Environmental

Management Company of Ohio• Westinghouse Waste Isolation Pilot

Program• Westinghouse Hanford• Westinghouse Savannah River Company• West Valley Nuclear Services

AMCI’s Worldwide Training DeliveryAMCI currently conducts classroom training throughout the United States and in multiple overseas locations including England, Scotland, China, Philippines, Saudi Arabia, Sweden, Budapest, Sudan, South Africa, Kenya, Benin, and Canada.

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