Gain a certificate                                                                                        of completion fr...
Advanced Master’s Certificate in Project ManagementDear Project Manager,                                                  ...
1         Aligning Project Management With Organizational          Strategy     6 – 10 February 2011                      ...
2         Program Management          17 – 21 April 2011                                                                  ...
3         Regaining Control Of Projects – Rapid Assessment And          Recovery Of Troubled Projects     3 – 7 July 2011 ...
4         Leading Complex Projects          18 – 22 September 2011                                                        ...
5         Leading Project Managers          4 – 8 December 2011                                                           ...
IIR Middle East certified by Advanced Master’s Certificate in Project Management Oryx Rotana Hotel, Doha, Qatar           ...
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Aligning project management_with_organisational_strategy

  1. 1. Gain a certificate of completion from GW and PDUs after each course! Advanced Master’s Certificate in Project Management 5 high level, strategic project management training courses for experienced project managers 1 Aligning Project Management With Organizational Strategy 30 PDUs 6 – 10 February 2011 2 Program Management 30 PDUs 17 – 21 April 2011 3 Recovery Of Troubled Projects – Rapid Assessment And Regaining Control Of Projects 30 PDUs 3 – 7 July 2011 4 LeadingSeptember 2011 18 – 22 Complex Projects 30 PDUs 5 Leading Project Managers 30 PDUs 4 – 8 December 2011 Oryx Rotana Hotel, Doha, QatarREP 1419 971-4-3352437 971-4-3352438 register@iirme.com www.iirme.com/advproject
  2. 2. Advanced Master’s Certificate in Project ManagementDear Project Manager, Course Timings As the project management profession matures and projects Registration will be at 08:00 on the first day of each course. Allbecome more complex and sophisticated, high level, specialist courses will begin at 08.30 and conclude at 14:30. There will be askills are imperative for the project manager who aspires to short break for refreshments and lunch will be served at 14.30.greater things. The Advanced Master’s Certificate in Project Maintaining Your PMP® CertificationManagement series of courses has been developed for All of the courses in the Advanced Master’s Certificate in Projectprofessionals who have a strong background in the field, yet Management series of courses earn Professional Developmentwish to expand their knowledge and skills by focusing on today’s Units (PDUs) that you can apply toward maintaining your PMP®higher-level, strategic or specialist project management issues. certification.We offer these courses for the first time in Doha to cater for youreconomic growth. In addition, Master’s Certificate holders may qualify for advanced standing status toward a Master of Science in Project Backed by The George Washington University School Management from The George Washington University.of Business, each course completion certificate recognizes Our Partnership With The George Washingtonprofessionals who have obtained a higher readiness for today’s University (GW)toughest project management challenges. Through our partnership with GW, these courses lead to master’s certification in project management. The master’s certificates To qualify for the Advanced Master’s Certificate in Project are a professional credential that represent the attainment ofManagement you must successfully complete five courses, which advanced knowledge and skills. The program does not carrycan be taken in any order within four years, and meet one or more academic credit.of the following criteria: The George Washington University School of Business is dedicated • ESI/GW Master’s Certificate in Project Management or to excellence in its teaching and research about management in Information Technology Project Management the public and private sectors within the United States and • Certificate in project management from an organization that internationally. has been approved by ESI The school has a 100-year history of preparing men and women • PMP® certification for leadership in both the private and the public sectors. Known • Project management certification from a formal, internationally for its dedication to academic excellence, the client-sponsored, internal certification program that has school draws students from all parts of the United States and been approved by ESI around the world. Gain leading edge skills and advance your career when you Beyond first-class teaching and scholarship, the school’s facultyparticipate in these advanced project management training offers practical experience in the issues and challengescourses. You will gain the knowledge and ability to tackle the most confronting business and government. Its research centers linkdemanding of projects. faculty and students with U.S. and international business and government organizations. Recent distance learning initiatives Your expert project directors, Claude Maley and I look forward have expanded the school’s global reach.to seeing you at these exciting learning experiences in Doha! Degree Programs GW offers undergraduate degrees in accountancy, finance, publicKind regards, administration, public policy, project management and tourism administration, as well as Master in Business Administration, Master of Science in Information Systems and Technology, and Master of Science in Project Management. The Master of Science in Project Management is offered on campus and in a distanceFarzaneh Majed learning mode to professionals interested in more extensiveDivisional Director – Training preparation for careers in business and government. 971-4-3352437 971-4-3352438 register@iirme.com www.iirme.com/advproject
  3. 3. 1 Aligning Project Management With Organizational Strategy 6 – 10 February 2011 30 PDUsLearn How To: Course Topicss• Support top-level strategy formulation 1. Organizational Strategy In Context• Link corporate strategy, from business strategy to portfolio a. Strategy defined development to project implementation b. Strategy as a way to achieve organizational success• Ensure project credibility by aligning your project with your c. Paradigm shifts and their impact – how change influences organization’s goals, objectives and strategies strategy• Create and implement an appropriate strategy for your project d. Forces for business change• Understand the need to communicate your strategy to the e. The impact of organizational constraints on strategy project team, the customer, and other project stakeholders• Manage stakeholder expectations to maintain portfolio/ 2. Organizational Strategy: Approaches And Techniques project alignment a. Strategy as a key to organizational success b. Elements of a successful strategy c. The relationship between strategy and achievabilityCourse Synopsis d. Strategy assessmentsToday’s business climate is characterized by unprecedented changes in e. Classic approaches and techniques for level-setting strategictechnology and globalization, as well as by complex business thinkingrelationships and the unrelenting drive for competitive success. In f. Towards setting up a culture of strategic thinkingthis highly stressful environment, it is essential for project managersto think and act strategically. How does an organization formulate a 3. Portfolio Management: Strategic Contextstrategy to achieve competitive success? How do projects contribute a. Defining a portfolioto the implementation of the organization’s strategy? How should a b. Identifying projects included in a portfolioproject manager develop a project strategy that supports c. The impact of portfolio management on strategyorganizational strategic and business goals? d. Challenges and benefits of portfolio management e. Influential roles in portfolio managementAligning Project Management With Organizational Strategygives you an in-depth analysis of the process leading from business 4. Portfolio Set-up And Maintenancestrategy formation to portfolio development to the project and a. Setting up a successful project portfolioproject manager’s role. Learn how to link your project to the business b. Organizational influences of portfoliosstrategy, apply and maintain alignment of the project strategy, and c. Generating potential portfolio projectsmanage the expectations and interests of those who have a stake in d. Steps in selecting portfolio projectsthe project outcome. e. Integrating new projects into an existing portfolio f. Project performance and project gateway reviewsThought-provoking discussions and stimulating exercises are g. The project filtering processhighlights of this dynamic, timely course. You will receive the bookThe Project Manager’s MBA – How to Translate Project Decisions into 5. Strategic Project ManagementBusiness Success, by Dennis J. Cohen and Robert J. Graham. a. Strategic vs. classic project management b. Aligning projects with strategyIn addition, you will be given a proven project ranking tool that can c. The role of the project teambe used within your organization to prioritize strategic projects and/or d. The importance of managing change that affects strategicto help you, the project manager, ask the questions to understand projectshow your project fits into your organization’s strategic initiatives. e. Anticipating and managing stakeholder expectations and resistance Course Leader Professional Development Units (PDUs): 30 Claude Maley Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in changemanagement, and Chairman of a Business Solutions company. He started his career as a Systems Engineer with IBM, after reading estate managementand building construction at the London School of Building, and has held various management positions for international organizations and companies.His functional management and consulting experience with major corporations such as Alcatel, BP, Cadbury-Schweppes, Cartier, Caterpillar, Cisco,Ericsson, GE, Hewlett-Packard, IMS International, Motorola, Organon, Overseas Containers Limited, Pechiney, Renault Automobile, Siemens to name buta few, has spanned more than 40 years in engineering, production and manufacturing, distribution, transportation and marketing services sectors.In his professional career, Claude has held responsibility for a significant number of projects. These have involved internal organizational projects, andexternal commercial projects, ranging in duration from one month to five years, and in budget from $ 50k to $ 500m. Claude has also participated in manyprojects as team leader of sub-systems and on numerous occasions as an external advisor to the lead project manager.Claude is a PMP and professional speaker, instructor and lecturer in topics ranging from general organizational, program and project managementto sales and marketing, leadership and motivation. In the practice of his consulting and education profession, he has worked with more than 80 differentnationalities in more than 60 nations in all continents. Claude is fluent in English, French, Spanish and Italian.Author of educational courses and papers on business solutions, organizational management and leadership, Claude is Member of the International ProjectManagement Association, the Project Management Institute and the Association Francophone de Management de Projet. 971-4-3352437 971-4-3352438 register@iirme.com www.iirme.com/advproject
  4. 4. 2 Program Management 17 – 21 April 2011 30 PDUsLearn How To: Course Topics• Increase the effectiveness of an organization’s approach to program management 1. Defining Program Management• Initiate and organize a large-scale program strategy a. Range of project oversights• Manage stakeholder relationships effectively - Portfolios vs. portfolio management - Program vs. program management• Manage, execute and control a successful program - Projects vs. project management consisting of multiple, related projects• Establish and implement program governance to ensure 2. Linking Programs To Strategic Goals consistent alignment with organizational strategy a. Real-world examples• Ensure the realization of program benefits b. Business case c. Program charter d. MethodsCourse Synopsis 3. Program Management Life CycleProgram managers are, above all else, change agents. Their role a. Purposehas evolved in most organizations from that of managing multiple b. Stagesprojects, to implementing business strategy through an integrated - Pre-program set-upportfolio of projects involving the management of multiple teams of - Program set-upprofessionals, as well as executive-level stakeholders. - Establishing program management and technical infrastructureAs such, the program manager today requires a refined set of - Deliver the benefitsbusiness and leadership skills that is vastly different from that of a - Close the programproject manager. Yet, to be an effective program manager generallyrequires a firm foothold in project management. 4. Maintenance And SupportTo many, program management is the next logical step in the careerprogression of one of the world’s fastest growing disciplines. 5. Three Themes Of Program Management a. Benefits managementUsing comprehensive and real-life case studies, experienced project, b. Program governancebusiness and technical managers will learn how to succeed as a c. Stakeholder managementprogram manager by focusing on what makes them successful. 6. Program PlanningNumerous studies provide valuable information on what makes a. Basic considerationsprogram managers successful and these are used and referenced in b. Feasibility studythis course. To be sure, success is not based on technical competence; c. Program management planrather, it is business savvy, leadership and communication skills that d. Stakeholder managementseparate the winners from the losers. e. Program architecture and benefits mapThis course provides a set of practical tools and techniques designed 7. Program Management Officeto get you up to speed quickly on these issues, thus negating the need a. Purpose and benefitsfor theory-based lecture and time-wasting and elementary b. Process control“exercises.” This is “real-life” information, directly from the trenches c. Process supportand facilitated by instructors who have “been there, done that.” d. Process improvement e. Strategic goal allianceReminder: You must have a basic understanding of project 8. The Program Manager’s Role In Delivering The Benefitsmanagement before taking this course a. Manage enterprise programs and projects b. Manage change c. Provide support Course Leader 9. Reporting Tool Claude Maley a. Checking program “health” through program and project reviews 10. Program Risk Identification, Analysis And Response Strategy PMBOK® Guide Knowledge Areas: • Project Integration Management • Project Scope Management • Project Quality Management • Project Time Management • Project Cost Management • Project Risk Management • Project Human Resource Management • Project Procurement Management Professional Development Units (PDUs): 30 971-4-3352437 971-4-3352438 register@iirme.com www.iirme.com/advproject
  5. 5. 3 Regaining Control Of Projects – Rapid Assessment And Recovery Of Troubled Projects 3 – 7 July 2011 30 PDUsLearn How To: Course Topics• Structure and lead the effort to assess project problems rapidly 1. Introduction To Assessment Methodology A. Identifying the early warning signs of troubled projects• Determine the root causes of identified problems B. The role of the assessment sponsor• Develop a recovery plan for any troubled project C. Overview of the rapid assessment model• Provide leadership to turn the project around• Identify and manage signs of trouble early in a project 2. Planning The Assessment A. The role of the charter in developing an assessment plan B. Bridging the gap between the project team and the assessment team C. Evaluating project history through critical documentationCourse SynopsisIf you’re a project manager who is in the trenches every day, sooner 3. Conducting The Assessmentor later you’ll be staring into the face of a troubled project. The project A. Developing the interview strategymay be your own or may be one you’ve inherited. Knowing what to B. Using interviews to determine project reality C. Analyzing and validating project datado when the time comes will be critical to your success. You’ll need totake action immediately – with speed, accuracy, power, balance and 4. Developing The Stabilization Planfocus. You’ll have little time to think about an approach or polish your A. Stabilization conceptual overviewskills. B. Recovery strategy options C. Develop plan for stabilizationRapid Assessment And Recovery Of Troubled Projects D. Addressing people, processes, products, and timingdemonstrates a proven process project recovery. You’ll get everythingyou need (process, tools, techniques) to perform a rapid assessment of 5. Stabilizing The Projecta project in trouble, develop a recovery plan and manage the transi- A. Steps to conduct stabilization plantion to stabilization. B. Techniques for prioritizing threats, opportunities, and problems C. Rebaselining the project planActive participation in the case study, designed to simulate the D. Implementing project control metricsenvironment and feel of an actual troubled project, will enable youto build your skills in a meaningful way. This course is a must for 6. Preventive Measuresexperienced project managers who need to know what to do when A. Avoiding classic mistakesthe chips are down. B. Establishing a plan for continuous improvementReminder: You should have a thorough understanding of PMBOK® Guide Knowledge Areas:scheduling, cost control and risk management before taking this • Project Integration Managementcourse. • Project Scope Management • Project Time Management • Project Cost Management • Project Risk Management • Project Communications Management Course Leader Professional Development Units (PDUs): 30 Claude Maley “The instructor successfully combines theory with experience and assure maximum benefits in delivering the concept.” Ali Humaid Al Zaabi, Projects Engineer, Abu Dhabi Distribution Company, UAE “Discussion style promoted exchange of ideas from different areas of business. This was the best of the course.” Mamoon Fares , PMO Manager, Palestine Cellular, Palestine “To be a successful Program Manager you must attend this course.” Hatem Al-Fraiji, VP – IT Sr Officer, Riyad Bank, KSA “Excellent program and an interesting one, much information. What I liked most was the discussion part.” Khamis Al Suwaidi, Special Projects Manager, Executive Council Abu Dhabi, UAE “Theory and practice were well balanced on this course.” Thomas Power, Senior Project Manager, Turner Construction INTL, UAE 971-4-3352437 971-4-3352438 register@iirme.com www.iirme.com/advproject
  6. 6. 4 Leading Complex Projects 18 – 22 September 2011 30 PDUsLearn How To: Course Topics• Select leadership techniques to increase your odds of 1. Understanding Complexity In Projects success a. Elements of complexity theory• Apply the concepts of complexity science to project - Complexity management - Self-organization• Use ESI’s Complexity Indicator to assess your project’s - Emergence complexity level - Nonlinear dynamics• Create an innovative framework for managing project - Open/closed systems complexity using ESI’s Complex Project Model and b. Leadership approaches and techniques Process - Competencies - Behaviors - Leaders in complexityCourse SynopsisHave you ever taken on a project that appeared just too complex to 2. The Complex Project Model And Processhandle? Just trying to identify the multitude of variables to be a. ESI’s Complex Project Modelmanaged, let alone anticipating how they might interact to create b. ESI’s Complex Project Processunexpected challenges, can be overwhelming. So how do you c. Knowledge of complexitydetermine the true complexity, with a clear understanding of the d. Communicationvariables involved and move forward to develop a plan that provides e. Leadershipthe right level of control and flexibility for success? f. Project managementTo lead a complex project requires a new way of thinking – a new 3. Determining Project Complexityapproach to applying known project management techniques and a. ESI’s Complexity Indicatortools. Leading Complex Projects provides an innovative approach b. Assessing complexity levelsto assess project complexity and to deploy the best techniques to c. Applying the indicatorachieve success. 4. Communicating Project ComplexityYou will learn to use ESI’s unique Complexity Indicator and Complex a. Communication platformsProject Model to increase your effectiveness in controlling the b. Risk and risk responsecomplexity in your project. The Complex Project Model provides c. Change managementvaluable insight into the variables that create the complexity of your d. Problem solvingparticular project. It enables you to select existing tools from a newpoint of view that both limits the level of complexity and governs howthe remaining complexity is used for positive results—in short, to 5. Designing For Complex Projectsstack the odds of success in your favor! a. OBS, PBS, WBS b. Design tasksThe exercises and readings are designed to give you hands-on c. Planning for project executionexperience from a new perspective while determining the true level ofproject complexity and using complexity to assist rather than hinder 6. Leading Complex Projectsprogress. Among the tools provided is an automated template of a. Leadership levelsESI’s Complexity Indicator. Using your answers to the questions in the b. Clear visionComplexity Indicator, this tool automatically calculates your project’s c. Principles for leading complex projectscomplexity level, and plots the strengths and weaknesses of your d. Disciplines for leading complex projectsproject against the nine areas of PMBOK® Guide. PMBOK® Guide Knowledge Areas:This course is a must for the experienced project manager who needs • Project Integration Managementto manage the seemingly unmanageable! • Project Scope Management • Project Quality Management • Project Time ManagementReminder: It is highly recommended that participants • Project Cost Managementalready have practical project management experience and a • Project Risk Managementthorough understanding of project management tools and • Project Human Resource Managementtechniques. • Project Procurement Management • Project Communications Management Professional Development Units (PDUs): 30 Course Leader Claude Maley 971-4-3352437 971-4-3352438 register@iirme.com www.iirme.com/advproject
  7. 7. 5 Leading Project Managers 4 – 8 December 2011 30 PDUsLearn How To: 3. Project Initiation a. Project selection• Define the leader’s role in each phase of the project life b. Project charter cycle c. Project funding• Outline reasons for project successes d. Stakeholder considerations• Use key performance indicators to monitor ongoing project e. Financial tools progress f. Understanding margins• Support project managers and project teams through coaching, mentoring and rewarding success 4. Leading And Managing Project Managers• Select the tools and techniques of project management that will help your teams be successful a. Challenges of leading and managing project managers b. Identifying, developing, evaluating and retaining project managers c. Rewarding successCourse Synopsis 5. The LPM’s Role In Project Planning a. Risk managementAs organizational hierarchies give way to dynamic, cross-functional b. Cost estimatesproject teams, senior managers find themselves challenged withadopting a “new economy” approach to managing project managers. c. Schedule development d. Resource allocationThe leader of project managers must bring order and rationality to a e. Communications managementchaotic environment, identify opportunities to influence the direction f. Project plan reviewof projects and provide the means for project managers to succeed. In g. Project plan approvaladdition, the leader of project managers must be skilled at managingproject portfolios, allocating resources, reviewing projects and 6. Managing Relationshipscommunicating appropriately. Above all, the leader of project a. Communicating across the organizationmanagers must know the right questions to ask! b. Managing expectations c. Management stylesIn this highly facilitated course, you will learn soft and hard skills and d. Mentoring/coachingapproaches that lead to organizational success in the “management e. Conducting effective meetingsby projects” environment. You also will get expert perspectives and f. Supporting project managers of virtual teamsreview best practices on issues critical to those who lead project g. Supporting diversity and cross-cultural teamsmanagers. You will enjoy lively debate and stimulating conversation h. Conflict/resolutionthat reinforces what you know and what you’ve learned. 7. The LPM’s Role In Project ImplementationThis course provides you with a new way of thinking about the best a. Project manager and team performanceway to lead people in conjunction with the underlying process of b. Asking the right questionsproject management. It is a “must-attend” for anyone responsible for c. Management oversightleading and managing project managers. d. Determining if earned value is the project performance measuring tool to use e. Project reviewsReminder: Participants should have a basic understanding f. Project auditsof project management before taking this course. It is assumed that g. Understanding signs of troubleattendees currently or will soon lead project managers, with or h. Project recovery and turnaroundwithout a direct reporting relationship. i. Change management 8. Project CloseCourse Topics a. Early termination b. Project end evaluation1. The Leader Of Project Managers (LPM) Role In The c. Lessons learned Project Life Cycle a. Managing the “Stage Gate” process PMBOK® Guide Knowledge Areas: b. The project environment Project Integration Management c. The role of management in each phase of the life cycle Project Scope Management d. Defining project success within the organization Project Quality Management e. Organizational factors affecting project management Project Time Management f. Knowing the organization’s project management process Project Cost Management Project Risk Management2. Managing In A Multi-Project Environment Project Human Resource Management a. The importance of rank ordering projects across the Project Procurement Management organization Project Communications Management b. Managing multiple project issues c. Resource allocation Professional Development Units (PDUs): 30 d. Issue resolution e. Resource pool considerations Course Leader Claude Maley 971-4-3352437 971-4-3352438 register@iirme.com www.iirme.com/advproject
  8. 8. IIR Middle East certified by Advanced Master’s Certificate in Project Management Oryx Rotana Hotel, Doha, Qatar ISO 9001 : 2000 FIVE EASY WAYS TO REGISTER 971-4-3352437 971-4-3352438 register@iirme.com IIR Holdings Ltd. GCS/IIR Holdings Ltd. PO Box 21743, Dubai, PO Box 13977, Muharraq, UAE Kingdom of Bahrain www.iirme.com/advproject DISCOUNTS AVAILABLE FOR 2 OR MORE PEOPLE CALL – 971 -4-3352483 E-MAIL – a.watts@iirme.com WEB H AM RM SB DB BC3843 BC3842 BC3839 BC3844 BC3845 YES, I want to register for: Event Date Price BC3843 Aligning Project Management With Organizational Strategy (5 days) 6 – 10 February 2011 US$ 4,295 BC3842 Program Management (5 days) 17 – 21 April 2011 US$ 4,295 BC3839 Regaining Control of Projects – Rapid Assessment And Recovery Of Troubled Projects (5 days) 3 – 7 July 2011 US$ 4,295 BC3844 Leading Complex Projects (5 days) 18 – 22 September 2011 US$ 4,295 BC3845 Leading Project Managers (5 days) 4 – 8 December 2011 US$ 4,295 Discounts Course fees include PMBOK, PMP and the PMI Registered Education Provider logo are registered documentation, luncheon and marks of the Project Management Institute, Inc. SAVE US$ 3,600 when you register for all five courses – pay just US$ 17,875 refreshments. Delegates who SAVE US$ 2,500 when you register for twenty training days – pay just US$ 14,680 attend all sessions will receive a SAVE US$ 1,500 when you register for fifteen training days – pay just US$ 11,385 Certificate of Attendance. SAVE US$ 1,200 when you register for ten training days – pay just US$ 7,390DELEGATE DETAILS Interested in running this course in-house? Please call the Customised Training Solutions Team on 971-4-3352439 or CTS@iirme.com Name: ................................................................................................................................................................................................... All registrations are subject to our terms and conditions which are Job Title: ......................................................................................................... Email: .......................................................................... available at www.iirme.com/terms. Please read them as Tel: ..................................................... Fax: .................................................... Mobile: ......................................................................... they include important information. By submitting your registration you agree to be bound by the terms and conditions in full. Name: ................................................................................................................................................................................................... Payments Job Title: ......................................................................................................... Email: .......................................................................... A confirmation letter and invoice will be sent upon receipt of your registration. Please note that full payment must be received prior Tel: ..................................................... Fax: .................................................... Mobile: ......................................................................... to the event. Only those delegates whose fees have been paid in full will be admitted to the event. You can pay by company cheques or bankers draft in Dirhams or US$. Please note that all Name: ................................................................................................................................................................................................... US$ cheques and drafts should be drawn on a New York bank and an extra amount of US$ 6 per payment should be added Job Title: ......................................................................................................... Email: .......................................................................... to cover bank clearing charges. In any event payment must be Tel: ..................................................... Fax: .................................................... Mobile: ......................................................................... received not later than 48 hours before the Event. Entry to the Event may be refused if payment in full is not received. Credit card payment Name: ................................................................................................................................................................................................... If you would like to pay by credit card, please tick here and a Job Title: ......................................................................................................... Email: .......................................................................... member of our team will contact you to take the details Tel: ..................................................... Fax: .................................................... Mobile: ......................................................................... Cancellation If you are unable to attend, a substitute delegate will be welcomeCOMPANY DETAILS in your place. Registrations cancelled more than 7 days before the Event are subject to a $200 administration charge. RegistrationCompany: ............................................................................................................................................................................................................ fees for registrations cancelled 7 days or less before the Event must be paid in full. Substitutions are welcome at any time.Address: ................................................................................................................................................................................................................ Avoid Visa Delays - Book NowPostcode: ................................................................................. Country: ........................................................................................................... Delegates requiring visas should contact the hotel they wish toTel: .............................................................................................. Fax: .................................................................................................................. stay at directly, as soon as possible. Visas for non-GCC nationals may take several weeks to process.No. of employees on your site: YES, I would like to receive information about future events All registrations are subject to acceptance by IIR which will be1000+ 500-999 250-499 50-249 0-49 confirmed to you in writing. & services via e-mail .................................................................Nature of your companys business: .......................................... Due to unforeseen circumstances, the programme may change and IIR reserves the right to alter the venue and/or speakers.To assist us with future correspondence, please supply the following details: Event Venue: Name of the Department Head: ............................................................................................................................................................ Oryx Rotana Hotel, Doha, Qatar Tel: +974 4402 3333 Department: ................................................ Mobile: .......................................... Email: ....................................................................... Accommodation Details We highly recommend you secure your room reservation at the Training Manager: .................................................................................................................................................................................. earliest to avoid last minute inconvenience. You can contact the IIR Hospitality Desk for assistance on: Department: ................................................ Mobile: .......................................... Email: ....................................................................... Tel: +971-4-4072693 Fax: +971-4-4072517 Email: hospitality@iirme.com Booking Contact: .................................................................................................................................................................................... FM/SN M300 PROJECT MANAGEMENT SM Department: ................................................ Mobile: .......................................... Email: ....................................................................... © Copyright I.I.R. HOLDINGS B.V.

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