Pm Cert2010

Issued Fall 2010 • Save This Catalog

Earn Your Certificate
in Project Management
Individuals satisfactorily completing these courses will be eligible for Continuing Education Units (CEUs), Professional
Development Hours (PDHs) and AIA Learning Units (LUs) for each day of instruction. Please note: You may take any
course in this catalog without being required to obtain your certificate. Great for those who need PDUs!

“The material is
presented in an
interactive and
enjoyable manner in
which the students
are motivated to
use the skills in their
workplace. It is helpful
in understanding my
own strengths and
weaknesses; and
then how to use my
strengths to influence
and negotiate in
my job.”
— Donna Leah Kennedy,
Industrial Engineer,
NAVFAC Atlantic,
Norfolk, VA

Start Earning Credits Today! Find out when these seminars are offered:
• n-line at
O • Fax: 919.515.7614
ContinuingEducation.ncsu.edu • -mail ContinuingEducation@ncsu.edu
e
• Call: 919.515.2261 Attendance in each class is limited.

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

why ThESE SEmInarS Can hELP You makE a dIFFErEnCE
The Six Sigma people say most organizations run at a “three Airplanes, estimated during the 777 program (for which he was
sigma” level, meaning that 30 cents of every sales dollar is lost chief engineer) that 30% of the cost to develop an airplane was
due to scrap, re-work, and warranty costs. The same numbers re-work—meaning that one of every three engineers on the
apply to projects. Numerous studies have shown that your team was spending full time re-doing what two other engineers
organization may waste about 30 cents of every dollar spent on had done wrong.
projects due to poor project management. With projects costing You will learn how to help your team
in the hundreds of thousands of dollars, a small investment in perform better by:
training and consulting can reduce your waste dramatically and
e Improving communication
gain a payback in very short order. Good project management
can significantly reduce these wasted expenses! e Reducing destructive conflict

Additionally, nearly 85% of software projects get into trouble, e Enhancing problem solving
with close to 30% being canceled. Estimates in recent years e Making better decisions
suggest that companies like yours lose about $120-130 billion e Increasing strategic thinking and planning
annually on software projects.
e Constructing better implementation plans
The same is true of your product development projects. Alan e Fostering higher creativity and innovation
Mulally, former President and CEO of Boeing Commercial

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and money are and that you and your State Training “hotLink” and you seminars, conferences and workshops
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e Get valuable insight on the latest
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will be completely satisfied with your courses in YOUR area of interest as and training
learning experience or we will make it well as advance information on new
To sign up, visit our website at
right—guaranteed! courses
ContinuingEducation.ncsu.edu.

InSTruCTIon ProvIdEd by ThE LEwIS InSTITuTE, InC.
The Lewis Institute has built a reputation for delivering practical, Dr. James P. Lewis has 15 years of
hands-on instruction that provides tools and techniques you industry experience as an electrical
can use immediately upon leaving the seminar to manage engineer and project manager, focusing
your own projects. The Lewis Institute insists that all of their on the design and development of
instructors have real-world experience managing projects, so communication equipment, and over 29
that they can go beyond the workbook content and answer your years of experience teaching seminars.
questions. Questions such as, “What do you do when…?” and He has been conducting seminars
“How do you handle a situation in which…?” These are the kinds worldwide and has trained more than
of concerns that people have when they attend our programs; 40,000 individuals since 1981. Widely recognized as one of the
they want more than a textbook answer—they want “meat and top writers on the subject, Jim has published ten books of his
potatoes.” own and an 11th with co-author Bob Wysocki. His
Lewis Method® of managing projects has been adopted by
You also will find the instructors very generous with their time
thousands of managers. Jim has a B.S. in electrical engineering
in answering questions both during the class and after it is over.
and a doctorate in psychology, both from NC State University.
They freely give their e-mail addresses to their clients and invite
them to correspond with them. They treat you as a client, not a The Lewis Institute is a registered education provider with
customer. The difference is that a client is someone you care for, the Project Management Institute® and provides PDUs for
whereas a customer is simply someone who buys from you. completion of these courses.

2

your InSTruCTorS wILL Show YOU how you Can makE a dIFFErEnCE

Doug DeCarlo is internationally recognized he has managed or overseen the management of software
as a thought leader and paradigm shifter implementations, process/quality improvement initiatives, and
in the world of projects that feature high- feasibility/programming projects.
speed, high-change, high-stress and high
Mr. Hollins has bachelor degrees in engineering (Iowa State
uncertainty. He is the author of the landmark
University) and business management (Upper Iowa University) as
book, eXtreme Project Management: Using
well as a master’s degree in organizational leadership (St. Ambrose
Leadership, Principles and Tools to Deliver
University). He is a PMI-certified Project Management Professional
Value in the Face of Volatility.
and has earned his certificate in project management from NC State
Brian Gugerty, DNS, MS, RN has been in the University.
clinical informatics field for over 20 years.
Ken Whitaker, PMP of Leading Software
Dr. Gugerty is an independent consultant in
Maniacs™ (LSM) has more than twenty-five
clinical informatics where, for one of his major
years of software development executive
clients, he is overseeing communication,
leadership and training experience in a
education, go-live support and evaluation
variety of technology roles and industries.
for a four hospital, two-year, computerized
He has led commercial software teams at
provider order entry implementation in the
Software Publishing (remember Harvard
Midwest. He has been a project manager for
Graphics?), Data General, embedded systems
various healthcare information technology (HIT) implementation
software companies, and enterprise software suppliers. Mr. Whitaker
projects using traditional PM methods and on HIT software
is an active PMI® member, Project Management Professional (PMP)®
development teams using the Agile method.
certified, a Lewis Institute Certified Instructor, and a Certified
Dr. Gugerty has served as director of nursing informatics at Erie ScrumMaster (CSM). Sources for LSM’s presentations come from case
County Medical Center. Later, as a critical care clinical information studies, personal leadership experience, the PMI Project Management
system product manager for GE Medical Systems and then as a Book of Knowledge (PMBOK® Guide), and Mr. Whitaker’s two books:
senior research analyst for Siemens, Dr. Gugerty had responsibility Managing Software Maniacs and Principles of Software Development
for specifying and modeling various aspects of commercial EHRs. Leadership.
As an assistant professor at the University of Maryland School of
Michael Wood, is a certified public
Nursing’s Informatics Department, Dr. Gugerty taught graduate
accountant and subject matter expert on IT
courses and conducted evaluation research on clinical information
strategy and business process improvement
systems; he is currently an adjunct professor at the school. Dr.
at www.gantthead.com, the world’s largest
Gugerty is active in the American Medical Informatics Association as
IT project management content portal.
well as other professional societies and initiatives. He has published
widely and presented on informatics topics including HIT project Mr. Wood is currently a freelance consultant,
management, clinical documentation and evaluation of HIT. writer, speaker and workshop leader.
From 2000 to 2008, he was the president
George Hollins, P.E., PMP, has been
of The Natural Intelligence Group. Prior to that, he was Executive
responsible for the management of over
Vice President of Outcomes Management for the Corporation for
$1 billion in project value in his twenty-five
Standards and Outcomes (CS&O), a leader in the development of
year career as a professional engineer. He
outcome-based management methods and Internet applications
has worked on individual projects ranging
in the behavioral healthcare industry.
in value from a few thousand dollars to
over $100 million - as well as programs and Before joining CS&O, Mr. Wood was Vice President of MIS for
portfolios valued at several hundred million Showboat Operating Company. In addition to his traditional
dollars. CIO duties, he led the implementation of all technology used at
Showboat’s newest properties in northwest Indiana and Sydney,
Early in his career Mr. Hollins worked as a project engineer for
Australia.
the Iowa Natural Resources Council, the Iowa Department of
Transportation, and the City of Westminster, Colorado; he quickly Previously, Mr. Wood headed Helix Corporation, a management
moved to leadership positions serving as the City Engineer for West consulting company. He also served as an adjunct professor in
Des Moines, Iowa, Associate Director for Business and Finance for Pepperdine University’s MBA program and as associate professor
the Iowa Board of Regents, and Director of Design and Construction at California Lutheran University.
Services and Business Manager for the University of Iowa.
Mr. Wood has conducted workshops and seminars on a national and
Mr. Hollins has developed and managed major capital programs international basis. His broad industry background and experience
and associated projects ranging in scope from the creation of new has positioned Mr. Wood as an expert in the field of business process
research, academic and office buildings, to utility installations improvement and reengineering, which is the focus of his new book,
and plant expansions, to roadway and bridge improvements, to The HELIX Factor: The Key to Streamlining Your Business Processes.
building infrastructure renovations. In addition to capital projects,
3

Core Course

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

why you Should attend who Should attend
The majority of a project manager’s time is spent working The project managers whose jobs involve engineering, data
with people, not on technical tasks. As a project manager processing, information technology, construction, research
you need to get work done by people over whom you usually and development, manufacturing, maintenance, corporate
have no direct authority and have to work closely with planning, finance, marketing and quality will benefit from
project stakeholders throughout the life of the project. this seminar. The principles you’ll learn can be applied to any
kind of project.
You and your project team usually have more than enough
technical skill and creativity to get the job done. What you attend and you’ll receive
need more of are the “people skills” that will help you get
e Three textbooks, Influencer, by Kerry Patterson; Getting to
the resources, organizational support, and buy-in at all Yes: Negotiating Agreement Without Giving In, by Roger
levels necessary to get the project done on time and within Fisher and William Ury, a $30 value; and Difficult Conver-
budget, while leaving the team ready for the next project. sations: How to Discuss What Matters Most, by Douglas
Stone, Bruce Patton, Sheila Heen, Roger Fisher, a $15 value
By attending this seminar you will be equipped with the
e A comprehensive workbook, full of easy-to-use
critical companion skills in communication, influencing,
procedures, guidelines and worksheets
and negotiating that complement the problem solving,
e 1.8 CEUs/18 PDHs/18 AIA LUs/18 PDUs
goal setting, scheduling, tracking, and other technical skills
e Three networking luncheons
needed by project managers for the administrative aspects
of the job. e A Certificate of Attendance

attend and you’ll Learn how To
what others have Said
e Use an array of techniques to communicate effectively
with anyone who might affect the success “ This course gives real-world examples of how to work with peo-
ple through improved communication styles. It really makes you
of your project
realize how important people are to the project.”
e Use proven methods to influence the attitudes — essica Elliott, Workforce Management, Biogen Idec,
J
and performance of team members and stakeholders Durham, NC
e Negotiate when necessary to meet your project “Course does an excellent job at providing a base-level introduc-
objectives tion to common situation and techniques that people in business
e Understand and work with communication styles will find themselves in and need to use.”
of others — aul Kaper, Engineer Project Manager, Gilbarco Veeder-Root,
P
Greensboro, NC
e Use active listening
“ This course was very interactive and learning the material was
e Read nonverbal communication and formulate
made fun, I am walking away with new and useful knowledge.”
your message
— Erin Oakley, 3PL Operations Analyst, Greensboro, NC
e Get your message across and use feedback
“ This course offers you “real-world” examples for communicating,
e Gain the skills that highly influential people use to influencing and negotiating with anything you do in work…not
work with others successfully just for projects. It can be applied to almost everything you do.”
e Plan out and influence strategy — tephanie Monk, Senior Product Manager, SunTech Medical,
S
Morrisville, NC
e Analyze purpose, audience, and resources
e Use several soft and hard tactics of influence
without direct authority

4

Core Course

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

why you Should attend e Risk analysis and management – assessing probability,
Take the guesswork out of project management! If managing severity and detection for each risk
projects to get results is important to your organization, you e How to develop a risk management plan
can’t afford a seat-of-the-pants approach. Here are proven e Common mistakes made in planning
tools and techniques used by world-class companies to make e Why you need both arrow diagrams and bar charts
their projects sizzle! With these methods, your projects e How to use the schedule to manage the project
will come in on time, on budget, and at the right level of e How ignoring resource limitations produces a
performance. worthless schedule
e How software can help you allocate resources
This is not a theoretical, academic program, but a true nuts- e How to estimate when you have no historical data
and-bolts, no-nonsense approach to project management, e The probability of scheduled completion
taught by a seasoned project manager. Your instructor
e How to improve performance by evaluating projects
applies the latest methods of learning technology to
e What to do to keep your projects on track
accelerate your learning and increase your retention so you
e How to forecast project completions
can apply these important tools. You’ll see how all techniques
e Factors that make a project successful
relate to each other during five interactive exercises that
simulate a project. attend and you’ll receive
e The text, Project Planning, Scheduling & Control, by
attend and you’ll Learn Dr. James P. Lewis, a $55 value
e How to manage every aspect of a project to achieve
e A comprehensive workbook
schedule, cost, and performance objectives
e How to master the concepts and methods needed to
manage resources efficiently to achieve project goals e Three networking luncheons
e How to develop and coordinate the total project plan e A Certificate of Attendance
e How to construct achievable project schedules using
CPM, PERT, and bar charts who Should attend
e How to develop valid estimates of resource This seminar will benefit project managers whose jobs
requirements and costs by applying the work involve engineering, data processing, information technology,
breakdown structure (WBS) construction, research and development, manufacturing,
e Why the WBS is the most important tool of project maintenance, corporate planning, finance, marketing, and
management quality. The principles you’ll learn can be applied to any kind
e Rules for developing the WBS of project.
e How to use the WBS to estimate time and cost
e How to monitor and control project status using
Earned Value Analysis and other methods
e How to avoid the ten most common causes of “I have worked in the construction industry for more than 30
years, the course was helpful in improving my skills and overall
project failure
competence.”
e How to get project team members to buy in, even — obert Bassford, Project Manager, Prince William County Park
R
when they don’t report directly to you Authority, Manassas, VA
e What you need for a viable project management system “I think any manager (project or otherwise) should take this course as
e The Lewis Method® of project management a requirement. It is an incredible way to open your eyes to good, solid
planning practices for projects.”
e How to manage the project life cycle
— Heather Kempfer, Therapy Support Coordinator, Biogen Idec, RTP, NC
e The importance of clarifying the project mission
“I have several project management ideas I look forward to imple-
e The difference between mission and vision
menting back at work.”
e The difference between strategy and tactics, and why — Robert Powell, Group Product Manager, GrapeCity Inc., Morrisville, NC
strategy is important

5

Core Course

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

A committed and motivated project team can work As a project manager you will benefit from this seminar,
miracles, but how do you create such a team? By applying especially if you are involved in engineering, data
the methods taught in this dynamic seminar, you can turn processing, information technology, construction, research
a project group into a winning project team! and development, manufacturing, maintenance, corporate
planning, finance, marketing, and quality. The principles
Through this seminar you will learn to manage and lead, to
can be applied to any kind of project. The seminar is
influence and motivate, and to work with team members to get
especially valuable for managers who are concerned with
the best possible performance from each individual. If you have
effectively managing projects for which the cost, schedule, and
ever said, “I have no trouble solving the technical problems in
performance must meet rigid requirements.
my projects—it’s the people problems I have trouble with,”
then this seminar may be just what you’re looking for. attend and you’ll receive
The job of the project manager is to integrate people with e A copy of the book, Team-Based Project Management, by
different knowledge and skills into a functional team, so that Dr. James P. Lewis, a $35 value
each can make a specific contribution. In short, a project e A comprehensive, workbook full of easy-to-use
team needs a leader, not a manager. procedures, guidelines and worksheets, plus an
extensive reading list. This book will help you put what
A common problem for project managers is that they don’t you learn to work immediately—and will serve as a
“own” the people in their project team. For that reason, handy reference in the years to come.
you must have very good people skills in order to have a e Feedback from the Kiersey Temperament Sorter
successful project. You must hone your interpersonal skills to help you understand your preferences for
so that you can exercise influence, rather than power, to get dealing with others, contributing to your growth
things done. You’ll return to work better equipped to bring as a manager
out the best in those individuals on your team. e 1.8 CEUs/18 PDHs/18 AIA LUs/18 PDUs
attend and you’ll Learn how to e A Certificate of Attendance
e Get team members to “buy-in” to the project
mission, vision, and objectives
e Create a sense of project ownership
e Clarify roles of team members so everyone knows
exactly what he/she is supposed to be doing
e Determine how to handle decisions in your team
(by consensus, majority vote, or autonomously)
e Understand different personalities and how they best
contribute to team performance
e Build a climate to enhance innovation and promote
acceptable risk-taking
e Manage conflicts to promote creativity without
having the conflicts become interpersonal
e Determine what motivates team members
e Achieve objectives through teamwork
e Organize the project team and build commitment
to project objectives
e Build a team in matrix or subcontract environments
e Deal with unsatisfactory performance
e Manage team development stages
e Lead the team improvement process
e Improve your own performance
6

Elective

EXTrEmE ProJECT manaGEmEnTTM
How to Deliver Value in the Face of Volatility

why you Should attend attend and you’ll Learn
Traditional project management models, tools, and e When to apply and not apply the principles of eXtreme
bureaucracy simply don’t work and often backfire on project management
projects that many would describe as chaotic: those e A world view and management style that is compatible
complex, volatile adventures characterized by high speed, with chaos and unpredictability
high change, high unpredictability, and high stress. e How to apply the tools of eXtreme project management
from planning through execution
Now there are agile and intuitive project management e The eXtreme project management infrastructure
frameworks proven to work: approaches that result in quick • The four accelerators for unleashing motivation and
ramp-up, enable adaptation to sudden opportunities and innovation
risks, and reduce time-to-profit. • The ten shared values for building the confidence and
trust needed to succeed
By attending this interactive, experiential workshop, you
• The four business questions for ensuring that bottom-
will learn how to address the unique challenges of eXtreme line benefits are delivered to the project sponsor
projects and how to manage both the mechanics and • The five critical success factors that comprise best
the dynamics of an eXtreme project. You will leave with practices in self-mastery, leadership by commitment,
the know-how and skills to maintain control and deliver flexible project process, real-time communication, and
organizational agility
business value in the face of volatility. In the process, you
will experience a holistic project management method, one e How to identify a development life cycle that is
compatible with the project’s business objectives
that’s built on a proven foundation of principles, shared
values and critical success factors that are essential for e How to get the eXtreme project team up rapidly and
running with clarity and speed, and how to sustain
succeeding on today’s ultra-demanding projects.
commitment throughout the project
who Should attend e How to manage change without letting the project get
out of control
This course is ideal for project managers, program managers,
e How to partition stakeholders and identify their win
team members, and project sponsors who are expected conditions
to succeed on projects that are deadline driven and/or
e How to use “timeboxing” to keep the project on target
feature high speed, high change, and high uncertainty. and keep the project sponsor in the driver’s seat
Implementations of eXtreme project management are
e How to track results effectively
thriving in information systems, research, new product
e Survival techniques in assertiveness and conflict
development, and process re-engineering environments
resolution
across all industry sectors. No previous training in project
e Communication infrastructure capabilities needed to
management is required to reap the benefits of this workshop.
accelerate the rapid flow of information and decision-
Project managers whose jobs involve engineering, data making
processing, information technology, construction, research e How to improve self-mastery: the ability to lead oneself
and development, manufacturing, maintenance, corporate in the face of adversity
planning, finance, marketing, and quality will benefit from e How to assess your organization’s ability to succeed
this seminar. The principles you’ll learn can be applied to any on eXtreme projects and to sustain a change-tolerant
environment
kind of project.
e eXtreme project management templates that you can
attend and you’ll receive take back for immediate use

e A copy of the book, eXtreme Project Management: Using
Leadership, Principles & Tools to Deliver Value in the Face
of Volatility, by Doug DeCarlo, a $50 value what others have Said
e A comprehensive class workbook “The course was a pleasant surprise. Many facets of the course cover
the soft side of project management that is often excluded in tradi-
e 1.8 CEUs/18 PDHs/18 AIA LUs/18 PDUs tion project management.”
e Three networking luncheons — Steve Boehling, Plant Manager, LL Building Products, Burgaw, NC
e A Certificate of Attendance 7

Elective

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

why you Should attend e Developing a balanced approach to your life so that
you tackle any task with calm assurance of a successful
As a project manager you may feel that the odds of winning
outcome
to are low while the odds of losing seem to be very high. You
e Applying the principles and practices to both your work
may have complained that you have a lot of responsibility
and personal endeavors
and little or no authority, so how are you to get the job done?
e Being more effective in dealing with your boss,
You don’t need authority to be effective if you know how to co-workers, and other stakeholders to your projects
exercise personal power. Personal power is not given to you e Designing and experience your compelling future
by your position in the organization—it is achieved by how e Discover and release unconscious blocks that rob you
you think, how you communicate, and how you behave. It of energy in your professional and personal life
is about who you are as a person, rather than what tools e Identifying a set of practices to become self-generative
you use, what degrees or certifications you have, or your and self-correcting
political skills. People who know how to exercise personal e Attracting people and circumstances that can lead
power are winners. Those who don’t are often losers—if they to greater financial rewards
even get into the game at all! Effective individuals exercise e Improving relationships with the important people in
power. Ineffective people try to get things done by using your life
force. There is a huge difference. Force is always met with who Should attend
resistance…resistance while power…dissolves resistance.
Functional and department managers, project managers and
This is illustrated by the power of water to carve the Grand
business professionals who want to:
Canyon.
e Better align their jobs with their life’s purpose and passion
Principles and practices that make an effective project
e Energize constituents and improve individual and team
manager also make can you a more effective individual in performance
whatever you do, whether at work or outside of work. In this
high-impact three-day program, you get more bang for your attend and you’ll receive
buck because you will be more effective in every area of your e A comprehensive workbook
life! When you start living from your power zone—where e Assignment to a Power POD to further support your
your greatest strengths reside—your weaknesses become growth in personal power
irrelevant. e 1.8 CEUs/18 PDHs/18 AIA LUs/18 PDUs
e A Certificate of Attendance
benefits of attending
You’ll learn how to achieve your business and personal goals
faster and with less effort by:
e Using power, rather than force, to accomplish your
objectives
e Tailoring your current job to better fit what you really
want to be doing
e Getting more of what you want and less of what you
don’t want
e Staying on track to achieve your goals in the face of
change
e Gaining greater control over your work day
e Building strong loyalty of followers to your aspirations
e Reducing burnout, while increasing performance and
job satisfaction for team members and those who work
for you

8

Elective

manaGInG CaPITaL ProJECTS
How to Meet Critical Project Objectives by Producing Measurable Results

why you Should attend e Deal with conflict.
Investment in capital assets is on the rise. Billions of dollars e Incorporate a regular program of lessons-learned
are being committed to new construction as well as repairs into the project management methodology (teaching
people to teach people to teach people).
to roadways, bridges, buildings, power plants, dams, levees,
pipelines and more. From federal stimulus packages to e Maximize project success through appropriately
developed plans and specifications (detailed vs.
universities to K-12 schools improvements, investment in
performance, peer review, modeling, mock-ups)
facilities and infrastructure is nearing record levels. Through
this seminar, you’ll learn to maximize your return on who Should attend
investment. Experienced project managers will instruct you You must know the following to attend this course:
in bringing capital projects on-line while meeting project fundamentals of managing projects, including developing
objectives. mission statements, using work breakdown structures,
creating a critical path schedule, and tracking progress using
This program will benefit public and private owners and
earned value analysis. If you have taken the PM Tools class
project managers who want to improve the delivery of
in this series (or an equivalent course that covered the topics
capital projects. The principles and techniques presented in
listed above), or if you have your PMP®, you are qualified.
this class are directed toward creating a predictable project
Otherwise, you should not register for this program.
management system for capital projects, in essence, a
pipeline, where standard inputs produce predictable results
attend and you’ll receive
– success in meeting project objectives.
attend and you’ll Learn how to e 1.8 CEUs/18 PDHs/18 AIA LUs/18 PDUs
e Assemble the right project team with clear roles and e Three networking luncheons
responsibilities e A Certificate of Attendance
e Understand the project cycle and progressive
elaboration
e Develop a communication plan that coordinates team
member roles and keeps stakeholders informed as the “ The managing capital projects course was relevant, insightful
project progresses and taught by an excellent instructor with a lot of experience.”
— James Van Etten, Fuquay-Varina, NC
e Select the appropriate design professionals to help with
the design and administration of the work – architects, “I really enjoyed this class. George was a great teacher and kept
engineers, and other specialists things interesting. I appreciate the instructor’s real-world
experience and he shared experience as examples of course
e Define an organizational methodology which will help
material. He proves that you learn as much from your mistakes
to reduce stress and improve success
as much as accomplishments.”
e Develop a design intent report to serve as a foundation — ynn Tarsi, Construction Administrator, General Sports Venue,
L
document within the project management plan LLC, Raleigh, NC
e Select the appropriate project delivery system (e.g.,
design-bid-build, design-build, construction manager
as agent, construction manager at risk, turn-key lease,
partnerships) for your project parameters

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

9

Elective

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

why you Should attend e Assemble the right project team with clear roles and
responsibilities.
All too often we read about natural disasters and their effects
on people, organizations and communities…and we sigh, e Conduct a risk assessment and establish a risk register
for your organization or community.
“I‘m glad it didn’t happen here…to us.” But what if it did?
Are you and your organization or community prepared to e Identify strategies to avoid, transfer or mitigate the
various risks.
respond? Through this seminar, you’ll learn to develop the
framework for an emergency response plan to guide you e Estimate preliminary budgets for various strategies.
in case your organization or community experiences such e Develop a communication plan that coordinates team
a disaster. You’ll learn tools and techniques to assist you in member roles and keeps stakeholders informed as the
project progresses.
managing the response as well as in recovering, getting back
to a sense of normalcy, after the event. e Deal with conflict that might arise throughout the
planning, response or recovery periods.
An experienced leader and project manager will instruct you e Identify whether certain materials should be stockpiled
in putting together the basic project management planning in advance and in what quantities.
framework for meeting response and recovery objectives. e Determine whether outside consulting professionals are
More than once in his career your instructor has had to “walk required and establish relationships and engagement
the talk” that he provides in this seminar. He knows exactly protocols prior to the disaster.
what the expression “been there, done that” means …and e Test the plan prior to needing to use it through “Table-
how critical advanced planning is to successful response and Top” exercises, peer reviews and other means.
recovery. e Execute the plan during the disaster response and
recovery phases.
You’ll learn how advanced planning saved one organization—
and no doubt the surrounding community—millions of who Should attend
dollars in property losses and how a well thought out This program will benefit public and private leaders and
response plan may have helped save the lives of many who, project managers who want to be proactive with regard
without warning, would have been totally unprepared to planning for disasters. The principles and techniques
for what lay in store for them as a river steadily rose—to presented in this class are directed toward creating a
unprecedented levels—that no one dreamed it could reach. somewhat predicable system for managing disaster
situations should the need arise.
This class unfolds like a thriller novel, as the instructor relates
a step-by-step approach to managing a disaster that could
have been much worse. This is undoubtedly one of those
areas in which you want to learn from the experience of others,
rather than having to do it through the school of hard knocks! e 1.8 CEUs/18 PDHs/18 AIA LUs/18 PDUs
attend and you’ll Learn how to e A Certificate of Attendance
e Identify the basic elements of a disaster management ® The Lewis Method is a registered trademark of the Lewis Institute, Inc.
plan ™ The ThinkAbout titles and HBDI are trademarks of Herrmann International

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

10

Elective

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

why you Should attend e The future of healthcare project and program
Healthcare Information Technology (HIT) has been identified management
as a critical success factor in achieving more effective and • Governance and leadership
efficient healthcare organizations. The federal government • Managing rapid transformation
is supporting the meaningful use of certified electronic • Integrating healthcare with multiple industries
health records with tens of billions of dollars over five and ways of life
years and healthcare organizations—in aggregate—are
who Should attend
pitching in many times that amount. This is spawning
Healthcare and healthcare IT project managers, team
mega development and implementation projects that are
members and key stakeholders involved in or soon to be
significantly changing operations, work and roles within and
involved in multi-technology and/or multi-site complex
across healthcare organizations. This workshop will review
healthcare development or implementation projects and or
and reinforce select fundamental practices and principals
programs.
of project management stressing that these fundamentals
are the basic building blocks of the development and You must know the following to attend this course:
implementation of projects in healthcare today. While fundamentals of managing projects, including developing
necessary, project management fundamentals are not mission statements, using work breakdown structures,
sufficient for today’s mega initiatives, however. Intermediate creating a critical path schedule, and tracking progress
and advanced project management skills, program using earned value analysis. If you have taken the PM Tools
management and strategic change management techniques class in this series (or an equivalent course that covered
relevant to healthcare will be covered. You’ll benefit from the topics listed above), or if you have your PMP®, you are
five active learning small group exercises based on a real-life qualified. Otherwise, you should not register for
healthcare IT enterprise program initiative that will keep you this program.
engaged throughout the workshop. Practical “take-aways”
that have immediate application to your organization are attend and you’ll receive
additional key benefits of the workshop. e Healthcare Information Technology Project and Program
Management Workshop workbook
attend and you’ll Learn
e Background and current state
• The implications for project and program management
of the federal initiative to spur the adoption of HIT and e A Certificate of Attendance
other important trends
• The state of process, project and program management
in healthcare
e Program and project life cycle phases in multi-
technology and/or multi-site complex healthcare
development or implementation scenarios
• The program charter
• Aligning project, program and organization objectives
• Strategy planning
• Work breakdown structures and other project/program
visualization tools
• Matrix task and resource scheduling
• Managing a complex array of project team members,
subject matter experts, internal and external
consultants and stakeholders
• Earned value management
• Critical closing activities
• Learning across projects

11

Elective

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

why you Should attend e Make award determinations
While the topics of risk and contract management are not e Manage contracts after the award
the most exciting aspects of project management, they e Close-out a contract
are essential to have a well-rounded knowledge of how to
who Should attend
manage projects successfully. The key to effective learning is
This program will benefit project managers whose
relevance, so this course is taught through team and skill-
jobs involve engineering, data processing, information
practice exercises in the risk management section. You will
technology, construction, research and development,
receive defining information on the types and sources of risk,
manufacturing, maintenance, corporate planning, finance,
and you will take home the necessary tools to handle them.
marketing, and quality.
You will also receive an overview of contract administration
and explore each of the steps involved in handling contracts.
Techniques for handling the solicitation, awarding, and
e The text, Project Procurement Management,
execution of contracts will be thoroughly covered during
by Quentin W. Fleming, a $50 value
your class—together with methods of handling conflicts that
e A comprehensive notebook
may arise.
e Additional handouts for the class exercises
Actually, everything you do to manage a project is really e 1.8 CEUs/18 PDHs/18 AIA LUs/18 PDUs
about managing risk. It is certain that if you don’t manage
risk, it will manage you and derail your project. Since you
can’t anticipate everything that might go wrong, you will
learn how to use a process to identify, quantify, and mitigate
many of the things that could wreck the job you’re doing.
Most importantly, the instructor for this program has many
years of experience in managing projects, and can help you
take advantage of that experience in your own projects.

attend and you’ll Learn how to
e Identify significant risk factors
e Conduct a SWOT assessment
e Control the major risk factors
e Develop a procurement plan
e Conduct a solicitation

“Jim Lewis brings a passion for the discipline
of project management. He and the other
instructors did a fantastic job of bringing
together theory and practical application in the
classroom. I would highly recommend the Project
Management Certificate Program!”
— Richard Bishop, Integration Engineer, Advanced Micro
Devices, Orlando, FL

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

Elective

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

why you Should attend e Requirements management
CIO Magazine says only 29% of IT projects are completed on • Prescriptive vs. adaptive approaches to identifying
and managing requirements
time and on budget. According to other sources, even that
• When to use prototypes to help elicit requirements
may be optimistic. IT projects are among the most complex
of all project types. e IT project staffing
• The myth of multitasking
In this class you will go beyond the methods covered in • When to use overtime
Project Management: Tools, Principles, and Practices and • The Peopleware™ factor
the Project Management Institute’s PMBOK , or Project
e Change management
Management Body of Knowledge® to address critical project
• Typical causes of IT project change
management practices for improving the success of IT
• Strategies for managing change on IT projects
projects like selecting the best life cycle for your project,
e Tracking and reporting progress
developing the WBS and estimating effectively, staffing
• Measuring the abstract
your project, identifying the real requirements, managing
• Accounting for unknowns
risk and complexity, tracking progress, and communicating
• Using earned value in IT projects
with sponsors, users, stakeholders, and team members. In
addition, you will review current and emerging options in e Project management information systems
project management systems, portals, and collaboration • Enterprise project management system selection
platforms. • Project management portals and collaboration
platforms
If you really want to improve the success rate of your e IT project contracting
organization’s IT projects, this class will give you the tools • Addressing risk in IT project contracts
you need. • Contract pricing models for managing unknowns

attend and you’ll Learn who Should attend
e IT projects—why are they so difficult? You must know the following to attend this course:
• The role of complexity, technology, and change Fundamentals of managing projects, including developing
• Knowns vs. unknowns mission statements, using work breakdown structures,
• The continuum of project complexity creating a critical path schedule, and tracking progress
e IT project failure—is it really that bad? using earned value analysis. If you have taken the PM Tools
• Defining IT project success and failure class in this series (or an equivalent course that covered
• Common causes of IT project failure the topics listed above), or if you have your PMP®, you
• Assessing your organization’s risk are qualified. Otherwise, you should not register for this
program.
e IT project life cycles
• Why does life cycle matter?
• The best life cycle approaches for different project types
e A comprehensive class workbook
• Agile vs. traditional—benefits and risks of each
e IT project estimation
• Why IT project estimation is so difficult
• How a bad estimate can ruin a good project
• Advanced tips and tools for estimating IT projects

13

Elective

maSTErInG aGILE SoFTwarE dEvELoPmEnT LEadErShIP
How to Use a Balanced Approach to Improve Your On-time Product Delivery
why you Should attend • Defining project scope the first time
This highly interactive workshop is designed specifically for • Scheduling projects the right way
software/IT organizations and will show you how to master • Incorporating Agile workflow
tactical and strategic planning, apply process management
principles, and lead your people to transform your • Verifying and controlling scope
organization to become more agile. • Ensuring quality throughout the software life cycle
• Simulating an actual software project life cycle
You will receive a solid foundation to improve on-time product
delivery using a balanced approach of planning, process, and • Understanding how an Agile (Scrum) project really works
people leadership: • Avoiding failure on a Scrum project
Planning – Maximize your organization’s time with jus’ e’nuff™ e How to transition to an Agile, communicating organization
planning to enable your teams to focus on execution of tactical successfully
goals while building a bought-in strategic vision and roadmap. • Conducting organizational spring cleaning
Process – There’s no secret that a more interactive approach • Using broken squares to show the importance of
such as Scrum provides a more realistic framework based on team dynamics
a series of discovery, investigation, and quality validation • Finding the right resources using creative techniques
cycles. You’ll learn how to apply best-of-breed PMI® project • Retaining the best staff
management processes to your agile projects.
• Motivating the team to outperform your competition
People – These days every organization needs to do more • Creating a winning workplace with effective
with less time, smaller budgets, and fewer resources than ever communication
before. You’ll learn tips and techniques that will motivate,
• Understanding stakeholders and sponsors
empower, and improve your team’s overall effectiveness
without introducing needless bureaucracy. • Being effective at meeting management
• Getting balanced results with the 4Ps priority board
Learning these key software leadership principles ultimately
results in building a software/IT organization that consistently who Should attend
delivers quality, on-time results. To reinforce best practices e Project, program, or portfolio managers, managers,
learned, you’ll work with others to simulate a typical project’s directors, VPs of software development
life cycle using agile. If you are finding yourself in a rut, your
teams lacking motivation, or you’re hopelessly struggling e Software developers or technical lead advancing to a
trying to prioritize among all of the incoming customer and management role
business needs, this workshop is definitely the “breath of fresh e Anyone in a leadership position that must transform their
air” that will guide you to take charge of your role and your organization to be more adaptable and agile in order to
career. improve results

attend and you’ll Learn you must know the following to attend this course:

e Tools and techniques to prepare for the worst (yet may e Fundamentals of managing projects, including developing
produce the best outcome) mission statements, using work breakdown structures,
creating a critical path schedule, and tracking progress
• 7 deadly habits of ineffective software managers using earned value analysis. If you have taken the PM
• Relating PMBOK® Guide best practices to software Tools class in this series (or an equivalent course that
development and the 4Ps™ covered the topics listed above), or if you have your PMP®,
• Understanding to Agile thinking you are qualified. Otherwise, you should not register for
this program.
• Aligning to your company vision
• Preparing for the unexpected using risk management attend and you’ll receive
techniques to prepare for the unexpected e The text, Principles of Software Development Leadership,
• Controlling the cost of a project by Ken Whitaker, a $50 value
• Deciding whether to outsource e A comprehensive workbook
e How to adopt a pragmatic project management approach e 1.8 CEUs/18 PDHs/18 AIA LUs/18 PDUs
to deliver products on time, every time e Three networking luncheons
• Deciding whether a new process methodology needed e A Certificate of Attendance

14

Elective

ProJECT LEadErShIP LaboraTory
Techniques to Help You Go Beyond “Managing” to Become a True Project Leader
why you Should attend As a project manager, you are generally given a lot of
Even though they can’t be reduced to a tidy formula or responsibility with little actual authority. The Project
equation, the principles of leadership are every bit as Leadership Laboratory unveils a comprehensive program for
legitimate—and learnable—as those of finance or engineering. developing the skills of a leader. You’ll discover techniques
This powerful seminar will provide you with a blueprint for for matching individuals’ talents to specific tasks, skills
becoming a successful project leader, capable of motivating for delegating authority without losing control, physical
team members to achieve project objectives, not because they approaches for quickly building rapport with other people,
have to but because they want to. You’ll have a unique hands- tips for acquiring credibility in an unfamiliar setting, and
on look at project leadership going beyond theory to examine much more.
the real-world relationship among task, leader, and follower. It has been said that the first step to understanding others is
You’ll learn the important steps you can take to gain the trust to understand yourself. In this laboratory, you will assess your
of your team members — the first step toward leadership— own personality and disposition as a leader using the
and you’ll become familiar with these other critical elements: following instruments:
e Commonly encountered personality traits of both leaders e Kiersey Temperament Sorter (similar to the
and followers Myers-Briggs)
e Case studies of leadership in action, in both business and e Thinking Styles Inventory
non-business settings
e Leadership Practices Inventory
e Leadership principles that can successfully be applied to
numerous situations e LEAD-Self Instrument
Research has shown that successful project leaders exhibit e Emotional Intelligence Instrument
remarkably consistent actions and behaviors, and that These tools and techniques provide valuable data to help
virtually anyone can adopt these practices to improve their you optimize your approach to leadership, minimize your
leadership effectiveness dramatically. You’ll discover what weaknesses, and understand followers at the same time. In
effective project leadership is really all about, and learn addition, the laboratory helps you learn by doing, engaging
principles that—if followed—can greatly increase your project you in various skill-building exercises to make the theory
management success. relevant and practical back on the job.

attend and you’ll Learn who Should attend
The Project Leadership Laboratory focuses on the unique skills This program will benefit project managers whose jobs
necessary for leading people in a project environment. Non- involve engineering, data processing, information technology,
technical and accessible, it provides an easy-to-follow program construction, research and development, manufacturing,
for transforming yourself from a by-the-book manager into maintenance, corporate planning, finance, marketing, and
a leader capable of encouraging team members to plan, quality. The principles you’ll learn can be applied to any kind
accomplish, and sustain excellence. In this step-by-step course of project.
for developing leadership proficiency, you will learn:
e Proven leadership principles, with methods for
understanding and adopting them e The text, Project Leadership, by Dr. James P. Lewis,
a $35 value
e Strategies for changing from the command-and-control
role to that of facilitator e A comprehensive workbook

e Proven steps for building the personal credibility required e 1.8 CEUs/18 PDHs/18 AIA LUs/18 PDUs
for effective leadership e Three networking luncheons

15

Elective

whoLE-braInTM ProJECT manaGEmEnT
How to Improve Project Management through the Technology of Thinking™
and the Lewis Method®
Seldom do projects fail because people don’t know how to As a project manager, you’ll find this seminar especially
create a proper schedule or work breakdown structure. They beneficial if your job involves engineering, data processing,
fail most often because infighting, conflict, hidden agendas, information technology, construction, research and
communication problems, and egos plague project teams. All development, manufacturing, maintenance, corporate
of these problems can be reduced or eliminated completely if planning, finance, marketing, and quality. The principles
people are given the proper tools for dealing effectively with you’ll learn can be applied to any kind of project.
each other. This dynamic program will show you how.
Teams, like individuals, do not always demonstrate a
e Your own personal Herrmann Brain Dominance
“whole brain” preference for thinking. This means that Instrument (HBDI™) profile and report, which shows
teams can also apply ineffective thinking to problems they your thinking preferences and describes general
must solve. By enabling teams to think in a whole-brain characteristics of your personality based on this profile.
way, their performance can be greatly improved—with You will take the HBDI on-line before the program
obvious bottom-line results. By combining individual and receive feedback on your own thinking preferences!
thinking profiles with the team profile, project leaders e A comprehensive workbook
can take maximum advantage of the strengths of each e A copy of Whole-Brain Business Book, by Ned Herrmann, a
member and minimize any weaknesses that exist. When $25 value
the Lewis Method® is combined with the Technology of e 1.8 CEUs/18 PDHs/18 AIA LUs/18 PDUs
Thinking™ model, you have an extremely powerful approach e Three networking luncheons
to capturing the strengths of your team to deliver project e A Certificate of Attendance
results on time, on budget, and at high performance! No
other approach exists that yields the benefits of this method. how the hbdI will help you
Ned Herrmann, formerly a manager of training at General
you can help your team improve better by: Electric’s Crotonville Management Training Facility, spent
e Improving communication 30+ years researching the Herrmann Brain Dominance
e Reducing destructive conflict Instrument. Over one million people have taken it, and the
e Enhancing problem solving current database contains approximately 500,000 profiles.
e Making better decisions The statistical validity of the instrument is excellent. In
e Increasing strategic thinking and planning addition, the application of the model to everyday thinking
e Constructing better implementation plans and thinking in organizations is completely in line with
e Fostering higher creativity and innovation the work of other experts on the technology of thinking,
including: Dr. Howard Gardner, who has discovered that
attend and you’ll Learn how to there are eight intelligences; Dr. Daniel Goleman, whose
e Improve your own thinking and the thinking of your research has shown that there is a bottom-line correlation
team, using the “whole-brain walkaround” for managers who have high emotional intelligence; Dr.
e Compensate for lack of preference for a particular Edward de Bono, perhaps the world’s leading guru of
mode of thinking in yourself and your team thinking; and Tony Buzan, originator of the Mind Map®. We
e Apply whole-brain thinking to develop a balanced have incorporated the work of all of these experts into our
scorecard for measuring project performance program to deliver one of the most unique sets of tools ever
e Get a quick “reading” of another person’s preferred developed.
thinking in order to deal more effectively with him
or her ® The Lewis Method is a registered trademark of the Lewis Institute, Inc.
™ The ThinkAbout titles and HBDI are trademarks of Herrmann International
e Apply a whole-brain approach to managing a project
of any kind
e Improve communication, planning, control, and other
aspects of team performance
16

Elective

You probably can’t pass the exam by reading only the PMBOK® Guide!
PmP® EXamInaTIon PrEP CourSE
Designed to Help You Pass the PMI® PMP Certification Exam
why you Should attend e Project cost management
There are three ways to prepare for the PMP exam: e Project quality management
1. the hard way—studying on your own, e Project human resources management
2. participating in a study group, e Project communications management
3. the easy way—by attending this three-day preparation e Project risk management
seminar. e Project procurement management
e Professional responsibility
This course will thoroughly prepare you to take the PMI PMP
Certification exam. During the three days of the course, you e Preparing for and taking the examination
will benefit from a comprehensive review of the PMBOK® e Practice examinations
Guide and additional information that amplifies the PMBOK®
Guide and covers text that has appeared on the exam under attend and you’ll receive
the category of “general knowledge.” e A copy of The PMP Exam: How to Pass on Your First Try,
by Andy Crowe
Much of this vital information is not included in the PMBOK®
Guide! You will practice many of the skills and calculations e A comprehensive summary of what the exam is
that will likely be on the examination through the interactive like and a review of the application process
presentation methods such as lecture, demonstration, e Practice tests after each major section covered in the
worksheets, and other handouts. You will also experience class, allowing you to correct for any gaps as you go
along. We have found this to be a highly effective
a module on preparing for the PMP exam that gives test-
approach that contributes to the success rate we have
taking hints, a summary of what the exam is like, and a experienced.
review of the application process.
e 1.8 CEUs/18 PDHs/18 AIA LUs
You will have the opportunity to experience several short e A Certificate of Attendance
review tests that will help you to better understand the kinds
of questions you’ll be asked on the PMP exam.
*This course is offered on an in-company basis.
who Should attend Call Andy Billingsley at 919.513.5080 or e-mail
Anyone who is considering PMI PMP Certification should Andrew_Billingsley@ncsu.edu for more information.
attend. This course will give you the test-taking strategies
to help you pass the exam. †A Guide to the Project Management Body of Knowledge (PMBOK® Guide) is
a collection of processes and knowledge areas generally accepted as best
practices within the project management discipline. As an internationally
attend and you’ll review recognized standard (IEEE Std 1490-1998), it provides the fundamentals of
e The project management context project management, irrespective of the type of project, be it construction,
software, engineering, automotive, etc.
e Project management processes
e Project integration management PMI, PMP, PMBOK, and the PMI Registered Education Provider logo are
registered marks of the Project Management Institute, Inc.
e Project scope management
e Project time management

over 99% “A must course for anyone planning to
Success rate! take the PMP exam. It provides
While we do not guarantee that anyone clarification on the PMBOK.”
— eff Brooks, Senior Manager,
J
will pass the exam after taking this
Hanes Brands, Winston-Salem, NC
course, all but one individual who has
taken the exam after completing this prep “Human interaction adds a more
course has passed. interesting dimension to dry material.
— Chris Fulp, Facilities Engineer, RFMD,
J
Greensboro, NC

17

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