CIPM is an engaging seminar focusing on a pragmatic approach and applying a series of processes that are regarded as first class practices within project management. This course seeks to equip the participants with a clear method to manage projects, and they will undertake 15 exercises in small groups for which they will earn 35 PDU's.

1. Delivery Type: Group Live
Prerequisites: None
Level: Advanced
This Program is worth
25 NASBA CPE credits & 35 PDU’s
CIPM ™
Certified International Project Manager
23-27 February 2013 - Riyadh, KSA
BY ATTENDING THIS INTERACTIVE WHO SHOULD ATTEND
COURSE YOU WILL BE EQUIPPED WITH »» Project managers wishing to formalize their
THE SKILLS TO existing knowledge
»» Gain a helicopter view of key project management processes; »» Project managers moving into an international
environment
»» Develop a systemic and systematic approach to managing
projects; »» Anyone who has to manage an international
project or initiative as part of their role
»» Acquire a comprehensive toolbox of planning and controlling
tools and techniques; »» Team leaders working in an international project
environment
»» Learn a structured approach to managing project risks
»» Team members looking to develop their
»» Get a technique to assess what position to take in a conflict, awareness of international project management
to move to a productive outcome;
»» Sponsors of projects, who would like to learn
»» Obtain an overview of the key financial tools used to justify more about how international projects are
new projects. managed
Leoron events JLT is registered with the National Association of State Boards of Accountancy
(NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors.
State boards of accountancy have final authority on the acceptance of individual courses for CPE credit.
Complaints regarding registered sponsors may be submitted to the National Registry of CPE Sponsors
through its website: www.learningmarket.org.
Managed by Certified by

2. Meet your Expert Trainer
Wilfried Evers, PMP
The International Academy Of Project Management
Wilfried is a highly skilled man- is a worldwide Professional Management organization with
agement worldwide professional. members in many countries hosting and organizing certifi-
He is working on projects for cation training worldwide and offering our exclusive board
certification designations to candidates who meet the high
more than 26 years and manag-
standards. IAPM and its sister organization International
ing them for more than 19. He is Academy of Business and Financial Management (IAFM –
a member of PMI and a Project www.theiafm.org) is internationally allied with the World
Management Professional. E-Commerce Forum. If you desire to be recognized by our
worldwide academic & professional organization and im-
prove your education, resume, or credentials, then you are
He starts his educational career while studying com-
taking the best step to a better career and achieving gradu-
puter science with onsite-trainings in computer lan- ate project management designations.
guages for adults. He is the principal developer of the
virtual PMP-Preparation course based on an internet
based Learning Management System. Actually he is
focusing to onsite project management trainings all
Get thiS course In-house
around the world. Wilfried is an experienced trainer If interested to run this course in-house please
contact Val Jusufi at +971 4 445 5711 or e mail:
for CIPM-trainings for LEORON.
val@leoron.net.
Our In-house courses are held in the company prem-
His main areas of expertise include: ises or a hotel selected by the company.We tailor the
»» Project management of national and international training according to your needs and requirements.
projects in telecommunication industries Upon successfully completing the course and passing
o IP-Security projects the exam each delegate receives a Certificate from
o Different implementation projects UNIX based IABFM/IAPM, an official designation which can be
switches used in their business cards and CV’s.
o Different consulting projects
»» Implementing Project Management Office
»» Leading Project Management Office
Why Attend This Course?
»» MS-Project expert CIPM is a fast moving and engaging seminar, focusing on a
»» Leading of virtual international teams pragmatic approach and applying a series of processes that
are regarded as first-class practices within project manage-
ment. This course seeks to equip the participants with a
clear method to manage projects, with practical tools and
techniques designed to make the classic project tasks easy
Benefits of attending this to handle. During the seminar, participants will undertake
highly interactive 5 day course fifteen exercises in small groups; given them the opportu-
nities to apply the theory blocks and reinforce the learning.
»» The ability to use the designation CIPM™ on your busi-
ness card and resume Program Timings
»» Access to the IAPM network and body of information
online Registration will begin at 08.00 on Day One. The program
»» Access to IAPM journal published online will commence at 08.30 each day and continue until 16.30.
»» Gold embossed CIPM™ Certificate with your name There will be two refreshment breaks and lunch at appro-
and designation as MIAPM (Member of the International priate intervals.
Academy of Project Management)
»» The CIPM™ shows that you have completed graduate “This course was one of the best courses I’ve ever
level advanced leadership skills education and that you been to. I have attended many courses in many
have the skills and experience to manage leadership pro-
grams on a national, regional and global level. places for different topics, but after the CIPM course
»» The CIPM™ certification will be received approximately with LEORON I felt the difference in the material
one month following the close of the workshop of the course, the trainer and the organizer.”
»» Receive 25 NASBA CPE that can be used for further
studies in any university in the world
»» Receive 35 PDU’s for being eligible to take the PMP ex-
Bander Mohammed Al-Zunaid
O&M Supervisor of Building Buildings,
amination further on or help continue an already existent
Royal Commission for Jubail and Janbu, KSA
PMP designation
T: +971 4 447 5711 F: +971 4 447 5710 E: register@leoron.net W: www.leoron.com

3. PROGRAM outline
»» The Work Breakdown Structure (WBS) and how it helps define
the project scope by creating work packages
Day One »» The technique of work decomposition
»» Different types of WBS
Module 0 - INTRODUCTION »» The Organizational Breakdown Structure (OBS) and how it helps
define the required skills
»» Health and safety and logistical information »» Exercise 4 - Small group work, creating a WBS/OBS from the case
»» Introductions study/project charter, receiving group and facilitator feedback
»» Materials Orientation
»» Course content and agenda
Module 5 - PRODUCING THE ACTIVITY
»» Participants expectations and courtesy list
»» Exercise 0 - case study analysis in small groups (analysis of a LIST RESPONSIBILITY ASSIGNMENT
troubled international project) and main group discussions. MATRIX (RAM)
Module 1 - OVERVIEW »» Key challenges of producing an activity list and RAM in
international projects
»» Key differences between international projects different and »» Converting the WBS work packages into an activity list
domestic projects »» Creating the Responsibility Assignment Matrix (RAM)
»» Operational and project approaches, differences and objectives »» Exercise 5 - Small group work, creating an activity list and RAM
»» Project management competencies from the case study and previous exercise outputs, receiving
group and facilitator feedback
»» Project lifecycles, product lifecycles and phase end reviews
»» A process to manage a project
»» Overlapping and interactive activities
»» Challenges for project managers, typical project outcomes and
Module 6 - PRODUCING THE NETWORK
key reasons projects struggle DIAGRAM
»» Identifying competing constraints and project governance
»» Exercise 1 - international project management competency self- »» Key challenges of producing the network diagram for international
assessment projects
»» The precedence diagramming method, a technique to define
workflow logic from the activity list, by creating a diagram
Module 2 - INITIATING A PROJECT »» Identifying the different types of dependency in the network
»» Lead and lag time and the implications for the project
»» Key challenges of initiating international projects
»» Exercise 7 - Small group work, creating an activity list and a
»» The importance of the business case and its role in new project
network diagram for the case study, receiving group and facilitator
selection
feedback exercise outputs, receiving group and facilitator feedback
»» Financial factors - Payback, IRR, DCF, NPV
»» Creating the project charter
»» Identifying stakeholders and analyzing their interests, producing
the stakeholder registry
»» Mary Parker-Follet’s ‘Law of the Situation’ and why it is crucially Day Three
important to project managers
»» Exercise 2 - Small group work, creating a project charter from a Module 7 - ESTIMATING TIME & COST
case study, receiving group and facilitator feedback
»» Key challenges of estimating in an international environment
»» An eight step approach to estimating time and money
»» Four classic methods to estimate time and money
Day Two »» Estimating accuracy - why errors are inevitable, but manageable
»» Probability based estimating and creating the contingency reserve
Module 3 - GATHERING REQUIREMENTS »» The PERT technique
»» Exercise 8 - Small group work, using a pre-prepared estimate
»» Key challenges of gathering requirements for international sheet to create a PERT expected value and a 68-69% probability
projects estimate
»» Understanding the project scope
»» Gathering business, functional and non-functional requirements
»» Seven methods for gathering requirements Module 8 - ESTIMATING TIME & COST
»» Writing clear requirements documentation and establishing
traceability »» Key challenges of planning the schedule and budget in
international projects
»» Creating a traceability matrix
»» The critical path and its importance
»» Exercise 3 - matrix from a case study, receiving group and
facilitator feedback »» Critical path management technique and definitions
»» Q&A and Review of the day »» The activity node, a standard approach to create the node
»» The forward pass, to identify the total project duration
»» The backward pass, to identify the float
Module 4 - PRODUCING THE WBS/OBS »» How to calculate the critical path
»» Using free float to allocate resources
»» Key challenges of producing the WBS/OBS for international »» Techniques to compress the schedule (deliver earlier)
projects »» Exercise 8a - Three exercises to identify the critical path and
»» The project management plan and its subsidiary contents amend the critical path due to changes, using pre-prepared
»» The concept of progressive elaboration of scope information from the facilitator
T: +971 4 447 5711 F: +971 4 447 5710 E: register@leoron.net W: www.leoron.com

4. »» How to communicate with stakeholders and the project team, »» Four types of conflict in the project environment
using the Gantt chart tool »» 'Dealing with Conflict' - a video presentation of the Thomas
»» Using organizational charts to plan and manage resources Kilman conflict model
»» Allocating, loading and leveling resources »» Exercise 12 - role play (conflict resolution)
»» Producing a human resources histogram
»» Cost aggregation and the cost baseline. Producing an S-Curve
baseline
Module 14 - MONITORING & CONTROLLING
»» Exercise 8b - Small group work, using pre-prepared information,
produce a Gantt chart and an S-Curve cost baseline »» Key challenges of monitoring and controlling international
projects
»» Overview of monitoring and controlling a project
Module 9 - QUALITY AND ACCEPTANCE »» Tips for achieving effective control
»» Typical control activities, monthly, weekly and daily
»» Key challenges of quality and acceptance planning in international »» Four performance reporting tools
projects »» Earned value technique, definition and application
»» The definitions of and the relationships between QA (quality »» Reporting and forecasting in projects
assurance) and QC (quality control) »» Human factors in project performance
»» The acceptance planning requirement »» Exercise 14 - Small group work, using pre-supplied data, create a
»» Using a change control system to control changes short presentation for the Steering Committee of a project
»» Exercise 9 - Individual work-create a ‘skeleton’ acceptance plan
»» Review of the day
Module 15 - CLOSING OUT
Module 10 - IDENTIFYING RISKS &
PLANNING RESPONSES »» Key challenges of closing out international projects
»» Checking acceptance criteria, verifying deliverables, preparing
archives and seeking formal acceptance
»» Defining risk in an international project environment, using the »» Overview of closing out the project
PESTLEID environment analysis tool
»» The risk and impact system, how it works and the importance of
identifying triggers
»» Proximity windows and how these affect the priority of risk
responses Day Five
»» Techniques for identifying risks
»» How to run a facilitated workshop Module 16 - SIMULATION
»» Defining probability and impact, creating the risk registry and
prioritizing risks using the P&I matrix »» Participants will plan and execute the Skyrail simulation
»» Using Monte Carlo analysis for quantitative risk analysis »» A mini construction project involving an erection of a tower with
»» Planning responses to risks and opportunities 300 components
»» Exercise 10 - Small group work, identifying risks from the case »» Pre-provided templates to plan and control the project activities
study/project charter, developing a response plan and receiving »» Strict guidance from a project sponsors
group and facilitator feedback »» A highly interactive and fun exercise to reinforce the learning
through practical application
Day Four
Module 11 - EXECUTING INTERNATIONAL REVIEW AND REVISION
PROJECTS
The participants will have the opportunity to ask questions to the
»» Key challenges of executing international projects speaker and then they will spend time revising for the final test.
»» Building international project teams, creating mutual rules and
managing remote teams
»» Maintaining team contact and engagement throughout the
execution activities
»» Using the Situational Leadership model to build competence in
the team
TEST
»» Using empowerment to achieve high performing teams and
results The final test will be 50, multiple choice, questions and the passing
»» Cross cultural aspects of international projects and ensuring good score is 35 or more correct answers.
relations
»» Expectancy theory and its importance in motivating the project
team members
»» Exercise 11 - The situational simulator, a serious game to reinforce
contextual leadership SEMINAR CLOSE
Module 12 - MANAGING CONFLICT »» Final questions and answers
»» Evaluations
»» Key challenges of managing conflict in international projects
»» Potential sources of conflict in the project environment
»» Three perspectives on how to deal with conflict
»» The upside and downside of conflict
»» Robbins and Stuart-Kotze’s model of conflict versus performance
T: +971 4 447 5711 F: +971 4 447 5710 E: register@leoron.net W: www.leoron.com

5. VE rly CIPM™
SA ok ea
0
Bo
50 Certified International Project Manager
$
US
23-27 February 2013 - Riyadh, KSA
Early Bird Discounts Easy ways to Register
Register before December 31, 2012 .......... US$ 3390
Register before January 31, 2013 .............. US$ 3640 +971 4 447 5711
Final Price ................................................... US$ 3890
+971 4 447 5710
Group Discounts register@leoron.net
*please note that all group
3 Delegates 15% discount are given on the
www.leoron.com
5 Delegates 20% final price
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2. Cancellation Policy
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ii. Full refund for cancellations will only be paid to a maximum of one week from the invoice date.
iii. 50% refund for cancellations will only be paid to a maximum of two weeks from the invoice date.
iv. No refund for cancellations done after 2 weeks from the invoice date. Substitute is always welcomed; if not possible a credit will be given which can
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3. Force Majeure: If the event is postponed, canceled or abandoned by reason of war, fire, storm, explosion, national emergency, labor dispute, strike,
lock-out, civil, disturbance, actual or threatened violence by any terrorist group, or any other cause not within the control of our organization, we shall
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claims, losses (including consequential losses) costs or expenses whatsoever which may be brought against or suffered or incurred by ‘Company’, as the
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