The Leadership Essentials Series is a relevant, flexible, results-oriented and value driven learning solution for the development of mid-level managers, supervisors and team leaders. The curriculum reflects the growing range of responsibilities for which mid-level leadership is accountable.
Free one-hour overview of the Leadership Series every Thursday morning @ 8:00 AM. Call to schedule at 330-308-5720, ext 286 or email me at: jbarr@bjvs.k12.oh.us
Real impact of incubators vs outside successBen Zaaiman
The document analyzes the economic impact of one of the oldest business incubators in Africa. It interviewed over 100 of the incubator's clients and graduates. It found that companies that went through the incubator generally did better than similar companies that did not, with higher survival rates, revenue growth, and job creation over 10 years. However, the incubator's impact was largest in the early years when inexperience would have caused the most failures otherwise. By year 10, the survival rates of incubated and non-incubated companies converged as they both approached a baseline industry failure rate.
This deck was developed for a webinar for Vital Learning Corporation as we began to move into the world of virtual facilitation - 2005. Reviewing it now I seems like many of the concepts still hold true.
Las aerolíneas y las compañías vinculadas al desarrollo aeroespacial son por lejos las compañías más atractivas para trabajar. Esto de acuerdo a una encuesta aplicada por Randstad en 12 países alrededor del mundo.
Morgan Stanley's 2003 Annual Report highlights the following:
1) Morgan Stanley delivered strong financial results in 2003 with net income increasing 27% to $3.8 billion and return on equity increasing to 16.5% compared to 14.1% the previous year.
2) The firm's market share performance was very strong in its securities business, with rankings higher or equal to the previous year's in almost every major category.
3) The Institutional Securities division drove the increase in profits, with fixed income revenues up 65% and equity and investment banking revenues relatively unchanged from the prior year.
The document provides information about an annual planning survey conducted by the author over several years. It includes details such as the growing number of participants, the author's career progression working for different agencies, and demographic information about the participants such as their job roles, experience levels, locations, and salaries. The survey aims to help planners understand compensation norms and negotiate salaries.
Best Buy Co., Inc. Shareholders Meeting Presentationfinance7
The document summarizes the June 21, 2006 regular meeting of Best Buy Co., Inc. shareholders. It includes the agenda which covers the election of Class 1 directors, ratification of auditor appointment, and a management presentation and Q&A session. It provides results of director and auditor voting and introduces members of Best Buy senior management who will present on topics like customer centricity, employee engagement, growth strategies, and fiscal year 2007 guidance and goals.
In this Aberdeen Group research brief, data shows that top –performing companies are achieving exceptional results due in part to their ability to use assessment data to make better talent decisions on an individual and organizational level. “To build a high-performance culture, organizations must not only utilize assessments, but make them a part of how managers think about their talent. The clients of one assessments solution provider in particular, PI Worldwide, are an example of how to bring together assessment tools with the right organizational capabilities required to create a positive business impact.” Contact me to receive a copy of the brief: agrimes@advisausa.com
This document provides an overview of an insurance trends agenda, including findings from a CEO survey. Some key points:
1) The CEO survey identified 5 core traits of the "enterprise of the future": hungry for change, innovative beyond customer imagination, globally integrated, disruptive by nature, and genuine rather than just generous.
2) CEOs see opportunities in engaging informed and collaborative customers, and most plan to significantly increase investments in this area.
3) Outperforming companies were more confident in their ability to implement change and had a more globally integrated approach.
Real impact of incubators vs outside successBen Zaaiman
The document analyzes the economic impact of one of the oldest business incubators in Africa. It interviewed over 100 of the incubator's clients and graduates. It found that companies that went through the incubator generally did better than similar companies that did not, with higher survival rates, revenue growth, and job creation over 10 years. However, the incubator's impact was largest in the early years when inexperience would have caused the most failures otherwise. By year 10, the survival rates of incubated and non-incubated companies converged as they both approached a baseline industry failure rate.
This deck was developed for a webinar for Vital Learning Corporation as we began to move into the world of virtual facilitation - 2005. Reviewing it now I seems like many of the concepts still hold true.
Las aerolíneas y las compañías vinculadas al desarrollo aeroespacial son por lejos las compañías más atractivas para trabajar. Esto de acuerdo a una encuesta aplicada por Randstad en 12 países alrededor del mundo.
Morgan Stanley's 2003 Annual Report highlights the following:
1) Morgan Stanley delivered strong financial results in 2003 with net income increasing 27% to $3.8 billion and return on equity increasing to 16.5% compared to 14.1% the previous year.
2) The firm's market share performance was very strong in its securities business, with rankings higher or equal to the previous year's in almost every major category.
3) The Institutional Securities division drove the increase in profits, with fixed income revenues up 65% and equity and investment banking revenues relatively unchanged from the prior year.
The document provides information about an annual planning survey conducted by the author over several years. It includes details such as the growing number of participants, the author's career progression working for different agencies, and demographic information about the participants such as their job roles, experience levels, locations, and salaries. The survey aims to help planners understand compensation norms and negotiate salaries.
Best Buy Co., Inc. Shareholders Meeting Presentationfinance7
The document summarizes the June 21, 2006 regular meeting of Best Buy Co., Inc. shareholders. It includes the agenda which covers the election of Class 1 directors, ratification of auditor appointment, and a management presentation and Q&A session. It provides results of director and auditor voting and introduces members of Best Buy senior management who will present on topics like customer centricity, employee engagement, growth strategies, and fiscal year 2007 guidance and goals.
In this Aberdeen Group research brief, data shows that top –performing companies are achieving exceptional results due in part to their ability to use assessment data to make better talent decisions on an individual and organizational level. “To build a high-performance culture, organizations must not only utilize assessments, but make them a part of how managers think about their talent. The clients of one assessments solution provider in particular, PI Worldwide, are an example of how to bring together assessment tools with the right organizational capabilities required to create a positive business impact.” Contact me to receive a copy of the brief: agrimes@advisausa.com
This document provides an overview of an insurance trends agenda, including findings from a CEO survey. Some key points:
1) The CEO survey identified 5 core traits of the "enterprise of the future": hungry for change, innovative beyond customer imagination, globally integrated, disruptive by nature, and genuine rather than just generous.
2) CEOs see opportunities in engaging informed and collaborative customers, and most plan to significantly increase investments in this area.
3) Outperforming companies were more confident in their ability to implement change and had a more globally integrated approach.
Fundamentals of program, project portfolio managementRobert Twiddy
Here are 5 types of portfolio metrics with key questions and sample metrics for each:
1. Portfolio Mix
- What is the breakdown of projects by type, market, etc.?
- % of portfolio by project type, customer, business unit
2. Portfolio Health
- How healthy is the portfolio?
- % of projects on time, on budget, meeting goals
3. Financial Management
- How is the portfolio performing financially?
- ROI, NPV, IRR, cash flow, cost savings
4. Value Delivery
- Is the portfolio delivering value to the organization?
- % of portfolio linked to strategy, value of benefits realized
5. Demand and Cap
Paradigm shift - Building a new talent management model to boost growthEY
Nearly five years after the financial crisis erupted, a sustained global economic recovery remains elusive. Nothing less than a fundamental change in thinking is required to tackle the talent shortfall.
http://www.ey.com/GL/en/Issues/Driving-growth/Growing-Beyond---Paradigm-Shift---Overview
Our Growing Beyond program explores opportunities across expanding into new markets, finding new ways to innovate & implementing new approaches to talent.
www.ey.com/growingbeyond
What’s on the minds of senior business leaders as they
begin 2013? Despite ongoing global economic uncertainty, and increasing competitive pressures, how will organisations approach the key issues of innovation and business viability in the short and medium term?
ExEcutivE OutlOOk SurvEy 2013
Leading for innovation & growth
To answer these questions, we decided to focus our annual survey of CEOs, Directors, Chairpersons and VPs across Asia-Pacific, the Americas and Europe on innovation and business viability. We asked 179 people in senior leadership positions to tell us about their company’s direction over the
year ahead, and how they’re balancing the need to be profitable with the pressures of continuous change on a global scale.
86% of MBA students from the Class of 2010 received a job offer within 3 months of graduation, a decrease from 90% the previous year. The average base salary was $81,692, down 13% from 2009. Students obtained offers across a variety of industries, with consulting, finance/accounting, and IT among the top paying functions. The majority of jobs were located in the Northeast region of North America.
How Banks will Generate Revenue on Payments and Checking in the New EraDavid Kerstein
Presentation at the BAI Payments Connect Conference, March, 2010. Survey of bankers to understand implications of new changes in Reg E, impact on earnings, and future changes in Checking Account revenue.
1. The document discusses how investments in the finance workforce often lag behind investments in technology and processes, despite the workforce being seen as critical to achieving high performance.
2. A survey found that finance leaders allocate only 1-2% of their budgets on average to enhancing the workforce.
3. As a result, many finance functions are seen as not achieving high performance due to gaps in areas like recruitment, retention, leadership development, and change adaptation.
4. However, finance organizations that comprehensively invest across six dimensions of workforce development including leadership, talent management, and change management are able to realize benefits like higher performance and returns on their investments.
The document discusses performance management and ways to improve it. It notes that while 87% of organizations have formal performance management schemes, they often promise more than they deliver. It highlights research showing links between better performance management and increased productivity, profits, and lower mortality rates. The document suggests that to be successful, performance management needs clear goals, competent managers, communication, and to differentiate and motivate different levels of performers. It emphasizes setting challenging but achievable goals to drive a high performance culture.
1) The document discusses how ideas are worth nothing without proper validation and market fit. It notes that 90% of new products fail and 95% of failures are due to a faulty understanding of customer needs.
2) Several statistics are presented showing low returns for venture capital investments, with only 4% of investments driving overall returns and the average venture capital IRR being just 5%.
3) To be successful, the document argues that startups must focus on understanding and meeting customer needs above all else, as this is what will determine if a new product or venture is viable. Ideas, technology, and funding alone are not enough without a solution that fulfills real market needs.
More Related Content
Similar to Leadership Essentials In A Down Economy
Fundamentals of program, project portfolio managementRobert Twiddy
Here are 5 types of portfolio metrics with key questions and sample metrics for each:
1. Portfolio Mix
- What is the breakdown of projects by type, market, etc.?
- % of portfolio by project type, customer, business unit
2. Portfolio Health
- How healthy is the portfolio?
- % of projects on time, on budget, meeting goals
3. Financial Management
- How is the portfolio performing financially?
- ROI, NPV, IRR, cash flow, cost savings
4. Value Delivery
- Is the portfolio delivering value to the organization?
- % of portfolio linked to strategy, value of benefits realized
5. Demand and Cap
Paradigm shift - Building a new talent management model to boost growthEY
Nearly five years after the financial crisis erupted, a sustained global economic recovery remains elusive. Nothing less than a fundamental change in thinking is required to tackle the talent shortfall.
http://www.ey.com/GL/en/Issues/Driving-growth/Growing-Beyond---Paradigm-Shift---Overview
Our Growing Beyond program explores opportunities across expanding into new markets, finding new ways to innovate & implementing new approaches to talent.
www.ey.com/growingbeyond
What’s on the minds of senior business leaders as they
begin 2013? Despite ongoing global economic uncertainty, and increasing competitive pressures, how will organisations approach the key issues of innovation and business viability in the short and medium term?
ExEcutivE OutlOOk SurvEy 2013
Leading for innovation & growth
To answer these questions, we decided to focus our annual survey of CEOs, Directors, Chairpersons and VPs across Asia-Pacific, the Americas and Europe on innovation and business viability. We asked 179 people in senior leadership positions to tell us about their company’s direction over the
year ahead, and how they’re balancing the need to be profitable with the pressures of continuous change on a global scale.
86% of MBA students from the Class of 2010 received a job offer within 3 months of graduation, a decrease from 90% the previous year. The average base salary was $81,692, down 13% from 2009. Students obtained offers across a variety of industries, with consulting, finance/accounting, and IT among the top paying functions. The majority of jobs were located in the Northeast region of North America.
How Banks will Generate Revenue on Payments and Checking in the New EraDavid Kerstein
Presentation at the BAI Payments Connect Conference, March, 2010. Survey of bankers to understand implications of new changes in Reg E, impact on earnings, and future changes in Checking Account revenue.
1. The document discusses how investments in the finance workforce often lag behind investments in technology and processes, despite the workforce being seen as critical to achieving high performance.
2. A survey found that finance leaders allocate only 1-2% of their budgets on average to enhancing the workforce.
3. As a result, many finance functions are seen as not achieving high performance due to gaps in areas like recruitment, retention, leadership development, and change adaptation.
4. However, finance organizations that comprehensively invest across six dimensions of workforce development including leadership, talent management, and change management are able to realize benefits like higher performance and returns on their investments.
The document discusses performance management and ways to improve it. It notes that while 87% of organizations have formal performance management schemes, they often promise more than they deliver. It highlights research showing links between better performance management and increased productivity, profits, and lower mortality rates. The document suggests that to be successful, performance management needs clear goals, competent managers, communication, and to differentiate and motivate different levels of performers. It emphasizes setting challenging but achievable goals to drive a high performance culture.
1) The document discusses how ideas are worth nothing without proper validation and market fit. It notes that 90% of new products fail and 95% of failures are due to a faulty understanding of customer needs.
2) Several statistics are presented showing low returns for venture capital investments, with only 4% of investments driving overall returns and the average venture capital IRR being just 5%.
3) To be successful, the document argues that startups must focus on understanding and meeting customer needs above all else, as this is what will determine if a new product or venture is viable. Ideas, technology, and funding alone are not enough without a solution that fulfills real market needs.
Similar to Leadership Essentials In A Down Economy (8)
4. Effective Leadership Makes a Difference
Best Managers create
“Best Workplaces”
These work places deliver:
Productivity
Profitability
Employee Retention
Customer Satisfaction
Safety Records
The Gallup Organization
5. Effective Leadership Makes a Difference
“Roughly 50 to 70 percent of how
employees perceive their organization’s
climate can be traced to the actions of one
person: the leader.
More than anyone else, the boss creates
the conditions that determine people’s
ability to work well”
“Primal Leadership”
Daniel Goleman, Richard Boyatzis & Annie McKee
6. Effective Leadership Makes a Difference
20 Turnover
Average Percent Turnover 18 *Results from
19% a large
16 insurance
company
14
12 14%
10 36%
8 Better
9% Results
6
4
2
0
Bottom 30% Middle 60% Top 10%
Leadership Effectiveness
* Based on research published in “The
Extraordinary Leader” by Jack Zenger
& Joe Folkman, 2003.
7. Effective Leadership Makes a Difference
Customer
70
Satisfaction*
Perceptions of Customer
60 68%
50
Satisfaction
39%
40
49% Better
30 39% Results
*Results from
20 a large high
technology
company
10
0
Bottom 20% Middle 60% Top 20%
Leadership Effectiveness
* Based on research published in “The
Extraordinary Leader” by Jack Zenger
& Joe Folkman, 2003.
8. Effective Leadership Makes a Difference
Net
$5,000,000
Income $4,516,974
$4,000,000 *Results from a
large mortgage
bank
$3,000,000 $2,384,588 89%
Better
Net Income
$2,000,000
Results
$1,000,000
$0
-$1,000,000
-$1,176,454
-$2,000,000
Bottom 10% Middle 80% Top 10%
Leadership Effectiveness
* Based on research published in “The
Extraordinary Leader” by Jack Zenger
& Joe Folkman, 2003.
9. Effective Leadership Makes a Difference
Given…
today’s technology,
today’s employee profile,
and today’s fast pace,
leadership quality continues to
make a difference
10. Effective Leadership Makes a Difference
Society for Human Quality of
Resource
Leadership
Management
continues to be
“83% of employees the #1 factor
surveyed said it was
extremely likely or
positively or
somewhat likely they negatively
would actively seek impacting
new employment once
the job market and
employee
economy improves.” retention
11. Impact of Key Elements on
Leadership Performance
Other Elements
Project Hiring Right
Leadership
6%
17% 27%
24% 26%
Developing
Others Daily Leadership
14. Effective Leadership is Difficult to Develop
Becoming a great leader is one of the most
difficult and complex transitions
Difficult Transition
Strategist:
Leader: Leading Thru Vision
Learner: Specialist: Contributing Thru Others
Independent Contributor Provides direction
Helping and Learning
Assumes responsibility Increase in breadth — to the organization
Willingly accepts
for important work sees a larger business Leverages
supervision
Relies less on picture organizational
Demonstrates
supervision; works Supports and coaches capability
competence on a
independently others as a manager, Represents the
portion of a larger
Produces significant mentor, or idea leader
project organization on
results Represents the work
Effectively performs critical strategic
Develops credibility and
detailed and routine group effectively to issues
a reputation
tasks management and Exercises power
Increases in technical
Shows “directed” customers for the benefit of
competence and
creativity and initiative Builds a strong
ability the organization
Delivers under internal and external
Builds a good Sponsors individuals to
time/budget pressure
internal collegial network of prepare them for
Learns how “we” do
network relationships leadership roles
things
Stage I Stage II Stage III Stage IV
14
15. Effective Leadership is Difficult to Develop
TIME available
to develop
much needed
leadership skills
is in short
supply.
16. The New
Vital Learning
Leadership Series
a multi-module curriculum designed for today’s
corporate environment
17. A Flexible, Comprehensive Solution
The Leadership Curriculum provides practical…
Strategies to Increase Employee Performance
Techniques to Improve Communication
Approaches that Advance Working Relationships
Methods that Increase Team Collaboration
Practices that Help Develop Skill in Others
Processes to Increase Employee Involvement
Procedures that Efficiently Identify and Resolve
Problems
18. A Flexible, Comprehensive Solution
The fundamental elements of how to be an effective leader.
Essential Skills of Leadership
How to build an effective and open communication environment.
Essential Skills of Communication
How to ensure you promote continuous performance improvement thru feedback.
Providing Performance Feedback
How to increase the levels of team member engagement and ownership.
Developing Performance Goals and Standards
Methods to effectively address habits that impede top performance.
Improving Work Habits
Techniques to ensure team members are able to perform their job.
Coaching Job Skills
19. A Flexible, Comprehensive Solution
How to deal with objections and grievances effectively.
Managing Complaints
How to apply control and authority and be successful.
Effective Discipline
An approach to disagreements that is healthy and team oriented.
Resolving Conflict
How to enlist responsibility, effectively and responsibly.
Delegating
Helping team members effectively handle a constantly evolving work environment.
Supporting Change
Ensuring those above you are effectively informed and involved.
Communicating Up
20. A Flexible, Comprehensive Solution
Successful strategies to effectively motivate members of your team.
Motivating Team Members
How to successfully address systemic opportunities in your work environment.
Solving Workplace Problems
How to implement a successful and structured approach to hiring.
Hiring Winning Talent
Effective techniques for leading on-time, on-budget, and on-target projects.
Leading Successful Projects
How to effectively and proactively manage employee retention.
Retaining Winning Talent
How to develop the skills to guarantee their employees gain full value from training
and ensure they transfer the classroom learning into changed behavior.
Developing and Coaching Others
21. A Flexible, Comprehensive Solution
LEADERSHIP ESSENTIALS
Essential Skills of Leadership
Essential Skills of Communication
Developing Performance Goals & Standards
Providing Performance Feedback
Managing Complaints
Improving Work Habits
Effective Discipline
Resolving Conflict
Coaching Job Skills
Delegating
Supporting Change
Communicating Up
LEADERSHIP PLUS
Hiring Winning Talent
Leading Successful Projects
Motivating Team Members
Solving Workplace Problems
Retaining Winning Talent
Developing and Coaching Others
22. A Flexible, Comprehensive Solution
Our Leadership curriculum is designed for…
Managers
Team Leaders
Frontline Supervisors
Potential Supervisors
23. A Flexible, Comprehensive Solution
Vital Learning Leadership Development
solutions are based on three essential ideas…
1. Training that is effective will be Relevant
2. Training that adults use will be Practical
3. Training that works will focus on Doing
The Goal is Confidence & Competence!
24. A Flexible, Comprehensive Solution
First, Build Personal Awareness
Clarify the recurring management challenges
and develop the participants’ need to learn through
360 Feedback or Self-Assessment
Next, Enable New Thinking
Present new ways to approach the challenge,
build understanding of the new method,
and develop knowledge of how
to apply the technique
Then Practice, Practice, and More Practice
Practice and rehearse in a safe,
supportive, coaching-oriented environment to build competence
and confidence
25. A Flexible, Comprehensive Solution
COMPLIANCE COMMITMENT
POSITION POWER PERSONAL POWER
COMPANY
PEERS/SUBORDINATES
COMMAND REQUEST
ONE WAY TWO WAY
GET BY QUALITY
HOLDS INFO GIVES INFO
DEMANDS COACHES
INDIVIDUAL TEAM
MY WAY/HIGHWAY INVOLVES WORKERS
FEAR TRUST
26. A Flexible, Comprehensive Solution
The Classroom Learning Solution
Straightforward 4-Hour Modules
User Friendly Instructor Kits
Foundation Built on Behavioral Modeling
Video for Both Office and Industrial Settings
Job Specific Customizable Practice
Extraordinary Job Aids (Troubleshooting Guides)
Ongoing Support & Research
www.leadershipseries.com
27. A Flexible, Comprehensive Solution
What Participants Say…
Reduced Turnover
“After we started using Vital’s materials, we saw our turnover drop by
almost one third over the course of a year, and it’s now about half of what it
was in year one. We know from employee feedback and our measurement
system that Vital’s training has a lot to do with our success."
Needed Help
“I just wanted to say this was a needed class. I think everyone received
everything they needed to help them in their daily jobs in the workplace."
28. A Flexible, Comprehensive Solution
The E-Learning Solution
1 to 2 Hour Online Modules
Fully Aligned With Classroom Workshop
Access on VL Site or Yours
Same Behavioral Modeling Foundation
Full Motion Videos with Skill Points
Highly Interactive Learning Throughout
Adult Learner/Workplace Oriented
29. A Flexible, Comprehensive Solution
Full Motion
Modeling Videos
including:
• Traditional Approach
demonstrating
unsuccessful methods
• New Approach
demonstrating
recommended strategy
and techniques
• New Approach
demonstrating
recommended techniques
with Skill Points identified
30. A Flexible, Comprehensive Solution
Simulated
Practice:
• Provides simulated,
real world practice
situations
• Prompts open
submissions and
compares with
structured answers
• Multiple scenarios
provide variety
31. A Flexible, Comprehensive Solution
Pre & Post-Test:
Promotes specificity
of learning
Allows organization to
monitor progress
Pre and Post
movement suggests
level of learning
Post-Test acceptance
levels may be set by
organization
32. A Flexible, Comprehensive Solution
What Participants Say…
When and Where
"My schedule is very hectic, so I loved the fact that I didn't have to commit to
a whole day of training. Instead, I could get valuable information when and
where I wanted it.
Specific Procedures
"Resolving Conflicts" and "Essential Skills of Communicating" were two of
my favorites. They gave me additional points of view and specific procedures
to follow, which I found very helpful when dealing with others."
33. A Flexible, Comprehensive Solution
The Blended Learning Solution
Combine “Best of Both Worlds”
Cognitive Learning Online at Personal Pace
Classroom to Review, Discuss & Rehearse
1 to 2 Hour Online Modules
Shortened Workshop Session (1-2 Hrs)
Job Specific Customizable Practice
Extraordinary Job Aids (Troubleshooting Guides)
Ongoing Support & Research
www.leadershipseries.com
34. A Flexible, Comprehensive Solution
Senior Review, Review,
Management Discuss & Rehearse Discuss & Rehearse
Intro/Kick-off Work Thru Modules Work Thru Modules
Online Online
Modules Modules
How
B-Learning
Might
One-on-One
Work… Follow-up
Coaching
Online
Reinforcement +
Application Tools
35. Week 1 Week 2 Week 3 Week 4 Bridging
Week 6 Week 7 Week 9 Week 10 Week 11
Essential Essential Improving Coaching an
Supporting Effective Resolving Managing
Skills of Skills of Delegating Work
Change Discipline Conflicts Complaints Developing
Leadership Communicating Habits Others
Program Classroom/Web Classroom/Web Classroom/Web
Introduction Interaction Interaction Interaction
and Skill and Skill and Skill
Classroom/Web
Practice Practice Practice
Online/Web Classroom/Web
Online delivery of selected modules 1/2 day session after each group of modules.
combined with classroom reinforcement. Facilitated discussion to connect the importance
2 hours each module. of the skills being learned to individual participants
Threaded discussions online with facilitator. and the organization.
Q&A’s on each session made available to all Skill practice for the online modules completed
participants. using actual participant situations.
Pre- and post-tests for each module. Constructive feedback.
Help Desk available. Participant workbooks to guide practice and
provide future reference material.
Tracking reports for managers.
36. The Leadership Series
also qualifies for
College Credit
options… http://itcap.com
The Institute of and is an accepted
Certified
Professional precursor to
Managers
Professional Manager
http://cob.jmu.edu/icpm/
Certification