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Provided by: Spectra Mind Solutions APMG certifications training in INDIAIT Certification Prep |
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Training
Provided by Spectra Mind Solutions
APMG certifications training in INDIA
APMP- Bid & Proposal Management Certification
The Association for Proposal Management Professionals (APMP) is an internationally recognised association promoting best practice through a diverse range of disciplines within proposal and bid management. Their mission statement is:
"To advance the arts, sciences, and technology of new business acquisition and to promote the professionalism of those engaged in those pursuits."
In order to achieve their mission, the APMP have developed a set of three examinations:
Foundation Level - a multiple-choice examination designed to test the basic knowledge of best practice in proposal development.
Practitioner Level - a written self-assessment designed to test the application of best practice in proposal development.
Professional Level - a written peer-assessment and interview designed to test the advocacy of best practice in proposal development.
Change Management Certification
Dealing with change and, more importantly, the impact of change is a high priority for all organisations. Working with Esther Cameron and Mike Green and building on the concepts in their book "Making Sense of Change Management" we have developed a series of training courses to help organisations and their people come to terms with these issues.
There are four one-day courses comprising the Principles of Change Management qualification, dealing with the theories of how change impacts on and is affected by -
the Individual
the Team
the Organisation
the Change Leader.
You can become certified in the Principles of Change Management through completing these four courses and a multiple-choice exam at the end of the final day.
What is Change Management?
Individual change is at the heart of everything that is achieved in organisations. We believe that in order to achieve this you need to follow a structured approach to changes in organisation.
Benefits of introducing a structured approach to Change Management are:
Leaders are able to balance between short term and long term goals.
Encourages leaders to be visionary and pragmatic
Encourages leaders to balance their efforts, interests and outcomes.
Managers are able to build a close relationship while keeping a suitable distance
Organisations can pay attention to global issues while keeping an eye on the local issues
The best-selling book by Esther Cameron and Mike Green, Making Sense of Change Management, provides the basis for the APM
Groupa ™s new set of qualifications around change management.
The qaulifications are focused on helping people understand change management, the impact it has within their organisation and their role in the successful implementation of organisational change.
The Principles of Change Management course comprises four one-day workshops, building on change management knowledge and practices and focusing particularly on the effects of change in four key areas a individuals, teams, organisations and change leaders.
The Certified Change Leader course comprises a five-day workshop, supported by a mentoring scheme to help people currently running, or about to run, a major change initiative within their organisation. This course will help change leaders explore all the relevant issues and consider ways of maximising the benefits of the change initiative while minimising the potential negative impacts.
Key Learning Outcomes
Following complete of the course ?
Indentify why individuals resist change and how to assist people through change
Understand how teams develop and how different personalities can affect its effectiveness
Able to critically evaluate different types of organisational change and begin to build an integrated models of this organisation change process.
Identify different leadership styles and their relationship with change
Module One - Individual Change
This Module covers how individuals deal with and adapt to change.
Module Content
1. How people learn
2. Factors influencing people's reaction to change
3. Four psychological approaches to change: Behavioural Cognitive Psychodynamic Humanistic
4. Personality & Change
5. Resistance to Change
Module Two - Team Change
This module covers Team Change
Module Content
1. What a team is and different types of team
2. The importance of teams in change
3. The elements of an effective team
4. How teams change and develop
5. Belbin team types
6. Personality & teams
7. Different ways teams can effect organisational change
Module Three - Organisational Change
This Module is Organisational Change
Module Content
1. Organisational metaphors a four key metaphors
2. Assumptions about organisational change
3. Introduction of different models of change a Lewin, Bullock and Batten
4. The dynamics of change a The Change Equation, Bridges, Senge
6. Using case studies to critically evaluate different models of change
7. Developing an integrated approach to change a Cameron process
Module Four- Leading Change
This module is Leading Change
Module Content
1. The difference between management and leadership
2. Links between leadership and metaphor
3. Different types of leadership their different effects: adaptive, connective, visionary, storytelling
4. Leadership roles in the change process: Senge, Oa ™Neill
5. Emotional competencies of leaders
6. Coping with the demands of leadership of change
Qualifications
The Principle of Change Management Foundation Examination is closed book consisting of 68 multiple choice questions consisting of 4 sections, each of 17 questions. Each section will cover each of the four modules. Candidates are expected to score a minimum of 11 correct questions in each section to pass the examination.
DSDM certifications - Atern is the agile project management framework from the DSDM Consortium.
The framework is the culmination of practitioners' experience drawn from a wide range of public and private sector projects for over a decade. This unparalleled expertise has resulted in a robust, but agile, approach that can be successfully applied across a variety of organisational and project contexts. Atern targets the root causes of project failure to ensure that time, quality and cost targets are always achievable. Atern will enable you to deliver the business goals - on-time and in-budget.
The APM Group offer the Foundation Certificate in Atern, developed by the DSDM Consortium. The Consortium has an existing scheme to accredit training providers, all of whom are Consortium members. The APM Group are working with the Consortium to develop the Accreditation Scheme to encourage more training organisations to offer agile project management courses. The first stage in this process will focus on the APM Group's existing Accredited Training Organisations working in project management.
Organisations with individuals who are well trained in Atern techniques will benefit from a truly agile response to changing business needs, improved morale and accelerated returns on investment.
Finance for Non-Financial Managers Certification
Every manager needs to understand finance if they are to play an active role in helping their organisation achieve its objectives. However, not every manager needs the same level of skill and understanding as specialist financial managers. A good knowledge of the key concepts of prudent financial management as modern financial accounting should equip all managers with the knowledge they require.
In the Chartered Management Institute's Diploma in Management there is an excellent module on financial management (043 Effective Financial Management). The APM Group's Certificate in Finance for Non-Financial Managers covers the syllabus from that module and provides unit accreditation for the complete Diploma. It is available as either a paper examination or on-line.
Benefitsfor Individuals
Enables all managers to understand finance, allowing them to play a more active role in helping their organisation achieve its objective
Demonstrates a manager's understanding of financial management and accounting processes
Understand and communicate better with finance specialists.
Benefits for Organisations
Every business decision made by managers across all functions has a financial impact. This qualification will help to verify that your managers are competent in their understanding of good financial practices.
Don't be confused by financial jargon and take the opportunity to improve your knowledge as well as your overall performance as a manager!
**ITIL - IT Service Management Certification **
ITIL ® is the only consistent and comprehensive documentation of best practice for IT Service Management. Used by many hundreds of organisations around the world, a whole ITIL philosophy has grown up around the guidance contained within the ITIL books and the supporting professional qualification scheme.
ITIL consists of a series of books giving guidance on the provision of quality IT services, and on the accommodation and environmental facilities needed to support IT. ITIL has been developed in recognition of organisations' growing dependency on IT and embodies best practices for IT Service Management
ITIL IT SERVICE MANAGEMENT FOUNDATION COURSE OUTLINE
Introduction.
The ITIL Foundation Certificate course is intended for people working in IT Service Management who may new to the role or may already have experience in this function.
Delegates will learn about the internationally recognised best practice concepts of the IT Infrastructure Library (ITIL) and the benefits that can be gained by adopting the processes
Learning outcomes of the course
On completion of the course the participants should be able to:
Identify ITIL ® Best Practice terminology; Terms, Definitions and Phrases.
Discuss the principles of the IT Service Management processes and how they relate to each other in order to deliver a quality IT service..
Course
This course introduces the need for IT Service Management and emphasizes the importance of the effective and efficient management of the IT infrastructure in business. The basic ITIL concepts will be explained together with the following key ITIL topics.
a Service Desk
a Incident Management
a Problem Management
a Change Management
a Configuration Management
a Release Management a Service Level Management
a Financial Management (IT)
a Capacity Management
a IT Service Continuity Management
a Availability Management
a Security Management
Delegates will consider theses topics from the viewpoint of users and customers of the IT service as well as from the suppliera ™s perspective. The relationship between the topics is included together with the benefits that can be achieved.
Foundation Exam
At the end of the course there will be a Foundation examination.
The Foundation exam is:
o Consists of 40 multiple choice questions
o Lasts one hour
o Pass is 65% (26 correct answers)
o Closed book
Prerequisites
M_o_R - Management of Risk Certification
M_o_R (Management of Risk) is part of the Best Practice Guidance portfolio published by the Office of Government Commerce. APMG-UK manages the Accreditation and Qualifications schemes based on this guidance.
M_o_R considers risk from different perspectives within an organisation: strategic, programme, project and operational. While it links to other OGC Best Practice, it respects the roles, responsibilities and terminologies used outside the disciplines of programme and project management.
MSP - Managing Successful Programmes
The Office of Government Commerce has developed a best practice guide on Programme Management called Managing Successful Programmes (MSP), published by TSO. The guide comprises a set of Principles and a set of Processes for use when managing a programme.
MSP is very flexible and designed to be adapted to meet the needs of local circumstances.
Managing Successful Programme Overview
Change is a way of life for all organisations. New types of business processes are being introduced, supplier relationships are changing, organisations merge and divide in response to political or market forces. Organisations are also striving to achieve benefits from improving existing practices, to achieve business excellence, to be better prepared for the future, to enable innovation and to encourage new ways of thinking about doing business.
Where there is major change there will be complexity and risk. There will be many inter-dependencies and conflicting priorities to resolve. Programme Management provides a framework for managing this challenging environment.
Managing Successful Programmes is a best-practice guide from OGC describing a structured approach for managing programmes. This Overview summarises the key features of the guide.
What is Programme Management?
Programme management is the co-ordinated management of a portfolio of projects which change organisations to achieve benefits that are of strategic importance.
Many organisations have adopted projects and project management as the vehicle for delivering new or changed business capability. Harnessing these projects into a coherent improvement process is a constant challenge. The objective for a programme is to co-ordinate the delivery from a specific set of projects such that the programme can achieve more than just the outcomes from its projects, it can deliver measurable benefits that can be realised within the timescales of the programme as well as afterwards.
Managing Successful Programmes describes how to identify the vision (the Vision Statement) for the programme, which may be to deliver a new service, or to perform the same service but in a more efficient way, or simply to be better than the competition. The way the organisation will achieve the Vision Statement is defined by the programmea ™s Blueprint and the Project Portfolio. The Blueprint is a detailed description of the business processes, people, data, information systems and facilities that will deliver the capability expressed in the Vision Statement. The Project Portfolio is the collection of projects set up to deliver the new capabilities that, when implemented, will enable the organisation to achieve the Vision Statement.
Back to top
Why use Programme Management?
Managing Successful Programmes provides organisations with an approach to programme management that will -
Enable more effective delivery of change
Keep the focus on the business change objectives
Provide a framework for senior management to direct the change process
Encourage more efficient use of resources through project prioritisation and integration
Provide better management of risk because the wider context is understood
Achieve business benefits during and after the programme through a formal process
Improve control of costs, standards and quality
Enable more effective management of the Business Case
Provide more efficient control of a complex range of activities
Provide clear definition of roles and responsibilities
Deliver a smooth transition from current to future business operation
Managing Successful Programmes comprises a set of principles and processes for use when managing a programme. It is founded on best practice although it is not prescriptive. It is very flexible and designed to be adapted to meet the needs of local circumstances.
The Principles of Programme Management
The Principles in Managing Successful Programmes advise how to:
Organise people to ensure responsibilities and lines of communication are clear
Plan the work in a way which achieves results
Ensure that the organisation does benefit from undertaking the programme
Ensure that all interested parties (the stakeholders) are involved
Resolve issues which arise
Identify and manage risks
Ensure quality
Keep up to date information which tracks the continually changing environment
Audit a programme to ensure standards are being followed
The Processes in Managing Successful Programmes describe how to:
The Processes in Managing Successful Programmes describe how to:
Identify the aim of the programme and envisaged benefits to the organisation
Define the programme, and specify how the organisation will be different afterwards
Establish the programme
Monitor and co-ordinate the projects within a programme to a successful conclusion
Manage the transition between the 'old' and 'new' ways of working, ensuring benefit
Close the programme and ensure the 'end goal' has been achieved.
The Processes of Programme Management
The first process, Identifying a Programme is triggered by a need for change in the form of some sort of Programme Mandate which provides the high level requirements of the programme. A Programme Brief is prepared which defines the aim and envisaged benefits to the organisation.
If the programme appears to be justified and senior management agrees to proceed to the process of Defining a Programme then the initial vision is refined into the Vision Statement and the Blueprint prepared. At the same time strategies and procedures are developed for managing people, progress, costs, benefits, risks, issues, quality and communications. The programme is thereby clearly defined and the Sponsoring Group decide whether to formally commit to the programme or not.
If they give approval to proceed, then the next process, Establishing a Programme, is used to appoint individuals to programme management and support roles and to set procedures and infrastructure.
The programme then runs. The purpose of the process, Managing the Portfolio, is to provide an effective monitoring and management regime for the projects within the programme such that they deliver according to plan. There are links to PRINCE2, OGCa ™s project management method.
The programme will deliver new capabilities, services or business operations. The purpose of the process, Delivering Benefits is to track the specific benefits which were identified at the start of the programme and drive through the process of realising these benefits throughout the programme and at the end. This process also manages the transition between old and new ways of working.
The activities in Closing a Programme ensure that the programme does not a drift ona ™ and there is a clear focus on achieving the a end-goala ™.
Foundation Examination
The Foundation Examination tests the general understanding of the fundamental principles of MSP. This is intended for those who intent to work within a programme environment and who need to know the terminology used and some of the theory behind the practice. It is also a preamble to achieving the Intermediate and Practitioner qualifications.
The Foundation Examination is closed book with short answer and multi-choice questions to the value of 50 marks. Total time available is 40 minutes. Pass mark is 50% (25 correct answers). For a candidate to proceed to take the Practitioner/ Advanced Practitioner level qualification, they will need to achieve a score of 30 correct answers
Practitioner Examination (previously known as Intermediate)
The Practitioner Examination requires a comprehensive understanding of the principles and theory of the MSP book. This is intended for someone coming into programme management perhaps (although not necessarily) from project management and as a stepping stone from the concepts to the higher level of understanding. It is also anticipated that anyone wishing to move into other roles within programmes would be able to achieve this qualification therby helping them to gain the relevant theory and understanding.
The Practitioner Examination is closed book with objective style questions. The paper consists of 9 questions with a total of 180 marks available to be completed within 2 and a half hours, Candidates need to achieve a 50% (score of 90) to pass the paper. For candidates who take their MSP Foundation examination after 1st March 2008 must achieve a score of 60% to take their Practitioner Examination.
Advanced Practitioner Examination (previously known as Practitioner Examination)
The Advanced Practitioner Examination is intended for programme managers demonstrating an excellent understanding of the principles and theory of the MSP book supported by practical application and a good general level understanding that comes from having worked within large programmes.
The Advanced Practitioner Examination is open book with three questons each worth 25 marks. The examination is based on a complex scenario which is issued prior to the examination and used during the training course. Additional material in the form of course notes can be used during the examination. No electronic material will be permitted. The pass mark is 50 % (38 marks our of a possible 75)
Portfolio, Programme and Project Offices (P3O) certification
The new P3O guidance - aligned to OGC's PRINCE2 ®, MSPa , and M_o_R ® - brings together in one place a set of principles, processes and techniques to facilitate effective portfolio, programme and project management through enablement, challenge and support structures.
Portfolio, Programme and Project Offices (P3O) is the latest best practice guidance from the UK's Office of Government Commerce.
PPM Certificate & Diploma
The APM Group and the Chartered Management Institute (CMI) jointly developed the Level 5 Diploma in Programme and Project Management to satisfy the market need from Programme/ Project Managers for a degree level qualification specific to their professions.
Known as the PPM Diploma, this qualification provides candidates with the opportunity to develop and extend their knowledge and skills, over all areas of a project or programme life cycle.
The Certificate in Programme and Project Management is an intermediate level, practical qualification created as a stepping-stone to the elite degree-level Diploma
Programme and Project Sponsorship Certification
The professional Programme and Project Sponsorship (PPS) qualification has been developed specifically for Senior Responsible Owners (SROs) and Sponsors or Executives of programmes and projects. The qualification is based on OGC Best Practice Guidance and combines leadership ability with PPM skills.
The PPS syllabus has been split into four separate units to offer flexible half-day training modules:
The role of the sponsor
The sponsor working with people
Identifying and establishing a programme/ project
The delivery journey.
The syllabus is methodology independent and uses generic terms as far as possible. However, it is assumed that candidates are familiar with Office of Government Commerce (OGC) Best Practice Guidance. Candidates should also be, or aspire to become, Programme and Project Sponsors, also known as SROs/ Project Executives. These are typically at management or senior level in their organisations who often have responsibility for several programmes or projects
RUSH FOR REGISTRATION: LIMITED TIME OFFER!!!!!!!!!
For More Details Contact:
Mr. VIJAY
SPECTRAMIND TECHNOLOGIES
FLAT NO 417, ANNAPURNA BLOCK,
ADITYA ENCLAVE, AMEERPET,
HYDERABAD-38. ANDHRA PRADESH, INDIA
Mr. Vijay- INDIA , HYDERABAD
Phone: 040-6456 8797
Mobile: 0 94400 89341
Mr Vijay - UK , LONDON
Mobile : +441 753362285 +441 753362285
Email: info@spectramindsolutions. com
Yahoo chat: vijaycsqapmp
Google chat/ Skype chat/ AOL chat/ ICQ chat: tiptopten2000
Hotmail/ Live chat/ Rediff chat: tiptopten
Related Awards, Degrees or Certifications: APMG _ Prince 2, management of risk
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APMG certifications training in INDIA
APMG certifications training in INDIA
APMP- Bid & Proposal Management Certification
The Association for Proposal Management Professionals (APMP) is an internationally recognised association promoting best practice through a diverse range of disciplines within proposal and bid management. Their mission statement is:
"To advance the arts, sciences, and technology of new business acquisition and to promote the professionalism of those engaged in those pursuits."
In order to achieve their mission, the APMP have developed a set of three examinations:
Foundation Level - a multiple-choice examination designed to test the basic knowledge of best practice in proposal development.
Practitioner Level - a written self-assessment designed to test the application of best practice in proposal development.
Professional Level - a written peer-assessment and interview designed to test the advocacy of best practice in proposal development.
Change Management Certification
Dealing with change and, more importantly, the impact of change is a high priority for all organisations. Working with Esther Cameron and Mike Green and building on the concepts in their book "Making Sense of Change Management" we have developed a series of training courses to help organisations and their people come to terms with these issues.
There are four one-day courses comprising the Principles of Change Management qualification, dealing with the theories of how change impacts on and is affected by -
the Individual
the Team
the Organisation
the Change Leader.
You can become certified in the Principles of Change Management through completing these four courses and a multiple-choice exam at the end of the final day.
What is Change Management?
Individual change is at the heart of everything that is achieved in organisations. We believe that in order to achieve this you need to follow a structured approach to changes in organisation.
Benefits of introducing a structured approach to Change Management are:
Leaders are able to balance between short term and long term goals.
Encourages leaders to be visionary and pragmatic
Encourages leaders to balance their efforts, interests and outcomes.
Managers are able to build a close relationship while keeping a suitable distance
Organisations can pay attention to global issues while keeping an eye on the local issues
The best-selling book by Esther Cameron and Mike Green, Making Sense of Change Management, provides the basis for the APM
Group s new set of qualifications around change management.
The qaulifications are focused on helping people understand change management, the impact it has within their organisation and their role in the successful implementation of organisational change.
The Principles of Change Management course comprises four one-day workshops, building on change management knowledge and practices and focusing particularly on the effects of change in four key areas individuals, teams, organisations and change leaders.
The Certified Change Leader course comprises a five-day workshop, supported by a mentoring scheme to help people currently running, or about to run, a major change initiative within their organisation. This course will help change leaders explore all the relevant issues and consider ways of maximising the benefits of the change initiative while minimising the potential negative impacts.
Key Learning Outcomes
Following complete of the course ?
Indentify why individuals resist change and how to assist people through change
Understand how teams develop and how different personalities can affect its effectiveness
Able to critically evaluate different types of organisational change and begin to build an integrated models of this organisation change process.
Identify different leadership styles and their relationship with change
Module One - Individual Change
This Module covers how individuals deal with and adapt to change.
Module Content
1. How people learn
2. Factors influencing people's reaction to change
3. Four psychological approaches to change: Behavioural Cognitive Psychodynamic Humanistic
4. Personality & Change
5. Resistance to Change
Module Two - Team Change
This module covers Team Change
Module Content
1. What a team is and different types of team
2. The importance of teams in change
3. The elements of an effective team
4. How teams change and develop
5. Belbin team types
6. Personality & teams
7. Different ways teams can effect organisational change
Module Three - Organisational Change
This Module is Organisational Change
Module Content
1. Organisational metaphors four key metaphors
2. Assumptions about organisational change
3. Introduction of different models of change Lewin, Bullock and Batten
4. The dynamics of change The Change Equation, Bridges, Senge
6. Using case studies to critically evaluate different models of change
7. Developing an integrated approach to change Cameron process
Module Four- Leading Change
This module is Leading Change
Module Content
1. The difference between management and leadership
2. Links between leadership and metaphor
3. Different types of leadership their different effects: adaptive, connective, visionary, storytelling
4. Leadership roles in the change process: Senge, O Neill
5. Emotional competencies of leaders
6. Coping with the demands of leadership of change
Qualifications
The Principle of Change Management Foundation Examination is closed book consisting of 68 multiple choice questions consisting of 4 sections, each of 17 questions. Each section will cover each of the four modules. Candidates are expected to score a minimum of 11 correct questions in each section to pass the examination.
DSDM certifications - Atern is the agile project management framework from the DSDM Consortium.
The framework is the culmination of practitioners' experience drawn from a wide range of public and private sector projects for over a decade. This unparalleled expertise has resulted in a robust, but agile, approach that can be successfully applied across a variety of organisational and project contexts. Atern targets the root causes of project failure to ensure that time, quality and cost targets are always achievable. Atern will enable you to deliver the business goals - on-time and in-budget.
The APM Group offer the Foundation Certificate in Atern, developed by the DSDM Consortium. The Consortium has an existing scheme to accredit training providers, all of whom are Consortium members. The APM Group are working with the Consortium to develop the Accreditation Scheme to encourage more training organisations to offer agile project management courses. The first stage in this process will focus on the APM Group's existing Accredited Training Organisations working in project management.
Organisations with individuals who are well trained in Atern techniques will benefit from a truly agile response to changing business needs, improved morale and accelerated returns on investment.
Finance for Non-Financial Managers Certification
Every manager needs to understand finance if they are to play an active role in helping their organisation achieve its objectives. However, not every manager needs the same level of skill and understanding as specialist financial managers. A good knowledge of the key concepts of prudent financial management as modern financial accounting should equip all managers with the knowledge they require.
In the Chartered Management Institute's Diploma in Management there is an excellent module on financial management (043 Effective Financial Management). The APM Group's Certificate in Finance for Non-Financial Managers covers the syllabus from that module and provides unit accreditation for the complete Diploma. It is available as either a paper examination or on-line.
Benefitsfor Individuals
Enables all managers to understand finance, allowing them to play a more active role in helping their organisation achieve its objective
Demonstrates a manager's understanding of financial management and accounting processes
Understand and communicate better with finance specialists.
Benefits for Organisations
Every business decision made by managers across all functions has a financial impact. This qualification will help to verify that your managers are competent in their understanding of good financial practices.
Don't be confused by financial jargon and take the opportunity to improve your knowledge as well as your overall performance as a manager
**ITIL - IT Service Management Certification **
ITIL is the only consistent and comprehensive documentation of best practice for IT Service Management. Used by many hundreds of organisations around the world, a whole ITIL philosophy has grown up around the guidance contained within the ITIL books and the supporting professional qualification scheme.
ITIL consists of a series of books giving guidance on the provision of quality IT services, and on the accommodation and environmental facilities needed to support IT. ITIL has been developed in recognition of organisations' growing dependency on IT and embodies best practices for IT Service Management
ITIL IT SERVICE MANAGEMENT FOUNDATION COURSE OUTLINE
Introduction.
The ITIL Foundation Certificate course is intended for people working in IT Service Management who may new to the role or may already have experience in this function.
Delegates will learn about the internationally recognised best practice concepts of the IT Infrastructure Library (ITIL) and the benefits that can be gained by adopting the processes
Learning outcomes of the course
On completion of the course the participants should be able to:
Identify ITIL Best Practice terminology; Terms, Definitions and Phrases.
Discuss the principles of the IT Service Management processes and how they relate to each other in order to deliver a quality IT service..
Course
This course introduces the need for IT Service Management and emphasizes the importance of the effective and efficient management of the IT infrastructure in business. The basic ITIL concepts will be explained together with the following key ITIL topics.
Service Desk
Incident Management
Problem Management
Change Management
Configuration Management
Release Management Service Level Management
Financial Management (IT)
Capacity Management
IT Service Continuity Management
Availability Management
Security Management
Delegates will consider theses topics from the viewpoint of users and customers of the IT service as well as from the supplier s perspective. The relationship between the topics is included together with the benefits that can be achieved.
Foundation Exam
At the end of the course there will be a Foundation examination.
The Foundation exam is:
o Consists of 40 multiple choice questions
o Lasts one hour
o Pass is 65 (26 correct answers)
o Closed book
Prerequisites
M_o_R - Management of Risk Certification
M_o_R (Management of Risk) is part of the Best Practice Guidance portfolio published by the Office of Government Commerce. APMG-UK manages the Accreditation and Qualifications schemes based on this guidance.
M_o_R considers risk from different perspectives within an organisation: strategic, programme, project and operational. While it links to other OGC Best Practice, it respects the roles, responsibilities and terminologies used outside the disciplines of programme and project management.
MSP - Managing Successful Programmes
The Office of Government Commerce has developed a best practice guide on Programme Management called Managing Successful Programmes (MSP), published by TSO. The guide comprises a set of Principles and a set of Processes for use when managing a programme.
MSP is very flexible and designed to be adapted to meet the needs of local circumstances.
Managing Successful Programme Overview
Change is a way of life for all organisations. New types of business processes are being introduced, supplier relationships are changing, organisations merge and divide in response to political or market forces. Organisations are also striving to achieve benefits from improving existing practices, to achieve business excellence, to be better prepared for the future, to enable innovation and to encourage new ways of thinking about doing business.
Where there is major change there will be complexity and risk. There will be many inter-dependencies and conflicting priorities to resolve. Programme Management provides a framework for managing this challenging environment.
Managing Successful Programmes is a best-practice guide from OGC describing a structured approach for managing programmes. This Overview summarises the key features of the guide.
What is Programme Management?
Programme management is the co-ordinated management of a portfolio of projects which change organisations to achieve benefits that are of strategic importance.
Many organisations have adopted projects and project management as the vehicle for delivering new or changed business capability. Harnessing these projects into a coherent improvement process is a constant challenge. The objective for a programme is to co-ordinate the delivery from a specific set of projects such that the programme can achieve more than just the outcomes from its projects, it can deliver measurable benefits that can be realised within the timescales of the programme as well as afterwards.
Managing Successful Programmes describes how to identify the vision (the Vision Statement) for the programme, which may be to deliver a new service, or to perform the same service but in a more efficient way, or simply to be better than the competition. The way the organisation will achieve the Vision Statement is defined by the programme s Blueprint and the Project Portfolio. The Blueprint is a detailed description of the business processes, people, data, information systems and facilities that will deliver the capability expressed in the Vision Statement. The Project Portfolio is the collection of projects set up to deliver the new capabilities that, when implemented, will enable the organisation to achieve the Vision Statement.
Back to top
Why use Programme Management?
Managing Successful Programmes provides organisations with an approach to programme management that will -
Enable more effective delivery of change
Keep the focus on the business change objectives
Provide a framework for senior management to direct the change process
Encourage more efficient use of resources through project prioritisation and integration
Provide better management of risk because the wider context is understood
Achieve business benefits during and after the programme through a formal process
Improve control of costs, standards and quality
Enable more effective management of the Business Case
Provide more efficient control of a complex range of activities
Provide clear definition of roles and responsibilities
Deliver a smooth transition from current to future business operation
Managing Successful Programmes comprises a set of principles and processes for use when managing a programme. It is founded on best practice although it is not prescriptive. It is very flexible and designed to be adapted to meet the needs of local circumstances.
The Principles of Programme Management
The Principles in Managing Successful Programmes advise how to:
Organise people to ensure responsibilities and lines of communication are clear
Plan the work in a way which achieves results
Ensure that the organisation does benefit from undertaking the programme
Ensure that all interested parties (the stakeholders) are involved
Resolve issues which arise
Identify and manage risks
Ensure quality
Keep up to date information which tracks the continually changing environment
Audit a programme to ensure standards are being followed
The Processes in Managing Successful Programmes describe how to:
The Processes in Managing Successful Programmes describe how to:
Identify the aim of the programme and envisaged benefits to the organisation
Define the programme, and specify how the organisation will be different afterwards
Establish the programme
Monitor and co-ordinate the projects within a programme to a successful conclusion
Manage the transition between the 'old' and 'new' ways of working, ensuring benefit
Close the programme and ensure the 'end goal' has been achieved.
The Processes of Programme Management
The first process, Identifying a Programme is triggered by a need for change in the form of some sort of Programme Mandate which provides the high level requirements of the programme. A Programme Brief is prepared which defines the aim and envisaged benefits to the organisation.
If the programme appears to be justified and senior management agrees to proceed to the process of Defining a Programme then the initial vision is refined into the Vision Statement and the Blueprint prepared. At the same time strategies and procedures are developed for managing people, progress, costs, benefits, risks, issues, quality and communications. The programme is thereby clearly defined and the Sponsoring Group decide whether to formally commit to the programme or not.
If they give approval to proceed, then the next process, Establishing a Programme, is used to appoint individuals to programme management and support roles and to set procedures and infrastructure.
The programme then runs. The purpose of the process, Managing the Portfolio, is to provide an effective monitoring and management regime for the projects within the programme such that they deliver according to plan. There are links to PRINCE2, OGC s project management method.
The programme will deliver new capabilities, services or business operations. The purpose of the process, Delivering Benefits is to track the specific benefits which were identified at the start of the programme and drive through the process of realising these benefits throughout the programme and at the end. This process also manages the transition between old and new ways of working.
The activities in Closing a Programme ensure that the programme does not drift on and there is a clear focus on achieving the end-goal .
Foundation Examination
The Foundation Examination tests the general understanding of the fundamental principles of MSP. This is intended for those who intent to work within a programme environment and who need to know the terminology used and some of the theory behind the practice. It is also a preamble to achieving the Intermediate and Practitioner qualifications.
The Foundation Examination is closed book with short answer and multi-choice questions to the value of 50 marks. Total time available is 40 minutes. Pass mark is 50 (25 correct answers). For a candidate to proceed to take the Practitioner/ Advanced Practitioner level qualification, they will need to achieve a score of 30 correct answers
Practitioner Examination (previously known as Intermediate)
The Practitioner Examination requires a comprehensive understanding of the principles and theory of the MSP book. This is intended for someone coming into programme management perhaps (although not necessarily) from project management and as a stepping stone from the concepts to the higher level of understanding. It is also anticipated that anyone wishing to move into other roles within programmes would be able to achieve this qualification therby helping them to gain the relevant theory and understanding.
The Practitioner Examination is closed book with objective style questions. The paper consists of 9 questions with a total of 180 marks available to be completed within 2 and a half hours, Candidates need to achieve a 50 (score of 90) to pass the paper. For candidates who take their MSP Foundation examination after 1st March 2008 must achieve a score of 60 to take their Practitioner Examination.
Advanced Practitioner Examination (previously known as Practitioner Examination)
The Advanced Practitioner Examination is intended for programme managers demonstrating an excellent understanding of the principles and theory of the MSP book supported by practical application and a good general level understanding that comes from having worked within large programmes.
The Advanced Practitioner Examination is open book with three questons each worth 25 marks. The examination is based on a complex scenario which is issued prior to the examination and used during the training course. Additional material in the form of course notes can be used during the examination. No electronic material will be permitted. The pass mark is 50 (38 marks our of a possible 75)
Portfolio, Programme and Project Offices (P3O) certification
The new P3O guidance - aligned to OGC's PRINCE2 , MSP , and M_o_R - brings together in one place a set of principles, processes and techniques to facilitate effective portfolio, programme and project management through enablement, challenge and support structures.
Portfolio, Programme and Project Offices (P3O) is the latest best practice guidance from the UK's Office of Government Commerce.
PPM Certificate & Diploma
The APM Group and the Chartered Management Institute (CMI) jointly developed the Level 5 Diploma in Programme and Project Management to satisfy the market need from Programme/ Project Managers for a degree level qualification specific to their professions.
Known as the PPM Diploma, this qualification provides candidates with the opportunity to develop and extend their knowledge and skills, over all areas of a project or programme life cycle.
The Certificate in Programme and Project Management is an intermediate level, practical qualification created as a stepping-stone to the elite degree-level Diploma
Programme and Project Sponsorship Certification
The professional Programme and Project Sponsorship (PPS) qualification has been developed specifically for Senior Responsible Owners (SROs) and Sponsors or Executives of programmes and projects. The qualification is based on OGC Best Practice Guidance and combines leadership ability with PPM skills.
The PPS syllabus has been split into four separate units to offer flexible half-day training modules:
The role of the sponsor
The sponsor working with people
Identifying and establishing a programme/ project
The delivery journey.
The syllabus is methodology independent and uses generic terms as far as possible. However, it is assumed that candidates are familiar with Office of Government Commerce (OGC) Best Practice Guidance. Candidates should also be, or aspire to become, Programme and Project Sponsors, also known as SROs/ Project Executives. These are typically at management or senior level in their organisations who often have responsibility for several programmes or projects
RUSH FOR REGISTRATION: LIMITED TIME OFFER
For More Details Contact:
Mr. VIJAY
SPECTRAMIND TECHNOLOGIES
FLAT NO 417, ANNAPURNA BLOCK,
ADITYA ENCLAVE, AMEERPET,
HYDERABAD-38. ANDHRA PRADESH, INDIA
Mr. Vijay- INDIA , HYDERABAD
Phone: 040-6456 8797
Mobile: 0 94400 89341
Mr Vijay - UK , LONDON
Mobile : 441 753362285 441 753362285
Email: info spectramindsolutions. com
Yahoo chat: vijaycsqapmp
Google chat/ Skype chat/ AOL chat/ ICQ chat: tiptopten2000
Hotmail/ Live chat/ Rediff chat: tiptopten
APMP- Bid & Proposal Management Certification
The Association for Proposal Management Professionals (APMP) is an internationally recognised association promoting best practice through a diverse range of disciplines within proposal and bid management. Their mission statement is:
"To advance the arts, sciences, and technology of new business acquisition and to promote the professionalism of those engaged in those pursuits."
In order to achieve their mission, the APMP have developed a set of three examinations:
Foundation Level - a multiple-choice examination designed to test the basic knowledge of best practice in proposal development.
Practitioner Level - a written self-assessment designed to test the application of best practice in proposal development.
Professional Level - a written peer-assessment and interview designed to test the advocacy of best practice in proposal development.
Change Management Certification
Dealing with change and, more importantly, the impact of change is a high priority for all organisations. Working with Esther Cameron and Mike Green and building on the concepts in their book "Making Sense of Change Management" we have developed a series of training courses to help organisations and their people come to terms with these issues.
There are four one-day courses comprising the Principles of Change Management qualification, dealing with the theories of how change impacts on and is affected by -
the Individual
the Team
the Organisation
the Change Leader.
You can become certified in the Principles of Change Management through completing these four courses and a multiple-choice exam at the end of the final day.
What is Change Management?
Individual change is at the heart of everything that is achieved in organisations. We believe that in order to achieve this you need to follow a structured approach to changes in organisation.
Benefits of introducing a structured approach to Change Management are:
Leaders are able to balance between short term and long term goals.
Encourages leaders to be visionary and pragmatic
Encourages leaders to balance their efforts, interests and outcomes.
Managers are able to build a close relationship while keeping a suitable distance
Organisations can pay attention to global issues while keeping an eye on the local issues
The best-selling book by Esther Cameron and Mike Green, Making Sense of Change Management, provides the basis for the APM
Group s new set of qualifications around change management.
The qaulifications are focused on helping people understand change management, the impact it has within their organisation and their role in the successful implementation of organisational change.
The Principles of Change Management course comprises four one-day workshops, building on change management knowledge and practices and focusing particularly on the effects of change in four key areas individuals, teams, organisations and change leaders.
The Certified Change Leader course comprises a five-day workshop, supported by a mentoring scheme to help people currently running, or about to run, a major change initiative within their organisation. This course will help change leaders explore all the relevant issues and consider ways of maximising the benefits of the change initiative while minimising the potential negative impacts.
Key Learning Outcomes
Following complete of the course ?
Indentify why individuals resist change and how to assist people through change
Understand how teams develop and how different personalities can affect its effectiveness
Able to critically evaluate different types of organisational change and begin to build an integrated models of this organisation change process.
Identify different leadership styles and their relationship with change
Module One - Individual Change
This Module covers how individuals deal with and adapt to change.
Module Content
1. How people learn
2. Factors influencing people's reaction to change
3. Four psychological approaches to change: Behavioural Cognitive Psychodynamic Humanistic
4. Personality & Change
5. Resistance to Change
Module Two - Team Change
This module covers Team Change
Module Content
1. What a team is and different types of team
2. The importance of teams in change
3. The elements of an effective team
4. How teams change and develop
5. Belbin team types
6. Personality & teams
7. Different ways teams can effect organisational change
Module Three - Organisational Change
This Module is Organisational Change
Module Content
1. Organisational metaphors four key metaphors
2. Assumptions about organisational change
3. Introduction of different models of change Lewin, Bullock and Batten
4. The dynamics of change The Change Equation, Bridges, Senge
6. Using case studies to critically evaluate different models of change
7. Developing an integrated approach to change Cameron process
Module Four- Leading Change
This module is Leading Change
Module Content
1. The difference between management and leadership
2. Links between leadership and metaphor
3. Different types of leadership their different effects: adaptive, connective, visionary, storytelling
4. Leadership roles in the change process: Senge, O Neill
5. Emotional competencies of leaders
6. Coping with the demands of leadership of change
Qualifications
The Principle of Change Management Foundation Examination is closed book consisting of 68 multiple choice questions consisting of 4 sections, each of 17 questions. Each section will cover each of the four modules. Candidates are expected to score a minimum of 11 correct questions in each section to pass the examination.
DSDM certifications - Atern is the agile project management framework from the DSDM Consortium.
The framework is the culmination of practitioners' experience drawn from a wide range of public and private sector projects for over a decade. This unparalleled expertise has resulted in a robust, but agile, approach that can be successfully applied across a variety of organisational and project contexts. Atern targets the root causes of project failure to ensure that time, quality and cost targets are always achievable. Atern will enable you to deliver the business goals - on-time and in-budget.
The APM Group offer the Foundation Certificate in Atern, developed by the DSDM Consortium. The Consortium has an existing scheme to accredit training providers, all of whom are Consortium members. The APM Group are working with the Consortium to develop the Accreditation Scheme to encourage more training organisations to offer agile project management courses. The first stage in this process will focus on the APM Group's existing Accredited Training Organisations working in project management.
Organisations with individuals who are well trained in Atern techniques will benefit from a truly agile response to changing business needs, improved morale and accelerated returns on investment.
Finance for Non-Financial Managers Certification
Every manager needs to understand finance if they are to play an active role in helping their organisation achieve its objectives. However, not every manager needs the same level of skill and understanding as specialist financial managers. A good knowledge of the key concepts of prudent financial management as modern financial accounting should equip all managers with the knowledge they require.
In the Chartered Management Institute's Diploma in Management there is an excellent module on financial management (043 Effective Financial Management). The APM Group's Certificate in Finance for Non-Financial Managers covers the syllabus from that module and provides unit accreditation for the complete Diploma. It is available as either a paper examination or on-line.
Benefitsfor Individuals
Enables all managers to understand finance, allowing them to play a more active role in helping their organisation achieve its objective
Demonstrates a manager's understanding of financial management and accounting processes
Understand and communicate better with finance specialists.
Benefits for Organisations
Every business decision made by managers across all functions has a financial impact. This qualification will help to verify that your managers are competent in their understanding of good financial practices.
Don't be confused by financial jargon and take the opportunity to improve your knowledge as well as your overall performance as a manager
**ITIL - IT Service Management Certification **
ITIL is the only consistent and comprehensive documentation of best practice for IT Service Management. Used by many hundreds of organisations around the world, a whole ITIL philosophy has grown up around the guidance contained within the ITIL books and the supporting professional qualification scheme.
ITIL consists of a series of books giving guidance on the provision of quality IT services, and on the accommodation and environmental facilities needed to support IT. ITIL has been developed in recognition of organisations' growing dependency on IT and embodies best practices for IT Service Management
ITIL IT SERVICE MANAGEMENT FOUNDATION COURSE OUTLINE
Introduction.
The ITIL Foundation Certificate course is intended for people working in IT Service Management who may new to the role or may already have experience in this function.
Delegates will learn about the internationally recognised best practice concepts of the IT Infrastructure Library (ITIL) and the benefits that can be gained by adopting the processes
Learning outcomes of the course
On completion of the course the participants should be able to:
Identify ITIL Best Practice terminology; Terms, Definitions and Phrases.
Discuss the principles of the IT Service Management processes and how they relate to each other in order to deliver a quality IT service..
Course
This course introduces the need for IT Service Management and emphasizes the importance of the effective and efficient management of the IT infrastructure in business. The basic ITIL concepts will be explained together with the following key ITIL topics.
Service Desk
Incident Management
Problem Management
Change Management
Configuration Management
Release Management Service Level Management
Financial Management (IT)
Capacity Management
IT Service Continuity Management
Availability Management
Security Management
Delegates will consider theses topics from the viewpoint of users and customers of the IT service as well as from the supplier s perspective. The relationship between the topics is included together with the benefits that can be achieved.
Foundation Exam
At the end of the course there will be a Foundation examination.
The Foundation exam is:
o Consists of 40 multiple choice questions
o Lasts one hour
o Pass is 65 (26 correct answers)
o Closed book
Prerequisites
M_o_R - Management of Risk Certification
M_o_R (Management of Risk) is part of the Best Practice Guidance portfolio published by the Office of Government Commerce. APMG-UK manages the Accreditation and Qualifications schemes based on this guidance.
M_o_R considers risk from different perspectives within an organisation: strategic, programme, project and operational. While it links to other OGC Best Practice, it respects the roles, responsibilities and terminologies used outside the disciplines of programme and project management.
MSP - Managing Successful Programmes
The Office of Government Commerce has developed a best practice guide on Programme Management called Managing Successful Programmes (MSP), published by TSO. The guide comprises a set of Principles and a set of Processes for use when managing a programme.
MSP is very flexible and designed to be adapted to meet the needs of local circumstances.
Managing Successful Programme Overview
Change is a way of life for all organisations. New types of business processes are being introduced, supplier relationships are changing, organisations merge and divide in response to political or market forces. Organisations are also striving to achieve benefits from improving existing practices, to achieve business excellence, to be better prepared for the future, to enable innovation and to encourage new ways of thinking about doing business.
Where there is major change there will be complexity and risk. There will be many inter-dependencies and conflicting priorities to resolve. Programme Management provides a framework for managing this challenging environment.
Managing Successful Programmes is a best-practice guide from OGC describing a structured approach for managing programmes. This Overview summarises the key features of the guide.
What is Programme Management?
Programme management is the co-ordinated management of a portfolio of projects which change organisations to achieve benefits that are of strategic importance.
Many organisations have adopted projects and project management as the vehicle for delivering new or changed business capability. Harnessing these projects into a coherent improvement process is a constant challenge. The objective for a programme is to co-ordinate the delivery from a specific set of projects such that the programme can achieve more than just the outcomes from its projects, it can deliver measurable benefits that can be realised within the timescales of the programme as well as afterwards.
Managing Successful Programmes describes how to identify the vision (the Vision Statement) for the programme, which may be to deliver a new service, or to perform the same service but in a more efficient way, or simply to be better than the competition. The way the organisation will achieve the Vision Statement is defined by the programme s Blueprint and the Project Portfolio. The Blueprint is a detailed description of the business processes, people, data, information systems and facilities that will deliver the capability expressed in the Vision Statement. The Project Portfolio is the collection of projects set up to deliver the new capabilities that, when implemented, will enable the organisation to achieve the Vision Statement.
Back to top
Why use Programme Management?
Managing Successful Programmes provides organisations with an approach to programme management that will -
Enable more effective delivery of change
Keep the focus on the business change objectives
Provide a framework for senior management to direct the change process
Encourage more efficient use of resources through project prioritisation and integration
Provide better management of risk because the wider context is understood
Achieve business benefits during and after the programme through a formal process
Improve control of costs, standards and quality
Enable more effective management of the Business Case
Provide more efficient control of a complex range of activities
Provide clear definition of roles and responsibilities
Deliver a smooth transition from current to future business operation
Managing Successful Programmes comprises a set of principles and processes for use when managing a programme. It is founded on best practice although it is not prescriptive. It is very flexible and designed to be adapted to meet the needs of local circumstances.
The Principles of Programme Management
The Principles in Managing Successful Programmes advise how to:
Organise people to ensure responsibilities and lines of communication are clear
Plan the work in a way which achieves results
Ensure that the organisation does benefit from undertaking the programme
Ensure that all interested parties (the stakeholders) are involved
Resolve issues which arise
Identify and manage risks
Ensure quality
Keep up to date information which tracks the continually changing environment
Audit a programme to ensure standards are being followed
The Processes in Managing Successful Programmes describe how to:
The Processes in Managing Successful Programmes describe how to:
Identify the aim of the programme and envisaged benefits to the organisation
Define the programme, and specify how the organisation will be different afterwards
Establish the programme
Monitor and co-ordinate the projects within a programme to a successful conclusion
Manage the transition between the 'old' and 'new' ways of working, ensuring benefit
Close the programme and ensure the 'end goal' has been achieved.
The Processes of Programme Management
The first process, Identifying a Programme is triggered by a need for change in the form of some sort of Programme Mandate which provides the high level requirements of the programme. A Programme Brief is prepared which defines the aim and envisaged benefits to the organisation.
If the programme appears to be justified and senior management agrees to proceed to the process of Defining a Programme then the initial vision is refined into the Vision Statement and the Blueprint prepared. At the same time strategies and procedures are developed for managing people, progress, costs, benefits, risks, issues, quality and communications. The programme is thereby clearly defined and the Sponsoring Group decide whether to formally commit to the programme or not.
If they give approval to proceed, then the next process, Establishing a Programme, is used to appoint individuals to programme management and support roles and to set procedures and infrastructure.
The programme then runs. The purpose of the process, Managing the Portfolio, is to provide an effective monitoring and management regime for the projects within the programme such that they deliver according to plan. There are links to PRINCE2, OGC s project management method.
The programme will deliver new capabilities, services or business operations. The purpose of the process, Delivering Benefits is to track the specific benefits which were identified at the start of the programme and drive through the process of realising these benefits throughout the programme and at the end. This process also manages the transition between old and new ways of working.
The activities in Closing a Programme ensure that the programme does not drift on and there is a clear focus on achieving the end-goal .
Foundation Examination
The Foundation Examination tests the general understanding of the fundamental principles of MSP. This is intended for those who intent to work within a programme environment and who need to know the terminology used and some of the theory behind the practice. It is also a preamble to achieving the Intermediate and Practitioner qualifications.
The Foundation Examination is closed book with short answer and multi-choice questions to the value of 50 marks. Total time available is 40 minutes. Pass mark is 50 (25 correct answers). For a candidate to proceed to take the Practitioner/ Advanced Practitioner level qualification, they will need to achieve a score of 30 correct answers
Practitioner Examination (previously known as Intermediate)
The Practitioner Examination requires a comprehensive understanding of the principles and theory of the MSP book. This is intended for someone coming into programme management perhaps (although not necessarily) from project management and as a stepping stone from the concepts to the higher level of understanding. It is also anticipated that anyone wishing to move into other roles within programmes would be able to achieve this qualification therby helping them to gain the relevant theory and understanding.
The Practitioner Examination is closed book with objective style questions. The paper consists of 9 questions with a total of 180 marks available to be completed within 2 and a half hours, Candidates need to achieve a 50 (score of 90) to pass the paper. For candidates who take their MSP Foundation examination after 1st March 2008 must achieve a score of 60 to take their Practitioner Examination.
Advanced Practitioner Examination (previously known as Practitioner Examination)
The Advanced Practitioner Examination is intended for programme managers demonstrating an excellent understanding of the principles and theory of the MSP book supported by practical application and a good general level understanding that comes from having worked within large programmes.
The Advanced Practitioner Examination is open book with three questons each worth 25 marks. The examination is based on a complex scenario which is issued prior to the examination and used during the training course. Additional material in the form of course notes can be used during the examination. No electronic material will be permitted. The pass mark is 50 (38 marks our of a possible 75)
Portfolio, Programme and Project Offices (P3O) certification
The new P3O guidance - aligned to OGC's PRINCE2 , MSP , and M_o_R - brings together in one place a set of principles, processes and techniques to facilitate effective portfolio, programme and project management through enablement, challenge and support structures.
Portfolio, Programme and Project Offices (P3O) is the latest best practice guidance from the UK's Office of Government Commerce.
PPM Certificate & Diploma
The APM Group and the Chartered Management Institute (CMI) jointly developed the Level 5 Diploma in Programme and Project Management to satisfy the market need from Programme/ Project Managers for a degree level qualification specific to their professions.
Known as the PPM Diploma, this qualification provides candidates with the opportunity to develop and extend their knowledge and skills, over all areas of a project or programme life cycle.
The Certificate in Programme and Project Management is an intermediate level, practical qualification created as a stepping-stone to the elite degree-level Diploma
Programme and Project Sponsorship Certification
The professional Programme and Project Sponsorship (PPS) qualification has been developed specifically for Senior Responsible Owners (SROs) and Sponsors or Executives of programmes and projects. The qualification is based on OGC Best Practice Guidance and combines leadership ability with PPM skills.
The PPS syllabus has been split into four separate units to offer flexible half-day training modules:
The role of the sponsor
The sponsor working with people
Identifying and establishing a programme/ project
The delivery journey.
The syllabus is methodology independent and uses generic terms as far as possible. However, it is assumed that candidates are familiar with Office of Government Commerce (OGC) Best Practice Guidance. Candidates should also be, or aspire to become, Programme and Project Sponsors, also known as SROs/ Project Executives. These are typically at management or senior level in their organisations who often have responsibility for several programmes or projects
RUSH FOR REGISTRATION: LIMITED TIME OFFER
For More Details Contact:
Mr. VIJAY
SPECTRAMIND TECHNOLOGIES
FLAT NO 417, ANNAPURNA BLOCK,
ADITYA ENCLAVE, AMEERPET,
HYDERABAD-38. ANDHRA PRADESH, INDIA
Mr. Vijay- INDIA , HYDERABAD
Phone: 040-6456 8797
Mobile: 0 94400 89341
Mr Vijay - UK , LONDON
Mobile : 441 753362285 441 753362285
Email: info spectramindsolutions. com
Yahoo chat: vijaycsqapmp
Google chat/ Skype chat/ AOL chat/ ICQ chat: tiptopten2000
Hotmail/ Live chat/ Rediff chat: tiptopten
About The Training Provider: Spectra Mind Solutions
Spectra Mind Solutions - We are Spectramind Solutions consultants with an industrial experience of over 25 years in
- Engineering, Metallurgical Industry. (Product, Process, Job industry)
- Software development and Testing Industry. (Product, Project, Third party testing)
- Certified Software Quality Analyst
- Certified Lead Assessor for ISO9001: 2000, ISO14001: 2004, ISO20000, ISO270001, BS25999
- Assessment Team...
