This document provides an overview of the Stanford Advanced Project Management Certificate Program. It discusses that the program helps bridge the gap between knowing and doing project management through practical tools and techniques. It provides crucial insights and skills for managing projects, portfolios, and complex systems. The program includes core modules in leadership for strategic execution, converting strategy into action, and mastering the project portfolio. It also includes elective modules in areas like financial mastery, managing without authority, and project risk management. Completing the program could help save a company approximately €130k by improving performance and allowing one to manage a complex program that might otherwise require an additional full-time employee. The cost for the core modules is $2,925 and electives

1. Stanford Advance Project Management
Ashish Shukla
© 2010 Colt Technology Services Group Limited. All rights reserved.

2. Stanford APM – What and Why
WHAT
WHAT WHY
Practical Approaches, Proven Results
In today's business environment it is essential
Bridge typical knowing – Help in augment project management
for organizations to develop project doing Gap knowledge with how to do approach
managers who can complete individual
How To: Tools and techniques to deliver
projects on time and within budget. It is
even more critical to develop an initiatives
Remain competitive and manage change in a
organization that can leverage its multi-dimensional environment
project management capability into a
key competitive advantage in an ever- Lead cross-functional teams in a global
changing marketplace. context
Improve productivity and profitability
Leading The Way
The Stanford Advanced Project Management
Certificate Program is a unique blend of
cutting-edge Stanford University
research and proven techniques from
leading-practice companies that
provides crucial insights and practical
tools for managing projects, portfolios,
and complex systems.
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3. How It can help in Day-to-Day job
Project/Programme/Portfolio execution Converting strategy into Action Mastering Project Portfolio
Leading decision-making and communications How to Align project initiatives with strategic Establish effective governance over a project
in strategic execution planning objectives portfolio or multiple project portfolios
Ensuring strategic alignment and Select, prioritize, and manage a portfolio of Evaluate the inherent value—and risk—of
organizational "fit" projects in a product development or other fast- projects in the portfolio
paced business environment
Assessing and planning for organizational Make trade-offs between several desirable
execution risks Complete projects faster, with more efficient opportunities when faced with insufficient
resource deployment resources to accomplish them all
Building collaborative partnerships through
sponsorship and alliances Address "crisis mentality" and use time more Apply good sense in managing the day-to-day
effectively details of the portfolio
Planning and leading changes induced by
new strategies and portfolios Champion advanced project management with Reduce the negative impact of organizational
both co-located and virtual teams politics
Close the gap between knowing and doing Integrate the portfolio management process
with other business processes
Customize a best-practices based organizational
mastery model for direct application in Effectively work with clients or customers to
organization help them organize their project portfolios
Build a stronger project-based matrix Evaluate existing projects against new
organization that is capable of consistently high projects while managing a dynamic pipeline in
performance which projects are constantly added, closed
out, and re-scoped
Effectively estimate resource capacity against
resource demand
Effectively handle the requests of project and
functional managers for more time, money,
and resources
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4. Cost to Colt
 Leadership for Strategic Execution – Core Complete
Core Modules 3  Converting Strategy into Action – Core Complete
@ $975 each  Mastering the Project Portfolio - Core
 Mastering the Integrated Program - Y
Elective Modules 3  Financial Mastery for Projects - Y
 Managing Without Authority
@ $975 Each  Executing Complex Programs - Y
 Project Risk Management
 If able (and given opportunity) to manage a complex program
with a project portfolio. Save ~ 1 external FTE helping save
ROI €130k with a investment of $ 5850 (£3762)
 Overall Performance improvement
.
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5. Leadership for Strategic Execution - Core
Course Description
This course addresses the key leadership challenges facing those with responsibility for executing their
company's strategies through organizational change and portfolio, program, and project implementation.
The course focuses on those skills and competencies that leaders require for guiding their
organizations, in addition to offering innovative tools for engaging others in meaningful collaboration.
Topics Include
1. Leading decision-making and communications in strategic execution planning
2. Ensuring strategic alignment and organizational "fit"
3. Assessing and planning for organizational execution risks
4. Building collaborative partnerships through sponsorship and alliances
5. Planning and leading changes induced by new strategies and portfolios
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6. Leadership for Strategic Execution - Faculty
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7. Converting Strategy into Action - Core
Course Description
This introductory course provides the conceptual framework for all of the other courses in the program, introducing
proven approaches and emerging concepts for aligning an organization's project and program initiatives with its strategic
objectives. Students will learn why traditional "project management as usual" practices don't work in today's complex,
fast-paced business environments, and then acquire a comprehensive organizational mastery model that does. Students
will emerge with a firm grasp of what it takes for an organization to be focused and successful with projects and programs
that consistently execute business strategies.
Topics Include
1. Align project initiatives with strategic objectives
2. Select, prioritize, and manage a portfolio of projects in a product development or other fast-paced business
environment
3. Complete projects faster, with more efficient resource deployment
4. Use new tools to support planning and execution, thereby shrinking time to market
5. Address "crisis mentality" and use time more effectively
6. Champion advanced project management with both co-located and virtual teams
7. Close the gap between knowing and doing
8. Customize a best-practices based organizational mastery model for direct application in your organization
9. Build a stronger project-based matrix organization that is capable of consistently high performance
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8. Converting Strategy into Action - Faculty
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9. Mastering the Project Portfolio - Core
Course Description
In this core course you will learn an industry-proven approach to the high-challenge yet high-stakes, high-payoff undertaking of
ensuring that the organization is investing in the right projects, giving those projects the right resources, and getting the m completed
at the right time. The course offers a complete, best-practices-based methodology for project selection, prioritization, and oversight-
plus mentoring in how to resolve real-world implementation concerns.
Topics Include
1. Establish effective governance over a project portfolio or multiple project portfolios
2. Evaluate the inherent value—and risk—of projects in the portfolio
3. Align projects with strategic objectives
4. Make trade-offs between several desirable opportunities when faced with insufficient resources to accomplish them all
5. Customize, implement, and institutionalize a portfolio management process that will work for your organization
6. Apply good sense in managing the day-to-day details of the portfolio
7. Reduce the negative impact of organizational politics
8. Integrate the portfolio management process with other business processes
9. Promote organization-wide consistency with regard to portfolio management objectives, processes, roles, and responsibilities
10. Effectively work with clients or customers to help them organize their project portfolios
11. Evaluate existing projects against new projects while managing a dynamic pipeline in which projects are constantly added,
closed out, and re-scoped
12. Effectively estimate resource capacity against resource demand
13. Better understand project interdependence
14. Effectively handle the requests of project and functional managers for more time, money, and resources
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10. Mastering the Project Portfolio - Faculty
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11. Mastering the Integrated Program
Course Description
Stanford Advanced Project Management (SAPM) defines a program-large or small, global or local-as a set of
interdependent projects which must each be successfully completed to get the program work accomplished. In such an
undertaking, it's all too easy for things to slip through the cracks. The course Mastering the Integrated Program
addresses the three main challenges in successfully managing a program's inherent ambiguities.
1. Initiation: Starting a program can be a daunting task-like herding cats, as the saying goes. Mastering the Integrated
Program offers specific insights for getting the program off the starting block and headed for the finish line. Critical
aspects include output and outcome planning, stakeholder management, culture considerations, organizational
change, and systems risk assessment.
2. Integration: By definition, programs are interconnected. The challenge is often how to design the interconnection. This
course explains how to create meaningful and reliable agreements, interface definitions, and a program model.
3. Navigation: The program ship won't steer itself. Mastering the Integrated Program teaches how to deal with power and
politics, generate accountability, and maintain critical communication for managing and leading the program to
successful completion.
Mastering the Integrated Program is designed for professionals who manage multiple interdependent efforts and need
insight based on the best research in the field, coupled with practical and useful means to address the inherent
challenges they face.
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12. Financial Mastery for Projects
Course Description
Achieve a deeper understanding of corporate finance and investment analysis as practiced by today's portfolio, program,
and project managers. In this course, designed specifically for non-financial managers, you'll learn how a project's
performance affects revenue recognition, profitability, and cash flow for the organization as a whole. You'll be prepared to
communicate more confidently about the economic value of projects throughout their lifecycle.
Topics Include
1. Glean critical information from the key financial statements-and the important disclosures in their footnotes
2. Assess business performance using key metrics and financial ratios
3. Compare the implications of various types of project financing
4. Conduct a financial analysis of a project proposal using investment analysis techniques
5. Generate and analyse various project scenarios to increase the chances of a project's financial success
6. Be alert to the potential for financial statement fraud, other types of fraud, and grounds for commercial litigation
7. Manage and communicate so as to demonstrate a project's contribution to your organization's overall financial
performance
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13. Executing Complex Programs
Course Description
The successful execution of complex programs in today's dynamic environment challenges managers and leaders in
many ways. Without the required repertoire of advanced skills, those responsible for designing and delivering program
results may face insurmountable risks.
In this course, experts in the field of program execution will explore the critical success factors.
Watch this on-demand webinar for examples of 95 teams in 25 leading corporations, the key challenges these programs
face, and their potential remedies.
Topics Include
1. Gaining required and on-going support from senior management and key stakeholders
2. Cross-functional and cross-organizational team management
3. Understanding and managing program interfaces and interdependencies in complex systems
4. Predictive versus empirical strategies for managing complex projects with rapidly changing scopes
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14. Managing Without Authority
Course Description
Learn how to maintain positive relationships yet get things done in a project-based matrix environment in which you lack
direct authority. This course demonstrates effective techniques and provides plenty of practice in using them. You'll
acquire knowledge and skills you can leverage to negotiate priorities, get people to work together productively, manage
highly charged situations, resolve performance problems, and keep projects on track despite the challenges that
inevitably arise.
Topics Include
1. Influence decisions others make that are critical to your success and your project's or program's success
2. Hold people accountable through means other than hierarchical authority
3. Communicate performance problems in a fact-based, non-punishing manner that encourages mutual problem solving
4. Appropriately diagnose the root causes of performance problems in order to plan immediate and effective corrective
action
5. Gain commitments from project team members who are not direct reports, so as to meet expectations and fulfill
agreements
6. Deal with strong emotions that can arise among customers, partners, employees, and managers
7. Reduce the conflict inherent in a project-based matrix environment
8. Promote higher productivity, efficiency, and performance
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15. Project Risk Management
Course Description
Project Risk Management begins with an exercise that explores the challenges of planning for and managing project risk
in today's complex, ever-changing business environment. It continues with the four critical building blocks for
understanding and managing uncertainty probability distributions. Simple examples are presented in the context of
Project Management.
The risk of organizational failure in projects can now be predicted and mitigated using ideas and tools developed at
Stanford over the past 16 years. We introduce the "Virtual Design Team" approach to modeling the information
processing requirements of a fast-track project and assessing the information processing capacity of your project
organization, so you can proactively anticipate these organizational risks and intervene to mitigate them.
We continue by introducing a process for assessing and planning for risk. You'll examine a process that allows you to
identify risk management considerations, assess the severity and consequences of a given risk and its overall threat to
your project or program, and explore options and trade-offs for managing the risk.
We also examine several case studies where missed opportunities to plan and/or effectively manage risk led to
monumental consequences, and conclude with a discussion on whether your management system enables the
organization to do the right things to facilitate the successful achievement of its business objectives.
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