I/EDPM is a very robust diploma program with 16 Unique features. Each participant's organisation obtains concrete benefits by nominating their professionals for the program. Because I/EDPM has Transformed Learning to development of Competencies to its Implementation and then realization of Benefits. I/EDPM Program at a glance Managing change is becoming increasingly complex due to rapid technological advances and instant seamless exchange of information globally. Goals and strategies can be successfully achieved through projects. Past experience should be tempered with the future scenario to manage changes pro-actively. We must take decisions consciously considering uncertainties. The challenge in managing projects lies in accelerating the 'rate of reduction of uncertainties'. Since 2011, i2P2M is offering the globally acclaimed, top-rated, part time International Executive Diploma in Project Management (IEDPM) and the Executive Diploma in Project Management (EDPM) in association with The George Washington University School of Business, Washington D.C., USA.
Each participant's organisation obtains concrete benefits by nominating their professionals for the program.
Because I/EDPM has Transformed Learning to development of Competencies to its Implementation and then realization of Benefits.
I/EDPM Program at a glance
Managing change is becoming increasingly complex due to rapid technological advances and instant seamless exchange of information globally. Goals and strategies can be successfully achieved through projects. Past experience should be tempered with the future scenario to manage changes pro-actively. We must take decisions consciously considering uncertainties. The challenge in managing projects lies in accelerating the 'rate of reduction of uncertainties'.
Since 2011, i2P2M is offering the globally acclaimed, top-rated, part time International Executive Diploma in Project Management (IEDPM) and the Executive Diploma in Project Management (EDPM) in association with The George Washington University School of Business, Washington D.C., USA.
The IEDPM program is for 17 days spread over 5 months from June to October and the classes are held in India + in USA at the George Washington University, Washington D.C., USA.
The EDPM program is for 12 days spread over 4 months from June to September and the classes are held only in India.
Module 1 to Module 4 are common for both the IEDPM and the EDPM participants.
- Module 5 which is a week long study tour to USA is only for the IEDPM participants.
Each module is for 3 continuous days and is held every month generally on Friday-Saturday and Sunday.
Class timings are from 9.00 am to 6.15pm every day.
In the Class of 2011 there were 47 participants in the program and the venue for the classes was only New Delhi.
Over 860 persons have already acquired the I/EDPM diploma
For Class of 2019 we expect 200+ participants. Classes are in 3 locations - New Delhi, Mumbai and Bengaluru
Another very important feature of the Diploma program is that is that at the end of each Module participants must submit a report outlining their learnings from the module as well what they can include in their workplace based on the module inputs.Once all the modules are completed a Composite Final Report is also to be submitted by each participant and give some recommendations of some new ideas that can be implemented in their organization to improve it's working. These have to also be presented to their management and approved by their own management before being awarded the diploma. The module details are given below:
Module 1 : Understanding the Totality of Project Management
New Delhi - 14-15-16 June 2019
Mumbai - 21-22-23 June 2019
Bengaluru - 24-25-26 June 2019
Totality of Project Management (TPM) has eight Project Life Cycle (PLC) phases with 36 Knowledge Areas and 119 key Concepts.
There are eight Project Life Cycle (PLC) phases – Conceptualize, Plan, Organize, Implement, Control, Integrate, Deliver and Closeout and Knowledge Leverage. Each phase has been depicted using different colors of varying intensity showing the intensity of the work during that phase.
Some of the 36 Knowledge Areas covered are: Stakeholder Management, Need Analysis, Business Case, Success Criteria, Scope Definition, Time Management, Cost & Finance, Project Management Plan, Roles & Responsibilities, Risk & Opportunity, Procurement, Quality, Information Management & Reporting, Contract Administration, Communication, Organization Structures, Leadership, Motivation, Conflict Resolution, Team Performance, Negotiation, Change Management, Issue Management, Problem Solving, Internal & External Interfaces, Health, Safety and Environment, Project Closeout, Post Project Evaluation, CSR, Agile methodology etc.
In the three days, the participants will be able to better appreciate the nuances of managing projects and programs.
The Totality of Project Management course leads to the Certificate In Project Management (CIPM) credential.
Project Management Knowledge Quotient (PMKQ)TM - At the start of the Module we first conduct a 30 minute assessment test - Project Management Knowledge Quotient (PMKQ)TM comprising of 20 questions to assess each participants current knowledge.
At the end of the 3 days, a post PMKQ™ assessment is again taken by mapping the scores obtained in the 2.5 hour CIPM examination in areas that were covered by the PMKQ™ questions.The improvement seen is phenomenal - on average the knowledge domain of all participants has gone up by a factor of 2.6 times. This is based on participants of class 2016 and 2017.
At the end of this Module (PM1), the participants are given a comprehensive 2.5 hour objective, multiple choice examination which leads to the Certificate in Project Management (CIPM) credential. This training is provided by an independent company, Centre for Excellence in Project Management which has designed, developed and owns the TPM Body of Knowledge and course contents.
The certification exam leading to the CIPM credential is exclusively administered and awarded by the International Institute of Projects and Program Management (i2P2M). which is not involved in the training.
Report on Module 1 - Is must and should be written by participants suggesting changes in their own work environment in view of inputs gained in the Totality of Project Management module..
The target date for submitting the above report is 14th July 2019 for New Delhi participants; 21st July 2019 for Mumbai participants and 24th July 2019 for Bengaluru participants.
Module 2 :Computer Based Real Time Project Simulation and Experience Sharing from the leading Prendo Simulations, U.K on first 2 days (PM2A) and Experience Sharing on 3rd day (PM2B).
New Delhi: 12-13-14 July 2019
Mumbai: 19-20-21 July 2019
Bengaluru - 26-27-28 July 2019
Guy Griffin is Director of Prendo Simulations Ltd: With a specialism in simulating the challenges of leading complex projects, Prendo's simulations are used at many of the world's top business schools, including: Columbia, IMD, INSEAD, MIT Sloan, Oxford/Saïd and Wharton.
Guy has delivered hundreds of simulation workshops in over 30 countries around the world, with organizations including: Bechtel, EDF Energy, Gazprom, Goldman Sachs, IBM, Morgan Stanley, Oracle, Petrobras, Shell and the United Nations. He teaches on various MBA, EMBA and executive programs at Cambridge, Columbia, MIT Sloan, etc.
Prendo Simulations is a leader in providing simulations in managing projects and Prendo Simulations are used bya lrage number of global organizations as well as leading business schools such as:
- A1 - Simulation on Stakeholder Management
Prendo was commissioned by Shell to design and develop a simulation of how typical spectrum of stakeholders behave during a major project. The simulation brings to life the a universal leadership challenge of maximizing support across a range of parties who have different interests, agendas and motives.
A2 - Simulation on Project Leadership
Prendo's Project Leadership simulation gives participants an intense experience of managing a complex project from planning through to operation. Teams make a series of judgments about: the contract and procurement strategy, defining the scope and changes, clarifying the project objectives, risk and stakeholder management, scheduling and resourcing. Crucially, the simulation brings to life the importance of integrating all the relevant disciplines.
PM2B: Experience Sharing Session
Case studies: To learn from industry stalwarts we invite leaders from industry to share their success stories in implementing their projects with excellence. Based on the extensive discussions with business leaders through the day, participants get an opportunity to relate their learning with practical examples as told by the business leaders. The uniqueness of this Experience Sharing Session is open dialogue between a resource person and the participants.
Report on Module 2 - PMR2: Is must and should be written by participants suggesting changes in their own work environment in managing stake holders, Project Leadership and based on their interaction in experience sharing session.
Target date for submitting the above report is 9th August 2019 for New Delhi participants, 16th August 2019 for Mumbai participants and 23rd August 2019 for Bengaluru participants.
Module 3 : Advanced Project Risk Management, Human Capital & Authentic leadership and Case Studies
New Delhi: 17-18-19 August 2019
Mumbai: 23-24-25 August 2019
Bengaluru: 29-30-31 August 2019PM3A: Advanced Project Risk Management, Human Capital, Authentic Leadership, EVM & Experience Sharing through Case Studies
Adesh Jain, Chairman, i2P2M holds a B.E. in Electrical Engineering from the Indian Institute of Science, Bangalore and Masters of Engineering from Canada.
In 1978, at the age of 33 years, he headed one of the divisions of BHEL. In 2005, he was elected as President of the Swiss registered, not for profit IPMA which comprises of 67 Member Associations from all the continents. Till date he is the only non-European to have been President of IPMA.
In 2006, he became the Honorary Chairman of the China Construction Project Management Committee (CPMC). He was invited twice in 2010 and 2012 to give presentations at the NASA - PM Challenge conference.
From 2009 to 2012 he was an Independent Director of NTPC Ltd. Was also a Member of the high powered MoU Task Force setup by Department of Public Enterprises, Government of India for six years (2006-2012). Recognizing his global contribution in project management, Government of Turkey released a postal stamp (limited edition) in his honor in November 2010. In short, he is a visionary leader shaping the PM profession globally.
Projects are taken up to build the future and have many uncertainties. Risk, therefore, is at the center stage of managing projects. Risk is associated with all aspects of a project - scope, time, cost, quality, communication, HR, contracts and integration. Risk can also be triggered by political, technical and social environment. Diverse interests of stakeholders contribute significantly to project risks. Few success stories in managing risks will also be covered.
We conduct a 30 minute test - Risk Management Knowledge Quotient (RMKQ)TM comprising of 20 questions at the start of the 3rd Module of I/EDPM to assess each participants current knowledge in Risk Management and then compare this with their performance in the 2 hour Certificate in Project Risk Management (CrtPRM) exam after 2 days of extensive training on Advanced Risk Management which extensively covers all areas of Risk management. The improvement seen is phenomenal - on average the knowledge domain of all participants goes up by a factor of 2.7 times.
At the end of this module, participants will be given a comprehensive examination leading to the Certificate in Project Risk Management (CrtPRM)
credential. Exam is of 2 hours duration.
PM3B: Human Capital & Authentic Leadership ()
Taken from Adesh Jain’s concept presented at NASA’s PM Challenge in Orlando, USA February 22-23, 2012 “Awakening of project consciousness through stakeholders buying in”. Every person in the world has a unique E4 - Education, Experience, Emotions and Expectations which impacts their interaction in society and in managing projects. Unique E4 is like a distinct finger print. The challenge for planning and implementing projects, programs and portfolios is to integrate different E4s to supplement each other. This is the kernel of Team Building.
PM3C:Earned Value Management – The Most Effective Way of Ensuring Project Success ()
EVMS measures project performance by examining cost and schedule variances concurrently enabling a holistic view of project progress
Earned Value Management (EVM) provides you with a simple an effective dashboard to measure the “variances” of your project against the project plan. It measures what you have “achieved” against what you had “planned”.
It equips you with the much needed tool to monitor and control your project at pre-defined milestones and take corrective actions.
EVM checks the “health” of your project periodically and tells you about the early “warning signs”. You might save your project from failure if you take timely actions from the early warning signs.
PM3D: Experience Sharing through Case Studies
Case Studies related to risk management will be discussed by the participants based on their organisations projects
Report on Module 3 : At the end of the module the 3rd report is to be written by participants suggesting changes in their own work environment in view of learning in project risk management and human capital module.
Target date for submitting the above report is 10th September 2019 for New Delhi, 17th September 2019 for Mumbai and 23rd September 2019 for Bengaluru.
Module 4: Advanced Project Management Concepts and Selected Case Studies
New Delhi: 20-21-22 September 2019This Module is combined for New Delhi, Mumbai and Bengaluru participants
PM4A: Advanced Project Management Concepts (20 September in New Delhi) (Combined for Delhi, Mumbai and Bengaluru)
Together with emphasis on technical domain, managing projects also requires competencies in behavioral and contextual domains. The social context is increasingly becoming a major factor in implementing projects. Stakeholders buying in is the essence in starting a project and its implementation. This requires a great amount of understanding amongst various players and should result in a win-win situation amongst all the stakeholders.
■ A1: Critical Chain Project Management (CCPM)
Enunciated by Dr. Eli Goldratt, CCPM brings a new dimension in managing projects. It helps in leveraging Human behavior with aggressive schedules and monitoring through
the use of buffers. Implementation of CCPM requires a great deal of trust amongst all the team members cutting across the hierarchy of the management. CCPM requires development of time estimates based on the most aggressive schedules without any padding being kept at each activity level. The padding that would normally be kept for individual activities for contingencies is clubbed together and a percentage of this is kept as a project buffer for contingencies. The essence of CCPM shall be discussed in the classroom.
■A2: Contract and Procurement Management
Contract and Procurement management is at the centre stage of project implementation. Well defined strategies must be worked out prior to undertaking of projects to ensure smooth relationship amongst Customers, Consultants and Contractors (C3). For project success, all three must be passionately involved in completing the projects.
■A3: Complex Project Management
Complex projects involve uncertainties, ambiguities, dynamic interfaces, political and external influences, integration at diverse locations, technology life cycle considerations, managing complex human behavior etc. A simple project could become complex and then an out of control project resulting into 'Fire Fighting'. An outline of defining complexities and 'how to deal with complexities' shall be discussed in this sub-module.
PM4B: Estimation and Cost Management Contracting )
Prof. Homayoun Khamooshi: Ph.D. in Management Science Lancaster University, 1994 is Chair of the internationally known Master of Science in Project Management in George Washington University School of Business. Area of Expertise: Project Planning and Scheduling and Management and Simulation.
Prof. Khamooshi of GW School of Business will give a comprehensive Case Study to the students in the first week of August. In the 4th Module he will discuss with all the participants through Video Conference / WebEx. First there will be a 30 minutes discussion to review participants understanding of all the concepts. This will be followed by 120 minutes case atudy discussion. At the end a 90 minutes presentation on estimation and cost management contracting will be made.
PM4C: Project Mindset - The Key to Competitiveness ()
The word ‘Project Mindset’ was coined and introduced by Adesh Jain in August 1999 in Stockholm while giving a one day seminar with the same title as this module. In last 16 years, he has done lot of further development in defining a ‘Project Mindset’. This session will provide the participants with the latest conceptual framework in managing projects.
PM4D: Agile Methodology- The Key to Project Success in Changing Environment ()
“Intelligence is the ability to adapt to change.” – Stephen Hawking
Do you manage a project where scope is not well defined? Or where customer comes up with new requirements too often? May be customers or end users are not sure what they want….
Agile is all about adapting to change. It was buit on the founding principle that business drivers will change and the project teams must be ready to adapt.
Agile practices are about focusing on delivering the best thing possible in a set time period. Agile is about doing as opposed to being paralyzed by over-planning. In agile you get the minimal necessary requirements and start working.
Agile is designed to stimulate innovation through people, process and product features through a focus on continual improvement ….to do it better…
PM4E: Discussion on Case Studies / Recommendations
Case studies cover the following sectors
1. Infrastructure 2. Oil & Gas 3. Power 4. Defense 5. Manufacturing 6. Information Technology
We discuss the complex case studies as to the application of best practices in managing projects and programs. Industry stalwarts who have managed complexity with a great track record, will share their thoughts in this one day program.
This is a most beneficial day as it covers all the knowledge gained to its application in real life by understanding the competencies, demonstrated by successful leaders.
Report on Module 4
Is must and should be written by participants suggesting changes in their own work environment in view of learning in advanced management concepts project, case studies, strategic project management and project mindset.
All participants across New Delhi, Mumbai & Bengaluru: To submit the report by 10th October 2019.
Module-5 : USA - 14 to18 October 2019 The George Washington University, Washington D.C., GAO, & Invited Stalwarts
PM5A: The George Washington University School of Business, Washington D.C. ()
Leadership Development ()
Prof. Shyam Giridharadas: is a Visiting Assistant Professor of Management for The George Washington University School of Business (GWSB). After 25 years of experience in top management consulting at McKinsey & Company and Prism Consulting International.
Are leaders born or cultivated? This question is frequently asked since Last many decades. By and large the consensus is in combining the two. Shyam with his enormous experience in leadership development would cover the major aspects in leadership development. At the end of this module, participants will learn the major attributes of a leader, authentic leadership and challenges in becoming leaders in one's own right. Authentic leadership is the master key to integrate multi cultural teams with diverse background.
Strategic Project Management
Prof. Homayoun Khamooshi: Ph.D. in Management Science Lancaster University, 1994. Is Chair of their internationally known Master of Science in Project Management Program. Area of Expertise: Project Planning and Scheduling, Project Risk Analysis & Modeling.
At the end of this module participants will have an understanding of various elements of estimation techniques along with cost management with implications to contracting. The candidates should be able to: • Differentiate between project and program cost objectives and how these are used to assess the success and failure of projects and programs. • Understand the foundation of cost estimation for projects • EVM as an effective performance management system in managing technical projects and portfolios. • Design and develop an appropriate control system for managing costs.
Executive Decision Making
Prof. Ernest Forman: D.Sc., The George Washington University, 1975 and MS, John Hopkins University. Area of Expertise: Decision Making; Resource Allocation and Forecasting Current Research: Executive Decision Making & Project Portfolio Management.
At the end of the module participants will have a good understanding of concepts and methods for making complex decisions in business and government for identifying objectives and alternatives; for setting priorities and for making group decisions. The candidates should be able to: • Structure complex decision problems • Identify alternatives • Identify constraints • Investigate sensitivity of decisions • Communicate recommendations and rationale • Deal with group decisions and conflict.
Systems Thinking in Project Management
Prof. Sanjay Jain: is an associate industry professor in the Department of Decision Sciences at the School of Business at the George Washington University (GW). At GW, he teaches graduate classes in the MS programs in Project Management and Business Analytics, and in MBA.
At the end of this module, participants will able to link conceptual framework of system thinking to effective project planning and execution. With the vast experience of the faculty, he would be able to give case examples of the successful projects to its interconnectivity with the system's thinking. One of the characteristics of system thinking is to link the 'whole' with 'parts' with constant feedback mechanism for taking corrective measures. System thinking also producer a common denominator for team players to plan and execute projects effectively & efficiently.
Procurement and Contracting
Peter R. Easley, Esq – The World Bank, Washington DC. He is the senior Procurement Officer in the World Bank and a well known authority on Procurement and Contracting management. He is widely traveled with rich international experience.
At the end of this module participants will have a good understanding of procurement and contracting and its impact on success of the project. The candidates should be able to: • Discuss procurement and contracting processes and principles • Explain and critically evaluate the contract administration issues including contract terms, issue management, cost management, change order management • Understand programs, planning, sourcing and contractual design for diverse acquisitions • Understand the concept of negotiation for contracts and modifications.
Advanced Supply Chain Management
Prof. Shivraj Kanungo: Ph.D., The George Washington University, 1993 and MS Southern Illinois University. Area of Expertise: IT Management; Software engineering; IS evaluation. Modeling approaches in Supply Chain Management; Optimization of Cost and Service.
At the end of this module participants will have an understanding of designing and implementing an effective supply chain system. The candidates should be able to: • Modeling approaches in supply chain management • Optimization of cost and service • Alternatives available to the manager given the economic situation • Competitive conditions, • Regulatory environment of the several transportation modes • Model location theory and logistics network and planning and design.