project management suite™ project management suite™ project

Study Project Management • Prepare for the PMPStudy Project Management • Prepare for the PMPStudy Project Management • Prepare for the PMPStudy Project Management • Prepare for the PMPStudy Project Management • Prepare for the PMP® Exam Exam Exam Exam ExamEarn an Executive CerEarn an Executive CerEarn an Executive CerEarn an Executive CerEarn an Executive Certificate • Work Towards a Degreetificate • Work Towards a Degreetificate • Work Towards a Degreetificate • Work Towards a Degreetificate • Work Towards a Degree

University of Management & Technologywww.umtweb.edu

Jan - July 2007 Edition

®

Learn what it takes to win

Project Management Suite™Project Management Suite™Project Management Suite™Project Management Suite™Project Management Suite™

UniversitUniversitUniversitUniversitUniversity of Management and Ty of Management and Ty of Management and Ty of Management and Ty of Management and Technologyechnologyechnologyechnologyechnology

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Program DescriptionProject Management Suite™ is composed of 24 self-paced online courses that provide up-to-dateknowledge on project management best practices. All of the courses are compliant with PMI’sPMBOK® Guide. The courses include:

* Course modules containing cutting-edge knowledge developed by renowned experts in project management* Course textbooks/readings (excluding UMT-PM006, PMP Exam Preparation)* Mentors Studio™ CD-ROMs featuring UMT instructors (selected courses only)* Think & Review sections for each module* Answers to the Think & Review sections* Final exams* Certificates of Completion

Project Management Suite™ allows you to:

Get up to speed quickly. Learn the latest project management practices, discover how to setup a project support office, prepare for the PMP certification exam, or maintain your PMP status.

Learn on your own. You can study at your own pace, from the comfort of your home or office.You have a full six months 24x7 access to complete a course. Of course, you can go faster ifchoose to do so.

Customize your learning. New to project management? Then focus on the basics.Experienced project managers can select more advanced topics. Choose a single course or asmany as you need.

Earn PDU credits. UMT is a PMI Registered Education Provider (provider #1130). This meansyou can earn Professional Development Unit (PDU) credits for these courses.

Work Towards An Executive Certificate or Degree. You can also earn academic creditstoward a UMT executive certificate, undergraduate degree, graduate certificate, or master’sdegree.

Table of ContentsProject Management Suite™ Program Description 2UMT Accreditations & Credentials 2Praise for Project Management Suite™ 3UMT’s Project Management Experts 3How Project Management Suite™ Can Help You 3-4

CoursesIterative and Agile Project Management 30 PDUs 5Work Breakdown Structure 15 PDUs 5Earned Value Management Systems 15 PDUs 5Business Basics for Project Professionals 30 PDUs 6Strategic Management for Project Professionals 15 PDUs 6Project Management 30 PDUs 7Planning and Control 30 PDUs 7Project Finance and Budgeting 30 PDUs 8Risk and Quality Management 30 PDUs 8Contracts and Procurement 30 PDUs 9Management of Major Programs 30 PDUs 9Information Technology Project Management 30 PDUs 10Operations, Logistics, and Supply Chain Management 30 PDUs 10Communication and Soft Skills 30 PDUs 11International Project Management 30 PDUs 11PMP Exam Preparation 35 PDUs 11Team-based Project Management 15 PDUs 12Mastering Project Management 15 PDUs 12Managing Needs and Requirements 15 PDUs 13Project Leadership 30 PDUs 13Establishing a Project Office 15 PDUs 14E-commerce and Projects 15 PDUs 14Effective Estimation 15 PDUs 14Critical Chain and Time-boxed Scheduling 15 PDUs 15

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UMT’s Project ManagementDegrees are accredited by thePMI Global Accreditation Centerfor Project Management (GAC).

UMT is a Registered EducationProvider of the ProjectManagement Institute (provider#1130). You can earn PDUs forUMT’s self-paced training anddegree courses.

Accredited by the AccreditingCommission of the DistanceEducation and Training Council.

UMT is authorized to operate aninstitution of higher education, toenroll students, and to awardassociate’s, bachelor’s, master’sand doctoral degrees by theState Council of HigherEducation for Virginia.

UMT and the DefenseAcquisition University have astrategic partnership to promoteacquisition management andproject management education.

UMT’s Project ManagementSuite™ is an approved trainingprogram by NevadaWorks.

UMT is an institutional memberof the Council for HigherEducation Accreditation (CHEA).

UMT is an approved participatinguniversity in the Department ofDefense Activity for Non-Traditional Education Support(DANTES).

UMT is approved by theDepartment of Veterans Affairsunder the provisions of PublicLaw 89-358 to provide educationand training to eligible persons.

UMT Accreditations& Credentials

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Project Management SuiteProject Management SuiteProject Management SuiteProject Management SuiteProject Management Suite™™™™™ 2007 2007 2007 2007 2007

UMTeam™: Your Project Management Experts

Project Management Suite™ was developed by a team led by UMT Academic DeanJ. Davidson Frame, a world-renowned expert in the field of project management. He servedas PMI’s director of certification for six years and oversaw revision of the Project ManagementProfessional (PMP) exam. He has trained more than 35,000 managers worldwide and writteneight books, including Managing Projects in Organizations, The New Project Management,Project Management Competence, and Managing Risk in Organizations.

Other members of UMTeam™ include:

Dr. James P. Lewis. Three courses in the Project Management Suite™—Team-based ProjectManagement, Mastering Project Management, and Project Leadership—are based on the workof Dr. James P. Lewis. He has conducted project management training for more than 20,000supervisors and managers around the world. Dr. Lewis has been widely acclaimed for hispractical books on project management.

Dr. Yanping Chen. Dr. Chen is UMT’s president. She serves on PMI’s Board of Directors. Sheis a leading expert in managing complex technical programs. She is author of Principles ofContracting for Project Management.

Mr. Thomas Block. Mr. Block is the world’s leading authority on establishing and maintainingproject offices. He is co-author (with UMT Dean J. Davidson Frame) of The Project Office: AKey to Managing Projects Effectively.Dr. Frank Toney. Dr. Toney is the key player in the Fortune 500 Benchmarking Study ofproject management practices. He is the author of five project management books, includingThe Bottom Line: Assuring Project Financial Success, The Superior Project Manager, TheSuperior Project Organization, Accounting and Finance for Project Management, Best Practicesof Project Management Groups in Large Financial Organizations.Mr. Vijay Verma. Mr. Verma is a leading authority on organizations and the human side ofmanaging projects. He has written extensively about people on projects, including HumanResource Skills for the Project Manager.

How Project Management Suite™ Can Help YouProject Management Suite™ is designed to meet the needs of a broad range of managers.Below are some examples of how this program can help you.

Obtain your Project Management Professional (PMP) certification

Maintain your Project Management Professional (PMP) status

In order to maintain the PMP status, PMPs need to obtain 60 PDUs every 3 years. Our coursesare PMBOK® Guide compliant. You are entitled to 15, 30, or 45 PDUs upon successful completionof the courses.

Learn about the most recent developments in project management

Are you concerned that your knowledge is a bit stale? There’s got to be more to projectmanagement than PERT and Gantt charts! We offer self-study courses on the most recentdevelopments in the theory and practice of project management, such as: Critical Chain andTime-boxed Scheduling, Establishing a Project Office, and e-Commerce and Projects.

Praise for ProjectManagement Suite™

“UMT’s distance learningcurriculum is excellent! I believethis school is doing a very good jobproviding relevant projectmanagement training support toProject Management Professionals.I highly recommend this school!”

“I am an Associate Dean at theDefense Acquisition University andI have enjoyed the benefits of theUniversity of Management andTechnology’s program. They aretop notch in D.L. (distancelearning)”

“Programs such as this give meflexibility, but do not sacrificequality of materials and informa-tion. Great for a professionalworking in the field.”

“This was a highly informative, fastpaced, challenging program.Excellent!”

“The course was interesting andeducative.”

“My experience was outstanding. Ican only suggest they maintaintheir responsiveness as they grow.”

“Thought content was timely andwell presented and supplementalmaterials good.”

“Thank you so much…I look forwardto applying for another on-linecourse soon. God Bless Americaand our Armed Forces!!”

“This was a much better solutionthan attending a 3 or 5 day class.I learned more and I enjoyed theprocess more.”

“Distance learning programprovided substance and wasrigorous.”

“UMT offers courses where therubber meets the road.”

“Reinforced what I do but hadn’tseen before in writing.”

“[I] referred other people to theprogram because of the flexibilityand application to what youactually do at work.”

“My class experience wasinstrumental in my obtaining a newjob.”

“Earned my PMP as a result.”

“More programs!”

Dr. J. Davidson Frame, Dean Dr. James P. Lewis Dr. Frank ToneyDr. Yanping Chen Mr. Thomas Block Mr. Vijay Verma

Table on the right shows the courses that helpstudents prepare for the PMP exam. The firstfive courses cover the 9 knowledge areas inthe PMBOK® Guide. Although there is nosequence for taking these courses, wesuggest you to take them in the order listed tohelp you see the whole picture better.Moreover, by taking these courses, you areeligible to receive UMT’s Executive Certificatein Project Management! See next page formore information.

PMP Exam Preparation CoursesUMT-PM250. Project Management 30 PDUs

UMT-PM251. Planning and Control 30 PDUs

UMT-PM253. Risk and Quality Management 30 PDUs

UMT-PM254. Contracts and Procurement 30 PDUs

UMT-PM201. Communication and Soft Skills 30 PDUs

UMT-PM006. PMP Exam Preparation 35 PDUs

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Earn a graduate certificate, undergraduate or master’s degree from UMT

You can transfer up to 12 credits gained in the UMT Executive Certificate program toward the following UMT programs:

Students who wish to continue their study in degree programs must formally apply for admission to UMT and meet admissionrequirements. Check our website for more information.

Associate of Business AdministrationBachelor of Business AdministrationAssociate of Science in Computer ScienceBachelor of Science in Computer ScienceAssociate of Science in General StudiesBachelor of Science in General Studies

Master of Science in ManagementMaster of Science in Information TechnologyMaster of Science in Computer ScienceMaster of Business AdministrationMaster of Public AdministrationGraduate Certificate in Project Management

Executive Certificate in ProjectExecutive Certificate in ProjectExecutive Certificate in ProjectExecutive Certificate in ProjectExecutive Certificate in ProjectManagementManagementManagementManagementManagement

Take a minimum of five elective courses(excluding UMT-PM006) in the ProjectManagement Suite™ and earn at least 150 PDUsover a two-year period to qualify for an ExecutiveCertificate in Project Management. Students whocomplete the certificate program are eligible for12 credit-hours toward an UMT academic degree.

Executive Certificate in AcquisitionExecutive Certificate in AcquisitionExecutive Certificate in AcquisitionExecutive Certificate in AcquisitionExecutive Certificate in AcquisitionManagementManagementManagementManagementManagement

Enroll in and complete a minium of 150-PDUworth of study at UMT, comprising at least 5courses (exlcuding UMT-PM006), within two years.Three required courses are:

UMT-PM215. Operations, Logistics, and Supply Chain Management

UMT-PM254. Contracts and ProcurementUMT-PM279. Management of Major Programs

Earn a UMT Executive Certificate in Project Management or Acquisition Management

Strength yourself professionally with a UMT’s Executive Certificate in Project Management or Acquisition Management. Bysigning up for courses in Project Management Suite™, you can obtain an Executive Certificate through self-study. UMT is astrategic partner of the Defense Acquisition University (DAU) to promote acquisition management and project management.

How you can obtain an Executive Certificate in Project ManagementExample 1 Example 2

Project Management 30 PDUs IT Project Management 30 PDUs

Planning and Control 30 PDUs Management of Major Programs 30 PDUs

Risk and Quality Management 30 PDUs Project Finance and Budgeting 30 PDUs

Contracts and Procurement 30 PDUs Strategic Management 15 PDUs

Communication and Soft Skills 30 PDUs Establishing a Project Office 15 PDUs

Mastering Project management 15 PDUs

Work Breakdown Structure 15 PDUs

TOTAL 150 PDUs TOTAL 150 PDUs

How you can obtain an Executive Certificate in Acquisition ManagementRequired

1. UMT-PM215. Operations, Logistics, and Supply Chain Management 30 PDUs

2. UMT-PM254. Contracts and Procurement 30 PDUs

3. UMT-PM279. Management of Major Programs 30 PDUs

Electives 60 PDUs

TOTAL 150 PDUs

*

*To be eligible for PMP certification, you need 35 contact hours of project management education. 1 contact hour = 1 PDU.


Project Management SuiteProject Management SuiteProject Management SuiteProject Management SuiteProject Management Suite™ ™ ™ ™ ™ 20072007200720072007

IterIterIterIterIteraaaaativtivtivtivtive and Agile Pe and Agile Pe and Agile Pe and Agile Pe and Agile Prrrrroject Managementoject Managementoject Managementoject Managementoject ManagementIterative and Agile Project Management looks at current approaches to managing dynamicsoftware development projects. Today, IT projects are increasingly employing what is callediterative and agile approaches to software development. These approaches stand in stark contrastto the traditional waterfall approach for software development, where the software developmentlife cycle (SDLC) is defined in a linear fashion: requirements, analysis, design, implementation,testing. The iterative and agile approaches hold that a basic premise of the waterfall approach isthat you are able to define all aspects of a software project at its outset. The iterative and agileapproaches maintain that this premise does not hold up in an era of rapid technological and marketchange. Rather than scope out a whole project at the outset, iterative and agile approaches focuson developing small pieces of the desired system in an iterative fashion. Through this process,project risk is managed more effectively, and software products are more likely to reflect customerneeds and wants.

WhaWhaWhaWhaWhat t t t t YYYYYou Will Learnou Will Learnou Will Learnou Will Learnou Will Learn✔ The underlying rationale of iterative and agile software project management, in contrast to

the rationale behind the traditional waterfall approach to software development✔ The operating premises of three dominant iterative development techniques: time-boxed

scheduling, RAD application development, and the rational unified process (RUP)✔ The Scrum approach to maintaining control over dynamic projects✔ Techniques for capturing customer requirements, including Joint Application Development,

process/environment diagrams, context diagrams, flow charts and use case diagrams

WWWWWork Brork Brork Brork Brork Breakdown Structureakdown Structureakdown Structureakdown Structureakdown StructureeeeeThis course offers a detailed examination of what WBSs are, how they provide the basis forplanning budgets and schedules, how they can be used to estimate project budgets, how they playa central role in integrated cost/schedule control, and how they can be tailored to meet the needsof individual projects. At the end of the course, students know how to build them for large andsmall projects alike. The treatment of WBSs in this course is compliant with the followingstandards: PMBOK Guide, PMI’s Practice Standard for Work Breakdown Structures (2nd ed., 2006),IPMA’s Competence Baseline, and Military Handbook 881A.

WhaWhaWhaWhaWhat t t t t YYYYYou Will Learnou Will Learnou Will Learnou Will Learnou Will Learn✔ How to build WBSs using a step-by-step process✔ How to determine how much detail to put into the WBS✔ How to tailor WBSs to fit different circumstances✔ How to use the WBS to make definitive, bottom-up cost estimates✔ Use of Performance WBSs and Contract WBSs on major programs✔ Processes employed in the use and construction of WBSs in the Federal government vs.

private sector✔ Using WBSs to identify control accounts employed in earned value management✔ Strengths and limitations of WBSs

Earned Earned Earned Earned Earned VVVVValue Management Systemsalue Management Systemsalue Management Systemsalue Management Systemsalue Management SystemsThis course examines in depth what some experts have called the single most important innovationin project management since the development of PERT/CPM networks. Earned value management(EVM) enables project staff and customers to keep track of cost and schedule performance onprojects. Many people have likened it to a dashboard that provides early warning of incipientproblems on projects. While it was originally developed to deal with major programs, it can beused productively on projects as small as $10,000. The treatment of EVM in this course iscompliant with The PMBOK Guide, PMI’s Practice Standard for Earned Value Management, andANSI/EIA-748-A.

WhaWhaWhaWhaWhat t t t t YYYYYou Will Learnou Will Learnou Will Learnou Will Learnou Will Learn✔ The central role of assessing work performance when engaged in integrated cost/schedule

control✔ Measuring earned value, using the following techniques: weighted milestones, fixed

formulas, and percentage complete✔ Setting up EVM systems and tailoring them to your organization’s circumstances✔ Understanding the five high-level EVM criteria found in both DODI 7000.2 and ANSI/EIA-

748-A✔ Generating Cost Schedule Status Reports (CSSRs) and analyzing information contained

in them✔ Using EVM techniques to assess cost and schedule status, and to forecast final project

costs (called Estimate at Complete, EAC)✔ What needs to be done to evaluate whether your EVM system is compliant with the

guidelines provided in ANSI/EIA-748-A

Course Details

Iterative and AgileProject ManagementUMT-IT281

Course Textbook

Practices of an AgileDeveloper: Working in theReal World, by VenkatSubramaniam and Andy Hunt

CreditsOffered

30 PDUs

Price

$990

Work BreakdownStructureUMT-PM015

Course Readings

A set of key Work BreakdownStructure (WBS) documents

Credits Offered

15 PDUs

Price

$495

Earned ValueManagement SystemsUMT-PM016

Course Readings

A set of key Earned ValueManagement (EVM) documents

Credits Offered

15 PDUs

Price

$495



Business BBusiness BBusiness BBusiness BBusiness Basics fasics fasics fasics fasics for Por Por Por Por Prrrrroject Poject Poject Poject Poject PrrrrrofofofofofessionalsessionalsessionalsessionalsessionalsTo a large extent, project management today is business management. Traditionally, projectmanagers were primarily concerned with executing project plans. But today, they are businessmanagers, because managing a project is tantamount to running a business. This courseprovides project professionals who do not have a business background with an overview ofgeneral business skills that they should possess if they are to be effective business managers.It covers all the basic business skills, including finance, accounting, marketing, operations,organizational development, contracting and procurement. Business topics that are coveredare illustrated with practical examples. This course is, in a nutshell, a 30 PDU MBA!

WhaWhaWhaWhaWhat t t t t YYYYYou Will Learnou Will Learnou Will Learnou Will Learnou Will Learn✔ Traits of today’s business environment, including downsizing, flattening, outsourcing,

reengineering

✔ The role of strategy in business operations

✔ Different legal structures of business: sole proprietorship, LLC, partnership, S-corporation, C-corporation

✔ Finance and accounting basics

✔ Marketing and sales basics

✔ Operations management basics

✔ Role of information technology in business

✔ Basics of managing organizations and people

StrStrStrStrStraaaaategic Management ftegic Management ftegic Management ftegic Management ftegic Management for Por Por Por Por Prrrrroject Poject Poject Poject Poject PrrrrrofofofofofessionalsessionalsessionalsessionalsessionalsOver the past twenty years, project management has matured dramatically. At the outset, itwas primarily concerned with getting a job done under cost and schedule constraints. Today, itis a key component of the business strategies of enterprises, since in today’s project-basedenterprises, strategic goals are achieved through the execution of projects. Consequently,project professionals need to get up to speed on strategic management principles and practices.They need to understand how to define objectives and goals that dovetail with the enterprise’sstrategic direction. They need to be familiar with major strategic planning concepts, includinggap analysis, core competency, balanced scorecard, and value chain. With insights into thestrategic management process, they will be able to select and plan projects so that theydovetail with their enterprise’s overall strategies.

WhaWhaWhaWhaWhat t t t t YYYYYou Will Learnou Will Learnou Will Learnou Will Learnou Will Learn✔ How to articulate vision and mission statements

✔ How to derive strategic goals from vision and mission statements

✔ How to develop objectives and strategies to achieve strategic goals

✔ How to link an enterprise’s internal practices with its external environment

✔ Using gap analysis to determine what efforts need to be carried out

✔ How to achieve focus in strategic planning by identifying the enterprise’s corecompetencies

✔ Using a balanced score card to develop a big picture vision of whether you are touchingall your key strategic bases

✔ How value chain analysis can help enterprises achieve competitive advantage

Course Details

Business Basics forProject ProfessionalsUMT-PM200

Course Textbook

The Ten-Day MBA: A Step-by-step Guide to Mastering theSkills Taught in America’s TopBusiness Schools, by StevenA. Silbiger

CreditsOffered

30 PDUs

Price

$990

Strategic Managementfor ProjectProfessionalsUMT-PM299

Course Textbook

Strategic Thinking: A FourPiece Puzzle, by Bill Birnbaum

CreditsOffered

15 PDUs

Price

$495

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PPPPPrrrrroject Managementoject Managementoject Managementoject Managementoject ManagementWhen asked to define their jobs, project managers consistently report: “My job is to get the jobdone!” This course provides basic knowledge on what it takes to carry out projects effectively. Itlooks at standard project management tools and techniques and investigates the all-importanthuman dimension of project management. It is a nuts-and-bolts course that presents participantswith an overview of “everything you need to know” to manage projects effectively—fromselecting projects with a range of prioritization techniques; to planning schedules, budgets, andresource allocations; to controlling projects once they are underway; to conducting periodic sanitychecks to see that the project is fundamentally on-target; to closing out projects and assuringcustomer satisfaction.

The course places a heavy emphasis on the organizational context of project management. Itlooks at people-related topics such as how to manage tasks when you have responsibility withoutauthority; how to structure project teams most effectively; and how to negotiate political waters.

WhaWhaWhaWhaWhat t t t t YYYYYou Will Learnou Will Learnou Will Learnou Will Learnou Will Learn✔ How project management can enable your organization to operate more effectively in

today’s chaotic business environment

✔ How to plan projects with tools such as the WBS, Gantt charts, PERT/CPM charts,milestone charts, estimation techniques, cumulative cost curves, resource histograms,and the earned value method

✔ How to carry out risk assessments that lead to better project planning and execution

✔ What roles different players fill—project sponsors, project managers, team members,customers

✔ How to motivate team members who are borrowed resources

Planning and ControlPlanning and ControlPlanning and ControlPlanning and ControlPlanning and ControlEffective planning and control entails developing skills that go far beyond mastery of Microsoft®®®®®

Project! To begin with, it requires the development of solid cost, duration, and resourceestimates, which means that practitioners need to learn the principles of effective estimation. Inplanning projects, they also need to know how to construct product-oriented and task-orientedwork breakdown structures (WBSs), since WBSs form the foundation of schedules and budgets.In the scheduling arena, today’s practitioners need to go beyond PERT/CPM and should get upto speed on brand new scheduling techniques, such as critical chain scheduling and time-boxedscheduling. And once the project is underway, they should be able to track actuals-versus-planned in order to keep the project under control. In particular, they should be able to carryout integrated, cost/schedule control with earned value management.

WhaWhaWhaWhaWhat t t t t YYYYYou Will Learnou Will Learnou Will Learnou Will Learnou Will Learn✔ Elements of effective estimation, including: working with conceptual, preliminary, and

definitive estimates; using the PERT Beta distribution to estimate costs, resourcerequirements, and task durations; and conducting bottom-up and parametric costestimates

✔ Developing product-oriented and task-oriented WBSs

✔ Principles of critical chain scheduling, including: avoiding the Student Syndrome;overcoming Parkinson’s Law; and effective use of project, resource, and feederbuffers

✔ Principles of time-boxed scheduling, including prioritizing business requirements withthe Poor Man’s Hierarchy and Pareto’s Rule; prioritizing technical requirements; andspeeding development through parallel execution

✔ Tracking cost and schedule performance graphically

✔ Tracking integrated cost and schedule performance with earned value management

Course Details

Project ManagementUMT-PM250

Course Textbook

Managing Projects inOrganizations, by Dr. J.Davidson Frame

CreditsOffered

30 PDUs

Price

$990

Notes

Studentswho sign up for ProjectManagement should not takeUMT-IT282, InformationTechnology ProjectManagement.

Planning and ControlUMT-PM251

Course Textbook

The New Project Management,by Dr. J. Davidson Frame

CreditsOffered

30 PDUs

Price

$990

Notes

Students who sign up forPlanning and Control shouldnot take UMT-PM010, CriticalChain and Time-boxedScheduling or UMT-PM009,Effective Estimation.



Bonus MentorsStudio™ CD:Real OptionApproach toDecision Making

PPPPPrrrrroject Foject Foject Foject Foject Finance and Budgetinginance and Budgetinginance and Budgetinginance and Budgetinginance and BudgetingProject professionals today must function as business people, whether they work in the privatesector or government. Before a project is selected, they need to be able to make a business casethat weighs benefits against costs. This requires a range of financial and estimation skills. After aproject is launched, they must be able to prepare a definitive cost estimate and to build a budgetupon it. During project execution, they should be excellent at examining actual vs. budgetedexpenditures for the purpose of maintaining cost control. They also need to know how toterminate projects that are not achieving their financial goals.

Project Finance and Budgeting provides insights into managing the financial end of projects. Thefinancial skills effective project professionals need are substantial, ranging from cost estimation,to capital budgeting, to understanding economics basics, to knowing fundamental accountingprinciples, to engaging in cost control. All these skills are covered in this course. The learning isreinforced with plenty of real world examples and exercises.

WhaWhaWhaWhaWhat t t t t YYYYYou Will Learnou Will Learnou Will Learnou Will Learnou Will Learn✔ How to develop and manage a project budget, from beginning to

end

✔ How to employ capital budgeting techniques, including net presentvalue, internal rate of return, payback period and benefit costanalyses

✔ How to factor risk into financial decisions, using such tools asCAPM, expected monetary value analysis, and the real optionsmethodology

✔ How to link cost and schedule performance data, to engage inintegrated cost/schedule control (earned value management)

✔ How to use important economic concepts—such as marginal returnsanalysis, elasticity of demand, supply and demand curve analysis,and learning curve theory —to manage projects more effectively

✔ How to carry out benefit-cost analyses

Risk and Quality ManagementRisk and Quality ManagementRisk and Quality ManagementRisk and Quality ManagementRisk and Quality ManagementThis course offers a two-for-one learning opportunity. It examines two significant projectmanagement knowledge areas: risk management and quality management. While these aretopics that are vitally important for project success, they often get little treatment in standardproject management texts and courses.

Effective risk management is part science and art. This course reflects this dichotomy byexamining both the science of risk management (e.g., understanding the underlying statistics ofrisk; creating simulations of different scenarios) and the art (e.g., dealing with political risk,gaining strong project sponsorship). It reviews most of the pertinent tools and techniquesemployed in risk management today. Projects are also concerned with quality issues. To achievequality deliverables, organizations must establish processes that lead to consistent performanceand deal flexibly with customer needs and wants. This course examines key quality initiatives(e.g., Baldridge Award, Deming Prize, ISO 9000, CMM) and reviews total quality management(TQM) tools and techniques that are relevant to project work.

WhaWhaWhaWhaWhat t t t t YYYYYou Will Learnou Will Learnou Will Learnou Will Learnou Will Learn✔ Knowledge of the risk management life-cycle

✔ An understanding of different types of risk that can arise onprojects

✔ Insights into key risk management tools and concepts

✔ How to handle risk at different phases of the project life-cycle

✔ Basic precepts of Total Quality Management (TQM)

✔ How to use core quality management techniques

✔ Features of well-known quality initiatives

✔ An understanding of the quality-customer link

Course Details

Project Finance andBudgetingUMT-PM252

Course Textbook

Project Finance: Tools andTechniques (UMT Series onProject Management Principlesand Practices), by Dr. J.Davidson Frame

CreditsOffered

30 PDUs

Price

$990

Bonus MentorsStudio™ CD: TheQuantitative vs.QualitativePerspective inRiskManagement

Risk and QualityManagementUMT-PM253

Course Textbook

Managing Risk inOrganizations, by J. DavidsonFrame

CreditsOffered

30 PDUs

Price

$990

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Course Details

Contracts andProcurementUMT-PM254

Course Textbook

Principles of Contracting forProject Management (UMTSeries on Project ManagementPrinciples and Practices), byDrs. Yanping Chen and J.Davidson Frame

CreditsOffered

30 PDUs

Price

$990

ContrContrContrContrContracts and Pacts and Pacts and Pacts and Pacts and PrrrrrocurocurocurocurocurementementementementementIt seems as if everything is being outsourced on our projects these days! Consequently, smartproject professionals recognize that they need to strengthen their contracts and procurementskills to deal with today’s outsourcing realities.

This course takes a two-tiered approach to teaching contracting and procurement skills. Thefirst tier focuses on covering basic concepts and techniques that are needed to functioneffectively in an acquisition environment. This includes learning how to develop and respond tosolicitations, evaluate bids, structure contracts to include risk, administer the contract effortand close-out contracts effectively. The second explores hot concepts being promoted today,such as the faster, better, cheaper perspective, performance-based contracting, increasedreliance on Statements of Objectives (SOOs), and the various approaches to acquisitionstreamlining.

WhaWhaWhaWhaWhat t t t t YYYYYou Will Learnou Will Learnou Will Learnou Will Learnou Will Learn✔ How contracting and procurement skills have become key

competencies in organizations

✔ How different contract structures are appropriate in differentsituations

✔ How effective contracts are a key risk management tool

✔ Features of effective proposals

✔ Key approaches to soliciting bids

✔ Standard ways of reviewing proposals

✔ What is needed to manage contracts in the post-award phase

✔ How to close out contracts

✔ How to identify acceptable quality limits and performancemeasures in performance-based contracting

Management of MajManagement of MajManagement of MajManagement of MajManagement of Major Por Por Por Por PrrrrrogrogrogrogrogramsamsamsamsamsOne of the great challenges of the 21st century is managing large scale work efforts.Increasingly, managers find themselves in situations where they are responsible for carryingout project implementations that are far larger and more complex than in the past.

This course goes beyond standard project management theory and practice to examine what ittakes to manage truly major programmatic efforts. Because virtually all of the principal tools ofprogram management emerged in the government sector, the course looks at the government’sapproach to managing programs, including guidance from OMB Circular A-109 (Major SystemAcquisition), A-11 (Budget Cycle), ANSI/EIA 649 and Mil-Hdbk-61A (ConfigurationManagement), Mil-Hdbk-881 (WBS construction), ANSI/EIA 748 (Earned Value Management),and the Federal Acquisition Regulations (FAR). It illustrates principles and practices with realworld examples, including: specific military programs, space programs, the Hong Kong airportproject, a $1.3 billion project to develop telecommunications infrastructure in a major company,and programs to revamp computer networking capabilities in global firms.

This course addresses topics covered by PMI’s forthcoming credential in program management.See http://www.pmi.org/prod/groups/public/documents/info/pdc_pgmp.asp.

WhaWhaWhaWhaWhat t t t t YYYYYou Will Learnou Will Learnou Will Learnou Will Learnou Will Learn✔ The management implications of the program life cycle, including the acquisition phase,

project phase, and post-project operations and maintenance

✔ How to manage a portfolio of interrelated projects over time

✔ How to organize major programs, focusing especially on the role of the program office

✔ How to manage the contracting process, contractors, and subcontractors

✔ The central role of documentation for managing complexity

✔ Key tools as they apply to managing major programs, including: integrated cost/schedulecontrol with earned value management, change control with configuration management,and different approaches to program acquisition management.

Bonus MentorsStudio™ 3-CDset: Tom Blockon ContractManagement.

Management of MajorProgramsUMT-PM279

Course Readings

A set of key programmanagementdocuments

CreditsOffered

30 PDUs

Price

$990



InfInfInfInfInformaormaormaormaormation Ttion Ttion Ttion Ttion Technology Pechnology Pechnology Pechnology Pechnology Prrrrroject Managementoject Managementoject Managementoject Managementoject ManagementThere are more projects carried out in the information technology arena than all other businessareas taken together. Regrettably, studies show that the great majority of IT projectsexperience some measure of failure.

This popular course is geared toward reducing IT project failure by demonstrating how theapplication of good project management practice to the System Development Life Cycle (SDLC)can help IT projects be delivered more effectively. The course presents standard projectmanagement insights into initiating, planning, executing, controlling, and closing-out projects. Inaddition to reviewing scheduling, budgeting, and resource allocation techniques, it focuses onbridging the business-technology gap. It does this by defining the role of the business analystand highlighting a range of techniques for capturing customer needs and requirements.

WhaWhaWhaWhaWhat t t t t YYYYYou Will Learnou Will Learnou Will Learnou Will Learnou Will Learn✔ How project management can be used to manage the System Development Life Cycle

✔ How to elicit requirements by using a broad range of techniques, including P/Ediagrams, context diagrams, structured English, flow charts, JAD sessions, rapidprototyping, and time-boxed scheduling

✔ How to use standard project management planning and control techniques, such asGantt charts, PERT/CPM charts, milestone charts, S-curves, resource histograms, andthe earned value method

✔ How to bridge the technology-business gap

✔ The roles of project sponsors, project managers, business analysts, and subjectmatter experts in delivering successful project solutions.

OperOperOperOperOperaaaaationstionstionstionstions, Logistics, Logistics, Logistics, Logistics, Logistics, and S, and S, and S, and S, and Supply Chain Managementupply Chain Managementupply Chain Managementupply Chain Managementupply Chain ManagementLooking for productivity gains? Then you need to strengthen your organization’s operations.Effective operations enable organizations to reduce cost, improve quality and increase profitmargins. Many of the gains achieved in operations are consequences of business processreengineering efforts coupled with the application of new information technologies.

Operations, Logistics, and Supply Chain Management is an up-to-date course examining allaspects of current practice for improving an organization’s operations, enabling it to producesolutions faster, better, cheaper. This course provides participants with current insights intooperations management as it is practiced in high-performing organizations today. Specialattention is given to examining concepts, tools, and techniques that help organizations carry outtheir behind-the-scenes business efforts.

WhaWhaWhaWhaWhat t t t t YYYYYou Will Learnou Will Learnou Will Learnou Will Learnou Will Learn

✔ The role of operations management in organizations

✔ Tools and techniques to manage production processes, inventories, and quality

✔ Supply chain management principles

✔ Managing human factors in operations

✔ The role of global sourcing and production to enhance operations

✔ Engaging in materials requirement planning (MRP)

✔ Elements of just in time (JIT) procedures

✔ The link between operations and quality

Course Details

IT Project ManagementUMT-IT282

Course Textbook

Managing Projects inOrganizations, by Dr. J.Davidson Frame

CreditsOffered

30 PDUs

Price

$990

Notes

Studentswho sign up for IT ProjectManagement should not takeUMT-PM250, ProjectManagement or UMT-PM013,Managing Needs andRequirements.

Operations,Logistics, andSupply ChainManagementUMT-PM215

Course Textbook

OperationsManagement(Barron’s BusinessReview Series), byDrs. Jae K. Shim andJoel G. Siegel

CreditsOffered

30 PDUs

Price

$990

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CommunicaCommunicaCommunicaCommunicaCommunication and Stion and Stion and Stion and Stion and Sofofofofoft Skillst Skillst Skillst Skillst SkillsThis course is designed to help project workers develop “soft” skills that will enable them to dealeffectively with customers, coworkers, managers, vendors, and anyone else who theyencounter during the course of their project efforts.

Traditionally, project management has focused on the straight forward scheduling of projectwork efforts. But experience shows that mastery of traditional techniques will not lead tosuccess unless project professionals are also able to deal effectively with a wide range ofplayers. In the final analysis, project success and failure hinges on people issues, sodeveloping people skills should be a top priority.

WhaWhaWhaWhaWhat t t t t YYYYYou Will Learnou Will Learnou Will Learnou Will Learnou Will Learn✔ Understanding human relations✔ Understanding organizations and organizational behavior✔ Encouraging and building competence of individuals, teams, and the organization✔ Motivating staff in a virtual team environment✔ Getting cooperation from regional offices✔ Managing conflict (with customers, colleagues, and team members)✔ Developing negotiation skills✔ Nurturing interpersonal relations skills✔ Conducting effective meetings✔ Demonstrating leadership abilities✔ Managing expectations (of customers, team members, and management)✔ Developing a sense of accountability and ownership✔ Operating in a political environment✔ Building commitment among team members

InternaInternaInternaInternaInternational Ptional Ptional Ptional Ptional Prrrrroject Managementoject Managementoject Managementoject Managementoject ManagementToday, “going global” means that projects are increasingly being carried out using virtualteams with members scattered over the globe. This environment presents special challengesto project enterprises and project professionals: dealing with different cultures and languages;understanding global legal requirements; protecting intellectual property; and understandingbasic principles of international economics and trade. UMT-PM258 provides a comprehensiveintroduction to the management of international projects.

WhaWhaWhaWhaWhat t t t t YYYYYou Will Learnou Will Learnou Will Learnou Will Learnou Will Learn✔ Understanding the challenges of managing culturally diverse virtual teams✔ Understanding how the customs, laws, and practices of different countries affect the

management of global projects

✔ Identifying the economic drivers that portend the dramatic growth of global projects✔ Being aware of international legal issues: Patents, trademarks, copyrights, trade

secrets, licensing, export controls, import regulations✔ The roles of key global players: WTO, World Bank, WHO, ADB, OECD, OAS

PMP Exam PPMP Exam PPMP Exam PPMP Exam PPMP Exam PrrrrreparepareparepareparaaaaationtiontiontiontionAs of end-2006, some 220,000 professionals achieved project management professional(PMP) certification. In many organizations, being PMP certified is a pre-requisite for theassignment of project management responsibilities.

This course provides insights into what the certification exam covers, including key conceptsthat are likely to be included in the examination and tips on how individuals should prepare forit. The course covers all PMBOK® Guide management areas.

PMP Exam Preparation was developed by UMT’s experienced team of project managementexperts under the direction of Dr. J. Davidson Frame, who served for six years as PMI’s Directorof Certification and directed the revision of the PMP certification examination.

WhaWhaWhaWhaWhat t t t t YYYYYou Will Learnou Will Learnou Will Learnou Will Learnou Will Learn✔ What process must be followed to apply to take the exam✔ How the exam is structured

✔ Tips on the most effective way to prepare for the exam

✔ What needs to be done to prepare for re-certification✔ What to expect on the exam—by taking a sample exam

Course Details

Communication andSoft SkillsUMT-PM201

Course Textbook

People Skills: How to AssertYourself, Listen to Others, andResolve Conflicts, by RobertBolton

CreditsOffered

30 PDUs

Price

$990

International ProjectManagementUMT-PM258

Credits Offered

30 PDUs

Price

$990

Course Readings

A set of key internationalproject managementdocuments

PMP Exam PreparationUMT-PM006

Credits Offered

35 PDUs

Price

$990

Notes

Price does not include therequired textbook (A Guide tothe Project Management Bodyof Knowledge - Third Edition).

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TTTTTeam-based Peam-based Peam-based Peam-based Peam-based Prrrrroject Managementoject Managementoject Managementoject Managementoject ManagementSuccessfully managing projects involves a great deal more than being good at scheduling. Infact, more projects fail because the project manager lacks people skills than because of poor useof tools. A particularly significant challenge project managers face is to fashion a high perform-ing team from a group of resources that have been temporarily loaned to the project.

Based on the book by acclaimed project management expert and UMT faculty member Dr. JamesP. Lewis, this course equips you with the essential skills you need to manage the human side ofprojects successfully. This course provides the vital methods of leading, motivating, and commu-nicating with members of your project team to achieve critical project outcomes—skills that canbe used in any discipline.

WhaWhaWhaWhaWhat t t t t YYYYYou Will Learnou Will Learnou Will Learnou Will Learnou Will Learn✔ Get team members to "buy-in" to the project mission, vision, and

objectives

✔ Create a sense of project ownership and enthusiasm

✔ Clarify roles of team members so everyone knows exactly whathe or she is supposed to be doing

✔ Determine how to handle decisions in your team

✔ Understand how different personalities can contribute best toteam performance

✔ Build a team climate that enhances innovation and promotesacceptable risk-taking

✔ Manage conflicts to promote creativity

Mastering PMastering PMastering PMastering PMastering Prrrrroject Managementoject Managementoject Managementoject Managementoject ManagementSuccessful project management requires technical, process, and psychological skills. With thiscourse, you learn how to bring these skill areas together to form the arsenal of tools needed tosuccessfully achieve project objectives. Included are methods for making better decisions aboutprojects, handling scheduling uncertainty, improving project management processes, and dealingwith power and politics.

Special attention is given in this course to teaching participants to think like project managers—tobe active instead of passive, to take responsibility for the project, and to take positive steps tokeep it on track. The reason for this emphasis is that we have found that many people learn thetools of project management, yet have no idea what is truly the role of a professional projectmanager.

Mastering Project Management is based on the work of Dr. James P. Lewiswho has conducted project management training for more than 20,000professionals worldwide.

WhaWhaWhaWhaWhat t t t t YYYYYou Will Learnou Will Learnou Will Learnou Will Learnou Will Learn✔ What the management function really means on projects

✔ How to identify and resolve problems that arise in project envi-ronments

✔ How to improve decision-making and processes on projects

✔ How to build accountability among project team members

Bonus MentorsStudio™ CD:Leadership

Course Details

Team-based ProjectManagementUMT-PM011

Course Textbook

Team-Based ProjectManagement, by Dr. James P.Lewis

CreditsOffered

15 PDUs

Price

$495Bonus MentorsStudio™ CD:Team-basedProjectManagement

Mastering ProjectManagementUMT-PM012

Course Textbook

Mastering ProjectManagement, by Dr. James P.Lewis

CreditsOffered

15 PDUs

Price

$495



Managing Needs and RequirManaging Needs and RequirManaging Needs and RequirManaging Needs and RequirManaging Needs and RequirementsementsementsementsementsAll projects arise in response to needs. In theory, the whole project effort should be gearedtoward addressing these needs. Unfortunately, needs are often incorrectly identified, poorlyarticulated, or simply ignored. Requirements, in turn, are the physical embodiment of theneeds. If needs are poorly defined, then the requirements that address them will be off-target,no matter how brilliantly formulated. Ultimately, many project failures are rooted in the poordevelopment of needs and requirements at the project outset. In this case, project work has noteven begun when failure is hardwired into the project.

This course focuses on all aspects of the needs-requirements life-cycle, including needsrecognition, needs articulation, development of business requirements, development offunctional requirements, and development of specifications. It reviews the pitfalls practitionersface in identifying the full range of customers, sorting through the contending needs of multiplecustomers, articulating needs so that technical personnel can understand them, and managingchanges to requirements (scope creep). It examines significant techniques that help in theelicitation and specification of both needs and requirements.

WhaWhaWhaWhaWhat t t t t YYYYYou Will Learnou Will Learnou Will Learnou Will Learnou Will Learn✔ The universal pitfalls associated with defining needs and requirements

✔ How needs evolve into requirements

✔ How projects always have multiple customers with contending needs and wants, andhow to sort through these needs and wants

✔ How to bridge the requirements gap between business users and the technical team

✔ How to elicit requirements with techniques such as P/E diagrams, context diagrams,structured English, flow charts, rapid prototyping and JAD sessions

PPPPPrrrrroject Leadershipoject Leadershipoject Leadershipoject Leadershipoject LeadershipIt is not enough to be a good administrator or good manager. Today, getting things donesuccessfully requires leadership. Project Leadership focuses on the need for leadership onproject teams. Leadership is particularly important when running projects, because traditionalhierarchy-based command and control skills do not work in project environments: you cannotcommand team members to plan, execute, and sustain excellence—you must lead them to dowhat needs to be done.

Project Leadership adopts an innovative learning style. It makes heavy use of real worldexamples. Students are given scenarios to review and then asked to suggest how a leaderwould deal with them. In addition, they are guided to learn more about themselves by takinga number of behavioral tests, including the Hermann Brain Dominance Instrument, theKeirsey Temperament Sorter, and the Fundamental Interpersonal Relations Orientation (FIRO)test. The test results are then tied to strategies to strengthen leadership ability.

WhaWhaWhaWhaWhat t t t t YYYYYou Will Learnou Will Learnou Will Learnou Will Learnou Will Learn

✔ What leadership is and how it differs from management

✔ How leadership requires followers: If no one is following you, then you aren’t a leader

✔ How different leadership styles can be employed, including: visionary, coaching,relationship building, democratic, pace setting, and command styles

✔ How your personality preferences as determined by the Keirsey Temperament Sortercan be used to make you a better leader

✔ How your interpersonal relationship preferences, as defined by FIRO, can be used tomake you a better leader

✔ How the Hermann Brain Dominance Instrument can be used to make you a betterleader

Course Details

Managing Needs andRequirementsUMT-PM013

Course Textbook

The New Project Management,by Dr. J. Davidson Frame

CreditsOffered

15 PDUs

Price

$495

Notes

Students who sign up forManaging Needs andRequirements should not takeUMT-IT282, InformationTechnology ProjectManagement.

Project LeadershipUMT-PM014

Course Textbook

Project Leadership, byDr. James P. Lewis

CreditsOffered

30 PDUs

Price

$990

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Establishing a PEstablishing a PEstablishing a PEstablishing a PEstablishing a Prrrrroject Officeoject Officeoject Officeoject Officeoject OfficeOne of the hottest developments to hit project management in recent years has beenrecognition of the central role project support offices play in contributing to project success.These offices are substantially different from traditional program offices used on militaryand construction projects. Their job is not to run projects, but rather toprovide an environment that enables project teams to function moreeffectively. They do this in a number of ways: providing administrativesupport, establishing methods and procedures, maintaining standards,offering consulting and mentoring services, and helping in training efforts.Establishing a Project Office explores these and other functions of projectsupport offices and examines how such offices can be established andmaintained.

Establishing a Project Office is based on the work of UMT professors Dr. J.Davidson Frame and Mr. Thomas Block. Variations of this course havebeen taught to some 2,000 participants over the past few years. Itprovides insights based on Frame and Block’s work with project offices inmore than 200 companies.

E-commerE-commerE-commerE-commerE-commerce and Pce and Pce and Pce and Pce and Prrrrrojectsojectsojectsojectsojects

Today’s technology is rapidly changing the environment in which projects are carried out.The collapse of the dot-com companies masked the continuing explosive growth of e-commerce. It began with the establishment of strong business-to-business (B2B) links,then migrated to business-to-customer (B2C) links. Today, e-commerce is provingimportant in project management in the areas of contracting, vendor payments andresource acquisition.

This popular course is geared to offer project professionals an understanding of one of themost interesting developments that affect them: e-Commerce. It provides participants withinsights into the workings of e-Commerce, including an understanding of its technicalunderpinnings, its emerging role in driving business activity, and its strengths andweaknesses as a business model.

Effective EstimationEffective EstimationEffective EstimationEffective EstimationEffective EstimationBad estimates are a leading source of project failure: if you promise to do a five-month jobin three months—and it really is a five-month job—schedule slippages and cost overruns arehardwired into the project before any work has begun. Clearly, individuals and organizationsintent on reducing the levels of project failure they encounter need to focus attention onimproving the way they develop estimates of costs, schedules, and resource requirements.

This course balances the “soft” and “hard” dimensions of estimation. On the soft side, itemphasizes that factors such as the optimism of the sales staff, the naivete of the technicalteam, and political pressures to win a job at any cost, contribute mightily to understatingcost, schedule, and resource realities. On the hard side, it describes a series of techniques—including trend extrapolation and Monte Carlo simulation—that enable capable estimators todo a better job of forecasting project requirements.

Effective Estimation was developed by UMT’s Dean, Dr. J. Davidson Frame and is based onthe course he taught as part of the PMI Project World Seminar series.

Notes: Students who sign up for this course should not take UMT-PM251, Planning and Control.

Bonus MentorsStudio™ CD:Establishing aProject Office

Free Review!

Review the first fivemodules of Establishing aProject Office (UMT-PM007),E-commerce and Projects(UMT-PM008), and EffectiveEstimation (UMT-PM009)free! If you want moreinsights, plus 15 PDUs, sign-upfor the EnrichmentPackage.

Enrichment Package

Establishing a ProjectOffice course:

• CourseTextbook: TheProject Office,by Thomas R.Block and J.DavidsonFrame

• MentorsStudio™ CD-ROM

E-commerce and Projectscourse:• Course

textbook: TheInternet from Ato Z, by JohnCowpertwaitand SimonFlynn

Effective Estimationcourse:• Course

textbook:Innumeracy,by John AllenPaulos

All courses:• Enrichment

modules• Think and

Reviewsection with questions andanswers

• Final exam• Certificate of Completion

Credits Offered (PerCourse)

15 PDUs

Price (Per Course)$495

Freebie

Available



Save $40 if you buy all CDs!

Regular Price: $129.60Discounted Price: $89.60You Save: $40.00 (31%)

Free Review!

Review the first fivemodules of Critical Chainand Time-boxed Scheduling(UMT-PM010) free! If you wantmore insights, plus 15 PDUs,sign-up for the EnrichmentPackage.

Enrichment Package

Critical Chain and Timeboxed Scheduling course:

• Coursetextbook:The CriticalChain, byEliyahuGoldratt

• Enrichmentmodules

• MentorsStudio™ CD-ROM

• Think and Review sectionwith questions and answers

• Final exam• Certificate of Completion

Credits Offered

15 PDUs

Price

$495

Critical Chain and Time-boxed SchedulingCritical Chain and Time-boxed SchedulingCritical Chain and Time-boxed SchedulingCritical Chain and Time-boxed SchedulingCritical Chain and Time-boxed SchedulingTime is the killer constraint. In today’s business environment, there is tremendous pressure todeliver goods and services at breakneck speed. Traditional approaches to scheduling projects—such as PERT/CPM networks—offer little guidance on how to complete a ten-week schedule insix weeks. Fortunately, in recent years two techniques have emerged thatare geared specifically to producing deliverables faster than ever: thecritical chain technique and time-boxed scheduling.

What these new techniques have in common is the realization that superfast schedules require a focus on people issues. In critical chainscheduling, these people issues take the form of Parkinson’s Law, theStudent Syndrome, and the pathologies of multitasking. In time-boxedscheduling, they revolve around translating business needs into technicalrequirements more effectively and realizing that if you want to get a jobdone quickly, you can’t have it all—you need to prioritize. Critical Chainand Time-boxed Scheduling provides perspectives and techniques thatapply to all types of projects, ranging from small one- or two-dayinformation technology efforts to massive construction or defenseprojects.

Notes: Students who sign up for this course should not take UMT-PM251,Planning and Control.

UMT PUMT PUMT PUMT PUMT PrrrrressessessessessThe Finest in Management EducationMore books and Mentors Studio CD-ROMS are available online at http://umtpress.umtweb.edu.

UMT’s world-renowned faculty members are experts in their fields. Our faculty has published more books onproject management in recent years than the faculties of Harvard, Stanford, Yale, and MIT combined. To see a fulllist, visit the Faculty Publications page on our website. The Mentors Studio™ CD-ROMs feature UMT’s facultymembers providing additional insights into key management areas. These are available exclusively as part ofProject Management Suite™ courses. Here are some of the UMT Press offerings:

Bonus MentorsStudio™ CD:Critical ChainScheduling

Freebie

Available

Mastering ProjectManagement,Dr. James P. Lewis

Regular Price: $49.95Our Price: $39.96You Save: $9.99 (20%)

Managing Projects inOrganizations,Dr. J. Davidson Frame


Principles of Contractingfor Project Management(2nd Ed),Drs. Yanping Chen and J.Davidson Frame

Price: $17.95

Managing Risk inOrganizations,Dr. J. Davidson Frame


Murphy’s Bedtime Poems,Dr. J. Davidson Frame

Price: $12.00

Project ManagementCompetence,Dr. J. Davidson Frame


Team-based ProjectManagement,Dr. James P. Lewis

Regular Price: $34.95Our Price: $34.95

Human Resource Skills for theProject Manager,Vijay Verma


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COURSES SELECTED

Course Number Course Title PDUs Sub-Total

UMT-IT281 Iterative and Agile Project Management 30 $990 _______________

UMT-IT282 Information Technology Project Management 30 $990 _______________

UMT-PM006 PMP Exam Preparation 35 $990 _______________

UMT-PM007 Establishing a Project Office 15 $495 _______________

UMT-PM008 E-Commerce and Projects 15 $495 _______________

UMT-PM009 Effective Estimation 15 $495 _______________

UMT-PM010 Critical Chain and Time-boxed Scheduling 15 $495 _______________

UMT-PM011 Team-based Project Management 15 $495 _______________

UMT-PM012 Mastering Project Management 15 $495 _______________

UMT-PM013 Managing Needs and Requirements 15 $495 _______________

UMT-PM014 Project Leadership 30 $990 _______________

UMT-PM015 Work Breakdown Structure 15 $495 _______________

UMT-PM016 Earned Value Management Systems 15 $495 _______________

UMT-PM200 Business Basics for Project Professionals 30 $990 _______________

UMT-PM201 Communications and Soft Skills 30 $990 _______________

UMT-PM215 Operations, Logistics, and Supply Chain Management 30 $990 _______________

UMT-PM250 Project Management 30 $990 _______________

UMT-PM251 Planning and Control 30 $990 _______________

UMT-PM252 Project Finance and Budgeting 30 $990 _______________

UMT-PM253 Risk and Quality Management 30 $990 _______________

UMT-PM254 Contracts and Procurement 30 $990 _______________

UMT-PM258 International Project Management 30 $990 _______________

UMT-PM279 Management of Major Programs 30 $990 _______________

UMT-PM299 Strategic Management for Project Professionals 15 $495 _______________

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