Certified Program - PROJACS International

426

The Original Project Management Professional Program – Preparing for PMP Certificate – Certified Program ‫مدير‬ ‫لشھادة‬ ‫للتحضير‬ ‫االصلي‬ ‫البرنامج‬ – ‫للتنفيذيين‬ ‫المشاريع‬ ‫إدارة‬ ‫في‬ ‫واالحتراف‬ ‫والتخصص‬ ‫المھنية‬ ‫عالميا‬ ‫معتمد‬ ‐ ‫معتمد‬/‫محترف‬ ‫مشروع‬ 20‐24 September 2010, Lebanon

Need & Benefit: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no‐longer sufficient to deal with the complexities of modern project undertakings. In recent years, the Project Management Professional Certification from the Project Management Institute “PMI” has become the most sought after certification in the world of project management professionals. To earn PMI’s PMP credential, you must demonstrate the required ‘long term commitment” to project management professionalism and pass a rigorous, 200‐question exam covering the five project management process groups and nine knowledge areas in PMI’s Guide to Project Management Body of Knowledge (PMBoK)® 4th edition. At the end of this course, participants will gain the following: - Understand the nature and tricks of the PMP Exam -

Understand the new concept of Project Management created by PMI

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Understand the whole areas of knowledge in the PMBoK® "the latest version, 4th edition" which includes: Integration Management, Scope management, Time Management, Cost Management, Quality Management, Human Resource Management, Communications Management Risk Management, and Procurement Management and correlate them with the processes groups of project management in addition to the Professional and Social Responsibility.

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Practice for the Exam

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Determine the gap areas you have

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Develop Confidence

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Tips for the Exam

www.ProjacsTraining.com

Who Should Attend? Project Managers and program Managers who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Course Director: Mohammed Khalil, B.Sc., PMP



Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training.  He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001.  He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 4th Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999.  Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services.  During the period between 1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power.  In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions.  Recently, he completed building a project management methodology for the ACC.  During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, www.ProjacsTraining.com

currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development. Course Curriculum Day One Course Introduction  Natue of the PMP Exam  History of the PMP Certification and Exam  Latest Developments in the Exam process  Test procedure  Application Process and Requirements  The nature and Type of Questions  Recertification and the Professional Development Program Framework of Project Management  Introduction  The Project Management Context  Project Management Process Groups Project Integration Management  Develop Project Charter  Project Scope Statement (Preliminary)  Develop Project Management Plan  Direct and Manage Project Execution  Monitor and Control Project Work  Integrated Change Control  Close Project Day Two Project Scope Management  Scope Planning  Scope Definition  Create WBS  Scope Verification  Scope Change Control Project Time Management  Activity Definition  Activity Duration Estimation  Activity Sequencing  Schedule Development www.ProjacsTraining.com



Schedule Control

Day Three Project Cost Management  Cost Estimate  Cost budgeting  Cost Control Project Quality Management  Quality Planning  Perform Quality Assurance  Perform Quality Control Day Four Project Human Resource Management  Human Resource Planning  Acquire Project Team  Develop Project Team  Manage Project Team Project Communications Management  Communications Planning  Information Distribution  Performance Reporting  Manage Stakeholders Project Management Professional Responsibility  Responsibility of the Project Manager  Ethical Practices in Project Management Day Five Project Risk Management  Risk Management Planning  Risk Identification  Qualitative Risk Analysis  Quantitative Risk Analysis  Risk response planning  Risk monitoring and Control Project Procurement Management www.ProjacsTraining.com

 Plan Purchases and Acquisitions  Plan Contracting  Request Seller Responses  Select sellers  Contract administration  Contract Closure Tips for the Exam

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 2,950

Project Management Professional Program and Planning & Implementing Project Management Office – Certified Program 427 20‐30 September 2010 Lebanon

Need & Benefit: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no‐longer sufficient to deal with the complexities of modern project undertakings. In recent years, the Project Management Professional Certification from the Project Management Institute “PMI” has become the most sought after certification in the world of project management professionals. To earn PMI’s PMP credential, you must demonstrate the required ‘long term commitment” to project management professionalism and pass a rigorous, 200‐question exam covering the five project management process groups and nine knowledge areas in PMI’s Guide to Project Management Body of Knowledge (PMBoK)® 4th edition. Recently, there is an emerging awareness that project management must be controlled at the level of organizations, not individuals. Recognizing this, there has recently been a boom in a type of department called a project / program management office (PMO) which is considered a key for effective implementation of project management across the organization. Effective PMOs come in varying shapes and sizes, from simple support offices to full centers of excellence. The goal of PMO is not to establish controls for the sake of controls, but to help project managers and project teams deliver value. This course will enable the participants to anticipate as well as answer the questions associated with the creation of a PMO, from benefits to barriers to alignment with strategic business objectives and to develop the framework for a successful implementation. The participants learn common frame of reference to project management and related PMO concepts and activities, review the full complement of potential PMO functions so as to understand which match their organization’s needs, consider options and select a PMO structure that can be properly aligned within their organization. At the end of this course, participants will gain the following: www.ProjacsTraining.com

-

Understand the nature and tricks of the PMP Exam

-


-


-


-


-

Develop Confidence

-

Tips for the Exam

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Identify Project/Program Management Office (PMO) capability based on an established competency continuum model. Determine the appropriate PMO structure for their organizations. Learn how to prepare for a PMO Determine what PMO functions are needed based on project management support requirements. Recognize and overcome barriers related to PMO implementation. Translate requirements for PMO functionality into distinct roles and responsibilities of PMO staff members. Create preliminary PMO implementation plan.

Who Should Attend? Project Managers and program Managers who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Senior Project Management Practitioners, PMO staff, Program Managers, Managers of Project Managers, Project Managers who want to start their career with PMO, and others who want to know what a good PMO is and how to build and maintain one. This will be applicable in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing.


This course is also of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. The course gives an excellent opportunity for the certified PMPs to get updated about the best practices in designing and building a PMO and earning 25 PDUs which will help them in renewing their PMP certificate. Course Directors: Mohammed Khalil, B.Sc., PMP



Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training.  He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001.  He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 4th Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999.  Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services.  During the period between 1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power.  In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions.  Recently, he completed building a project management methodology for the ACC.  During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management www.ProjacsTraining.com

methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development. Course Curriculum Day One Course Introduction  Natue of the PMP Exam  History of the PMP Certification and Exam  Latest Developments in the Exam process  Test procedure  Application Process and Requirements  The nature and Type of Questions  Recertification and the Professional Development Program Framework of Project Management  Introduction  The Project Management Context  Project Management Process Groups Project Integration Management  Develop Project Charter  Project Scope Statement (Preliminary)  Develop Project Management Plan  Direct and Manage Project Execution  Monitor and Control Project Work  Integrated Change Control  Close Project Day Two Project Scope Management  Scope Planning  Scope Definition  Create WBS  Scope Verification  Scope Change Control Project Time Management  Activity Definition  Activity Duration Estimation  Activity Sequencing www.ProjacsTraining.com

 

Schedule Development Schedule Control

Day Three Project Cost Management  Cost Estimate  Cost budgeting  Cost Control Project Quality Management  Quality Planning  Perform Quality Assurance  Perform Quality Control Day Four Project Human Resource Management  Human Resource Planning  Acquire Project Team  Develop Project Team  Manage Project Team Project Communications Management  Communications Planning  Information Distribution  Performance Reporting  Manage Stakeholders Project Management Professional Responsibility  Responsibility of the Project Manager  Ethical Practices in Project Management Day Five Project Risk Management  Risk Management Planning  Risk Identification  Qualitative Risk Analysis  Quantitative Risk Analysis  Risk response planning www.ProjacsTraining.com

 Risk monitoring and Control Project Procurement Management  Plan Purchases and Acquisitions  Plan Contracting  Request Seller Responses  Select sellers  Contract administration  Contract Closure Tips for the Exam Day Six            

Pre‐assessment Introduction Why Project Management? Project Management and Bureaucracy Project, Program and Portfolio What is the PMO? The purpose of a PMO Benefits of establishing a PMO Key factors for PMO success Identification and involvement of influential stakeholders PMO project life cycle framework Facilitating stakeholder buy‐in for the PMO

Day Seven         

PMO objectives PMO structures and their characteristics PMO functions Fitting the PMO into the Organization Example: Business case for implementing a PMO Workshop: 1. Write your PMO objectives 2. Design your PMO framework Organizational project management maturity Assessment life cycle Determining the Organization Project Management Level 1. PMO road map www.ProjacsTraining.com

    

2. Pilot Evaluation of Project Management 3. The Costs of Implementing a PMO Authority required for effective performance PMO staffing Roles and responsibilities PMO roles and responsibilities in the maturity assessment Workshop: 1. Design your organization assessment questionnaire and assessment report

Day Eight          

PMO project phases PMO project life cycle Initiating PMO vision Create PMO charter Secure Funding Establish Steering Committee Workshop: 1. Write your PMO charter PMO Planning Create execution plan 1. PMO scope 2. PMO WBS 3. PMO costing 4. PMO schedule 5. Adopt Methodology 6. Adopt Standards 7. Adopt Processes

Day Nine 

 

PMO Planning (cont.) 1. Adopt Tools 2. Adopt Software 3. Adopt Databases Workshop: 1. Create your PMO Execution Plan PMO Implementation 1. Perform General Services 2. Report Activities 3. Implement and evaluate Methodology 4. Promote Standards www.ProjacsTraining.com

5. 6. 7. 8.

Improve Processes Support Software Update Plans Maintain Knowledge Base

Day Ten: 

    

PMO Implementation (cont.) 1. Perform Supportive Services 2. Train, Mentor, Support Staff 3. Support Projects 4. Manage Accounts Workshop: 1. Training analysis report 2. Design training vendor selection and evaluation Perform Controlling Services Implement Governance Final Assessment Wrap Up and Close Out Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 5,950

428

PMP and PgMP Preparation and PMO Planning and Implementation – Certified Program

‫المشاريع‬ ‫ادارة‬ ‫مكتب‬ ‫مفاھيم‬ ‫وتطبيق‬ ‫المشاريع‬ ‫ادارة‬ ‫في‬ ‫المعتمده‬ ‫الدولية‬ ‫للشھادات‬ ‫التحضير‬ ‫عالميا‬ ‫معتمد‬ – 20 September ‐ 07 October 2010 Lebanon

Need & Benefit: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no‐longer sufficient to deal with the complexities of modern project undertakings. In recent years, the Project Management Professional Certification from the Project Management Institute “PMI” has become the most sought after certification in the world of project management professionals. To earn PMI’s PMP credential, you must demonstrate the required ‘long term commitment” to project management professionalism and pass a rigorous, 200‐question exam covering the five project management process groups and nine knowledge areas in PMI’s Guide to Project Management Body of Knowledge (PMBoK)® 4th edition. Recently, there is an emerging awareness that project management must be controlled at the level of organizations, not individuals. Recognizing this, there has recently been a boom in a type of department called a project / program management office (PMO) which is considered a key for effective implementation of project management across the organization. Effective PMOs come in varying shapes and sizes, from simple support offices to full centers of excellence. The goal of PMO is not to establish controls for the sake of controls, but to help project managers and project teams deliver value. This course will enable the participants to anticipate as well as answer the questions associated with the creation of a PMO, from benefits to barriers to alignment with strategic business objectives and to develop the framework for a successful implementation. The participants learn common frame of reference to project management and related PMO concepts and activities, review the full complement of potential PMO functions so as to understand which match their organization’s needs, consider options and select a PMO structure that can be properly aligned within their organization. www.ProjacsTraining.com

Program Management Professional (PgMP) Certification is the PMI’s newest credential that has been developed to demonstrate the skills of professionals who manage multiple related projects (programs) that are aligned with an organization’s strategy. The need for Standards for program management was determined during the development of PMI’s Organizational Project Management Maturity Model (OPM3®), which takes a comprehensive look at the practices of project, program and portfolio management The PgMP is a credential that recognizes demonstrated experience, skill, and performance in the oversight of multiple, related projects that are aligned with an organizational objective and strategic goal. Candidates for the PgMP manage a program’s resources to ensure its ultimate success and are responsible for its modification and decision making that advance strategic and business objectives ensuring the ultimate success and acceptance of the program. Objectives: At the end of this course, participants will gain the following: - Understand the nature and tricks of the PMP Exam -


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-


-


-

Develop Confidence

-

Tips for the Exam

-


-


The participants will gain a detailed knowledge and understanding of how Program managers define and initiate programs, assign project managers to manage cost, schedule, and performance of component projects and oversee multiple projects directed to achieving the strategic goals Who Should Attend? Project Managers and program Managers who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Senior Project Management Practitioners, PMO staff, Program Managers, Managers of Project Managers, Project Managers who want to start their career with PMO, and others who want to know what a good PMO is and how to build and maintain one. This will be applicable in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This course is also of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Managers of PMs, , PMP, project manager, program manager, portfolio manager, PMO manager, Project management office director, program management office manager, Senior PM practitioners. Course Director: Mohammed Khalil, B.Sc., PMP  Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training.  He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001.  He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management www.ProjacsTraining.com

Body of Knowledge “PMBOK” Guide 4th Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999.  Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services.  During the period between 1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power.  In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions.  Recently, he completed building a project management methodology for the ACC.  During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development. Eng. Ali Kortam, PMP,CCE,CPM,PSP

 Over 23 years of practical experiences in Civil – Architect (5 star) – HVAC – Electromechanical ‐ Deep Foundations ‐ Infrastructure – Petroleum, all in international reputable companies such as : ABB (Switzerland) – Arab Contractors (U.A.E.) – Saudi Condreco (Greece/K.S.A) – SAMAREC (K.S.A) – Bin Ladin (K.S.A) – Emyco(Egypt) starting from site engineer to Top Management positions (Currently: Board of Directors in ABB)  As an international approved lecturer from IHRDC in U.S.A., Eng. Ali conducted very successful training courses/seminars all over the world: U.S.A, Europe, Middle and Far East with a very well successful record at most reputable enterprises such as: Emirates Bank (U.A.E). – MIS (Oil field) U.A.E. – Saudi Telecom (K.S.A) – El Gawal (K.S.A) – Saudi Aramco (K.S.A) – ADMA (U.A.E.) – World Bank_ILO (Egypt) – Touristic G. Committee (K.S.A) – Ministry of Defense (K.S.A) – Saudi AirLines (K.S.A) – El Watania Industries (K.S.A). –Chamber of Commerce (K.S.A.) – Qatar COOL (Qatar)‐ El Zaka House (Kuwait) – Arabian Bemco (U.A.E) – ASGC (U.A.E.) – Hospitality Mgmt Services (U.A.E.) – Tawam Hospital (U.A.E.) – Ministry of Water and Electricity (K.S.A) – G. Authority of Civil Aviation (K.S.A) – ISE (Economic offset (K.S.A) – AMANA (U.A.E.) – Airways


Engineering (K.S.A) and other hundreds of enterprises and as part time – assistant professor doctor at American University – Engineering Services. Professional Certificates:    

PMP = Certified Project Management Professional – 1999– PMI_U.S.A CCE = Certified Cost Engineer – 2001 – aacei_U.S.A CPM = Certified Projects Manager – 2002 – IPMA_Switzerland PSP = Planning and Scheduling Professional – 2005 ‐ aacei_U.S.A

Current Position: ‐ PA – Projects Controller – Local Division _ Egypt (8 Companies) (Metals, Minerals, Petrochemicals, Oil&Gas, Contracting, Sugar, Industrial Process, Turbo Charger)  Currently: Process Automation (8Companies)‐ Project Control Manager‐ Local Division _ ABB _Egypt  Board Member in ABB  Senior Project Management Consultant with PROJACS  Joined PMI in Brussels in butting PMP Exams within 14 Experts selected from all over the world  Special Capabilities: 1. International Grader for AACEI_U.S.A – Global Exams 2. Papers in International Annual Meetings _Last one selected as 1 of 4 best papers Year 2009 in project Management in Toronto, Canada AACEI Chapter Assistant Professor Dr. in the American University In Cairo – Part time Course Curriculum Day One Course Introduction  Natue of the PMP Exam  History of the PMP Certification and Exam  Latest Developments in the Exam process  Test procedure  Application Process and Requirements  The nature and Type of Questions  Recertification and the Professional Development Program Framework of Project Management  Introduction  The Project Management Context  Project Management Process Groups www.ProjacsTraining.com

Project Integration Management  Develop Project Charter  Project Scope Statement (Preliminary)  Develop Project Management Plan  Direct and Manage Project Execution  Monitor and Control Project Work  Integrated Change Control  Close Project Day Two Project Scope Management  Scope Planning  Scope Definition  Create WBS  Scope Verification  Scope Change Control Project Time Management  Activity Definition  Activity Duration Estimation  Activity Sequencing  Schedule Development  Schedule Control Day Three Project Cost Management  Cost Estimate  Cost budgeting  Cost Control Project Quality Management  Quality Planning  Perform Quality Assurance  Perform Quality Control Day Four Project Human Resource Management  Human Resource Planning  Acquire Project Team www.ProjacsTraining.com

 Develop Project Team  Manage Project Team Project Communications Management  Communications Planning  Information Distribution  Performance Reporting  Manage Stakeholders Project Management Professional Responsibility  Responsibility of the Project Manager  Ethical Practices in Project Management Day Five Project Risk Management  Risk Management Planning  Risk Identification  Qualitative Risk Analysis  Quantitative Risk Analysis  Risk response planning  Risk monitoring and Control Project Procurement Management  Plan Purchases and Acquisitions  Plan Contracting  Request Seller Responses  Select sellers  Contract administration  Contract Closure Tips for the Exam Day Six & Seven are week ends Day eight:      

Pre‐assessment Introduction Why Project Management? Project Management and Bureaucracy Project, Program and Portfolio What is the PMO? www.ProjacsTraining.com

     

The purpose of a PMO Benefits of establishing a PMO Key factors for PMO success Identification and involvement of influential stakeholders PMO project life cycle framework Facilitating stakeholder buy‐in for the PMO

Day Nine         

    

PMO objectives PMO structures and their characteristics PMO functions Fitting the PMO into the Organization Example: Business case for implementing a PMO Workshop: 1. Write your PMO objectives 2. Design your PMO framework Organizational project management maturity Assessment life cycle Determining the Organization Project Management Level 1. PMO road map 2. Pilot Evaluation of Project Management 3. The Costs of Implementing a PMO Authority required for effective performance PMO staffing Roles and responsibilities PMO roles and responsibilities in the maturity assessment Workshop: 1. Design your organization assessment questionnaire and assessment report

Day Ten          

PMO project phases PMO project life cycle Initiating PMO vision Create PMO charter Secure Funding Establish Steering Committee Workshop: 1. Write your PMO charter PMO Planning Create execution plan www.ProjacsTraining.com

1. 2. 3. 4. 5. 6. 7.

PMO scope PMO WBS PMO costing PMO schedule Adopt Methodology Adopt Standards Adopt Processes

Day Eleven & Twelve are week ends Day13: 

 

PMO Planning (cont.) 1. Adopt Tools 2. Adopt Software 3. Adopt Databases Workshop: 1. Create your PMO Execution Plan PMO Implementation 1. Perform General Services 2. Report Activities 3. Implement and evaluate Methodology 4. Promote Standards 5. Improve Processes 6. Support Software 7. Update Plans 8. Maintain Knowledge Base

Day 14: 

    

PMO Implementation (cont.) 1. Perform Supportive Services 2. Train, Mentor, Support Staff 3. Support Projects 4. Manage Accounts Workshop: 1. Training analysis report 2. Design training vendor selection and evaluation Perform Controlling Services Implement Governance Final Assessment Wrap Up and Close Out

Day #15 www.ProjacsTraining.com



The Program Management Environment  Project management body of knowledge (PMBOK)  Project, Program and Portfolio  Understand the Relation of Program Management to the Business Environment  Objectives of Organizational Governance  The Relationship of Portfolio and Change Management to Program Management  The Program Life Cycles: The Program Road Map  How Program and Product Lifecycle Differ?  Using the Program Life Cycle for Organizational Success  Benefits Management for Programs  Program Stakeholders Management and Communication  Program Governance through Phase Gate Reviews  Developing the Soft Side of the Program Manager o Leading through Effective Communication of Vision o Influencing Skills o Negotiation Skills Workshop: Review Questions Day #16: Program Management Process Groups Initiating Processes o The Program Initiation Team o Defining the Program Mission o Elaborating Program Scope o The Program Charter o Program Benefits Delivery o Program Stakeholders Analysis  Workshop: Review Questions Planning Processes  Key Deliverable of Program Planning  Program Management Plan  Program Planning Integration  Formalizing the Program Scope  Developing Program Work Breakdown Structure  Program Estimating and Budgeting  Planning Program Resources  Schedule Program Work www.ProjacsTraining.com

 

Planning Program Communication Risk Management Planning

Day #17 Planning Processes (Cont.)  Program Purchase Planning  Program Contract Planning  Positioning the Program For Success  Planning Throughout the Program Life Cycle Workshop: Review Questions Execution Processes  Managing Program Execution o Delivering Program Work o Overcoming Obstacles to Success – Issues and Constraints o Tracking Program Progress o Program Change Management o Chartering and Transitioning Constituent Projects  The Program Team o Team Building o Performance Assessment o Career Development  Program Stakeholders Management  Program Communication and Information Distribution  Program Quality Assurance  Program Contract Execution Workshop: Review Questions Day #18 Execution Processes (Cont.)  Program Communication And Information Distribution  Program Quality Assurance  Program Contract Execution Workshop: Review Questions Monitoring and Controlling Process Group  The Monitoring and Controlling Process www.ProjacsTraining.com

o Gather and Report Performance Data o Assemble and Analyze Program Data o Take Corrective Action  Program Change Control o Identify, Document and Evaluate Program Change Request o Communicate Program Change Request Decisions  Program Issue Management  Program Communication and Reporting  Types of Program Internal Control Workshop: Review Questions Day #19 Closing Process Group  Program Component Closure o Create Program Closure Report o Conduct Program Lessons Learned Sessions o Transition Program to Operations Workshop: Review Questions Managing Life Cycle Program Process Interactions through Program Configuration Management Program Management Process Mapping  Types of Programs  Program Vision  Defining the Course o As‐Is Processes o Could‐Be Processes o Should‐Be Processes o Milestone Plan Program Management Office for The Program  Why a Program Management Office?  Key Essentials for any Program Management Office  Implementation Plan for the Program Management Office Program Management and OPM3  Project Management Maturity: The Evolving Organization  Project Management Maturity Models Workshop: Review Questions Building and Implementing Your Personal PgMP Certification Road Map www.ProjacsTraining.com

  

PgMP Credential Process Procedures for The Multi Rater Assessments Competency Evaluation Areas www.ProjacsTraining.com

Course Language: Arabic

English/

Course Manual:

English

Course Fee:

US$ 7,500

429

Program Management Professional and Project Management Office Implementation – Certified Program ‫عالميا‬ ‫معتمد‬ – ‫مشاريع‬ ‫برامج‬ ‫مدير‬ ‫لشھادة‬ ‫والتحضير‬ ‫المشاريع‬ ‫ادارة‬ ‫مكتب‬ ‫إنشاء‬ 26 Sept – 7 Oct 2010, Lebanon Introduction: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no‐longer sufficient to deal with the complexities of modern project undertakings. In recent years, the Project Management Professional Certification from the Project Management Institute “PMI” has become the most sought after certification in the world of project management professionals. To earn PMI’s PMP credential, you must demonstrate the required ‘long term commitment” to project management professionalism and pass a rigorous, 200‐question exam covering the five project management process groups and nine knowledge areas in PMI’s Guide to Project Management Body of Knowledge (PMBoK)® 4th edition. The Project/Programme Management Office (PMO) is one of the fastest growing concepts in project management today, as it is key to effective implementation of project management across the organisation. Effective PMOs come in varying shapes and sizes, from simple support offices to full centres of excellence. This course will enable the participants to anticipate as well as answer the questions associated with the creation of a PMO, from benefits to barriers to alignment with strategic business objectives and to develop the framework for a successful implementation. The participants learn common frame of reference to project management and related PMO concepts and activities, review the full complement of potential PMO functions so as to understand which match their organisation’s needs, consider options and select a PMO structure that can be properly aligned within their organisation. Need & Benefit: At the end of this five days training course, and through the daily work with PMO templates, whitepapers, examples and workshops, the participants will gain a detailed knowledge and can: 

Identify Project/Programme Management Office (PMO) capability based on an established competency continuum model www.ProjacsTraining.com

    

Determine the appropriate PMO structure for their organizations Determine what PMO functions are needed based on project management support requirements Recognise and overcome barriers related to PMO implementation Translate requirements for PMO functionality into distinct roles and responsibilities of PMO staff members Create preliminary PMO implementation plan

At the end of this course, participants will gain the following: - Understand the nature and tricks of the PMP Exam -


-


-


-


-

Develop Confidence

-

Tips for the Exam

Who should attend? Project Managers and program Managers who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Senior PM practitioners, PMO staff, managers of PMs, PM’s who want to start his career with PMO, and others who want to know what a good PMO is and how to build and maintain one. Course Director www.ProjacsTraining.com

Mohammed Khalil, B.Sc., PMP   







 

Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 4th Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services. During the period between 1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power. In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions. Recently, he completed building a project management methodology for the ACC. During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development.

Eng. Ali Kortam, PMP,CCE,CPM,PSP  Over 23 years of practical experiences in Civil – Architect (5 star) – HVAC – Electromechanical ‐ Deep Foundations ‐ Infrastructure – Petroleum, all in international reputable companies such as : ABB (Switzerland) – Arab Contractors (U.A.E.) – Saudi Condreco www.ProjacsTraining.com

(Greece/K.S.A) – SAMAREC (K.S.A) – Bin Ladin (K.S.A) – Emyco(Egypt) starting from site engineer to Top Management positions (Currently: Board of Directors in ABB)  As an international approved lecturer from IHRDC in U.S.A., Eng. Ali conducted very successful training courses/seminars all over the world: U.S.A, Europe, Middle and Far East with a very well successful record at most reputable enterprises such as: Emirates Bank (U.A.E). – MIS (Oil field) U.A.E. – Saudi Telecom (K.S.A) – El Gawal (K.S.A) – Saudi Aramco (K.S.A) – ADMA (U.A.E.) – World Bank_ILO (Egypt) – Touristic G. Committee (K.S.A) – Ministry of Defense (K.S.A) – Saudi AirLines (K.S.A) – El Watania Industries (K.S.A). –Chamber of Commerce (K.S.A.) – Qatar COOL (Qatar)‐ El Zaka House (Kuwait) – Arabian Bemco (U.A.E) – ASGC (U.A.E.) – Hospitality Mgmt Services (U.A.E.) – Tawam Hospital (U.A.E.) – Ministry of Water and Electricity (K.S.A) – G. Authority of Civil Aviation (K.S.A) – ISE (Economic offset (K.S.A) – AMANA (U.A.E.) – Airways Engineering (K.S.A) and other hundreds of enterprises and as part time – assistant professor doctor at American University – Engineering Services. Professional Certificates:    

PMP = Certified Project Management Professional – 1999– PMI_U.S.A CCE = Certified Cost Engineer – 2001 – aacei_U.S.A CPM = Certified Projects Manager – 2002 – IPMA_Switzerland PSP = Planning and Scheduling Professional – 2005 ‐ aacei_U.S.A Current Position:



‐ PA – Projects Controller – Local Division _ Egypt (8 Companies) (Metals, Minerals, Petrochemicals, Oil&Gas, Contracting, Sugar, Industrial Process, Turbo Charger) Currently: Process Automation (8Companies)‐ Project Control Manager‐ Local Division _ ABB _Egypt  Board Member in ABB  Senior Project Management Consultant with PROJACS  Joined PMI in Brussels in butting PMP Exams within 14 Experts selected from all over the world  Special Capabilities: 3. International Grader for AACEI_U.S.A – Global Exams 4. Papers in International Annual Meetings _Last one selected as 1 of 4 best papers Year 2009 in project Management in Toronto, Canada AACEI Chapter Assistant Professor Dr. in the American University In Cairo – Part time Course Curriculum Day One www.ProjacsTraining.com

Course Introduction  Natue of the PMP Exam  History of the PMP Certification and Exam  Latest Developments in the Exam process  Test procedure  Application Process and Requirements  The nature and Type of Questions  Recertification and the Professional Development Program Framework of Project Management  Introduction  The Project Management Context  Project Management Process Groups Project Integration Management  Develop Project Charter  Project Scope Statement (Preliminary)  Develop Project Management Plan  Direct and Manage Project Execution  Monitor and Control Project Work  Integrated Change Control  Close Project Day Two Project Scope Management  Scope Planning  Scope Definition  Create WBS  Scope Verification  Scope Change Control Project Time Management  Activity Definition  Activity Duration Estimation  Activity Sequencing  Schedule Development  Schedule Control Day Three Project Cost Management  Cost Estimate www.ProjacsTraining.com

 

Cost budgeting Cost Control

Project Quality Management  Quality Planning  Perform Quality Assurance  Perform Quality Control Day Four Project Human Resource Management  Human Resource Planning  Acquire Project Team  Develop Project Team  Manage Project Team Project Communications Management  Communications Planning  Information Distribution  Performance Reporting  Manage Stakeholders Project Management Professional Responsibility  Responsibility of the Project Manager  Ethical Practices in Project Management Day Five Project Risk Management  Risk Management Planning  Risk Identification  Qualitative Risk Analysis  Quantitative Risk Analysis  Risk response planning  Risk monitoring and Control Project Procurement Management  Plan Purchases and Acquisitions  Plan Contracting  Request Seller Responses  Select sellers  Contract administration  Contract Closure www.ProjacsTraining.com

Tips for the Exam Day Six  The Project management environment 

Project, Program and Portfolio



What is the PMO?



The purpose of a PMO



Benefits of establishing a PMO



Key factors for PMO success



Identification and involvement of influential stakeholders



PMO project life cycle framework



Facilitating stakeholder buy‐in for the PMO

Workshop: The needs analysis and feasibility workshop Day Seven  PMO objectives 

PMO structures and their characteristics



PMO functions

Example: Business case for implementing a PMO Workshop: Write your PMO objectives Workshop: Design your PMO framework   

Organizational project management maturity Assessment life cycle PMO road map



Authority required for effective performance



PMO staffing

 

Roles and responsibilities PMO roles and responsibilities in the maturity assessment www.ProjacsTraining.com

Workshop: Design your organization assessment questionnaire and assessment report Day Eight  PMO project phases  PMO project life cycle Initiating o PMO vision o Create PMO charter o Secure Funding o Establish Steering Committee Workshop: write your PMO charter PMO Planning  Create execution plan o PMO scope o PMO WBS o PMO costing o PMO schedule  Adopt Methodology  Adopt Standards  Adopt Processes Day Nine PMO Planning (cont.)  Adopt Tools  Adopt Software  Adopt Databases Workshop: Create your PMO execution plan PMO Implementation  Perform General Services o Report Activities o Implement and evaluate Methodology o Promote Standards o Improve Processes o Support Software o Update Plans o Maintain Knowledge Base Day Ten www.ProjacsTraining.com

PMO Implementation (cont.)  Perform Supportive Services o Train, Mentor, Support Staff o Support Projects o Manage Accounts Workshop: Training analysis report Workshop: Design training vendor selection and evaluation  Perform Controlling Services o Implement Governance o Perform Assessments o Perform Reviews and Audits  Perform Directive Services o Recruit, Assign and Manage Staff o Manage Suppliers o Manage Equipment o Manage Customers PMO Improvement  Review and adjustment process (continues improvement)  Improve PMO Operation  Measure, improve PMO Effectiveness  Measure, improve Maturity Level  Lesson learned document Why PMO implementations fail The critical factors for PMO success Course Language: Course Manual: Course Fee: www.ProjacsTraining.com

English/ Arabic English

US$ 5,950

430

PMP Preparation, PMO Implementation and Strategic Leadership Techniques ‫والفنية‬ ‫االدارية‬ ‫والمھارات‬ ‫الفني‬ ‫المكتب‬ ‫وتطبيقات‬ ‫االحترافية‬ ‫المشاريع‬ ‫ادارة‬ ‫تقنيات‬ 20 September ‐7 October 2010, Lebanon

Need & Benefit: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no‐longer sufficient to deal with the complexities of modern project undertakings. In recent years, the Project Management Professional Certification from the Project Management Institute “PMI” has become the most sought after certification in the world of project management professionals. To earn PMI’s PMP credential, you must demonstrate the required ‘long term commitment” to project management professionalism and pass a rigorous, 200‐question exam covering the five project management process groups and nine knowledge areas in PMI’s Guide to Project Management Body of Knowledge (PMBoK)® 4th edition. Recently, there is an emerging awareness that project management must be controlled at the level of organizations, not individuals. Recognizing this, there has recently been a boom in a type of department called a project / program management office (PMO) which is considered a key for effective implementation of project management across the organization. Effective PMOs come in varying shapes and sizes, from simple support offices to full centers of excellence. The goal of PMO is not to establish controls for the sake of controls, but to help project managers and project teams deliver value. This course will enable the participants to anticipate as well as answer the questions associated with the creation of a PMO, from benefits to barriers to alignment with strategic business objectives and to develop the framework for a successful implementation. The participants learn common frame of reference to project management and related PMO concepts and activities, review the full complement of potential PMO functions so as to understand which match their organization’s needs, consider options and select a PMO structure that can be properly aligned within their organization. This specific course covers the areas related to strategic thinking and visionary leadership. More precisely, it highlights the importance of strategic thinking, decision making and leadership skills. This program aims at developing the participants’ know how, core competencies and professional expertise in matters related to these topics. Beside that, the program will shed‐ www.ProjacsTraining.com

light some valued information on how to apply different leadership styles and techniques using best practices. In this respect, we will focus mainly on strategic thinking, decision making, goal setting and all challenges faced in the economic crisis to better manage business operations and meet the stakeholders’ needs and general expectations. participants will brainstorm and work together in order to better assimilate and apply the concept of strategic thinking, decision making and visionary leadership. It will also help participants to effectively develop their knowledge and skills related to these subjects. Accordingly, some valuable exercises, videos and group think activities will be assigned to participants to help them better recognize the value and importance of leading successfully employees and their organizations. This training is supposed to highlight the main characteristics and traits of successful leaders and decision makers in organizations. Participants must have by end of this course a “toolbox” on how to think from a strategic point of view, make rational decisions and lead people using best practices. Some valuable tips will be presented to attendees to accordingly enhance their decision making process, general attitude, and performance to effectively lead people and organizations. Hands‐on practical experience and case studies will be offered during the training sessions to bring valued added to people’s professional expertise. Objectives: At the end of this course, participants will gain the following: - Understand the nature and tricks of the PMP Exam -


-


-


-


-

Develop Confidence

-

Tips for the Exam

-

Identify Project/Program Management Office (PMO) capability based on an established competency continuum model. Determine the appropriate PMO structure for their organizations. Learn how to prepare for a PMO

-


-

Determine what PMO functions are needed based on project management support requirements. Recognize and overcome barriers related to PMO implementation. Translate requirements for PMO functionality into distinct roles and responsibilities of PMO staff members. Create preliminary PMO implementation plan.

Who Should Attend? Project Managers and program Managers who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Senior Project Management Practitioners, PMO staff, Program Managers, Managers of Project Managers, Project Managers who want to start their career with PMO, and others who want to know what a good PMO is and how to build and maintain one. This will be applicable in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This course is also of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. This training will be animated by a qualified professional expert in the field of Human Resources and Management Consultancy Services. We expect the target audience to represent the top management level of the companies. However, any person who has an interest to develop his/her skills in these specific areas is eligible to attend this program. Course Directors:

Mohammed Khalil, B.Sc., PMP  

Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. www.ProjacsTraining.com



He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 4th Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999.  Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services.  During the period between 1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power.  In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions.  Recently, he completed building a project management methodology for the ACC.  During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development.

Dr. Rima Shaar is a graduate of the American University of Beirut (AUB), Faculty of Arts & Sciences. She has received a Bachelor Degree in Public Administration in February 1992 (Dean’s Honor List in Feb. 92); then earned a Master’s Degree in Management from also AUB in 1994. In 1999, she has completed a Ph.D. degree in Human Resources from Alabama, USA (with Distinction). In April 2001, Dr. Shaar has attended the International HR Management Program with the Society for Human Resource Management (SHRM) in Chicago as well as the HR Generalist Program in June 2002 (Pennsylvania). In June 2003, she has pursued the “Strategic Decision Making & HR Advanced Program” jointly with SHRM and Wharton Business School. Beside that, she has successfully passed in September 2003, the ISO 9000:2000 Series Lead Auditor written examinations with SGS United Kingdom Ltd, Systems & Certification. In June 2004, Dr. Shaar has attended the “Executive Leadership Program” with Cornell in collaboration with SHRM (Louisiana). In February 2005, she has earned the CPHRG (Certified Professional in Human Resources Generalist) from the Institute for Human Resource Management Education (IHRME), Arizona. www.ProjacsTraining.com

Since 2000, Dr. Shaar has designed and developed series of seminars and training programs for a number of highly reputed institutions and training companies in soft skills areas i.e. Performance Management & Appraisal, Communication & Supervisory Skills, Time Management, Decision Making & Strategic Management, Leadership Skills, Change Management, Ethics, Coaching, Strategic Thinking & Planning, Risk Management, Setting SMART Goals, Emotional Intelligence, Knowledge Management, Customer Service and HR for Non‐HR Managers, Career Planning & Development, etc. Beside that, Dr. Shaar has regularly attended SHRM Annual Conferences & Exhibitions since 2000. She was assigned the moderator for SHRM International Lounge in 2005 (California). Dr. Shaar has about 19 years of varied experience in Management Consulting, HR Advisory Services, Training & Development, Education, Customer Service, Auditing, Telecom and Banking. Worked with Deloitte & Touche in the Middle East as Regional HR Manager as well as handled several projects and special assignments jointly with Team International & World Bank, USAID, UNDP, Morgan Group International, AUB, Lebanese American University (LAU), Fransabank, BankMED (Lebanon), Able Logistics (Dubai, UAE), Comium Telecom (Lebanon), Du Telecom (UAE), Council for Development & Reconstruction (Lebanon), Chevron (Kuwait), IMCO (Kuwait), Petroleum Training Center (PTC), Al‐Homaizi Co. known as Kout Food Group (Kuwait), Al‐Khazna Insurance Co. (UAE), Amana Group (UAE), Du Telecom (UAE), Jordan Applied University, King Hussein Cancer Center (Jordan), Ministry of Housing & Public Works (Bahrain) as well as Qatar Gas & Qatar Petroleum. Dr. Rima Shaar is a certified Trainer and Consultant by worldwide international organizations in Management & HR fields. She is currently an active member in good standing with SHRM and the American Society for Training & Development (ASTD). Beside that, she is appointed as HR Lecturer (on part‐time basis) at AUB since 2000 in the Suliman S. Olayan School of Business (OSB). In addition to that, Dr. Rima Shaar has served as Advisor at AUB for the Student Representative Committee (SRC) in OSB between October 2004 & July 2005. In the past three years, Dr. Shaar was also nominated as Advisor to re‐launch the Entrepreneurial Club in OSB (AUB) between October 2005 and July 2006. She was also the Coordinator for the Human Resources and Strategic Career Planning Program at AUB between 2000 and 2007. During the past years, she has launched series of HR Conferences with Morgan Group International in Kuwait, Jordan, Bahrain and Lebanon. Beside that, Dr. Shaar is assigned the Coordinator and Lead Instructor by Morgan Group for SHRM Certification Program in the Middle East Region. At last, Dr. Rima Shaar publishes in the “Daily Star” Newspaper [Section Business Star], special articles related to “Business Ethics” & “Human Capital Management”. Course Curriculum www.ProjacsTraining.com

Day One Course Introduction  Natue of the PMP Exam  History of the PMP Certification and Exam  Latest Developments in the Exam process  Test procedure  Application Process and Requirements  The nature and Type of Questions  Recertification and the Professional Development Program Framework of Project Management  Introduction  The Project Management Context  Project Management Process Groups Project Integration Management  Develop Project Charter  Project Scope Statement (Preliminary)  Develop Project Management Plan  Direct and Manage Project Execution  Monitor and Control Project Work  Integrated Change Control  Close Project Day Two Project Scope Management  Scope Planning  Scope Definition  Create WBS  Scope Verification  Scope Change Control Project Time Management  Activity Definition  Activity Duration Estimation  Activity Sequencing  Schedule Development  Schedule Control Day Three www.ProjacsTraining.com

Project Cost Management  Cost Estimate  Cost budgeting  Cost Control Project Quality Management  Quality Planning  Perform Quality Assurance  Perform Quality Control Day Four Project Human Resource Management  Human Resource Planning  Acquire Project Team  Develop Project Team  Manage Project Team Project Communications Management  Communications Planning  Information Distribution  Performance Reporting  Manage Stakeholders Project Management Professional Responsibility  Responsibility of the Project Manager  Ethical Practices in Project Management Day Five Project Risk Management  Risk Management Planning  Risk Identification  Qualitative Risk Analysis  Quantitative Risk Analysis  Risk response planning  Risk monitoring and Control Project Procurement Management  Plan Purchases and Acquisitions  Plan Contracting  Request Seller Responses  Select sellers www.ProjacsTraining.com

 Contract administration  Contract Closure Tips for the Exam Day Six            


Day Seven         

    

PMO objectives PMO structures and their characteristics PMO functions Fitting the PMO into the Organization Example: Business case for implementing a PMO Workshop: 1. Write your PMO objectives 2. Design your PMO framework Organizational project management maturity Assessment life cycle Determining the Organization Project Management Level 1. PMO road map 2. Pilot Evaluation of Project Management 3. The Costs of Implementing a PMO Authority required for effective performance PMO staffing Roles and responsibilities PMO roles and responsibilities in the maturity assessment Workshop: 1. Design your organization assessment questionnaire and assessment report www.ProjacsTraining.com

Day Eight          


Day Nine 

 


Day Ten: 

PMO Implementation (cont.) 1. Perform Supportive Services www.ProjacsTraining.com

    

2. Train, Mentor, Support Staff 3. Support Projects 4. Manage Accounts Workshop: 1. Training analysis report 2. Design training vendor selection and evaluation Perform Controlling Services Implement Governance Final Assessment Wrap Up and Close Out

Day Eleven: Strategic Thinking

     

Define the concept of strategic thinking and its aspects. Explain the various business strategies and their critical impacts on organizations. Understand the current mission, vision, core values and shared beliefs required. Increase understanding of people skills, know‐how and personal plans/ambition. Use emotional intelligence in strategic thinking. Provide some tips on how to think strategically and add value to business.

Day Twelve: Effective Decision Making Skills

     

Define the concept of decision making and its whole process. Explain the importance of decision making in effectively managing enterprises. Describe the behavioral and analytical process of decision making. Provide some explanation about decision making competency framework. Manage conflict through effective decision making approaches. Increase understanding of others.

Day Thirteen: Goal Setting

      

Define the concept of goal setting & its approaches. Provide the frameworks & tools to set business goals to achieve better results. Discuss the appraisal by results based on goal setting. Introduce the business technique of MBO using the principle of goal setting. Explain the differences between short, medium & long‐term goal. Provide some valuable guidelines on goal setting. www.ProjacsTraining.com

Day Fourteen: Leadership skills:       

Display the various leadership styles, skills and activities. Present the 3C Leadership Model. Highlight Blanchard’s Leadership Techniques. Help participants to assess people’s attitudes & personalities. Align employees’ goals with corporate mission, vision and business strategies. Provide some guidelines on how to better lead people and company’s resources.

Day Fifteen Presentations & Feedback   

Deliver short Presentations about selected topics. Provide some helpful guidelines on how to think strategically and lead effectively. Give and receive feedback about the training program.

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 7,500

431

Project Management Office (PMO) – Planning & Implementation ‐Certified Program

ً ‫عالميا‬ ‫معتمد‬ "‫المشاريع‬ ‫إدارة‬ ‫"مكتب‬ ‫وتطبيق‬ ‫بناء‬ 26 ‐ 30 September, 2010 Lebanon Need & Benefit: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing and global competition. Recently, there is an emerging awareness that project management must be controlled at the level of organizations, not individuals. Recognizing this, there has recently been a boom in a type of department called a project / program management office (PMO) which is considered a key for effective implementation of project management across the organization. Effective PMOs come in varying shapes and sizes, from simple support offices to full centers of excellence. The goal of PMO is not to establish controls for the sake of controls, but to help project managers and project teams deliver value. This course will enable the participants to anticipate as well as answer the questions associated with the creation of a PMO, from benefits to barriers to alignment with strategic business objectives and to develop the framework for a successful implementation. The participants learn common frame of reference to project management and related PMO concepts and activities, review the full complement of potential PMO functions so as to understand which match their organization’s needs, consider options and select a PMO structure that can be properly aligned within their organization. Objectives:       



Who Should Attend? Senior Project Management Practitioners, PMO staff, Program Managers, Managers of Project Managers, Project Managers who want to start their career with PMO, and others who want to know what a good PMO is and how to build and maintain one. This will be applicable in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This course is also of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. The course gives an excellent opportunity for the certified PMPs to get updated about the best practices in designing and building a PMO and earning 25 PDUs which will help them in renewing their PMP certificate.

Course Director Mohammed Khalil, B.Sc., PMP   





Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Sudan, Tunisia and London with more than 18,000 contact hours of tutoring different topics of project management and offering project management consultancy services. During the period between1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power. www.ProjacsTraining.com

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 

In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions. Recently, he completed building a project management methodology for the ACC. During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development.

Program Curriculum: Day One            


Day Two       

PMO objectives PMO structures and their characteristics PMO functions Fitting the PMO into the Organization Example: Business case for implementing a PMO Workshop: 1. Write your PMO objectives 2. Design your PMO framework Organizational project management maturity www.ProjacsTraining.com

 

    

Assessment life cycle Determining the Organization Project Management Level 1. PMO road map 2. Pilot Evaluation of Project Management 3. The Costs of Implementing a PMO Authority required for effective performance PMO staffing Roles and responsibilities PMO roles and responsibilities in the maturity assessment Workshop: 1. Design your organization assessment questionnaire and assessment report


Day Three          


Day Four 

 


Day Five: 

PMO Implementation (cont.) 1. Perform Supportive Services www.ProjacsTraining.com

    

2. Train, Mentor, Support Staff 3. Support Projects 4. Manage Accounts Workshop: 1. Training analysis report 2. Design training vendor selection and evaluation Perform Controlling Services Implement Governance Final Assessment Wrap Up and Close Out


432

Planning and Implementing Project Management Office and Visionary Leadership Skills

‫والقيادية‬ ‫االدارية‬ ‫والمھارات‬ ‫المشاريع‬ ‫ادارة‬ ‫مكتب‬ ‫بناء‬ ‫وطرق‬ ‫مفاھيم‬ 26 September – 7October, 2010 Lebanon Need & Benefit: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing and global competition. Recently, there is an emerging awareness that project management must be controlled at the level of organizations, not individuals. Recognizing this, there has recently been a boom in a type of department called a project / program management office (PMO) which is considered a key for effective implementation of project management across the organization. Effective PMOs come in varying shapes and sizes, from simple support offices to full centers of excellence. The goal of PMO is not to establish controls for the sake of controls, but to help project managers and project teams deliver value. This course will enable the participants to anticipate as well as answer the questions associated with the creation of a PMO, from benefits to barriers to alignment with strategic business objectives and to develop the framework for a successful implementation. The participants learn common frame of reference to project management and related PMO concepts and activities, review the full complement of potential PMO functions so as to understand which match their organization’s needs, consider options and select a PMO structure that can be properly aligned within their organization. This specific course covers the areas related to strategic thinking and visionary leadership. More precisely, it highlights the importance of strategic thinking, decision making and leadership skills. This program aims at developing the participants’ know how, core competencies and professional expertise in matters related to these topics. Beside that, the program will shed‐ light some valued information on how to apply different leadership styles and techniques using best practices. In this respect, we will focus mainly on strategic thinking, decision making, goal setting and all challenges faced in the economic crisis to better manage business operations and meet the stakeholders’ needs and general expectations Objectives


      


participants will brainstorm and work together in order to better assimilate and apply the concept of strategic thinking, decision making and visionary leadership. It will also help participants to effectively develop their knowledge and skills related to these subjects. Accordingly, some valuable exercises, videos and group think activities will be assigned to participants to help them better recognize the value and importance of leading successfully employees and their organizations. This training is supposed to highlight the main characteristics and traits of successful leaders and decision makers in organizations. Participants must have by end of this course a “toolbox” on how to think from a strategic point of view, make rational decisions and lead people using best practices. Some valuable tips will be presented to attendees to accordingly enhance their decision making process, general attitude, and performance to effectively lead people and organizations. Hands‐on practical experience and case studies will be offered during the training sessions to bring valued added to people’s professional expertise Who Should Attend? Senior Project Management Practitioners, PMO staff, Program Managers, Managers of Project Managers, Project Managers who want to start their career with PMO, and others who want to know what a good PMO is and how to build and maintain one. This will be applicable in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This course is also of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. The course gives an excellent opportunity for the certified PMPs to get updated about the best practices in designing and building a PMO and earning 25 PDUs which will help them in renewing their PMP certificate. This training will be animated by a qualified professional expert in the field of Human Resources and Management Consultancy Services.. We expect the target audience to represent the top www.ProjacsTraining.com

management level of the companies. However, any person who has an interest to develop his/her skills in these specific areas is eligible to attend this program. Course Directors:








 

Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Sudan, Tunisia and London with more than 18,000 contact hours of tutoring different topics of project management and offering project management consultancy services. During the period between1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power. In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions. Recently, he completed building a project management methodology for the ACC. During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development. www.ProjacsTraining.com

Dr. Rima Shaar She is a graduate of the American University of Beirut (AUB), Faculty of Arts & Sciences. She has received a Bachelor Degree in Public Administration in February 1992 (Dean’s Honor List in Feb. 92); then earned a Master’s Degree in Management from also AUB in 1994. In 1999, she has completed a Ph.D. degree in Human Resources from Alabama, USA (with Distinction). In April 2001, Dr. Shaar has attended the International HR Management Program with the Society for Human Resource Management (SHRM) in Chicago as well as the HR Generalist Program in June 2002 (Pennsylvania). In June 2003, she has pursued the “Strategic Decision Making & HR Advanced Program” jointly with SHRM and Wharton Business School. Beside that, she has successfully passed in September 2003, the ISO 9000:2000 Series Lead Auditor written examinations with SGS United Kingdom Ltd, Systems & Certification. In June 2004, Dr. Shaar has attended the “Executive Leadership Program” with Cornell in collaboration with SHRM (Louisiana). In February 2005, she has earned the CPHRG (Certified Professional in Human Resources Generalist) from the Institute for Human Resource Management Education (IHRME), Arizona. Since 2000, Dr. Shaar has designed and developed series of seminars and training programs for a number of highly reputed institutions and training companies in soft skills areas i.e. Performance Management & Appraisal, Communication & Supervisory Skills, Time Management, Decision Making & Strategic Management, Leadership Skills, Change Management, Ethics, Coaching, Strategic Thinking & Planning, Risk Management, Setting SMART Goals, Emotional Intelligence, Knowledge Management, Customer Service and HR for Non‐HR Managers, Career Planning & Development, etc. Beside that, Dr. Shaar has regularly attended SHRM Annual Conferences & Exhibitions since 2000. She was assigned the moderator for SHRM International Lounge in 2005 (California). Dr. Shaar has about 19 years of varied experience in Management Consulting, HR Advisory Services, Training & Development, Education, Customer Service, Auditing, Telecom and Banking. Worked with Deloitte & Touche in the Middle East as Regional HR Manager as well as handled several projects and special assignments jointly with Team International & World Bank, USAID, UNDP, Morgan Group International, AUB, Lebanese American University (LAU), Fransabank, BankMED (Lebanon), Able Logistics (Dubai, UAE), Comium Telecom (Lebanon), Du Telecom (UAE), Council for Development & Reconstruction (Lebanon), Chevron (Kuwait), IMCO (Kuwait), Petroleum Training Center (PTC), Al‐Homaizi Co. known as Kout Food Group (Kuwait), Al‐Khazna Insurance Co. (UAE), Amana Group (UAE), Du Telecom (UAE), Jordan Applied University, King Hussein Cancer Center (Jordan), Ministry of Housing & Public Works (Bahrain) as well as Qatar Gas & Qatar Petroleum. Dr. Rima Shaar is a certified Trainer and Consultant by worldwide international organizations in Management & HR fields. She is currently an active member in good standing with SHRM and the American Society for Training & Development (ASTD). Beside that, she is appointed as HR Lecturer (on part‐time basis) at AUB since 2000 in the Suliman S. Olayan School of Business (OSB). www.ProjacsTraining.com

In addition to that, Dr. Rima Shaar has served as Advisor at AUB for the Student Representative Committee (SRC) in OSB between October 2004 & July 2005. In the past three years, Dr. Shaar was also nominated as Advisor to re‐launch the Entrepreneurial Club in OSB (AUB) between October 2005 and July 2006. She was also the Coordinator for the Human Resources and Strategic Career Planning Program at AUB between 2000 and 2007. During the past years, she has launched series of HR Conferences with Morgan Group International in Kuwait, Jordan, Bahrain and Lebanon. Beside that, Dr. Shaar is assigned the Coordinator and Lead Instructor by Morgan Group for SHRM Certification Program in the Middle East Region. At last, Dr. Rima Shaar publishes in the “Daily Star” Newspaper [Section Business Star], special articles related to “Business Ethics” & “Human Capital Management”. Program Curriculum: Day One            


Day Two         

PMO objectives PMO structures and their characteristics PMO functions Fitting the PMO into the Organization Example: Business case for implementing a PMO Workshop: 1. Write your PMO objectives 2. Design your PMO framework Organizational project management maturity Assessment life cycle Determining the Organization Project Management Level www.ProjacsTraining.com

    

1. PMO road map 2. Pilot Evaluation of Project Management 3. The Costs of Implementing a PMO Authority required for effective performance PMO staffing Roles and responsibilities PMO roles and responsibilities in the maturity assessment Workshop: 1. Design your organization assessment questionnaire and assessment report

Day Three          


Day Four 

 

PMO Planning (cont.) 1. Adopt Tools 2. Adopt Software 3. Adopt Databases Workshop: 1. Create your PMO Execution Plan PMO Implementation 1. Perform General Services 2. Report Activities 3. Implement and evaluate Methodology www.ProjacsTraining.com

4. 5. 6. 7. 8.

Promote Standards Improve Processes Support Software Update Plans Maintain Knowledge Base

Day Five: 

    

PMO Implementation (cont.) 1. Perform Supportive Services 2. Train, Mentor, Support Staff 3. Support Projects 4. Manage Accounts Workshop: 1. Training analysis report 2. Design training vendor selection and evaluation Perform Controlling Services Implement Governance Final Assessment Wrap Up and Close Out

Day Six Strategic Thinking 

Define the concept of strategic thinking and its aspects.



Explain the various business strategies and their critical impacts on organizations.



Understand the current mission, vision, core values and shared beliefs required.



Increase understanding of people skills, know‐how and personal plans/ambition.



Use emotional intelligence in strategic thinking.



Provide some tips on how to think strategically and add value to business.

Day Seven Effective Decision Making Skills 

Define the concept of decision making and its whole process.



Explain the importance of decision making in effectively managing enterprises.



Describe the behavioral and analytical process of decision making.



Provide some explanation about decision making competency framework. www.ProjacsTraining.com



Manage conflict through effective decision making approaches.



Increase understanding of others.

Day Eight Goal Setting 

Define the concept of goal setting & its approaches.



Provide the frameworks & tools to set business goals to achieve better results.



Discuss the appraisal by results based on goal setting.



Introduce the business technique of MBO using the principle of goal setting.



Explain the differences between short, medium & long‐term goal.



Provide some valuable guidelines on goal setting.

Day Nine Leadership Skills 

Display the various leadership styles, skills and activities.



Present the 3C Leadership Model.



Highlight Blanchard’s Leadership Techniques.



Help participants to assess people’s attitudes & personalities.



Align employees’ goals with corporate mission, vision and business strategies.



Provide some guidelines on how to better lead people and company’s resources.

Day Ten Presentations & Feedback 

Deliver short Presentations about selected topics.



Provide some helpful guidelines on how to think strategically and lead effectively.



Give and receive feedback about the training program.

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 5,950

Maintenance Planning, Control and Documentation

433

25‐29 December 2010 Al‐Khobar, KSA

‫الصيانة‬ ‫أعمال‬ ‫وتوثيق‬ ‫ومراقبة‬ ‫تخطيط‬

In an ever increasingly competitive marketplace, the maintenance department is routinely asked to keep equipment running longer, with fewer failures and at lower costs. Industry is experiencing the pressure of rising costs, foreign competition, and the need to improve work force productivity. Companies must make productive use of all their resources ‐ labor, material, capital ‐ through best maintenance practices. Planning, Management and Work Control has the greatest profit potential of any maintenance function — a “reliable” way to quickly improve maintenance performance and service.The program is intended to introduce participants to a deep and advanced knowledge of maintenance objectives, problems associated with poor maintenance program. A focuses are directed on maintenance documentation, maintenance strategies, reliability‐centered maintenance, total productive maintenance, failure profile of plant machinery, acceptance standard and maintenance key performance evaluation and indicators. Computer applications on maintenance planning, maintenance scheduling, management and work control will be addressed too. Emphasis on various aspects of optimum maintenance sequencing, associated costs, replacement decision, task assignment & allocation, managing maintenance spare parts and problem solving process. In addition, trainees will learn how to sell management teams on the importance of these roles and how to gain the cooperation and understanding of purchasing, operations and engineering.This program is designed to be a hands‐on, stimulating experience. The program is highly interactive with much discussion and computer application practice sessions.During the course, attendees will have the opportunity to review an “Interactive computer decision making and optimization applications”. Laptop computers will be available to join in a practical session. By the end of this seminar, delegates will be able to go back to their facility and immediately apply what they learned to help make their plant or facility more efficient. Training like this never costs it pays! Course Director:

Dr. Abubakr Abd El‐Wahab In addition to being Associate Professor at faculty of engineering, Dr. Abd El‐Wahab is also a consultant to industry and Projacs International Company. He has more than 25 years experience in Maintenance Planning, Management and Work Control, maintenance scheduling, and computer maintenance management system CMMS, pumps operation, vibration analysis and measurements, rotating equipment condition www.ProjacsTraining.com

monitoring, alignment and balancing. Dr. Abubakr is involved in several research projects. Dr. Abubakr holds a Ph.D. in Mechanical Engineering from Aston University in Birmingham, United Kingdom, 1985. Dr. Abubakr, as a associated professor in the department of mechanical engineering, is involved in developing and designing the related curriculum and the training teaching materials. He is participating in customized training to the engineers and technicians of many industries. He used to participate in all educational, administration, curriculum development, industrial cooperation, cooperative training, and continuous education. He was granted Four Years Scholarship and O.R.S award from the UK Government. He used to attend scientific conferences. He published more than 25 scientific articles and papers in local and international conferences and journals. Professor Abubakr administrates many technical programs and acts as an expert witness in court cases and litigation involving machine deterioration or failure. Who Should Attend? Delegates should represent a wide range of personnel in the organization who are involved and engaged or dependent on work management, planning, and scheduling and those who are looking for effective maintenance. These include: • Maintenance Managers • Maintenance & Operations superintendents, supervisors, team leaders • Maintenance planners • Key leaders from each Maintenance craft • Materials Management Managers/Supervisors • Key Maintenance support assistants • Other stakeholders in the Work Planning Function Course Breakdown Day #1 Introduction Maintenance department’s function and objectives Apparent problems associated with poor maintenance program Selling Maintenance to senior executives Maintenance documentation Maintenance documentation scenario Defining maintenance Strategies Reactive, by default Preventive Maintenance PM Maintenance decision and computer applications Condition based maintenance Day #2 www.ProjacsTraining.com

Reliability‐centered maintenance Modify the normal failure profile of plant machinery Acceptance Standard Presenting the RCM Plan Steps in developing a formal RCM analysis RCM Case Study Total Productive maintenance Develop maintenance key performance evaluation and indicators Backlog ratio Over age Backlog Schedule Compliance Estimating Accuracy PM and Emergency Indices Overtime Productivity of the maintenance workforce Indicators Maintenance cost Balance Sheet Day #3 Maintenance planning Planner qualifications Planning Work Flow Good maintenance elements Preparing maintenance plan Planning sheet Application planning sheet Building maintenance scheduling Weekly Schedule Daily Schedules Case Study & Application Maintenance project management and planning module Evaluating Time‐Cost Trade‐off Justify resource constrain Optimum number of workers Day #4 Optimum maintenance sequencing Interactive practical applications Track associated costs Machine replacement analysis (MRA) Replace Sudden Failure Items www.ProjacsTraining.com

Replace Items that deteriorate Computer Method for Machine replacement Life cycle costing analysis LCCA Allocate maintenance work Interactive practical applications Planning of spare parts (Maintenance Material Control) Stock holding costs Stock ordering costs Lead time elements Economical order quantity EOQ Computer applications in maintenance material control, Materials requirements planning (MRP) Day # 5 Best maintenance Practice Problem Solving Process Basic Types of Failure Causes Define the Problem ‐ the problem Statement Gather Data/Evidence Identify the Fundamental Relationships associated with the defined problem. Utilize and analyze diagrams Causes of failure Case History Identify, implement effective solutions and the recommendations Failure Mode and Effects Analysis (FMEA) Case study Questions/Discussion and Wrap‐up Course Language : English Course Manual: English US$ 2,750 Course Fee :


434

Effective Leadership Skills & Team Building

26 September – 30 September 2010 Kuala Lumpur – Malaysia

Introduction: During the course we will consider what 'Leadership' means, and what the role of the Leader entails. We'll investigate what makes teams successful, and the Leader's role in the team's success. Leadership requires excellent communication, and we'll enhance our questioning, listening, and rapport‐building skills, as well as investigating some guidelines for successful meetings. Participants in the 'Leadership Skills' training will gain an understanding of the importance of setting goals with team members, and how to set goals to ensure their achievement Course Objectives: Leaders who inspire teams to work together can deliver results and services faster, better and more cost effectively. In this course, you gain the skills to structure, measure and tune performance in a service team environment. Through practical workshops, you learn how to become a leader who equips his or her team with the skills and capabilities to optimize productivity and performance and deliver high‐quality results. Develop your teams to maximize their strengths and enhance productivity Optimize organization and work design for success in service delivery teams Motivate your team with effective performance measurement Integrate your leadership behaviors, competencies and responsibilities into your management role Leverage the complementary skills and styles of your team Eliminate barriers and chokepoints that block teamwork Who Should Attend? Managers and anyone aspiring to a leadership position Course Director


Dr. Amira Zeitoun‐ MBA‐ PhD Dr. Amira Zeitoun is a certified International Management and Marketing trainer from the American Management Association (AMA) and an active member in American society for training and development, USA. She obtained her Master and PhD Degree with honored in Management and Organization from University of Minnesota, United States of America in 2003. In 2006, she was certified as a Master Trainer, from Business Edge‐IFC‐International World Bank from Washington, USA Also, she got CHARTER certificate in HR in 2007, from Canadian Human resources association, Vancouver, Canada. Dr. Zeitoun has a strong back ground working with many governmental, private, and Multinational companies in and outside Egypt. She has working experiences in Egypt, Yemen, United Arab of Emirates, Bahrain, Qatar, Sudan, Kuwait, Morocco, Jordan, Malaysia, Russia, and United States of America. She is delivering ready made and tailors made courses and Workshops; Inside Egypt to these companies: BADER Petroleum, ENBI, GABCO Petroleum, Misr Petroleum, United Advisory Group (Ltd.), AMED EAST, Egypt Yellow Pages, Sky Link Egypt, Bahgat Group, National Egyptian Suiseetee General Bank, Giza System, IT WORKX, Ministry of Tourism , Mercedes for Heavy Transportation Equipments (MCV), Egyptian for Maintenance‐ Petroleum Company, Mob nil, Nestle, Johnson and Johnson, and Egyptian Postal Offices, Monetary Institution of Central Egyptian Bank, Microsoft Egypt, Novartis ( Pharma), RAYA. And Outside Egypt such as: GOOGLE‐ San Francisco, USA‐ University of Minnesota‐ USA, Form Exhibition‐ Russia‐ IBM‐ Bahrain, Yemen Airlines, Kuwait Petroleum Corporation( KPC), ITESALAT Academy, UAE‐ Water and Electricity distribution Co‐UAE, ADNOC‐ UAE, El Shayea group‐ Kuwait, Kenar‐ Kuwait, Kawarezmi College‐ UAE, UAE‐ Takreer‐ UAE, GASWorld for Shipment‐ Kuwait, Abu Dhabi National Bank – UAE, El Keddera‐ UAE……etc. For almost 17 years, Dr. Zeitoun worked in many American Universities such as American University in London, City University (USA), New York Institution of Technology (USA and Bahrain), and October University for Arts and Science( MSA) Egypt. She also worked as a professional trainer in Center of Research and Maintenance of Medical & Scientific Equipment‐ Faculty of Engineering in Cairo University. She worked as an Assistant General Manager for Aspiration Co. for marketing service. Besides, she has a strong background on teaching using on‐line techniques; she is delivering lectures and directing students in Aspen Universities, Rashmair University, and Georgia State Art Collage (USA). www.ProjacsTraining.com

Dr. Zeitoun is an active member in many professional associations and committees including: American Society for Training and Development, Marketing through Internet Center – U.S.A, Ron Kaufman's marketing group "The Best of Active Learning group”, IIABA's Virtual University group, Management Consultancy network‐ Top‐ Consultant.com. She also has been nominated as a candidate for inclusion in the 2007‐2008 International WHO ‘S WHO of Professionals Edition. Dr. Zeitoun also an active person in many social and charity organizations such as Rotary clubs, and she was elected to be Egyptian Goodwill ambassador to both USA and Germany in 1996, 1999 respectively. Course Curriculum Introduction • Focusing on people: the key to successful leadership • Debunking the charisma requirement • Defining leadership and leadership effectiveness • Linking the behaviors, competencies and responsibilities of successful leaders Structuring Effective Work Design Identifying the components of effective teamwork • The power of team‐owned ground rules • Optimizing team structure Designing effective work assignments • Matching task‐to‐team organization • Selecting the best team design Shaping the Leadership Thought Process‐ Managing beyond your team boundaries • Protecting the team from outside pressure and disturbance • Influencing key players to secure resources Questioning leadership conventions • Countering the myth of "Big L" leadership • Applying quiet leadership skills Harnessing the Power of Motivation and Performance Measurement Building team‐led effectiveness • Analyzing the subtle forces of measurement www.ProjacsTraining.com

• Measuring what matters • Building a positive psychological contract • Tuning measures to optimize results Overcoming roadblocks to productivity • Anticipating and deflecting external pressures • Ranking team member motivators Forging Your Role as a Leader Integrating management and leadership • Distinguishing the five components of effective leadership • Applying leadership in service delivery teams Refining a powerful leadership approach • Coaching your team for enhanced performance • Building performance through emotionally intelligent leadership Adopting a servant‐leadership role • Making the team your primary customer • Enhancing individual and team capabilities • Enabling the team as a key leadership activity Adapting Your Leadership Role to Accommodate Difference‐ Expanding your leadership perspective and capabilities • Adopting attitudes and expectations to enhance performance • Taking on the challenge of leadership excellence Converting difference into team effectiveness • Appreciating the uniqueness of each team member • Capitalizing on the differences and diversity of your team Pinpointing chokepoints in team dynamics • Modeling your team as a system • Optimizing system effectiveness Designing an Effective Team Communication Strategy‐ The elements of successful communication • The causal link between climate, mood and productivity • Recognizing mutual communication styles • The dominance of emotion in communication and thought Applying a diverse communication approach • Matching channels for communication clarity www.ProjacsTraining.com

• Factoring in the impact of technology • Bridging differences across distance and culture • Managing for agreement and handling conflict Planning Your Transition to Successful Leadership • Building your vision for your high‐performing team • Matching your leadership strategies to your team realities • Managing re‐entry into the workplace • Setting performance milestones to evaluate your success www.ProjacsTraining.com

Course Language: English\ Arabic Course Manual:

English\ Arabic

Course Fee : US$ : 2950

435

Project Initiation Process Group as per PMBOK Guide (Workshop 1) ‐ Certified Program 3 ‐ 5 October 2010, Kuwait Program Objectives: The Project Management Body of Knowledge “PMBOK” Guide is an American National Standard ANSI/PMI 99‐001‐2004. It is the de facto global standard for project management which focuses on the development of the project management processes based on the best practice of the project management practitioners all over the world and which could help a corporate achieving its strategic objectives and reaching the capability maturity model. Projacs International designs an integrated training program for managing projects as per the Global Standards to serve as guidelines for the candidates interested in developing & improving a project management methodology for their corporate. Upon completing the whole program, the candidates will be also eligible to go for the Project Management Professional “PMP” exam. Project Initiation Process Group is the first of five process groups that need to be followed to manage successfully any project as per the ANSI/PMI 99‐001‐2004 standards. It aims to authorize the project / phase to start based on its feasibility and its compatibility to the corporate strategic objectives. Upon the completion of this program, the candidates will get familiar with the Project Management Institute “PMI” standards in managing projects and will be able to understand the following concept and processes:  Project Management Framework  Project Management Skills  The role of the Project Management Team in Initiating the Project/Phase.  Project Objectives  Developing the Project Charter  Developing the Preliminary Project Scope Statement  PMI Code of Ethics Who Should Attend? Project managers, program managers and project management practitioners who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. The course gives an excellent opportunity for the certified PMPs to get updated about the best practices in initiating a project and earning 15 PDUs which will help them in renewing their PMP certificate. www.ProjacsTraining.com

Program Director:

Mohammed Khalil, B.Sc., PMP Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 4th Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐ house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services. During the period between 1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power. In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions. Recently, he completed building a project management methodology for the ACC. During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development Program Outlines:  Introduction  Project Management Framework o Definitions o Project Management Context o Organizational Influences on Project Management o Project Management Process Groups  Project Management Skills o Project Management Knowledge Competency o Project Management Performance Competency www.ProjacsTraining.com

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o Personal Competency The role of the Project Management Team in Initiating the Project/Phase Project Objectives Developing the Project Charter Process o Inputs/Tools & Techniques/Outputs Developing the Preliminary Project Scope Statement o Inputs/Tools & Techniques/Outputs Workshop Discussing different cases brought by the candidates

 Test your knowledge

Course Language:

English / Arabic

Course Manual:

English

Course Fee

US$2,200


Project Management; Initiation and Planning Process Groups 436 (Workshops 1 & 2) ‐ Certified Program 3 – 12 October 2010, Kuwait Program Objectives: The Project Management Body of Knowledge “PMBOK” Guide is an American National Standard ANSI/PMI 99‐001‐2004. It is the de facto global standard for project management which focuses on the development of the project management processes based on the best practice of the project management practitioners all over the world and which could help a corporate achieving its strategic objectives and reaching the capability maturity model. Projacs International has designed an integrated training program for managing projects as per the Global Standards to serve as guidelines for the candidates interested in developing & improving a project management methodology for their corporate. Upon completing this program, the candidates will be also eligible to go for the Project Management Professional “PMP” exam. This course will cover the initiating and planning process groups. Project initiating process group aims to authorize the project / phase to start based on its feasibility and its compatibility to the corporate strategic objectives. Project Planning Process aims to develop an integrated plan together with the needed subsidiary plans for the project / phase coping with the project’s objectives. Upon the completion of this program, the candidates will get familiar with the Project Management Institute “PMI” standards in managing projects and will be able to understand the following concept and processes:  Project Management Framework  Project Management Skills  Project Objectives  Developing the Project Charter  Developing the Preliminary Project Scope Statement  PMI Code of Ethics  The role of the Project Management Team in Initiating & Planning the Project/Phase.  Developing the Project Management Plan  Creating the Project’s Work Breakdown Structure  Developing the Project Schedule  Determining the Project’s Budget.  Developing the Project’s Quality Plan.  Developing the Project’s Human Resource Plan.  Developing the Project’s Communication Management Plan.  Developing the Project’s Risk Responses Plan.  Planning the Project’s Procurements www.ProjacsTraining.com

Who Should Attend? Project managers, program managers and project management practitioners who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. The course gives an excellent opportunity for the certified PMPs to get updated about the best practices in initiating and planning a project and earning 40 PDUs which will help them in renewing their PMP certificate. Program Director:


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Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 4th Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services. During the period between 1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power. In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions. Recently, he completed building a project management methodology for the ACC. www.ProjacsTraining.com

During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development Program Outlines:  Introduction  Project Management Framework o Definitions o Project Management Context o Organizational Influences on Project Management o Project Management Process Groups  Project Management Skills o Project Management Knowledge Competency o Project Management Performance Competency o Personal Competency  The role of the Project Management Team in Initiating the Project/Phase  Project Objectives  Developing the Project Charter Process o Inputs/Tools & Techniques/Outputs  Developing the Preliminary Project Scope Statement o Inputs/Tools & Techniques/Outputs  Workshop o Discussing different cases brought by the candidates o Test your knowledge  Overview on the Project’s Initiation Process Group  Project Integration Management o Develop Project Management Plan  Project Scope Management o Scope Management Plan o Scope Definition o Create Work Breakdown Structure  Project Time Management o Activity Definition o Activity Sequencing o Activity Resource Estimation o Activity Duration Estimation o Schedule Development  Project Cost Management www.ProjacsTraining.com

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o Cost Estimation o Cost Budgeting Project Quality Management o Quality Planning Project Human Resource Management o Human Resource Planning Project Communications Management o Communications Planning Project Risk Management o Risk Management Planning o Risk Identification o Qualitative Risk Analysis o Quantitative Risk Analysis o Risk Response Planning Project Procurement Management o Plan Purchase & Acquisition o Plan Contracting The role of the Project Management Team in Planning the Project / Phase. Workshop o Discussing different cases brought by the candidates o Test your knowledge Course Language:

English / Arabic

Course Manual:

English

Course Fee

US$4,500


Project Initiation, Planning and Executing Process Groups (Workshops 1, 2 & 3) – Certified Program 437 3 – 214 October 2010, Kuwait Program Objectives: The Project Management Body of Knowledge “PMBOK” Guide is an American National Standard ANSI/PMI 99‐001‐2004. It is the de facto global standard for project management which focuses on the development of the project management processes based on the best practice of the project management practitioners all over the world and which could help a corporate achieving its strategic objectives and reaching the capability maturity model. Projacs International has designed an integrated training program for managing projects as per the Global Standards to serve as guidelines for the candidates interested in developing & improving a project management methodology for their corporate. Upon completing this program, the candidates will be also eligible to go for the Project Management Professional “PMP” exam. This training course covers the initiating, planning and executing process groups. Initiating process group aims to authorize the project / phase to start based on its feasibility and its compatibility to the corporate strategic objectives. Project Planning Process Group aims to develop an integrated plan together with the needed subsidiary plans for the project / phase coping with the project’s objectives. Project Executing Process Group aims to implement successfully the project’s management plan where the planning, execution and monitoring & controlling of the project should be worked out simultaneously to achieve the project’s objectives. Upon the completion of this program, the candidates will get familiar with the Project Management Institute “PMI” standards in managing projects and will be able to understand the following concept and processes:  Project Management Framework  Project Management Skills  Project Objectives  Developing the Project Charter  Developing the Preliminary Project Scope Statement  PMI Code of Ethics  Developing the Project Management Plan  Creating the Project’s Work Breakdown Structure  Developing the Project Schedule  Determining the Project’s Budget.  Developing the Project’s Quality Plan.  Developing the Project’s Human Resource Plan.  Developing the Project’s Communication Management Plan.  Developing the Project’s Risk Responses Plan. www.ProjacsTraining.com

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Planning the Project’s Procurements The role of the Project Management Team in Initiating, Planning and Executing the Project/Phase. Direct & Manage Project Execution Perform Quality Assurance Acquire Project Team Develop Project Team Information Distribution Request Seller Response Select Seller

Who Should Attend? Project managers, program managers and project management practitioners who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. The course gives an excellent opportunity for the certified PMPs to get updated about the best practices in initiating, planning and executing a project and earning 50 PDUs which will help them in renewing their PMP certificate. Program Director:




Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 4th Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, www.ProjacsTraining.com

Bahrain, Qatar, Egypt, Muscat, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services.  During the period between 1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power.  In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions.  Recently, he completed building a project management methodology for the ACC. During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development Program Outlines:  Introduction  Project Management Framework o Definitions o Project Management Context o Organizational Influences on Project Management o Project Management Process Groups  Project Management Skills o Project Management Knowledge Competency o Project Management Performance Competency o Personal Competency  The role of the Project Management Team in Initiating the Project/Phase  Project Objectives  Developing the Project Charter Process o Inputs/Tools & Techniques/Outputs  Developing the Preliminary Project Scope Statement o Inputs/Tools & Techniques/Outputs  Workshop o Discussing different cases brought by the candidates o Test your knowledge  Develop Project Management Plan  Scope Management Plan www.ProjacsTraining.com

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Scope Definition Create Work Breakdown Structure Activity Definition Activity Sequencing Activity Resource Estimation Activity Duration Estimation Schedule Development Cost Estimation Cost Budgeting Quality Planning Human Resource Planning Communications Planning Risk Management Planning Risk Identification Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Plan Purchase & Acquisition Plan Contracting The role of the Project Management Team in Planning the Project / Phase. Workshop o Discussing different cases brought by the candidates o Test your knowledge Direct & Manage Project Execution Perform Quality Assurance Acquire Project Team Develop Project Team Information Distribution Request Seller Response Select Seller The role of the Project Management Team in Executing the Project / Phase Project Management Plan. Workshop Course Language: English / Arabic Test your knowledge Course Manual:

English

Course Fee

US$4,950


Project Initiation, Planning, Executing, Monitoring and Controlling Process Groups (Workshops 1, 2, 3 & 4) – Certified Program

438

3 – 19 October 2010, Kuwait

Program Objectives: The Project Management Body of Knowledge “PMBOK” Guide is an American National Standard ANSI/PMI 99‐001‐2004. It is the de facto global standard for project management which focuses on the development of the project management processes based on the best practice of the project management practitioners all over the world and which could help a corporate achieving its strategic objectives and reaching the capability maturity model. Projacs International has designed an integrated training program for managing projects as per the Global Standards to serve as guidelines for the candidates interested in developing & improving a project management methodology for their corporate. Upon completing this program, the candidates will be also eligible to go for the Project Management Professional “PMP” exam. This training course will cover the initiating, planning, executing and monitoring & controlling process groups. Project Initiation Process Group aims to authorize the project / phase to start based on its feasibility and its compatibility to the corporate strategic objectives. Project Planning Process Group aims to develop an integrated plan together with the needed subsidiary plans for the project / phase coping with the project’s objectives. Project Executing Process Group aims to implement successfully the project’s management plan where the planning, execution and monitoring & controlling of the project should be worked out simultaneously to achieve the project’s objectives. Project Monitoring & Controlling Process Group should be done through the whole project life cycle to make sure that the project’s performance at any certain data date will lead to achieving the project’s objectives and to see if any corrective actions might be needed in this concern. Upon the completion of this program, the candidates will get familiar with the Project Management Institute “PMI” standards in managing projects and will be able to understand the following concept and processes:  Project Management Framework  Project Management Skills  Project Objectives  Developing the Project Charter  Developing the Preliminary Project Scope Statement  PMI Code of Ethics  Developing the Project Management Plan  Creating the Project’s Work Breakdown Structure  Developing the Project Schedule  Determining the Project’s Budget.  Developing the Project’s Quality Plan.  Developing the Project’s Human Resource Plan. www.ProjacsTraining.com

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Developing the Project’s Communication Management Plan. Developing the Project’s Risk Responses Plan. Planning the Project’s Procurements Direct & Manage Project Execution Perform Quality Assurance Acquire Project Team Develop Project Team Information Distribution Request Seller Response Select Seller The role of the Project Management Team in initiating, planning, executing and monitoring & controlling the Project/Phase. Monitor & Control Project Work Integrated Change Control Scope Verification Scope Control Schedule Control Cost Control Perform Quality Control Manage Project Team Manage Stakeholder Performance Reporting Risk Monitoring & Control Contract Administration

Who Should Attend? Project managers, program managers and project management practitioners who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. The course gives an excellent opportunity for the certified PMPs to get updated about the best practices in initiating, planning, executing, monitoring & controlling a project and earning 65 PDUs which will help them in renewing their PMP certificate. Program Director:

Mohammed Khalil, B.Sc., PMP www.ProjacsTraining.com

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Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Sudan, Tunisia and London with more than 18,000 contact hours of tutoring different topics of project management and offering project management consultancy services. During the period between1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power. In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions. Recently, he completed building a project management methodology for the ACC. During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development.

Program Outlines:  Introduction  Project Management Framework o Definitions o Project Management Context o Organizational Influences on Project Management www.ProjacsTraining.com

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o Project Management Process Groups Project Management Skills o Project Management Knowledge Competency o Project Management Performance Competency o Personal Competency The role of the Project Management Team in Initiating the Project/Phase Project Objectives Developing the Project Charter Process o Inputs/Tools & Techniques/Outputs Developing the Preliminary Project Scope Statement o Inputs/Tools & Techniques/Outputs Workshop o Discussing different cases brought by the candidates o Test your knowledge Develop Project Management Plan “Inputs, Tools & Techniques and Outputs” Scope Management Plan “Inputs, Tools & Techniques and Outputs” Scope Definition “Inputs, Tools & Techniques and Outputs” Create Work Breakdown Structure “Inputs, Tools & Techniques and Outputs” Activity Definition “Inputs, Tools & Techniques and Outputs” Activity Sequencing “Inputs, Tools & Techniques and Outputs” Activity Resource Estimation “Inputs, Tools & Techniques and Outputs” Activity Duration Estimation “Inputs, Tools & Techniques and Outputs” Schedule Development “Inputs, Tools & Techniques and Outputs” Cost Estimation “Inputs, Tools & Techniques and Outputs” Cost Budgeting “Inputs, Tools & Techniques and Outputs” Quality Planning “Inputs, Tools & Techniques and Outputs” Human Resource Planning “Inputs, Tools & Techniques and Outputs” Communications Planning “Inputs, Tools & Techniques and Outputs” Risk Management Planning “Inputs, Tools & Techniques and Outputs” Risk Identification “Inputs, Tools & Techniques and Outputs” Qualitative Risk Analysis “Inputs, Tools & Techniques and Outputs” Quantitative Risk Analysis “Inputs, Tools & Techniques and Outputs” Risk Response Planning “Inputs, Tools & Techniques and Outputs” Plan Purchase & Acquisition “Inputs, Tools & Techniques and Outputs” Plan Contracting “Inputs, Tools & Techniques and Outputs” The role of the Project Management Team in Planning the Project / Phase. Workshop o Discussing different cases brought by the candidates www.ProjacsTraining.com

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o Test your knowledge Direct & Manage Project Execution “Inputs, Tools & Techniques and Outputs” Perform Quality Assurance “Inputs, Tools & Techniques and Outputs” Acquire Project Team “Inputs, Tools & Techniques and Outputs” Develop Project Team “Inputs, Tools & Techniques and Outputs” Information Distribution “Inputs, Tools & Techniques and Outputs” Request Seller Response “Inputs, Tools & Techniques and Outputs” Select Seller “Inputs, Tools & Techniques and Outputs” The role of the Project Management Team in Executing the Project / Phase Project Management Plan. Workshop o Test your knowledge Monitor & Control Project Work “Inputs, Tools & Techniques and Outputs” Integrated Change Control “Inputs, Tools & Techniques and Outputs” Scope Verification “Inputs, Tools & Techniques and Outputs” Scope Control “Inputs, Tools & Techniques and Outputs” Schedule Control “Inputs, Tools & Techniques and Outputs” Cost Control “Inputs, Tools & Techniques and Outputs” Perform Quality Control “Inputs, Tools & Techniques and Outputs” Manage Project Team “Inputs, Tools & Techniques and Outputs” Performance Reporting “Inputs, Tools & Techniques and Outputs” Manage Stakeholders “Inputs, Tools & Techniques and Outputs” Risk Monitoring & Control “Inputs, Tools & Techniques and Outputs” Contract Administration “Inputs, Tools & Techniques and Outputs” The role of the Project Management Team in Monitoring & Controlling the Project / Phase Work Course Language: English / Arabic Workshops Course Manual: English o Test your knowledge

Course Fee


US$5,950

Integrated Project Management Program by Processes Groups PMBOK Guide (IPM Workshops 1, 2, 3, 4, 5) – Certified Program 439 3– 21 October 2010, Kuwait Need & Benefits: The Project Management Body of Knowledge “PMBOK” Guide is an American National Standard ANSI/PMI 99‐001‐2004. It is the de facto global standard for project management which focuses on the development of the project management processes based on the best practice of the project management practitioners all over the world and which could help a corporate achieving its strategic objectives and reaching the capability maturity model. Projacs International has designed an integrated training program for managing projects as per the Global Standards to serve as guidelines for the candidates interested in developing & improving a project management methodology for their corporate. By completing this program, the candidates will be also eligible to go for the Project Management Professional “PMP” exam. This program covers in details the five process groups “Initiation, Planning, Executing, Monitoring & Controlling and Closing” needed for managing a project. Project Initiation Process Group aims to authorize the project / phase to start based on its feasibility and its compatibility to the corporate strategic objectives. Project Planning Process Group aims to develop an integrated plan together with the needed subsidiary plans for the project / phase coping with the project’s objectives. Project Executing Process Group aims to implement successfully the project’s management plan, where the planning, execution and monitoring & controlling of the project should be worked out simultaneously to achieve the project’s objectives. Project Monitoring & Controlling Process Group should be done throughout the whole life cycle of the project and aims to make sure that the project’s performance at any certain data date will lead to achieving the project’s objectives and to see if any corrective actions might be needed in this concern. Project Closing Process Group aims to finalize all activities across all project process groups to formally close the project or phase. It can’t be possible closing the project / phase without closing any related contracts / subcontracts. This process group when completed verifies that the defined processes are completed within all the process groups to close the project or project phase, as appropriate, and formally establishes that the project or project phase is complete. Upon the completion of this program, the candidates will get familiar with the Project Management Institute “PMI” standards in managing projects and will be able to understand the following concept and processes: www.ProjacsTraining.com

 Project Management Framework  Project Management Skills  The role of the Project Management Team in Initiating, planning, executing, monitoring & controlling and closing the Project/Phase.  Project Objectives  Developing the Project Charter  Developing the Preliminary Project Scope Statement  Developing the Project Management Plan  Creating the Project’s Work Breakdown Structure  Developing the Project Schedule  Determining the Project’s Budget.  Developing the Project’s Quality Plan.  Developing the Project’s Human Resource Plan.  Developing the Project’s Communication Management Plan.  Developing the Project’s Risk Responses Plan.  Planning the Project’s Procurements  Direct & Manage Project Execution  Perform Quality Assurance  Acquire Project Team  Develop Project Team  Information Distribution  Request Seller Response  Select Seller  Monitor & Control Project Work  Integrated Change Control  Scope Verification  Scope Control  Schedule Control  Cost Control  Perform Quality Control  Manage Project Team  Manage Stakeholders  Performance Reporting  Risk Monitoring & Control  Contract Administration www.ProjacsTraining.com

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Close Project / Phase Contract Closure Factors affecting the success of projects and Lessons Learned PMI Code of Ethics

Who Should Attend? Project managers, program managers and project management practitioners who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This Program is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. The Program gives an excellent opportunity for the certified PMPs to get updated about the best practices in initiating a project and earning 75 PDUs out of 60 PDUs needed for renewing their PMP certificate. Program Director: Mohammed Khalil, B.Sc., PMP  Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training.  He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001.  He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999.  Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services. www.ProjacsTraining.com

 During the period between 1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power.  In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions.  Recently, he completed building a project management methodology for the ACC.  During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development. Program Outlines:  Introduction  Project Management Framework o Definitions o Project Management Context o Organizational Influences on Project Management o Project Management Process Groups  Project Management Skills o Project Management Knowledge Competency o Project Management Performance Competency o Personal Competency  The role of the Project Management Team in Initiating the Project/Phase  Project Objectives  Project Management Initiation Process Group o Developing the Project Charter Process  Inputs/Tools & Techniques/Outputs o Developing the Preliminary Project Scope Statement  Inputs/Tools & Techniques/Outputs  Workshop  Discussing different cases brought by the candidates www.ProjacsTraining.com

 Test your knowledge  Project Management Planning Process Group o Develop Project Management Plan o Scope Management Plan o Scope Definition o Create Work Breakdown Structure o Activity Definition o Activity Sequencing o Activity Resource Estimation o Activity Duration Estimation o Schedule Development o Cost Estimation o Cost Budgeting o Quality Planning o Human Resource Planning o Communications Planning o Risk Management Planning o Risk Identification o Qualitative Risk Analysis o Quantitative Risk Analysis o Risk Response Planning o Plan Purchase & Acquisition o Plan Contracting  The role of the Project Management Team in Planning the Project / Phase.  Workshop o Discussing different cases brought by the candidates o Test your knowledge  Project Management Executing Process Group o Direct & Manage Project Execution o Perform Quality Assurance o Acquire Project Team o Develop Project Team o Information Distribution o Request Seller Response o Select Seller www.ProjacsTraining.com

 The role of the Project Management Team in Executing the Project / Phase Project Management Plan.  Workshop  Test your knowledge  Project Management Monitoring & Controlling Process Group o Monitor & Control Project Work “Inputs, Tools & Techniques and Outputs” o Integrated Change Control “Inputs, Tools & Techniques and Outputs” o Scope Verification “Inputs, Tools & Techniques and Outputs” o Scope Control “Inputs, Tools & Techniques and Outputs” o Schedule Control “Inputs, Tools & Techniques and Outputs” o Cost Control “Inputs, Tools & Techniques and Outputs” o Perform Quality Control “Inputs, Tools & Techniques and Outputs” o Manage Project Team o Performance Reporting “Inputs, Tools & Techniques and Outputs” o Manage Stakeholders “Inputs, Tools & Techniques and Outputs” o Risk Monitoring & Control “Inputs, Tools & Techniques and Outputs” o Contract Administration “Inputs, Tools & Techniques and Outputs”  The role of the Project Management Team in Monitoring & Controlling the Project / Phase Work  Workshops  Test your knowledge  Project Management Closing Process Group o Close Project / Phase “Inputs, Tools & Techniques and Outputs” o Contract Closure “Inputs, Tools & Techniques and Outputs”  The role of the Project Management Team in Monitoring & Controlling the Project / Phase Work  Factors affecting Projects Success & Lessons Learned  Workshops Course Language: English / Arabic  Test your knowledge Course Manual: English

Course Fee


US$7,950

Project Planning Process Group as per PMBOK Guide (Workshop 2) – Certified Program 440 6 ‐ 12 October 2010, Kuwait

Program Objectives: The Project Management Body of Knowledge “PMBOK” Guide is an American National Standard ANSI/PMI 99‐001‐2004. It is the de facto global standard for project management which focuses on the development of the project management processes based on the best practice of the project management practitioners all over the world and which could help a corporate achieving its strategic objectives and reaching the capability maturity model. Projacs International designs an integrated training program for managing projects as per the Global Standards to serve as guidelines for the candidates interested in developing & improving a project management methodology for their corporate. Upon completing the whole program, the candidates will be also eligible to go for the Project Management Professional “PMP” exam. Project Planning Process Group is the second of five process groups that need to be followed to manage successfully any project as per the ANSI/PMI 99‐001‐2004 standards. It aims to develop an integrated plan together with the needed subsidiary plans for the project / phase coping with the project’s objectives. Upon the completion of this program, the candidates will get familiar with the Project Management Institute “PMI” standards in managing projects and will be able to understand the following concept and processes:  Overview of the Project’s Initiation Process Group.  The role of the Project Management Team in Planning the Project/Phase.  Developing the Project Management Plan  Creating the Project’s Work Breakdown Structure  Developing the Project Schedule  Determining the Project’s Budget.  Developing the Project’s Quality Plan.  Developing the Project’s Human Resource Plan.  Developing the Project’s Communication Management Plan.  Developing the Project’s Risk Responses Plan.  Planning the Project’s Procurements Who Should Attend? Project managers, program managers and project management practitioners who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. www.ProjacsTraining.com

The course gives an excellent opportunity for the certified PMPs to get updated about the best practices in projects’ planning and earning 25 PDUs which will help them in renewing their PMP certificate. Program Director: Mohammed Khalil, B.Sc., PMP

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Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training.  He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001.  He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 4th Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999.  Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services.  During the period between 1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power.  In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions.  Recently, he completed building a project management methodology for the ACC. During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development Program Outlines:  Overview on the Project’s Initiation Process Group www.ProjacsTraining.com

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Project Integration Management o Develop Project Management Plan Project Scope Management o Scope Management Plan o Scope Definition o Create Work Breakdown Structure Project Time Management o Activity Definition o Activity Sequencing o Activity Resource Estimation o Activity Duration Estimation o Schedule Development Project Cost Management o Cost Estimation o Cost Budgeting Project Quality Management o Quality Planning Project Human Resource Management o Human Resource Planning Project Communications Management o Communications Planning Project Risk Management o Risk Management Planning o Risk Identification o Qualitative Risk Analysis o Quantitative Risk Analysis o Risk Response Planning Project Procurement Management o Plan Purchase & Acquisition o Plan Contracting The role of the Project Management Team in Planning the Project / Phase. Workshop o Discussing different cases brought by the candidates

Test your knowledge www.ProjacsTraining.com

Course Language:

English / Arabic

Course Manual:

English

Course Fee

US$2,950

441

Project Planning and Executing (Workshops 2 & 3) – Certified Program 6 – 14 October 2010, Kuwait

Program Objectives: The Project Management Body of Knowledge “PMBOK” Guide is an American National Standard ANSI/PMI 99‐001‐2004. It is the de facto global standard for project management which focuses on the development of the project management processes based on the best practice of the project management practitioners all over the world and which could help a corporate achieving its strategic objectives and reaching the capability maturity model. Projacs International designs an integrated training program for managing projects as per the Global Standards to serve as guidelines for the candidates interested in developing & improving a project management methodology for their corporate. Upon completing the whole program, the candidates will be also eligible to go for the Project Management Professional “PMP” exam. Project Planning & Project Executing Processes are needed to be followed to manage successfully any project as per the ANSI/PMI 99‐001‐2004 standards. It aims to develop an integrated plan together with the needed subsidiary plans for the project / phase coping with the project’s objectives. Upon the completion of this program, the candidates will get familiar with the Project Management Institute “PMI” standards in managing projects and will be able to understand the following concept and processes:  Overview of the Project’s Initiation, Planning Process Groups  The role of the Project Management Team in Planning & Executing the Project/Phase.  Developing the Project Management Plan  Creating the Project’s Work Breakdown Structure  Developing the Project Schedule  Determining the Project’s Budget.  Developing the Project’s Quality Plan.  Developing the Project’s Human Resource Plan.  Developing the Project’s Communication Management Plan.  Developing the Project’s Risk Responses Plan.  Planning the Project’s Procurements  Direct & Manage Project Execution  Perform Quality Assurance  Acquire Project Team  Develop Project Team  Information Distribution  Request Seller Response  Select Seller www.ProjacsTraining.com

Who Should Attend? Project managers, program managers and project management practitioners who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. This course gives an excellent opportunity for those who seeks detailed knowledge in project planning and execution and can earn 35 PDU's to enable them collect needed points to qualify to apply and take the PMP exam as well as help in renewing their PMP certificate. Program Director: Mohammed Khalil, B.Sc., PMP  Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training.  He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001.  He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999.  Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services.  During the period between 1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power.  In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineers for occupying leading positions.  Recently, he completed building a project management methodology for the ACC.  During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management www.ProjacsTraining.com

methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development. Program Outlines:  Overview on the Project’s Initiation Process Group  Project Integration Management o Develop Project Management Plan  Project Scope Management o Scope Management Plan o Scope Definition o Create Work Breakdown Structure  Project Time Management o Activity Definition o Activity Sequencing o Activity Resource Estimation o Activity Duration Estimation o Schedule Development  Project Cost Management o Cost Estimation o Cost Budgeting  Project Quality Management o Quality Planning  Project Human Resource Management o Human Resource Planning  Project Communications Management o Communications Planning  Project Risk Management o Risk Management Planning o Risk Identification o Qualitative Risk Analysis o Quantitative Risk Analysis o Risk Response Planning  Project Procurement Management o Plan Purchase & Acquisition o Plan Contracting  The role of the Project Management Team in Planning the Project / Phase.  Workshop o Discussing different cases brought by the candidates www.ProjacsTraining.com

Test your knowledge  Overview on the Project’s Initiation & Planning Process Groups  Project Integration Management o Direct & Manage Project Execution  Project Quality Management o Perform Quality Assurance  Project Human Resource Management o Acquire Project Team o Develop Project Team  Project Communications Management o Information Distribution  Project Procurement Management o Request Seller Response o Select Seller  The role of the Project Management Team in Executing the Project / Phase Project Management Plan.  Workshop Course Language: English / Arabic Test your knowledge

Course Manual:

English

Course Fee

US$3,950


Project Planning, Monitoring, Controlling and Executing (Workshops 2, 3 & 4) – Certified Program 442 6 – 19 October 2010, Kuwait

Program Objectives: The Project Management Body of Knowledge “PMBOK” Guide is an American National Standard ANSI/PMI 99‐001‐2004. It is the de facto global standard for project management which focuses on the development of the project management processes based on the best practice of the project management practitioners all over the world and which could help a corporate achieving its strategic objectives and reaching the capability maturity model. Projacs International designs an integrated training program for managing projects as per the Global Standards to serve as guidelines for the candidates interested in developing & improving a project management methodology for their corporate. Upon completing the whole program, the candidates will be also eligible to go for the Project Management Professional “PMP” exam. Project Planning Process Group is the second of five process groups that need to be followed to manage successfully any project as per the ANSI/PMI 99‐001‐2004 standards. It aims to develop an integrated plan together with the needed subsidiary plans for the project / phase coping with the project’s objectives. Upon the completion of this program, the candidates will get familiar with the Project Management Institute “PMI” standards in managing projects and will be able to understand the following concept and processes:  Overview of the Project’s Initiation, Planning, Executing Process Groups.  The role of the Project Management Team in Planning the Project/Phase.  Developing the Project Management Plan  Creating the Project’s Work Breakdown Structure  Developing the Project Schedule  Determining the Project’s Budget.  Developing the Project’s Quality Plan.  Developing the Project’s Human Resource Plan.  Developing the Project’s Communication Management Plan.  Developing the Project’s Risk Responses Plan.  Planning the Project’s Procurements  The role of the Project Management Team in Executing the Project/Phase.  Direct & Manage Project Execution  Perform Quality Assurance  Acquire Project Team  Develop Project Team  Information Distribution  Request Seller Response  Select Seller www.ProjacsTraining.com

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The role of the Project Management Team in monitoring & controlling the Project/Phase. Monitor & Control Project Work Integrated Change Control Scope Verification Scope Control Schedule Control Cost Control Perform Quality Control Manage Project Team Manage Stakeholder Performance Reporting Risk Monitoring & Control Contract Administration

Who Should Attend? Project managers, program managers and project management practitioners who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. The course gives an excellent opportunity for the certified PMPs to get updated about the best practices in projects’ planning and earning 25 PDUs which will help them in renewing their PMP certificate. Program Director: Mohammed Khalil, B.Sc., PMP







Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 4th Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999.


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Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services.  During the period between 1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power.  In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions.  Recently, he completed building a project management methodology for the ACC. During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development Program Outlines:  Overview on the Project’s Initiation Process Group  Project Integration Management o Develop Project Management Plan  Project Scope Management o Scope Management Plan o Scope Definition o Create Work Breakdown Structure  Project Time Management o Activity Definition o Activity Sequencing o Activity Resource Estimation o Activity Duration Estimation o Schedule Development  Project Cost Management o Cost Estimation o Cost Budgeting  Project Quality Management o Quality Planning  Project Human Resource Management www.ProjacsTraining.com

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o Human Resource Planning Project Communications Management o Communications Planning Project Risk Management o Risk Management Planning o Risk Identification o Qualitative Risk Analysis o Quantitative Risk Analysis o Risk Response Planning Project Procurement Management o Plan Purchase & Acquisition o Plan Contracting The role of the Project Management Team in Planning the Project / Phase. Workshop o Discussing different cases brought by the candidates

Test your knowledge  Overview on the Project’s Initiation & Planning Process Groups  Project Integration Management o Direct & Manage Project Execution  Project Quality Management o Perform Quality Assurance  Project Human Resource Management o Acquire Project Team o Develop Project Team  Project Communications Management o Information Distribution  Project Procurement Management o Request Seller Response o Select Seller  The role of the Project Management Team in Executing the Project / Phase Project Management Plan.  Workshop Test your knowledge  Overview on the Project’s Initiation & Planning and Executing Process Groups  Project Integration Management o Monitor & Control Project Work “Inputs, Tools & Techniques and Outputs” o Integrated Change Control “Inputs, Tools & Techniques and Outputs” www.ProjacsTraining.com

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Project Scope Management o Scope Verification “Inputs, Tools & Techniques and Outputs” o Scope Control “Inputs, Tools & Techniques and Outputs” Project Time Management o Schedule Control “Inputs, Tools & Techniques and Outputs” Project Cost Management o Cost Control “Inputs, Tools & Techniques and Outputs” Project Quality Management o Perform Quality Control “Inputs, Tools & Techniques and Outputs” Human Resource Management o Manage Project Team Project Communications Management o Performance Reporting “Inputs, Tools & Techniques and Outputs” o Manage Stakeholders “Inputs, Tools & Techniques and Outputs” Project Risk Management o Risk Monitoring & Control “Inputs, Tools & Techniques and Outputs” Project Procurement Management o Contract Administration “Inputs, Tools & Techniques and Outputs” The role of the Project Management Team in Monitoring & Controlling the Project / Phase Work Workshops

 Test your knowledge. www.ProjacsTraining.com

Course Language:

English / Arabic

Course Manual:

English

Course Fee

US$5,300

Project Closing, Controlling, Monitoring, Planning and Executing 443 (Workshops 2, 3, 4 &5) – Certified Program 6 – 21 October 2010, Kuwait Program Objectives: The Project Management Body of Knowledge “PMBOK” Guide is an American National Standard ANSI/PMI 99‐001‐2004. It is the de facto global standard for project management which focuses on the development of the project management processes based on the best practice of the project management practitioners all over the world and which could help a corporate achieving its strategic objectives and reaching the capability maturity model. Projacs International designs an integrated training program for managing projects as per the Global Standards to serve as guidelines for the candidates interested in developing & improving a project management methodology for their corporate. Upon completing the whole program, the candidates will be also eligible to go for the Project Management Professional “PMP” exam. Project Planning, Project Executing Processes, Project Monitoring & Controlling and Project Closing Process Group are needed to be followed to manage successfully any project as per the ANSI/PMI 99‐001‐2004 standards. It aims to develop an integrated plan together with the needed subsidiary plans for the project / phase coping with the project’s objectives. It also aims to finalize all activities across all project process groups to formally close the project or phase. It can’t be possible closing the project / phase without closing any related contracts / subcontracts. This process group when completed verifies that the defined processes are completed within all the process groups to close the project or project phase, as appropriate, and formally establishes that the project or project phase is complete. Upon the completion of this program, the candidates will get familiar with the Project Management Institute “PMI” standards in managing projects and will be able to understand the following concept and processes:  Overview of the Project’s Initiation, Planning, Executing, Monitoring & Controlling Process Groups.  The role of the Project Management Team in Planning, Executing, monitoring & controlling the Project/Phase.  Developing the Project Management Plan  Creating the Project’s Work Breakdown Structure  Developing the Project Schedule  Determining the Project’s Budget.  Developing the Project’s Quality Plan.  Developing the Project’s Human Resource Plan.  Developing the Project’s Communication Management Plan.  Developing the Project’s Risk Responses Plan.  Planning the Project’s Procurements  Direct & Manage Project Execution  Perform Quality Assurance www.ProjacsTraining.com

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Acquire Project Team Develop Project Team Information Distribution Request Seller Response Select Seller Monitor & Control Project Work Integrated Change Control Scope Verification Scope Control Schedule Control Cost Control Perform Quality Control Manage Project Team Manage Stakeholder Performance Reporting Risk Monitoring & Control Contract Administration The role of the Project Management Team in Closing the Project/Phase. Close Project / Phase Contract Closure Factors affecting the success of projects and Lessons Learned

Who Should Attend? Project managers, program managers and project management practitioners who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. This course gives an excellent opportunity for those who seeks detailed knowledge in project planning and execution and can earn 60 PDU's to enable them collect needed points to qualify to apply and take the PMP exam as well as help in renewing their PMP certificate. Program Director: Mohammed Khalil, B.Sc., PMP



Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training.




He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001.  He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 4th Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999.  Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services.  During the period between 1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power.  In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions.  Recently, he completed building a project management methodology for the ACC. During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development Program Outlines:  Overview on the Project’s Initiation Process Group  Project Integration Management o Develop Project Management Plan  Project Scope Management o Scope Management Plan o Scope Definition o Create Work Breakdown Structure  Project Time Management o Activity Definition o Activity Sequencing o Activity Resource Estimation www.ProjacsTraining.com

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o Activity Duration Estimation o Schedule Development Project Cost Management o Cost Estimation o Cost Budgeting Project Quality Management o Quality Planning Project Human Resource Management o Human Resource Planning Project Communications Management o Communications Planning Project Risk Management o Risk Management Planning o Risk Identification o Qualitative Risk Analysis o Quantitative Risk Analysis o Risk Response Planning Project Procurement Management o Plan Purchase & Acquisition o Plan Contracting The role of the Project Management Team in Planning the Project / Phase. Workshop o Discussing different cases brought by the candidates

Test your knowledge  Overview on the Project’s Initiation & Planning Process Groups  Project Integration Management o Direct & Manage Project Execution  Project Quality Management o Perform Quality Assurance  Project Human Resource Management o Acquire Project Team o Develop Project Team  Project Communications Management o Information Distribution  Project Procurement Management o Request Seller Response o Select Seller


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The role of the Project Management Team in Executing the Project / Phase Project Management Plan. Workshop

Test your knowledge  Overview on the Project’s Initiation & Planning and Executing Process Groups  Project Integration Management o Monitor & Control Project Work “Inputs, Tools & Techniques and Outputs” o Integrated Change Control “Inputs, Tools & Techniques and Outputs”  Project Scope Management o Scope Verification “Inputs, Tools & Techniques and Outputs” o Scope Control “Inputs, Tools & Techniques and Outputs”  Project Time Management o Schedule Control “Inputs, Tools & Techniques and Outputs”  Project Cost Management o Cost Control “Inputs, Tools & Techniques and Outputs”  Project Quality Management o Perform Quality Control “Inputs, Tools & Techniques and Outputs”  Human Resource Management o Manage Project Team  Project Communications Management o Performance Reporting “Inputs, Tools & Techniques and Outputs” o Manage Stakeholders “Inputs, Tools & Techniques and Outputs”  Project Risk Management o Risk Monitoring & Control “Inputs, Tools & Techniques and Outputs”  Project Procurement Management o Contract Administration “Inputs, Tools & Techniques and Outputs”  The role of the Project Management Team in Monitoring & Controlling the Project / Phase Work  Workshops  Test your knowledge  Overview on the Project’s Initiation & Planning, Executing, Monitoring & Controlling Process Groups  Project Integration Management o Close Project / Phase “Inputs, Tools & Techniques and Outputs”  Project Procurement Management o Contract Closure “Inputs, Tools & Techniques and Outputs” www.ProjacsTraining.com

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The role of the Project Management Team in Monitoring & Controlling the Project / Phase Work Factors affecting Projects Success & Lessons Learned Workshops



Course Language:

English / Arabic

Course Manual:

English

Course Fee

US$5,950

444

Project Executing Process Group as per PMBOK Guide (Workshop 3) – Certified Program 13 – 14 October 2010, Kuwait Program Objectives: The Project Management Body of Knowledge “PMBOK” Guide is an American National Standard ANSI/PMI 99‐001‐2004. It is the de facto global standard for project management which focuses on the development of the project management processes based on the best practice of the project management practitioners all over the world and which could help a corporate achieving its strategic objectives and reaching the capability maturity model. Projacs International designs an integrated training program for managing projects as per the Global Standards to serve as guidelines for the candidates interested in developing & improving a project management methodology for their corporate. Upon completing the whole program, the candidates will be also eligible to go for the Project Management Professional “PMP” exam. Project Executing Process Group is the third of five process groups that need to be followed to manage successfully any project as per the ANSI/PMI 99‐001‐2004 standards. It aims to implement successfully the project’s management plan where the planning, execution and monitoring & controlling of the project should be worked out simultaneously to achieve the project’s objectives. Upon the completion of this program, the candidates will get familiar with the Project Management Institute “PMI” standards in managing projects and will be able to understand the following concept and processes:  Overview of the Project’s Initiation, Planning Process Groups.  The role of the Project Management Team in Executing the Project/Phase.  Direct & Manage Project Execution  Perform Quality Assurance  Acquire Project Team  Develop Project Team  Information Distribution  Request Seller Response  Select Seller Who Should Attend? Project managers, program managers and project management practitioners who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. www.ProjacsTraining.com

The course gives an excellent opportunity for the certified PMPs to get updated about the best practices in project’s execution and earning 10 PDUs which will help them in renewing their PMP certificate. Program Director: Mohammed Khalil, B.Sc., PMP



Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training.  He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001.  He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 4th Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999.  Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services.  During the period between 1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power.  In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions.  Recently, he completed building a project management methodology for the ACC. During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development Program Outlines: www.ProjacsTraining.com

   

 

 

Overview on the Project’s Initiation & Planning Process Groups Project Integration Management o Direct & Manage Project Execution Project Quality Management o Perform Quality Assurance Project Human Resource Management o Acquire Project Team o Develop Project Team Project Communications Management o Information Distribution Project Procurement Management o Request Seller Response o Select Seller The role of the Project Management Team in Executing the Project / Phase Project Management Plan. Workshop

Test your knowledge www.ProjacsTraining.com

Course Language:

English / Arabic

Course Manual:

English

Course Fee

US$1,950

445

Project Management ‐ Controlling, Monitoring and Executing (Workshops 3 & 4) – Certified Program 13– 19 October 2010, Kuwait Program Objectives: The Project Management Body of Knowledge “PMBOK” Guide is an American National Standard ANSI/PMI 99‐001‐2004. It is the de facto global standard for project management which focuses on the development of the project management processes based on the best practice of the project management practitioners all over the world and which could help a corporate achieving its strategic objectives and reaching the capability maturity model. Projacs International designs an integrated training program for managing projects as per the Global Standards to serve as guidelines for the candidates interested in developing & improving a project management methodology for their corporate. Upon completing the whole program, the candidates will be also eligible to go for the Project Management Professional “PMP” exam. Project Planning Process Group is the second of five process groups that need to be followed to manage successfully any project as per the ANSI/PMI 99‐001‐2004 standards. It aims to develop an integrated plan together with the needed subsidiary plans for the project / phase coping with the project’s objectives. Upon the completion of this program, the candidates will get familiar with the Project Management Institute “PMI” standards in managing projects and will be able to understand the following concept and processes:  The role of the Project Management Team in Executing the Project/Phase.  Direct & Manage Project Execution  Perform Quality Assurance  Acquire Project Team  Develop Project Team  Information Distribution  Request Seller Response  Select Seller  The role of the Project Management Team in monitoring & controlling the Project/Phase.  Monitor & Control Project Work  Integrated Change Control  Scope Verification  Scope Control  Schedule Control  Cost Control  Perform Quality Control  Manage Project Team  Manage Stakeholder www.ProjacsTraining.com

  

Performance Reporting Risk Monitoring & Control Contract Administration


  





Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 4th Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services. During the period between 1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power. www.ProjacsTraining.com



In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions.  Recently, he completed building a project management methodology for the ACC. During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development Program Outlines:  Overview on the Project’s Initiation & Planning Process Groups  Project Integration Management o Direct & Manage Project Execution  Project Quality Management o Perform Quality Assurance  Project Human Resource Management o Acquire Project Team o Develop Project Team  Project Communications Management o Information Distribution  Project Procurement Management o Request Seller Response o Select Seller  The role of the Project Management Team in Executing the Project / Phase Project Management Plan.  Workshop Test your knowledge  Overview on the Project’s Initiation & Planning and Executing Process Groups  Project Integration Management o Monitor & Control Project Work “Inputs, Tools & Techniques and Outputs” o Integrated Change Control “Inputs, Tools & Techniques and Outputs”  Project Scope Management o Scope Verification “Inputs, Tools & Techniques and Outputs” o Scope Control “Inputs, Tools & Techniques and Outputs”  Project Time Management o Schedule Control “Inputs, Tools & Techniques and Outputs”  Project Cost Management www.ProjacsTraining.com

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   

o Cost Control “Inputs, Tools & Techniques and Outputs” Project Quality Management o Perform Quality Control “Inputs, Tools & Techniques and Outputs” Human Resource Management o Manage Project Team Project Communications Management o Performance Reporting “Inputs, Tools & Techniques and Outputs” o Manage Stakeholders “Inputs, Tools & Techniques and Outputs” Project Risk Management o Risk Monitoring & Control “Inputs, Tools & Techniques and Outputs” Project Procurement Management o Contract Administration “Inputs, Tools & Techniques and Outputs” The role of the Project Management Team in Monitoring & Controlling the Project / Phase Work Workshops

 Test your knowledge www.ProjacsTraining.com

Course Language:

English / Arabic

Course Manual:

English

Course Fee

US$ 2,950

446

Project Controlling, Monitoring, Executing and Closing (Workshops 3, 4 & 5) – Certified Program

13 – 21 October 2010, Kuwait Program Objectives: The Project Management Body of Knowledge “PMBOK” Guide is an American National Standard ANSI/PMI 99‐001‐2004. It is the de facto global standard for project management which focuses on the development of the project management processes based on the best practice of the project management practitioners all over the world and which could help a corporate achieving its strategic objectives and reaching the capability maturity model. Projacs International designs an integrated training program for managing projects as per the Global Standards to serve as guidelines for the candidates interested in developing & improving a project management methodology for their corporate. Upon completing the whole program, the candidates will be also eligible to go for the Project Management Professional “PMP” exam. Project Planning Process Group is the second of five process groups that need to be followed to manage successfully any project as per the ANSI/PMI 99‐001‐2004 standards. It aims to develop an integrated plan together with the needed subsidiary plans for the project / phase coping with the project’s objectives. Upon the completion of this program, the candidates will get familiar with the Project Management Institute “PMI” standards in managing projects and will be able to understand the following concept and processes:  The role of the Project Management Team in Executing the Project/Phase.  Direct & Manage Project Execution  Perform Quality Assurance  Acquire Project Team  Develop Project Team  Information Distribution  Request Seller Response  Select Seller  The role of the Project Management Team in monitoring & controlling the Project/Phase.  Monitor & Control Project Work  Integrated Change Control  Scope Verification  Scope Control  Schedule Control  Cost Control  Perform Quality Control  Manage Project Team  Manage Stakeholder www.ProjacsTraining.com

       

Performance Reporting Risk Monitoring & Control Contract Administration Overview of the Project’s Initiation, Planning, Executing, Monitoring & Controlling Process Groups. The role of the Project Management Team in Closing the Project/Phase. Close Project / Phase Contract Closure Factors affecting the success of projects and Lessons Learned


  



Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 4th Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and www.ProjacsTraining.com

private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services.  During the period between 1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power.  In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions.  Recently, he completed building a project management methodology for the ACC. During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development Program Outlines:  Overview on the Project’s Initiation & Planning Process Groups  Project Integration Management o Direct & Manage Project Execution  Project Quality Management o Perform Quality Assurance  Project Human Resource Management o Acquire Project Team o Develop Project Team  Project Communications Management o Information Distribution  Project Procurement Management o Request Seller Response o Select Seller  The role of the Project Management Team in Executing the Project / Phase Project Management Plan.  Workshop Test your knowledge  Overview on the Project’s Initiation & Planning and Executing Process Groups  Project Integration Management o Monitor & Control Project Work “Inputs, Tools & Techniques and Outputs” o Integrated Change Control “Inputs, Tools & Techniques and Outputs” www.ProjacsTraining.com



    

   

Project Scope Management o Scope Verification “Inputs, Tools & Techniques and Outputs” o Scope Control “Inputs, Tools & Techniques and Outputs” Project Time Management o Schedule Control “Inputs, Tools & Techniques and Outputs” Project Cost Management o Cost Control “Inputs, Tools & Techniques and Outputs” Project Quality Management o Perform Quality Control “Inputs, Tools & Techniques and Outputs” Human Resource Management o Manage Project Team Project Communications Management o Performance Reporting “Inputs, Tools & Techniques and Outputs” o Manage Stakeholders “Inputs, Tools & Techniques and Outputs” Project Risk Management o Risk Monitoring & Control “Inputs, Tools & Techniques and Outputs” Project Procurement Management o Contract Administration “Inputs, Tools & Techniques and Outputs” The role of the Project Management Team in Monitoring & Controlling the Project / Phase Work Workshops



Course Language:

English / Arabic

Course Manual:

English

Course Fee

US$ 3,950

447

Project Monitoring & Controlling Process Group as per PMBOK Guide (IPM Workshop 4) – Certified Program 17– 19 October 2010, Kuwait Need & Benefits: Project Monitoring & Controlling Process Group should be done throughout the whole life cycle of the project and aims to make sure that the project’s performance at any certain data date will lead to achieving the project’s objectives and to see if any corrective actions might be needed in this concern. Who Should Attend? Project managers, program managers and project management practitioners who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This Program is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. The Program gives an excellent opportunity for the certified PMPs to get updated about the best practices in initiating a project and earning 75 PDUs out of 60 PDUs needed for renewing their PMP certificate. Program Director: Mohammed Khalil, B.Sc., PMP  Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training.  He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001.  He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. www.ProjacsTraining.com

 Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services.  During the period between 1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power.  In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions.  Recently, he completed building a project management methodology for the ACC.  During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development. Program Outlines:  Project Management Monitoring & Controlling Process Group o Monitor & Control Project Work “Inputs, Tools & Techniques and Outputs” o Integrated Change Control “Inputs, Tools & Techniques and Outputs” o Scope Verification “Inputs, Tools & Techniques and Outputs” o Scope Control “Inputs, Tools & Techniques and Outputs” o Schedule Control “Inputs, Tools & Techniques and Outputs” o Cost Control “Inputs, Tools & Techniques and Outputs” o Perform Quality Control “Inputs, Tools & Techniques and Outputs” o Manage Project Team o Performance Reporting “Inputs, Tools & Techniques and Outputs” o Manage Stakeholders “Inputs, Tools & Techniques and Outputs” o Risk Monitoring & Control “Inputs, Tools & Techniques and Outputs” o Contract Administration “Inputs, Tools & Techniques and Outputs”


 The role of the Project Management Team in Monitoring & Controlling the Project / Phase Work  Workshops  Test your knowledge


Course Language:

English / Arabic

Course Manual:

English

Course Fee

US$2,200

Project Monitoring, Closing and Controlling (IPM Workshop 4 & 5) Certified Program 448 17– 21 October 2010, Kuwait Need & Benefits: Project Monitoring & Controlling Process Group should be done throughout the whole life cycle of the project and aims to make sure that the project’s performance at any certain data date will lead to achieving the project’s objectives and to see if any corrective actions might be needed in this concern. Project Closing Process Group aims to finalize all activities across all project process groups to formally close the project or phase. It can’t be possible closing the project / phase without closing any related contracts / subcontracts. This process group when completed verifies that the defined processes are completed within all the process groups to close the project or project phase, as appropriate, and formally establishes that the project or project phase is complete. Who Should Attend? Project managers, program managers and project management practitioners who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This Program is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. The Program gives an excellent opportunity for the certified PMPs to get updated about the best practices in initiating a project and earning 75 PDUs out of 60 PDUs needed for renewing their PMP certificate. Program Director: Mohammed Khalil, B.Sc., PMP  Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training.  He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. www.ProjacsTraining.com

 He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999.  Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services.  During the period between 1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power.  In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions.  Recently, he completed building a project management methodology for the ACC.  During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development. Program Outlines:  Project Management Monitoring & Controlling Process Group o Monitor & Control Project Work “Inputs, Tools & Techniques and Outputs” o Integrated Change Control “Inputs, Tools & Techniques and Outputs” o Scope Verification “Inputs, Tools & Techniques and Outputs” o Scope Control “Inputs, Tools & Techniques and Outputs” o Schedule Control “Inputs, Tools & Techniques and Outputs” o Cost Control “Inputs, Tools & Techniques and Outputs” o Perform Quality Control “Inputs, Tools & Techniques and Outputs” o Manage Project Team www.ProjacsTraining.com

o Performance Reporting “Inputs, Tools & Techniques and Outputs” o Manage Stakeholders “Inputs, Tools & Techniques and Outputs” o Risk Monitoring & Control “Inputs, Tools & Techniques and Outputs” o Contract Administration “Inputs, Tools & Techniques and Outputs”  The role of the Project Management Team in Monitoring & Controlling the Project / Phase Work  Workshops  Test your knowledge  Project Management Closing Process Group o Close Project / Phase “Inputs, Tools & Techniques and Outputs” o Contract Closure “Inputs, Tools & Techniques and Outputs”  The role of the Project Management Team in Monitoring & Controlling the Project / Phase Work  Factors affecting Projects Success & Lessons Learned  Workshops  Test your knowledge

Course Language:

English / Arabic

Course Manual:

English

Course Fee

US$2,950


Project Closing Process Group as per PMBOK Guide (IPM Workshop 5) – Certified Program 449 20 – 21 October 2010, Kuwait

Program Objectives: The Project Management Body of Knowledge “PMBOK” Guide is an American National Standard ANSI/PMI 99‐001‐2004. It is the de facto global standard for project management which focuses on the development of the project management processes based on the best practice of the project management practitioners all over the world and which could help a corporate achieving its strategic objectives and reaching the capability maturity model. Projacs International designs an integrated training program for managing projects as per the Global Standards to serve as guidelines for the candidates interested in developing & improving a project management methodology for their corporate. Upon completing the whole program, the candidates will be also eligible to go for the Project Management Professional “PMP” exam. Project Closing Process Group is the fifth of five process groups that need to be followed to manage successfully any project as per the ANSI/PMI 99‐001‐2004 standards. It aims to finalize all activities across all project process groups to formally close the project or phase. It can’t be possible closing the project / phase without closing any related contracts / subcontracts. This process group when completed verifies that the defined processes are completed within all the process groups to close the project or project phase, as appropriate, and formally establishes that the project or project phase is complete. Upon the completion of this program, the candidates will get familiar with the Project Management Institute “PMI” standards in managing projects and will be able to understand the following concept and processes:  Overview of the Project’s Initiation, Planning, Executing, Monitoring & Controlling Process Groups.  The role of the Project Management Team in Closing the Project/Phase.  Close Project / Phase  Contract Closure  Factors affecting the success of projects and Lessons Learned Who Should Attend? Project managers, program managers and project management practitioners who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. The course gives an excellent opportunity for the certified PMPs to get updated about the best practices in initiating a project and earning 10 PDUs which will help them in renewing their PMP certificate. Program Director:









Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 4th Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐ house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services. During the period between 1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power. In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions. Recently, he completed building a project management methodology for the ACC.

 During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development

Program Outlines:  Overview on the Project’s Initiation & Planning, Executing, Monitoring & Controlling Process Groups  Project Integration Management o Close Project / Phase “Inputs, Tools & Techniques and Outputs”  Project Procurement Management o Contract Closure “Inputs, Tools & Techniques and Outputs”  The role of the Project Management Team in Monitoring & Controlling the Project / Phase Work  Factors affecting Projects Success & Lessons Learned  Workshops 

Program Fee :

Test your knowledge


US$ 1,950

450

Green Building Design and Construction Techniques and Implementation 24 – 28 October 2010 Kuwait

Objectives In a very short period of time, the word “Green” has impacted the American Language in a way that few words have. Virtually every facet of our lives has something “Green” these days. Green energy, green businesses, green shopping bags , green investment portfolios, green building and so on you name it m almost everything that is a function of today’s society is being labeled as green. The focus of this course is the part of “green” known as “Green Building”. Who should attend? This course is planned to meet the needs of all who care with the environment and the design of the communities to get safe and comfort architects. Course Curriculum Day one What is Green Building? Why is it important? The Goals of Green Building. Sustainability and Green Building. Characteristics of Green Building. Day Two The Need for Green Building. Buildings and climate change. Environmental impacts from building operations Benefits of Green Building Activity (1) Day Three The six strategic Areas of Green Design Strategic Area 1: Sustainable sites Strategic Area 2: Water Conservation. www.ProjacsTraining.com

Strategic Area 3: Energy Efficiency Day Four Strategic Area 4: Material Resources. Strategic Area 5: Indoor Environmental Quality. Strategic Area 6: Innovation. Day Five Industry Response Green Building and the I –codes. The Green Future. Activity (2) Taking the Green Home. Course Director

Prof. Dr. Eng. Hassan Mohamed Hassan Allam  Prof. Of reinforced concrete structures in National Building Research Center from 2005.  Associate Prof. Of reinforced concrete structures in National Building Research Center from 2000 to 2005.  Ph. D., in structural Engineering Cairo University 1995.  M. Sc., in structural Engineering Cairo University 1993.  B. Sc., in Civil Engineering with honor degree and ranked the first 1988.  Head of The Repair and retrofitting Department in the Concrete institute in the National Building Research Center.  Consultant for reinforced concrete structures in many Organizations.  Lecturer; Training Expert (more than 18 years experiences) and Researcher in the repair and maintenance of structure  Participate in many Training courses (more than 18 years experiences) in many Organization deals with training.  Carry out more than 200 structural studies on many strategic buildings.  Published more than 25 technical researches in the field of construction and repair. www.ProjacsTraining.com

 Supervision on graduate students (three for PhD Degree and five students for master Degree).

Course Language :

English/Arabic

Course Manual:

English

Course Fee :


US$ 2,950

Strategic Thinking & Visionary Leadership 451

3‐7 October 2010 Lebanon

Needs & Benefits

This specific course covers the areas related to strategic thinking and visionary leadership. More precisely, it highlights the importance of strategic thinking, decision making and leadership skills. This program aims at developing the participants’ know how, core competencies and professional expertise in matters related to these topics. Beside that, the program will shed‐ light some valued information on how to apply different leadership styles and techniques using best practices. In this respect, we will focus mainly on strategic thinking, decision making, goal setting and all challenges faced in the economic crisis to better manage business operations and meet the stakeholders’ needs and general expectations.

How will this seminar be conducted?

It is going to be a 5‐days seminar through which participants will brainstorm and work together in order to better assimilate and apply the concept of strategic thinking, decision making and visionary leadership. It will also help participants to effectively develop their knowledge and skills related to these subjects. Accordingly, some valuable exercises, videos and group think activities will be assigned to participants to help them better recognize the value and importance of leading successfully employees and their organizations.

Why this seminar is designed for you?

This training is supposed to highlight the main characteristics and traits of successful leaders and decision makers in organizations. Participants must have by end of this course a “toolbox” on how to think from a strategic point of view, make rational decisions and lead people using best practices. Some valuable tips will be presented to attendees to accordingly enhance their decision making process, general attitude, and performance to effectively lead people and organizations. Hands‐on practical experience and case studies will be offered during the training sessions to bring valued added to people’s professional expertise.

Who should attend?

This training will be animated by a qualified professional expert in the field of Human Resources and Management Consultancy Services. It will take place in Lebanon between October 3‐7, 2010. We expect the target audience to represent the top management level of the companies.


However, any person who has an interest to develop his/her skills in these specific areas is eligible to attend this program.

Course Director:

Dr. Rima Shaar Dr .Rima is a graduate of the American University of Beirut (AUB), Faculty of Arts & Sciences. She has received a Bachelor Degree in Public Administration in February 1992 (Dean’s Honor List in Feb. 92); then earned a Master’s Degree in Management from also AUB in 1994. In 1999, she has completed a Ph.D. degree in Human Resources from Alabama, USA (with Distinction). In April 2001, Dr. Shaar has attended the International HR Management Program with the Society for Human Resource Management (SHRM) in Chicago as well as the HR Generalist Program in June 2002 (Pennsylvania). In June 2003, she has pursued the “Strategic Decision Making & HR Advanced Program” jointly with SHRM and Wharton Business School. Beside that, she has successfully passed in September 2003, the ISO 9000:2000 Series Lead Auditor written examinations with SGS United Kingdom Ltd, Systems & Certification. In June 2004, Dr. Shaar has attended the “Executive Leadership Program” with Cornell in collaboration with SHRM (Louisiana). In February 2005, she has earned the CPHRG (Certified Professional in Human Resources Generalist) from the Institute for Human Resource Management Education (IHRME), Arizona. Since 2000, Dr. Shaar has designed and developed series of seminars and training programs for a number of highly reputed institutions and training companies in soft skills areas i.e. Performance Management & Appraisal, Communication & Supervisory Skills, Time Management, Decision Making & Strategic Management, Leadership Skills, Change Management, Ethics, Coaching, Strategic Thinking & Planning, Risk Management, Setting SMART Goals, Emotional Intelligence, Knowledge Management, Customer Service and HR for Non‐HR Managers, Career Planning & Development, etc. Beside that, Dr. Shaar has regularly attended SHRM Annual Conferences & Exhibitions since 2000. She was assigned the moderator for SHRM International Lounge in 2005 (California). Dr. Shaar has about 19 years of varied experience in Management Consulting, HR Advisory Services, Training & Development, Education, Customer Service, Auditing, Telecom and Banking. Worked with Deloitte & Touche in the Middle East as Regional HR Manager as well as handled several projects and special assignments jointly with Team International & World Bank, USAID, UNDP, Morgan Group International, AUB, Lebanese American University (LAU), Fransabank, BankMED (Lebanon), Able Logistics (Dubai, UAE), Comium Telecom (Lebanon), Du Telecom (UAE), Council for Development & Reconstruction (Lebanon), Chevron (Kuwait), IMCO (Kuwait), Petroleum Training Center (PTC), Al‐Homaizi Co. known as Kout Food Group (Kuwait), Al‐Khazna Insurance Co. (UAE), Amana Group (UAE), Du Telecom (UAE), Jordan Applied University, King Hussein Cancer Center (Jordan), Ministry of Housing & Public Works (Bahrain) as well as Qatar Gas & Qatar Petroleum. www.ProjacsTraining.com

Dr. Rima Shaar is a certified Trainer and Consultant by worldwide international organizations in Management & HR fields. She is currently an active member in good standing with SHRM and the American Society for Training & Development (ASTD). Beside that, she is appointed as HR Lecturer (on part‐time basis) at AUB since 2000 in the Suliman S. Olayan School of Business (OSB). In addition to that, Dr. Rima Shaar has served as Advisor at AUB for the Student Representative Committee (SRC) in OSB between October 2004 & July 2005. In the past three years, Dr. Shaar was also nominated as Advisor to re‐launch the Entrepreneurial Club in OSB (AUB) between October 2005 and July 2006. She was also the Coordinator for the Human Resources and Strategic Career Planning Program at AUB between 2000 and 2007. During the past years, she has launched series of HR Conferences with Morgan Group International in Kuwait, Jordan, Bahrain and Lebanon. Beside that, Dr. Shaar is assigned the Coordinator and Lead Instructor by Morgan Group for SHRM Certification Program in the Middle East Region. At last, Dr. Rima Shaar publishes in the “Daily Star” Newspaper [Section Business Star], special articles related to “Business Ethics” & “Human Capital Management”.

Course Curriculum:

Day One Strategic Thinking

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Define the concept of strategic thinking and its aspects. Explain the various business strategies and their critical impacts on organizations. Understand the current mission, vision, core values and shared beliefs required. Increase understanding of people skills, know‐how and personal plans/ambition. Use emotional intelligence in strategic thinking. Provide some tips on how to think strategically and add value to business.

Day Two Effective Decision Making Skills

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Define the concept of decision making and its whole process. Explain the importance of decision making in effectively managing enterprises. Describe the behavioral and analytical process of decision making. Provide some explanation about decision making competency framework. Manage conflict through effective decision making approaches. Increase understanding of others.

Day Three Goal Setting

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Define the concept of goal setting & its approaches. Provide the frameworks & tools to set business goals to achieve better results. Discuss the appraisal by results based on goal setting. Introduce the business technique of MBO using the principle of goal setting. www.ProjacsTraining.com

Explain the differences between short, medium & long‐term goal. Provide some valuable guidelines on goal setting.

 

Day Four Leadership Skills

Display the various leadership styles, skills and activities. Present the 3C Leadership Model. Highlight Blanchard’s Leadership Techniques. Help participants to assess people’s attitudes & personalities. Align employees’ goals with corporate mission, vision and business strategies. Provide some guidelines on how to better lead people and company’s resources.

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Day Five Presentations & Feedback

Deliver short Presentations about selected topics. Provide some helpful guidelines on how to think strategically and lead effectively. Give and receive feedback about the training program.

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Course Language :

English/Arabic

Course Manual:

English

Course Fee :


US$ 2,750

Program Management Professional (PgMP) Preparation Course – Certified Program 452 3‐7 October 2010 Beirut/Lebanon

Introduction: Program Management Professional (PgMP) Certification is the PMI’s newest credential that has been developed to demonstrate the skills of professionals who manage multiple related projects (programs) that are aligned with an organization’s strategy. The need for Standards for program management was determined during the development of PMI’s Organizational Project Management Maturity Model (OPM3®), which takes a comprehensive look at the practices of project, program and portfolio management The PgMP is a credential that recognizes demonstrated experience, skill, and performance in the oversight of multiple, related projects that are aligned with an organizational objective and strategic goal. Candidates for the PgMP manage a program’s resources to ensure its ultimate success and are responsible for its modification and decision making that advance strategic and business objectives ensuring the ultimate success and acceptance of the program.

At the end of this training course: The participants will gain a detailed knowledge and understanding of how Program managers define and initiate programs, assign project managers to manage cost, schedule, and performance of component projects and oversee multiple projects directed to achieving the strategic goals

Who Should Attend? Managers of PMs, , PMP, project manager, program manager, portfolio manager, PMO manager, Project management office director, program management office manager, Senior PM practitioners.

Course Curriculum Day #1      

The Program Management Environment Project management body of knowledge (PMBOK) Project, Program and Portfolio Understand the Relation of Program Management to the Business Environment Objectives of Organizational Governance The Relationship of Portfolio and Change Management to Program Management




The Program Life Cycles: The Program Road Map  How Program and Product Lifecycle Differ?  Using the Program Life Cycle for Organizational Success  Benefits Management for Programs  Program Stakeholders Management and Communication  Program Governance through Phase Gate Reviews  Developing the Soft Side of the Program Manager o Leading through Effective Communication of Vision o Influencing Skills o Negotiation Skills Workshop: Review Questions

Day #2 Program Management Process Groups Initiating Processes o The Program Initiation Team o Defining the Program Mission o Elaborating Program Scope o The Program Charter o Program Benefits Delivery o Program Stakeholders Analysis

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Workshop: Review Questions Planning Processes

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Key Deliverable of Program Planning Program Management Plan Program Planning Integration Formalizing the Program Scope Developing Program Work Breakdown Structure Program Estimating and Budgeting Planning Program Resources Schedule Program Work Planning Program Communication Risk Management Planning

Day #3 Planning Processes (Cont.)

  

Program Purchase Planning Program Contract Planning Positioning the Program For Success




Planning Throughout the Program Life Cycle

Workshop: Review Questions Execution Processes

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Managing Program Execution o Delivering Program Work o Overcoming Obstacles to Success – Issues and Constraints o Tracking Program Progress o Program Change Management o Chartering and Transitioning Constituent Projects

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The Program Team o Team Building o Performance Assessment o Career Development

   

Program Stakeholders Management Program Communication and Information Distribution Program Quality Assurance

Program Contract Execution Workshop: Review Questions

Day #4 Execution Processes (Cont.)

  

Program Communication And Information Distribution



Program Change Control o Identify, Document and Evaluate Program Change Request o Communicate Program Change Request Decisions

  

Program Issue Management

Program Quality Assurance

Program Contract Execution Workshop: Review Questions Monitoring and Controlling Process Group  The Monitoring and Controlling Process o Gather and Report Performance Data o Assemble and Analyze Program Data o Take Corrective Action

Program Communication and Reporting

Types of Program Internal Control Workshop: Review Questions

Day #5 www.ProjacsTraining.com

Closing Process Group  Program Component Closure o Create Program Closure Report o Conduct Program Lessons Learned Sessions o Transition Program to Operations Workshop: Review Questions Managing Life Cycle Program Process Interactions through Program Configuration Management Program Management Process Mapping  Types of Programs  Program Vision  Defining the Course o As‐Is Processes o Could‐Be Processes o Should‐Be Processes o Milestone Plan Program Management Office for The Program  Why a Program Management Office?  Key Essentials for any Program Management Office  Implementation Plan for the Program Management Office Program Management and OPM3  Project Management Maturity: The Evolving Organization  Project Management Maturity Models Workshop: Review Questions Building and Implementing Your Personal PgMP Certification Road Map  PgMP Credential Process  Procedures for The Multi Rater Assessments  Competency Evaluation Areas

Course Director

Eng. Ali Kortam, PMP,CCE,CPM,PSP  Over 23 years of practical experiences in Civil – Architect (5 star) – HVAC – Electromechanical ‐ Deep Foundations ‐ Infrastructure – Petroleum, all in international reputable companies such as : ABB (Switzerland) – Arab Contractors (U.A.E.) – Saudi Condreco (Greece/K.S.A) – SAMAREC (K.S.A) – Bin Ladin (K.S.A) – Emyco(Egypt) starting from site engineer to Top Management positions (Currently: Board of Directors in ABB)


 As an international approved lecturer from IHRDC in U.S.A., Eng. Ali conducted very successful training courses/seminars all over the world: U.S.A, Europe, Middle and Far East with a very well successful record at most reputable enterprises such as: Emirates Bank (U.A.E). – MIS (Oil field) U.A.E. – Saudi Telecom (K.S.A) – El Gawal (K.S.A) – Saudi Aramco (K.S.A) – ADMA (U.A.E.) – World Bank_ILO (Egypt) – Touristic G. Committee (K.S.A) – Ministry of Defense (K.S.A) – Saudi AirLines (K.S.A) – El Watania Industries (K.S.A). –Chamber of Commerce (K.S.A.) – Qatar COOL (Qatar)‐ El Zaka House (Kuwait) – Arabian Bemco (U.A.E) – ASGC (U.A.E.) – Hospitality Mgmt Services (U.A.E.) – Tawam Hospital (U.A.E.) – Ministry of Water and Electricity (K.S.A) – G. Authority of Civil Aviation (K.S.A) – ISE (Economic offset (K.S.A) – AMANA (U.A.E.) – Airways Engineering (K.S.A) and other hundreds of enterprises and as part time – assistant professor doctor at American University – Engineering Services. Professional Certificates:    


Current Position: ‐ PA – Projects Controller – Local Division _ Egypt (8 Companies) (Metals, Minerals, Petrochemicals, Oil&Gas, Contracting, Sugar, Industrial Process, Turbo Charger) 

Currently: Process Automation (8Companies)‐ Project Control Manager‐ Local Division _ ABB _Egypt

   

Board Member in ABB Senior Project Management Consultant with PROJACS Joined PMI in Brussels in butting PMP Exams within 14 Experts selected from all over the world Special Capabilities: 5. International Grader for AACEI_U.S.A – Global Exams 6. Papers in International Annual Meetings _Last one selected as 1 of 4 best papers Year 2009 in project Management in Toronto, Canada AACEI Chapter 7. Assistant Professor Dr. in the American University In Cairo – Part time

Course Language :

English/Arabic

Course Manual:

English

Course Fee :


US$ 2,950

453

Contract Planning: Risk Management and Allocation, Legal Aspects and Parties’ Obligations (ECCM Workshop 1) – Certified Program

10 – 12 October 2010, Dubai / UAE Description: Today’s competitive and complex construction industry requires careful consideration in the formation of the construction contract to ensure that the contract is equitable and the specifications and timetable feasible, and that liability and obligations are clearly defined. Properly prepared contractors, subcontractors, architects, engineers, and developers can avoid anticipated problems, reduce performance disputes and receive payment for work performed. In this three‐day course the focus will be on practical solutions for today’s construction problems. Actual case examples are discussed, explaining contract performance, how to resolve construction disputes, how to prepare for a litigation case, and the bidding process. The course covers legal issues from the formation of the contract to the final payment, and is designed to assist construction professionals and their lawyers in day‐to‐day construction activities. The emphasis will be on using the civil law code as the legal framework of the contract and the applied concepts will be outlined, and the parties’ obligations will be explained. Needs & Benefits: The aim of this course is to enhance the awareness of consultants, employee engineers, architects and surveyors regarding their rights, responsibilities and legal liabilities and the methods of managing risk to achieve their project objectives. It will also give a broad overview of legal problems encountered by construction professionals in the industry. After participating in this course, you will be able to:  Examine claims arising from construction  Distinguish clearly among the roles and obligations of the contractor/consultant/  employer/contract manager  Protect yourself in construction contracts by applying the knowledge gained  from this course  Analyze special risk and liability issues  Apply your knowledge to manage construction projects  Know your legal responsibilities as architect, engineer, contract manager or  consultant  Minimize your exposure to liability www.ProjacsTraining.com

 Learn steps that you must take to protect yourself when involved in a lawsuit Who Should Attend? Contractors, sub‐contractors, architects, engineers, employers, developers, supplies, contract managers, consultants, specification‐writers, government‐employees, public‐sector employees, public institutions, financiers, bankers, legal advisors, arbitrators, insurance agents. Course Director: Prof. Sami M. Fereig, B.Sc. (Hons), M.Sc., M.A.Sc., Ph.D., P.Eng Prof. Sami Fereig has over Forty years’ experience in structural engineering, construction engineering and management, and construction dispute management. He has practised in both North America and the Middle East, and is actively involved in construction contract administration and project and dispute management with a number of organizations, including public‐ and private‐sector companies in engineering and construction. He is the Director of the Certificate Program in Conflict Management for Project and Contract Managers at Conrad Grebel University College, University of Waterloo. He was a professor of civil engineering and construction management, and has numerous publications in his various areas of specialization. He is a member of the ADR Institute of Ontario and the Professional Engineers of Ontario. Prof. Sami is the author of the five text books in Contract Management, the participants will receive book four and book five, which covers the subjects of the workshop. Course Curriculum DAY 1: Managing Construction Risks  Project Life Cycle  Reviewing the Fundamentals of Project Risk Management  Risk Identification and Classification  Risk Priorities  Risk Allocation  Contractual Risk Allocation www.ProjacsTraining.com

 Reducing Risk When Selecting Construction Projects  Contractual Risk Management  Case Study DAY 2: Legal Aspects of Construction Contracts: The Law of the Contract: Civil Law, Common Law, Administrative Law  Basic Contract Law  Basic Principles: Mandatory and Complementary Rules in Civil Law  Elements of Contracts  Sources of Obligation under Civil Law  Enforceability of Contracts  Principles of Interpretation  Damages  Force Majeure  Unforeseen Conditions  Assignment of Rights  Redemption of Breach  Limitation Period  Warranties  Notice Requirements  Case Study DAY 3: Parties’ Obligations  Types of Relationship: Contractor, Agent and Employer  General and Particular Conditions  Obligations of the Parties: Contractor, Designer, Employer, Contract Manager  Role of the Engineer in Construction Contracts  Change Clauses Course Language :English/Arabic : English/Arabic  Time is of the Essence  Case Study Course Manual: English English  Conclusion

Course Fee :


US$ 2200

Contract Preparation, Specification‐Writing, Tendering and Bidding: 454 Project Delivery Systems & Selecting Contractors (ECCM Workshops 1 & 2) – Certified Program ‫اﻟطرح‬ ‫أﻋﻣﺎﻝ‬ ،‫اﻟﻣﺧﺎطر‬ ‫ادارة‬ ،‫واﻟﻣﺳﺗﻧدات‬ ‫اﻟﻔﻧﻳﺔ‬ ‫واﻟﺷروط‬ ‫اﻟﻌﻘد‬ ‫ﻹﻋداد‬ ‫اﻟﺗﺧطﻳط‬ ‫ﻋﺎﻟﻣﻳﺎ‬ ‫ﻣﻌﺗﻣد‬ – ‫اﻟﻣﻘﺎوﻝ‬ ‫اﺧﺗﻳﺎر‬ ،‫اﻹﻧﺟﺎز‬ ‫طرق‬ ،‫واﻟﺗرﺳﻳﺔ‬ 10 – 17 October2010, Dubai / UAE Description: Today’s competitive and complex construction industry requires careful consideration in the preparation of the construction contract to ensure that it is equitable, the specifications and timetable are feasible, and the liability and obligations are clearly defined. Properly prepared contractors, subcontractors, architects, engineers, and developers can thus avoid anticipated problems, reduce performance disputes and receive payment for work performed. The focus will be on practical solutions for today’s construction problems. Deciding who is best suited to conduct the various parts of the work, and negotiating appropriate contract terms and conditions are very important elements of the project strategy. The preparation, bidding, negotiation and contract award phases are usually a short but vital part of the selected project delivery method. Emphasis will be given to using the civil law code as the legal framework of the contract, and the applied concepts will be outlined. Objectives: The aim of this course is to enhance the awareness of consultants, employee engineers, architects and surveyors regarding their rights, responsibilities and legal liabilities and the methods of managing risk to achieve their project objectives. It will also give a broad overview of legal problems encountered by construction professionals in the industry. This course will also provide comprehensive instruction on key issues which public‐ sector and private‐sector contracting authorities and contractors need to focus their attention, from early planning to contract tendering and awarding, with emphasis on the applicable law. The issues considered include the definition of objectives, analysis of www.ProjacsTraining.com

risks and likely costs; possible contract structures and types of pricing; technical and financial evaluation of potential contractors; invitations to tender; important contractual terms and conditions; preparation and submission of bids; evaluation of bids; and contract award. After participating in this course, you will be able to:  Examine claims arising from construction  Distinguish clearly among the roles and obligations of the contractor/consultant/employer/contract manager  Protect yourself in construction contracts by applying the knowledge gained from this course  Analyze special risk and liability issues  Apply your knowledge to manage construction projects  Know your legal responsibilities as architect, engineer, contract manager or consultant  Minimize your exposure to liability  Learn steps that you must take to protect yourself when involved in a lawsuit  Conduct the contract preparation and bidding to the contract award process with the knowledge of the relative responsibilities of each party involved  Pre‐qualify bidders using the qualifications suited to your project  Distinguish among the types of bid calls and types of contracts  Use knowledgeably bonds and insurance  Make productive use of the bidding period while the contractor is putting together a bid  Reduce surprises with the knowledge of how contractors approach the preparation of their bid, what are their criteria for mark‐ups, and what procedures they use to assemble and finalize the bid  Use new methods of bidding being contemplated by the industry  Deal appropriately with the low bid when it exceeds the owner’s available financing  Select a contractor and get construction underway without delay. Who Should Attend Contractors, sub‐contractors, architects, engineers, employers, developers, supplies, contract managers, consultants, specification‐writers, government‐employees, public‐ sector employees, public institutions, financiers, bankers, legal advisors, arbitrators, insurance agents, Buyers of construction; owners, developers, plant managers, real‐ estate building managers; officials of government agencies responsible for bid calls; architects, building design engineers, civil engineers, interior designers, project managers, contract administrators, manufacturers, suppliers; officers of construction www.ProjacsTraining.com

associations, officers of project management firms and construction management firms; bonds and insurance providers; lawyers, arbitrators, mediators, as well as related university and technical college lecturers and students. Course Director

Prof. Sami M. Fereig, B.Sc. (Hons), M.Sc., M.A. Sc., Ph.D., P.Eng., F.ASCE Prof. Sami M. Fereig has over forty years’ experience in structural engineering, construction engineering and management, and construction dispute management. He has practised in both North America and the Middle East, and is actively involved in construction contract administration and project and dispute management with a number of organizations, including public‐sector and private‐sector companies in engineering and construction. He is the Director of the Certificate Program in Conflict Management for Project and Contract Managers at Conrad Gebel University College at the University of Waterloo, Canada. He was, for 28 years, a professor of civil engineering and construction management at Kuwait University. He has numerous publications in his various areas of specialization, including a five‐volume set of textbooks covering all aspects of contract management (in Arabic). He is a member of the ADR Institute of Ontario, the Professional Engineers of Ontario, AACE International, PMI, and a Fellow of the American Society of Civil Engineers. Course Curriculum: Day 1 – Sunday 31st Jan: Managing Construction Risks  Project Life Cycle  Reviewing the Fundamentals of Project Risk Management  Risk Identification and Classification  Risk Priorities  Risk Allocation  Contractual Risk Allocation  Reducing Risk When Selecting Construction Projects  Contractual Risk Management  Case Study Day 2 – Monday 1st February: Legal Aspects of Construction Contracts: The Law of the Contract: Civil Law, Common Law, Administrative Law  Basic Contract Law www.ProjacsTraining.com

             

Basic Principles: Mandatory and Complementary Rules in Civil Law Elements of Contracts Sources of Obligation under Civil Law Enforceability of Contracts Principles of Interpretation Damages Force Majeure Unforeseen Conditions Assignment of Rights Redemption of Breach Limitation Period Warranties Notice Requirements Case Study

Day 3 – Tuesday 2nd February: Parties’ Obligations  Types of Relationship: Contractor, Agent and Employer  General and Particular Conditions  Obligations of the Parties: Contractor, Designer, Employer, Contract Manager  Role of the Engineer in Construction Contracts  Change Clauses  Time is of the Essence  Case Study  Conclusion Day 4 – Wednesday 3rd February: Introduction and Participants’ Objectives  Characteristics of the Construction Industry  Importance of Tendering in the Construction Industry  Tendering Systems Preparing Construction Documents  Project Manual Concept  Forms of Agreement  Conditions of Contract  Master Format Overview www.ProjacsTraining.com

 Section Format Overview  Page Format Overview  General Requirements – Division One  Methods of Specification  Specification Writing  Substitutions  Submittals Bid Documents  Invitations to Bid  Instructions to Bidders  Information Available to Bidders  Bid Forms and What They Represent  Supplementary Bid Forms  Attachments to Bid Forms  Unit Prices, Alternate Prices, Separate Prices, Itemized Prices, Identified Prices‐1  Nominated Sub‐Contractors and Manufacturers  Contract Price/Contract Time‐1  Privilege (Exculpatory) Clauses‐1  Form of Contract/General and Supplementary Conditions  Case Study Thursday & Friday are weekends Day 7 – Saturday 6th February: Selecting Contracting Strategies and Procurement Methods  Standard Forms  Stipulated Price Contracts  Unit Price Contracts  Cost‐Plus‐A‐Fee Contracts  Design‐Build Contracts  Construction Management Contracts  Selecting an Appropriate Form of Procurement to Minimize Disputes  Designing a Dispute Resolution System Bonding and Insurance Requirements  Differences between Bonds and Insurance  Bid Bonds  Performance Bonds  Other Bonds www.ProjacsTraining.com

 Case Study Day 8 – Sunday 7th February: Pre‐Award Considerations  Importance of Pre‐Award Meeting  Employer‐Supplied Materials, Equipment and Services  Bid Bonds General Aspects of Tendering, Bidding and Awarding  Advertisements for Bids on Public Works Projects  Advertisements for Bids in the Private Sector  Pre‐Qualification  Value Engineering  Constructability Review  The Decision to Bid  Plan Deposit  Bidding (Estimation) Period  Accuracy of the Bidding Information  Instructions to Bidders  Addendum  Bid Form  Modification and Withdrawal of Bids  The Award  Mistakes in Bids  Case Study  Conclusion www.ProjacsTraining.com

Course Language :

English/Arabic

Course Manual:

English

Course Fee :

US$ 3,300

455

Contract Planning, Specification‐Writing, Tendering & Bidding, Scheduling, Planning, Costing and Budgeting (ECCM Workshops 1, 2 & 3) – Certified Program ‫وإعداد‬ ‫والترسية‬ ‫الطرح‬ ‫أعمال‬ ،‫المخاطر‬ ‫ادارة‬، ‫المستندات‬ ‫واعداد‬ ‫للعقد‬ ‫التخطيط‬ ‫عالميا‬ ‫معتمد‬ –‫للمشروع‬ ‫والمالي‬ ‫الزمني‬ ‫البرنامج‬ 10 – 21 October 2010, Dubai / UAE Description: Today’s competitive and complex construction industry requires careful consideration in the formation of the construction contract to ensure that it is equitable, the specifications and timetable are feasible, and that liability and obligations are clearly defined. Properly prepared contractors, subcontractors, architects, engineers, and developers can thus avoid anticipated problems, reduce performance disputes and receive payment for work performed. Deciding who is best suited to conduct the various parts of the work, and negotiating appropriate contract terms and conditions are very important elements of the project strategy. The preparation, bidding, negotiation and contract award phases are usually a short but vital part of the selected project delivery method. Scheduling project activities is one of the most important elements of project management, along with identifying project costs which are a function of its duration. Understanding and establishing such a relationship is very important to be able to calculate the cost impact of project acceleration and compression. Efficient resource management is also essential to control project costs, so it is very important to establish the resources needed and their profile, and perform resource leveling and allocation to meet the schedule needs. Emphasis will be given to using the civil law code as the legal framework of the contract, and the applied concepts will be outlined. Objectives: The aim of this course is to enhance the awareness of consultants, employee engineers, architects and surveyors regarding their rights, responsibilities and legal liabilities and the methods of managing risk to achieve their project objectives. It will also give a broad overview of legal problems encountered by construction professionals in the industry. Your will also be given comprehensive instruction on key issues which public‐sector and private‐sector contracting authorities and contractors need to focus their attention, from early planning to contract tendering and awarding, with emphasis on the applicable law. The issues considered include the definition of objectives, analysis of risks and likely costs; possible contract structures and types of pricing; technical and financial evaluation of potential contractors; invitations to tender; important www.ProjacsTraining.com

contractual terms and conditions; preparation and submission of bids; evaluation of bids; and contract award. The techniques for scheduling a project, how to establish time‐cost relationships, resource management methods, different types of cost estimates, and expanding one’s cost estimating skills will also be explained. Practical examples will be given to increase familiarity with the various methods and their components, with the goal of preparing cost estimates, budgets and project schedules as accurately as possible. After participating in this course, you will be able to:  Examine claims arising from construction  Distinguish clearly among the roles and obligations of the contractor/consultant/employer/contract manager  Protect yourself in construction contracts by applying the knowledge gained from this course  Analyze special risk and liability issues  Apply your knowledge to manage construction projects  Know your legal responsibilities as architect, engineer, contract manager or consultant  Minimize your exposure to liability  Learn steps that you must take to protect yourself when involved in a lawsuit  Conduct the contract preparation and bidding to the contract award process with the knowledge of the relative responsibilities of each party involved  Pre‐qualify bidders using the qualifications suited to your project  Distinguish among the types of bid calls and types of contracts  Use knowledgeably bonds and insurance  Make productive use of the bidding period while the contractor is putting together a bid  Reduce surprises with the knowledge of how contractors approach the preparation of their bid, what are their criteria for mark‐ups, and what procedures they use to assemble and finalize the bid  Use new methods of bidding being contemplated by the industry  Deal appropriately with the low bid when it exceeds the owner’s available financing  Select a contractor and get construction underway without delay.  Understand scheduling techniques and cost estimation methods  Differentiate between the various types of activities, floats and cost estimates  Prepare a budget cost estimate, project schedule, and project cash flow  Identify building system alternatives and critical activities in a project and the time‐cost relationship  Understand life cycle costing and resource management  Expand your cost estimating understanding and project scheduling skills www.ProjacsTraining.com

 Perform project time analysis and cash flow, cost and schedule control, resource allocation and leveling Who Should Attend Contractors, sub‐contractors, architects, engineers, employers, developers, supplies, contract managers, consultants, specification‐writers, government‐employees, public‐ sector employees, public institutions, financiers, bankers, legal advisors, arbitrators, insurance agents, Buyers of construction; owners, developers, plant managers, real‐ estate building managers; officials of government agencies responsible for bid calls; architects, building design engineers, civil engineers, interior designers, project managers, contract administrators, manufacturers, suppliers; officers of construction associations, officers of project management firms and construction management firms; bonds and insurance providers; lawyers, arbitrators, mediators, as well as related university and technical college lecturers and students, Project Managers, Architects, Engineers, Construction Managers, Design and Construction Professionals. Course Director Prof. Sami M. Fereig, B.Sc. (Hons), M.Sc., M.A. Sc., Ph.D., P.Eng., F.ASCE Prof. Sami M. Fereig has over forty years’ experience in structural engineering, construction engineering and management, and construction dispute management. He has practised in both North America and the Middle East, and is actively involved in construction contract administration and project and dispute management with a number of organizations, including public‐sector and private‐sector companies in engineering and construction. He is the Director of the Certificate Program in Conflict Management for Project and Contract Managers at Conrad Gebel University College at the University of Waterloo, Canada. He was, for 28 years, a professor of civil engineering and construction management at Kuwait University. He has numerous publications in his various areas of specialization, including a five‐volume set of textbooks covering all aspects of contract management (in Arabic). He is a member of the ADR Institute of Ontario, the Professional Engineers of Ontario, AACE International, PMI, and a Fellow of the American Society of Civil Engineers. Course Curriculum: Day 1 Managing Construction Risks  Project Life Cycle  Reviewing the Fundamentals of Project Risk Management www.ProjacsTraining.com

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Risk Identification and Classification Risk Priorities Risk Allocation Contractual Risk Allocation Reducing Risk When Selecting Construction Projects Contractual Risk Management Case Study Day 2 Legal Aspects of Construction Contracts: The Law of the Contract: Civil Law, Common Law, Administrative Law  Basic Contract Law  Basic Principles: Mandatory and Complementary Rules in Civil Law  Elements of Contracts  Sources of Obligation under Civil Law  Enforceability of Contracts  Principles of Interpretation  Damages  Force Majeure  Unforeseen Conditions  Assignment of Rights  Redemption of Breach  Limitation Period  Warranties  Notice Requirements  Case Study Day 3: Parties’ Obligations  Types of Relationship: Contractor, Agent and Employer  General and Particular Conditions  Obligations of the Parties: Contractor, Designer, Employer, Contract Manager  Role of the Engineer in Construction Contracts www.ProjacsTraining.com

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Change Clauses Time is of the Essence Case Study Conclusion

Day 4: Introduction and Participants’ Objectives  Characteristics of the Construction Industry  Importance of Tendering in the Construction Industry  Tendering Systems Preparing Construction Documents  Project Manual Concept  Forms of Agreement  Conditions of Contract  Master Format Overview  Section Format Overview  Page Format Overview  General Requirements – Division One  Methods of Specification  Specification Writing  Substitutions  Submittals Bid Documents  Invitations to Bid  Instructions to Bidders  Information Available to Bidders  Bid Forms and What They Represent  Supplementary Bid Forms  Attachments to Bid Forms  Unit Prices, Alternate Prices, Separate Prices, Itemized Prices, Identified Prices‐1  Nominated Sub‐Contractors and Manufacturers  Contract Price/Contract Time‐1  Privilege (Exculpatory) Clauses‐1  Form of Contract/General and Supplementary Conditions  Case Study Thursday & Friday are weekends www.ProjacsTraining.com

Day 7 Selecting Contracting Strategies and Procurement Methods  Standard Forms  Stipulated Price Contracts  Unit Price Contracts  Cost‐Plus‐A‐Fee Contracts  Design‐Build Contracts  Construction Management Contracts  Selecting an Appropriate Form of Procurement to Minimize Disputes  Designing a Dispute Resolution System Bonding and Insurance Requirements  Differences between Bonds and Insurance  Bid Bonds  Performance Bonds  Other Bonds  Case Study Day 8 Pre‐Award Considerations  Importance of Pre‐Award Meeting  Employer‐Supplied Materials, Equipment and Services  Bid Bonds General Aspects of Tendering, Bidding and Awarding  Advertisements for Bids on Public Works Projects  Advertisements for Bids in the Private Sector  Pre‐Qualification  Value Engineering  Constructability Review  The Decision to Bid  Plan Deposit  Bidding (Estimation) Period  Accuracy of the Bidding Information  Instructions to Bidders  Addendum  Bid Form  Modification and Withdrawal of Bids  The Award www.ProjacsTraining.com

 Mistakes in Bids  Case Study  Conclusion Day 9 The Art of Planning  Fundamentals of Project Time Management  Establishing the Project and Work Breakdown Structure  Developing the Schedule  Project Network Logic  Arrow Diagram and Precedence Diagram  Case Study Day 10 Time Analysis  Critical Path and Floats  Bar Charts  Time‐Cost Relationship  Project Compression and Acceleration  Resource Planning, Leveling, and Allocation  Project Controlling and Monitoring  Case Study Day 11 Course Language : Introduction to Estimating  Types of Estimates Course Manual:  Direct Costs  Indirect Costs Course Fee :  Cost Control Process  Earned Value  Case Study Day 12 Cost Management Process in Planning and Design  Introduction to Project Budgeting and Concept Estimating  Budget Estimating Approaches  Parametric Systems Budget Estimate  Concept Design Estimating Approaches  Life Cycle Costing (LCC)  Value Engineering  Cash Flow Analysis  Conclusion www.ProjacsTraining.com

English/Arabic English

US$ 3,950

Contract Planning, Tendering & Bidding, Scheduling, Costing, Budgeting & Controlling, Site Management, Claim & Variation Administration and Close‐Out 456 (ECCM Workshops 1, 2, 3 & 4) – Certified Program

‫والمالي‬ ‫الزمني‬ ‫البرنامج‬ ‫وإعداد‬ ‫والترسية‬ ‫الطرح‬ ‫أعمال‬ ،‫المستندات‬ ‫و‬ ‫العقود‬ ‫اعداد‬ ‫وإقفال‬ ‫األعمال‬ ‫متابعة‬ ،‫والمطالبات‬ ‫التغييرات‬ ‫إدارة‬ ،‫للمشروع‬ ‫الموقعية‬ ‫واالدارة‬ ‫عالميا‬ ‫معتمد‬ – ‫العقد‬ 10 – 26 October 2010, Dubai / UAE Description: Today’s competitive and complex construction industry requires careful consideration in the formation of the construction contract to ensure that it is equitable, the specifications and timetable are feasible, and that liability and obligations are clearly defined. Properly prepared contractors, subcontractors, architects, engineers, and developers can thus avoid anticipated problems, reduce performance disputes and receive payment for work performed. Deciding who is best suited to conduct the various parts of the work, and negotiating appropriate contract terms and conditions are very important elements of the project strategy. The preparation, bidding, negotiation and contract award phases are usually a short but vital part of the selected project delivery method. Scheduling project activities is one of the most important elements of project management, along with identifying project costs which are a function of its duration. Understanding and establishing such a relationship is very important to calculating the cost impact of project acceleration and compression. Efficient resource management is also essential to control project costs, so it is very important to establish the resources needed and their profile, and perform resource leveling and allocation to meet the schedule needs. This course is also designed to systematically cover the developmental subjects vital to training competent contract and field administrators to manage time, cost, documentation and disputes during this important phase. Field administration is a critical process in achieving successful facility construction. Most organizations cannot afford the personnel time to apprentice a field administrator‐in‐training. This course will focus on the legal, technical and personal responsibilities involved in observation, supervision, and coordination of on‐site construction, as well as contract close‐out, all of which are essential in administering the contacts required by today’s complex projects. Emphasis will be given to using the civil law code as the legal framework of the contract, and the applied concepts will be outlined. www.ProjacsTraining.com

Objectives: The aim of this course is to enhance the awareness of consultants, employee engineers, architects and surveyors regarding their rights, responsibilities and legal liabilities and the methods of managing risk to achieve their project objectives. It will also give a broad overview of legal problems encountered by construction professionals in the industry. This course will also provide comprehensive instruction on key issues which public‐ sector and private‐sector contracting authorities and contractors need to focus their attention, from early planning to contract tendering and awarding, with emphasis on the applicable law. The issues considered include the definition of objectives, analysis of risks and likely costs; possible contract structures and types of pricing; technical and financial evaluation of potential contractors; invitations to tender; important contractual terms and conditions; preparation and submission of bids; evaluation of bids; and contract award. The techniques for scheduling a project, how to establish time‐cost relationships, resource management methods, different types of cost estimates, and expanding one’s cost estimating skills will also be explained. Practical examples will be given to increase familiarity with the various methods and their components, with the goal of preparing cost estimates, budgets and project schedules as accurately as possible. Finally, this course will also teach you how to identify management responsibilities, develop your communication skills, learn effective administrative responsibilities, understand legal requirements, structure effective record‐keeping methods, and promote good organizational and contract close‐out procedures. After participating in this course, you will be able to:  Examine claims arising from construction  Distinguish clearly among the roles and obligations of the contractor/consultant/employer/contract manager  Protect yourself in construction contracts by applying the knowledge gained from this course  Analyze special risk and liability issues  Apply your knowledge to manage construction projects  Know your legal responsibilities as architect, engineer, contract manager or consultant  Minimize your exposure to liability  Learn steps that you must take to protect yourself when involved in a lawsuit  Conduct the contract preparation and bidding to the contract award process with the knowledge of the relative responsibilities of each party involved  Pre‐qualify bidders using the qualifications suited to your project www.ProjacsTraining.com

 Distinguish among the types of bid calls and types of contracts  Use knowledgeably bonds and insurance  Make productive use of the bidding period while the contractor is putting together a bid  Reduce surprises with the knowledge of how contractors approach the preparation of their bid, what are their criteria for mark‐ups, and what procedures they use to assemble and finalize the bid  Use new methods of bidding being contemplated by the industry  Deal appropriately with the low bid when it exceeds the owner’s available financing  Select a contractor and get construction underway without delay.  Understand scheduling techniques and cost estimation methods  Differentiate between the various types of activities, floats and cost estimates  Prepare a budget cost estimate, project schedule, and project cash flow  Identify building system alternatives and critical activities in a project and the time‐cost relationship  Understand life cycle costing and resource management  Expand your cost estimating understanding and project scheduling skills  Perform project time analysis and cash flow, cost and schedule control, resource allocation and leveling  Identify management responsibilities  Use effective communication skills  Understand effective administrative responsibilities  Understand legal requirements  Structure and use effective record‐keeping methods  Promote good organization procedures  Avoid dispute and claims Who Should Attend Contractors, sub‐contractors, architects, engineers, employers, developers, supplies, contract managers, consultants, specification‐writers, government‐employees, public‐ sector employees, public institutions, financiers, bankers, legal advisors, arbitrators, insurance agents, Buyers of construction; owners, developers, plant managers, real‐ estate building managers; officials of government agencies responsible for bid calls; architects, building design engineers, civil engineers, interior designers, project managers, contract administrators, manufacturers, suppliers; officers of construction associations, officers of project management firms and construction management firms; bonds and insurance providers; lawyers, arbitrators, mediators, as well as related www.ProjacsTraining.com

university and technical college lecturers and students, Project Managers, Architects, Engineers, Construction Managers, Design and Construction Professionals, architects, engineers, contractors, owners and government agencies; construction inspectors, construction managers, project managers; and others responsible for effective field administration in building construction. Course Director Prof. Sami M. Fereig, B.Sc. (Hons), M.Sc., M.A. Sc., Ph.D., P.Eng., F.ASCE Prof. Sami M. Fereig has over forty years’ experience in structural engineering, construction engineering and management, and construction dispute management. He has practised in both North America and the Middle East, and is actively involved in construction contract administration and project and dispute management with a number of organizations, including public‐sector and private‐sector companies in engineering and construction. He is the Director of the Certificate Program in Conflict Management for Project and Contract Managers at Conrad Gebel University College at the University of Waterloo, Canada. He was, for 28 years, a professor of civil engineering and construction management at Kuwait University. He has numerous publications in his various areas of specialization, including a five‐volume set of textbooks covering all aspects of contract management (in Arabic). He is a member of the ADR Institute of Ontario, the Professional Engineers of Ontario, AACE International, PMI, and a Fellow of the American Society of Civil Engineers. . Course Curriculum: Day 1 Managing Construction Risks  Project Life Cycle  Reviewing the Fundamentals of Project Risk Management  Risk Identification and Classification  Risk Priorities  Risk Allocation  Contractual Risk Allocation  Reducing Risk When Selecting Construction Projects  Contractual Risk Management  Case Study Day 2 Legal Aspects of Construction Contracts: The Law of the Contract: Civil Law, Common Law, Administrative Law www.ProjacsTraining.com

              

Basic Contract Law Basic Principles: Mandatory and Complementary Rules in Civil Law Elements of Contracts Sources of Obligation under Civil Law Enforceability of Contracts Principles of Interpretation Damages Force Majeure Unforeseen Conditions Assignment of Rights Redemption of Breach Limitation Period Warranties Notice Requirements Case Study

Day 3 Parties’ Obligations  Types of Relationship: Contractor, Agent and Employer  General and Particular Conditions  Obligations of the Parties: Contractor, Designer, Employer, Contract Manager  Role of the Engineer in Construction Contracts  Change Clauses  Time is of the Essence  Case Study  Conclusion Day 4 Introduction and Participants’ Objectives  Characteristics of the Construction Industry  Importance of Tendering in the Construction Industry  Tendering Systems Preparing Construction Documents  Project Manual Concept  Forms of Agreement  Conditions of Contract  Master Format Overview www.ProjacsTraining.com

 Section Format Overview  Page Format Overview  General Requirements – Division One  Methods of Specification  Specification Writing  Substitutions  Submittals Bid Documents  Invitations to Bid  Instructions to Bidders  Information Available to Bidders  Bid Forms and What They Represent  Supplementary Bid Forms  Attachments to Bid Forms  Unit Prices, Alternate Prices, Separate Prices, Itemized Prices, Identified Prices‐1  Nominated Sub‐Contractors and Manufacturers  Contract Price/Contract Time‐1  Privilege (Exculpatory) Clauses‐1  Form of Contract/General and Supplementary Conditions  Case Study Day five & six are weekends Day 7 Selecting Contracting Strategies and Procurement Methods  Standard Forms  Stipulated Price Contracts  Unit Price Contracts  Cost‐Plus‐A‐Fee Contracts  Design‐Build Contracts  Construction Management Contracts  Selecting an Appropriate Form of Procurement to Minimize Disputes  Designing a Dispute Resolution System Bonding and Insurance Requirements  Differences between Bonds and Insurance  Bid Bonds  Performance Bonds  Other Bonds  Case Study www.ProjacsTraining.com

Day 8 Pre‐Award Considerations  Importance of Pre‐Award Meeting  Employer‐Supplied Materials, Equipment and Services  Bid Bonds General Aspects of Tendering, Bidding and Awarding  Advertisements for Bids on Public Works Projects  Advertisements for Bids in the Private Sector  Pre‐Qualification  Value Engineering  Constructability Review  The Decision to Bid  Plan Deposit  Bidding (Estimation) Period  Accuracy of the Bidding Information  Instructions to Bidders  Addendum  Bid Form  Modification and Withdrawal of Bids  The Award  Mistakes in Bids  Case Study  Conclusion Day 9  The Art of Planning  Fundamentals of Project Time Management  Establishing the Project and Work Breakdown Structure  Developing the Schedule  Project Network Logic  Arrow Diagram and Precedence Diagram  Case Study Day 10  Time Analysis  Critical Path and Floats  Bar Charts  Time‐Cost Relationship  Project Compression and Acceleration  Resource Planning, Leveling, and Allocation www.ProjacsTraining.com

 

Project Controlling and Monitoring Case Study

Day 11  Introduction to Estimating  Types of Estimates  Direct Costs  Indirect Costs  Cost Control Process  Earned Value  Case Study Day 12  Cost Management Process in Planning and Design  Introduction to Project Budgeting and Concept Estimating  Budget Estimating Approaches  Parametric Systems Budget Estimate  Concept Design Estimating Approaches  Life Cycle Costing (LCC)  Value Engineering  Cash Flow Analysis  Conclusion Thirteen & fourteen are weekends Day 15 Project Documentation and Control Systems  Contract Administration in the Field  Roles of the Parties  Legal and Contractual Roles  Pre‐Construction Activities  Keeping Good Records  Definition of Records  Hierarchy of Records  Types of Records  The Record as a Constructive Tool in Disputes  Construction Documents as Pivotal Communication Records and Tools  Keeping Conference and Meeting Records  The Documentation Process www.ProjacsTraining.com

Organization of Forms for the Field Administrator’s Record System  Designing the Record Forms: - Essential Elements: Lean and Effective - Processing the Form  Standard Pre‐printed Forms: - What’s Available - Source  Application of Forms for Specific Uses  On‐Site Coordination Meetings and Communication  Measures to Minimize Disputes  Documenting Possible Claim Activity  Claim Protection and Mitigation  Case Study Day 16 The Legal and Contractual Role of the Field Administrator  As the Employer’s Representative: Centre for all Communications  As an Observer: To Monitor the Progress of Work  As a Certifier: Of Progress Payment, Substantial Completion  As an Interpreter: Clarifier of Contract Documents  As a Modifier: Changing Orders and Making Minor Change Orders  As a Judge: Responsibility of Separate Primes  As an Arbitrator: Disputes between Employer and Contractor  As an Evaluator: Shop Drawings and Samples  As an Inspector: Punch List Preparation Communications among the Participants during Construction Phase  Basis for all Communication  The “Chain of Command”  The Formal vs. the Informal  The Implied vs. the Explicit  When Not to Communicate  Extent of Distribution  Other Means of Communicating Course Language : Day 17 Substantial Completion and Project Hand‐Over Course Manual:  Commissioning and Handing‐Over  Substantial Completion Course Fee :  Preparation of Punch List  Starting of Systems  Conclusion www.ProjacsTraining.com


US$ 4,950

457

Contract Planning, Tendering & Bidding, Scheduling, Costing, Budgeting & Controlling, Site Management, Claim & Variation Administration & Contract Close‐Out (ECCM Workshops 1, 2, 3, 4 & 5) ‐ Certified Program 10 October – 1 November 2010, Dubai / UAE Description: Today’s competitive and complex construction industry requires careful consideration in the formation of the construction contract to ensure that it is equitable, the specifications and timetable are feasible, and that liability and obligations are clearly defined. Properly prepared contractors, subcontractors, architects, engineers, and developers can thus avoid anticipated problems, reduce performance disputes and receive payment for work performed. Deciding who is best suited to conduct the various parts of the work, and negotiating appropriate contract terms and conditions are very important elements of the project strategy. The preparation, bidding, negotiation and contract award phases are usually a short but vital part of the selected project delivery method. Scheduling project activities is one of the most important elements of project management, along with identifying project costs which are a function of its duration. Understanding and establishing such a relationship is very important to be able to calculate the cost impact of project acceleration and compression. Efficient resource management is also essential to control project costs, so it is very important to establish the resources needed and their profile, and perform resource leveling and allocation to meet the schedule needs. This course is also designed to systematically cover the developmental subjects vital to training competent contract and field administrators to manage time, cost, documentation and disputes during this important phase. Field administration is a critical process in achieving successful facility construction. Most organizations cannot afford the personnel time to apprentice a field administrator‐in‐training. This course will focus on the legal, technical and personal responsibilities involved in observation, supervision, and coordination of on‐site construction, as well as contract close‐out, all of which are essential in administering the contacts required by today’s complex projects. This course will analyse the issues when a dispute arises during construction and examine its time and cost impacts on a project, thus preventing the dispute from becoming a claim. It is very important that a more cost‐effective procedure be put in place to resolve such disputes amicably by the parties before project close‐out. You will also learn how to deal with contract claims ‐ since most projects are modified and changes are made within and outside the scope of work, also how to prepare and negotiate a settlement, and produce a counterclaim if needed. The course will help you www.ProjacsTraining.com

resolve such claims in a more effective manner and avoid lengthy and expensive litigation. Emphasis will be given to using the civil law code as the legal framework of the contract, and the applied concepts will be outlined. Objectives: The aim of this course is to enhance the awareness of consultants, employee engineers, architects and surveyors regarding their rights, responsibilities and legal liabilities and the methods of managing risk to achieve their project objectives. It will also give a broad overview of legal problems encountered by construction professionals in the industry. This course will also provide comprehensive instruction on key issues which public‐ sector and private‐sector contracting authorities and contractors need to focus their attention, from early planning to contract tendering and awarding, with emphasis on the applicable law. The issues considered include the definition of objectives, analysis of risks and likely costs; possible contract structures and types of pricing; technical and financial evaluation of potential contractors; invitations to tender; important contractual terms and conditions; preparation and submission of bids; evaluation of bids; and contract award. The techniques for scheduling a project, how to establish time‐cost relationships, resource management methods, different types of cost estimates, and expanding one’s cost estimating skills will also be explained. Practical examples will be given to increase familiarity with the various methods and their components, with the goal of preparing cost estimates, budgets and project schedules as accurately as possible. This course will also teach you how to identify management responsibilities, develop your communication skills, learn effective administrative responsibilities, understand legal requirements, structure effective record‐keeping methods, and promote good organizational and contract close‐out procedures. Finally, this course will prepare you to analyze dispute causes and their impact on the time and cost of a project, and to effectively assess the parties’ entitlements in order to negotiate an amicable settlement. After participating in this course, you will be able to:  Examine claims arising from construction  Distinguish clearly among the roles and obligations of the contractor/consultant/employer/contract manager  Protect yourself in construction contracts by applying the knowledge gained from this course  Analyze special risk and liability issues  Apply your knowledge to manage construction projects


 Know your legal responsibilities as architect, engineer, contract manager or consultant  Minimize your exposure to liability  Learn steps that you must take to protect yourself when involved in a lawsuit  Conduct the contract preparation and bidding to the contract award process with the knowledge of the relative responsibilities of each party involved  Pre‐qualify bidders using the qualifications suited to your project  Distinguish among the types of bid calls and types of contracts  Use knowledgeably bonds and insurance  Make productive use of the bidding period while the contractor is putting together a bid  Reduce surprises with the knowledge of how contractors approach the preparation of their bid, what are their criteria for mark‐ups, and what procedures they use to assemble and finalize the bid  Use new methods of bidding being contemplated by the industry  Deal appropriately with the low bid when it exceeds the owner’s available financing  Select a contractor and get construction underway without delay.  Understand scheduling techniques and cost estimation methods  Differentiate between the various types of activities, floats and cost estimates  Prepare a budget cost estimate, project schedule, and project cash flow  Identify building system alternatives and critical activities in a project and the time‐cost relationship  Understand life cycle costing and resource management  Expand your cost estimating understanding and project scheduling skills  Perform project time analysis and cash flow, cost and schedule control, resource allocation and leveling  Identify management responsibilities  Use effective communication skills  Understand effective administrative responsibilities  Understand legal requirements  Structure and use effective record‐keeping methods  Promote good organization procedures  Avoid dispute and claims Who Should Attend Contractors, sub‐contractors, architects, engineers, employers, developers, supplies, contract managers, consultants, specification‐writers, government‐employees, public‐sector employees, public institutions, financiers, bankers, legal advisors, www.ProjacsTraining.com

arbitrators, insurance agents, Buyers of construction; owners, developers, plant managers, real‐estate building managers; officials of government agencies responsible for bid calls; architects, building design engineers, civil engineers, interior designers, project managers, contract administrators, manufacturers, suppliers; officers of construction associations, officers of project management firms and construction management firms; bonds and insurance providers; lawyers, arbitrators, mediators, as well as related university and technical college lecturers and students, Project Managers, Architects, Engineers, Construction Managers, Design and Construction Professionals, architects, engineers, contractors, owners and government agencies; construction inspectors, construction managers, project managers; and others responsible for effective field administration in building construction, Quantity Surveyors, Financiers, Lawyers, Legal Advisors, Project Managers, Design Consultants, Loss Adjusters, Registered Arbitrators and Insurance Consultants Senior Management, Project Management, Construction Managers, Site Engineers, S Project Control Engineers, Financials, Contract Engineers, Planning and Cost Control Engineers . Course Director Prof. Sami M. Fereig, B.Sc. (Hons), M.Sc., M.A. Sc., Ph.D., P.Eng., F.ASCE Prof. Sami M. Fereig has over forty years’ experience in structural engineering, construction engineering and management, and construction dispute management. He has practised in both North America and the Middle East, and is actively involved in construction contract administration and project and dispute management with a number of organizations, including public‐sector and private‐sector companies in engineering and construction. He is the Director of the Certificate Program in Conflict Management for Project and Contract Managers at Conrad Gebel University College at the University of Waterloo, Canada. He was, for 28 years, a professor of civil engineering and construction management at Kuwait University. He has numerous publications in his various areas of specialization, including a five‐volume set of textbooks covering all aspects of contract management (in Arabic). He is a member of the ADR Institute of Ontario, the Professional Engineers of Ontario, AACE International, PMI, and a Fellow of the American Society of Civil Engineers. Course Curriculum: Day 1 Managing Construction Risks  Project Life Cycle  Reviewing the Fundamentals of Project Risk Management  Risk Identification and Classification www.ProjacsTraining.com

     

Risk Priorities Risk Allocation Contractual Risk Allocation Reducing Risk When Selecting Construction Projects Contractual Risk Management Case Study

Day Legal Aspects of Construction Contracts: The Law of the Contract: Civil Law, Common Law, Administrative Law  Basic Contract Law  Basic Principles: Mandatory and Complementary Rules in Civil Law  Elements of Contracts  Sources of Obligation under Civil Law  Enforceability of Contracts  Principles of Interpretation  Damages  Force Majeure  Unforeseen Conditions  Assignment of Rights  Redemption of Breach  Limitation Period  Warranties  Notice Requirements  Case Study Day Parties’ Obligations  Types of Relationship: Contractor, Agent and Employer  General and Particular Conditions  Obligations of the Parties: Contractor, Designer, Employer, Contract Manager  Role of the Engineer in Construction Contracts  Change Clauses  Time is of the Essence  Case Study www.ProjacsTraining.com

 Conclusion Day 4 Introduction and Participants’ Objectives  Characteristics of the Construction Industry  Importance of Tendering in the Construction Industry  Tendering Systems Preparing Construction Documents  Project Manual Concept  Forms of Agreement  Conditions of Contract  Master Format Overview  Section Format Overview  Page Format Overview  General Requirements – Division One  Methods of Specification  Specification Writing  Substitutions  Submittals Bid Documents  Invitations to Bid  Instructions to Bidders  Information Available to Bidders  Bid Forms and What They Represent  Supplementary Bid Forms  Attachments to Bid Forms  Unit Prices, Alternate Prices, Separate Prices, Itemized Prices, Identified Prices‐1  Nominated Sub‐Contractors and Manufacturers  Contract Price/Contract Time‐1  Privilege (Exculpatory) Clauses‐1  Form of Contract/General and Supplementary Conditions  Case Study Thursday & Friday are weekends Day 7 Selecting Contracting Strategies and Procurement Methods www.ProjacsTraining.com

 Standard Forms  Stipulated Price Contracts  Unit Price Contracts  Cost‐Plus‐A‐Fee Contracts  Design‐Build Contracts  Construction Management Contracts  Selecting an Appropriate Form of Procurement to Minimize Disputes  Designing a Dispute Resolution System Bonding and Insurance Requirements  Differences between Bonds and Insurance  Bid Bonds  Performance Bonds  Other Bonds  Case Study Day 8 Pre‐Award Considerations  Importance of Pre‐Award Meeting  Employer‐Supplied Materials, Equipment and Services  Bid Bonds General Aspects of Tendering, Bidding and Awarding  Advertisements for Bids on Public Works Projects  Advertisements for Bids in the Private Sector  Pre‐Qualification  Value Engineering  Constructability Review  The Decision to Bid  Plan Deposit  Bidding (Estimation) Period  Accuracy of the Bidding Information  Instructions to Bidders  Addendum  Bid Form  Modification and Withdrawal of Bids  The Award  Mistakes in Bids  Case Study  Conclusion www.ProjacsTraining.com

Day 9 The Art of Planning  Fundamentals of Project Time Management  Establishing the Project and Work Breakdown Structure  Developing the Schedule  Project Network Logic  Arrow Diagram and Precedence Diagram  Case Study Day 10  Time Analysis  Critical Path and Floats  Bar Charts  Time‐Cost Relationship  Project Compression and Acceleration  Resource Planning, Leveling, and Allocation  Project Controlling and Monitoring  Case Study Day 11  Introduction to Estimating  Types of Estimates  Direct Costs  Indirect Costs  Cost Control Process  Earned Value  Case Study Day 12  Cost Management Process in Planning and Design  Introduction to Project Budgeting and Concept Estimating  Budget Estimating Approaches  Parametric Systems Budget Estimate  Concept Design Estimating Approaches  Life Cycle Costing (LCC)  Value Engineering  Cash Flow Analysis  Conclusion www.ProjacsTraining.com

Friday & Saturday are weekends Day 15 Project Documentation and Control Systems  Contract Administration in the Field  Roles of the Parties  Legal and Contractual Roles  Pre‐Construction Activities  Keeping Good Records  Definition of Records  Hierarchy of Records  Types of Records  The Record as a Constructive Tool in Disputes  Construction Documents as Pivotal Communication Records and Tools  Keeping Conference and Meeting Records  The Documentation Process Organization of Forms for the Field Administrator’s Record System  Designing the Record Forms: - Essential Elements: Lean and Effective - Processing the Form  Standard Pre‐printed Forms: - What’s Available - Source  Application of Forms for Specific Uses  On‐Site Coordination Meetings and Communication  Measures to Minimize Disputes  Documenting Possible Claim Activity  Claim Protection and Mitigation  Case Study Day 16 The Legal and Contractual Role of the Field Administrator  As the Employer’s Representative: Centre for all Communications  As an Observer: To Monitor the Progress of Work  As a Certifier: Of Progress Payment, Substantial Completion  As an Interpreter: Clarifier of Contract Documents  As a Modifier: Changing Orders and Making Minor Change Orders  As a Judge: Responsibility of Separate Primes  As an Arbitrator: Disputes between Employer and Contractor  As an Evaluator: Shop Drawings and Samples www.ProjacsTraining.com

 As an Inspector: Punch List Preparation Communications among the Participants during Construction Phase  Basis for all Communication  The “Chain of Command”  The Formal vs. the Informal  The Implied vs. the Explicit  When Not to Communicate  Extent of Distribution  Other Means of Communicating Day 17 Substantial Completion and Project Hand‐Over  Commissioning and Handing‐Over  Substantial Completion  Preparation of Punch List  Starting of Systems  Conclusion Day 18 Applicable Laws and Laws of the Contract  Rights and Obligations of the Parties  Damages and Compensations Dispute and Claim Causes and Their Impact  Suspension of Work  Re‐sequencing of Work  Variation Orders  Variations in Estimated Quantities  Differing Site Conditions  Defective Specifications and Drawings  Acceleration of the Work  Force Majeure  Termination for Convenience www.ProjacsTraining.com

 Termination for Default and Re‐procurement  Claim and Dispute Management and Prevention  Case Study Thursday & Friday are weekends Day 21 Claims for Unforeseen Conditions at the Start of the Job  Contractor’s Obligation to Investigate the Site  Employer’s Obligation to Give Information About the Site  Unforeseen Behaviours or Conditions Claims for Variations  Variation Order Cost Estimates  Job Factors Affecting Productivity  Overhead and Profit  Reservation of Indirect Costs  Forms for Pricing Changes  Case Study Day 22 Evaluation of Claims Related to Project Scheduling  Techniques for Proving Delay with CPM  Concurrent Delays  Acceleration/Job Compression  Checklist for Use of CPM in Litigation  Claims for Delay Cost Estimation for Variations and Delays  Contract Stipulations to Calculate Cost of Variations www.ProjacsTraining.com

 Scheduling Provisions  Emphasis on Network Analysis Techniques  Job Acceleration/Compression  claims for Disruption  The Relationship Between Loss and Expense and Extensions of Time  Case Study Day 23 Damages for Delay in Construction Projects  Whether to Liquidate or Leave Damages Un‐liquidated  The Assessment and Proof of Damages for Delay  The Relative Merits of Liquidated vs. Un‐liquidated Damages  How to Liquidate the Right Sum  How Precise is the Reliable Pre‐Estimate Counterclaims against the Contractor  Set‐Off Claims by the Employer  Liquidated Damage Claims by the Employer  Claims by the Employer Arising from Defective Materials and Workmanship  Claims by Sub‐Contractors for Money Arising from Delay and Disruption Caused by the Contractor under the Contract

Course Language :

English/Arabic

Course Manual:

English

Course Fee :


US$ 6,500

458

Engineering and Construction Contract Management Certificate Program (ECCM Workshops 1, 2, 3, 4, 5, 6) – Certified Program ‫عالميا‬ ‫معتمد‬ – ‫المتكامل‬ ‫التشييد‬ ‫وعقود‬ ‫الھندسية‬ ‫العقود‬ ‫إدارة‬ ‫برنامج‬ 10 October – 4 November 2010, Dubai / UAE

Description: Today’s competitive and complex construction industry requires careful consideration in the formation of the construction contract to ensure that it is equitable, the specifications and timetable are feasible, and that liability and obligations are clearly defined. Properly prepared contractors, subcontractors, architects, engineers, and developers can thus avoid anticipated problems, reduce performance disputes and receive payment for work performed. Deciding who is best suited to conduct the various parts of the work, and negotiating appropriate contract terms and conditions are very important elements of the project strategy. The preparation, bidding, negotiation and contract award phases are usually a short but vital part of the selected project delivery method. Scheduling project activities is one of the most important elements of project management, along with identifying project costs which are a function of its duration. Understanding and establishing such a relationship is very important to calculating the cost impact of project acceleration and compression. Efficient resource management is also essential to control project costs, so it is very important to establish the resources needed and their profile, and perform resource leveling and allocation to meet the schedule needs. This course is also designed to systematically cover the developmental subjects vital to training competent contract and field administrators to manage time, cost, documentation and disputes during this important phase. Field administration is a critical process in achieving successful facility construction. Most organizations cannot afford the personnel time to apprentice a field administrator‐in‐training. This course will focus on the legal, technical and personal responsibilities involved in observation, supervision, and coordination of on‐site construction, as well as contract close‐out, all of which are essential in administering the contacts required by today’s complex projects. This course will analyse the issues when a dispute arises during construction and examine its time and cost impacts on a project, thus preventing the dispute from becoming a claim. It is very important that a more cost‐effective procedure be put in place to resolve such disputes amicably by the parties before project close‐out. You will also learn how to deal with contract claims ‐ since most projects are modified and changes are made within and outside the scope of work, also how to prepare and www.ProjacsTraining.com

negotiate a settlement, and produce a counterclaim if needed. The course will help you resolve such claims in a more effective manner and avoid lengthy and expensive litigation. This workshop is also designed to build negotiation and mediation skills, and then to move beyond skills to a strategic awareness of the choices negotiators and mediators make in facilitating dispute resolution. You will examine in detail the elements of interest‐based negotiation and mediation, while maintaining relationships. The different aspects of arbitration will be discussed, and how to prepare for and proceed with arbitration. In case the arbitration fails, you will learn how to deal with litigation. The role of expert witnesses will also be examined Emphasis will be given to using the civil law code as the legal framework of the contract, and the applied concepts will be outlined. Objectives: The aim of this course is to enhance the awareness of consultants, employee engineers, architects and surveyors regarding their rights, responsibilities and legal liabilities and the methods of managing risk to achieve their project objectives. It will also give a broad overview of legal problems encountered by construction professionals in the industry. This course will also provide comprehensive instruction on key issues which public‐ sector and private‐sector contracting authorities and contractors need to focus their attention, from early planning to contract tendering and awarding, with emphasis on the applicable law. The issues considered include the definition of objectives, analysis of risks and likely costs; possible contract structures and types of pricing; technical and financial evaluation of potential contractors; invitations to tender; important contractual terms and conditions; preparation and submission of bids; evaluation of bids; and contract award. The techniques for scheduling a project, how to establish time‐cost relationships, resource management methods, different types of cost estimates, and expanding one’s cost estimating skills will also be explained. Practical examples will be given to increase familiarity with the various methods and their components, with the goal of preparing cost estimates, budgets and project schedules as accurately as possible. You will also be taught how to identify management responsibilities, develop your communication skills, learn effective administrative responsibilities, understand legal requirements, structure effective record‐keeping methods, and promote good organizational and contract close‐out procedures. This course will also prepare you to analyze dispute causes and their impact on the time and cost of a project, and to effectively assess the parties’ entitlements in order to negotiate an amicable settlement. Finally, this course will expand your knowledge of negotiating and mediating and improve your practical skills, through role plays, to become more effective in resolving disputes in an amicable manner. The course will also help you to better understand how www.ProjacsTraining.com

arbitration works, the role of the expert witness in this process, and how to deal with litigation if all else fails to resolve the matter. After participating in this course, you will be able to:  Examine claims arising from construction  Distinguish clearly among the roles and obligations of the contractor/consultant/employer/contract manager  Protect yourself in construction contracts by applying the knowledge gained from this course  Analyze special risk and liability issues  Apply your knowledge to manage construction projects  Know your legal responsibilities as architect, engineer, contract manager or consultant  Minimize your exposure to liability  Learn steps that you must take to protect yourself when involved in a lawsuit  Conduct the contract preparation and bidding to the contract award process with the knowledge of the relative responsibilities of each party involved  Pre‐qualify bidders using the qualifications suited to your project  Distinguish among the types of bid calls and types of contracts  Use knowledgeably bonds and insurance  Make productive use of the bidding period while the contractor is putting together a bid  Reduce surprises with the knowledge of how contractors approach the preparation of their bid, what are their criteria for mark‐ups, and what procedures they use to assemble and finalize the bid  Use new methods of bidding being contemplated by the industry  Deal appropriately with the low bid when it exceeds the owner’s available financing  Select a contractor and get construction underway without delay.  Understand scheduling techniques and cost estimation methods  Differentiate between the various types of activities, floats and cost estimates  Prepare a budget cost estimate, project schedule, and project cash flow  Identify building system alternatives and critical activities in a project and the time‐cost relationship  Understand life cycle costing and resource management  Expand your cost estimating understanding and project scheduling skills  Perform project time analysis and cash flow, cost and schedule control, resource allocation and leveling  Identify management responsibilities  Use effective communication skills  Understand effective administrative responsibilities  Understand legal requirements www.ProjacsTraining.com

 Structure and use effective record‐keeping methods  Promote good organization procedures  Avoid dispute and claims Who Should Attend Contractors, sub‐contractors, architects, engineers, employers, developers, supplies, contract managers, consultants, specification‐writers, government‐employees, public‐ sector employees, public institutions, financiers, bankers, legal advisors, arbitrators, insurance agents, Buyers of construction; owners, developers, plant managers, real‐ estate building managers; officials of government agencies responsible for bid calls; architects, building design engineers, civil engineers, interior designers, project managers, contract administrators, manufacturers, suppliers; officers of construction associations, officers of project management firms and construction management firms; bonds and insurance providers; lawyers, arbitrators, mediators, as well as related university and technical college lecturers and students, Project Managers, Architects, Engineers, Construction Managers, Design and Construction Professionals, architects, engineers, contractors, owners and government agencies; construction inspectors, construction managers, project managers; and others responsible for effective field administration in building construction, Quantity Surveyors, Financiers, Lawyers, Legal Advisors, Project Managers, Design Consultants, Loss Adjusters, Registered Arbitrators and Insurance Consultants Senior Management, Project Management, Construction Managers, Site Engineers, S Project Control Engineers, Financials, Contract Engineers, Planning and Cost Control Engineers Course Director Prof. Sami M. Fereig, B.Sc. (Hons), M.Sc., M.A. Sc., Ph.D., P.Eng., F.ASCE Prof. Sami M. Fereig has over forty years’ experience in structural engineering, construction engineering and management, and construction dispute management. He has practised in both North America and the Middle East, and is actively involved in construction contract administration and project and dispute management with a number of organizations, including public‐sector and private‐sector companies in engineering and construction. He is the Director of the Certificate Program in Conflict Management for Project and Contract Managers at Conrad Gebel University College at the University of Waterloo, Canada. He was, for 28 years, a professor of civil engineering and construction management at Kuwait University. He has numerous publications in his various areas of specialization, including a five‐volume set of textbooks covering all aspects of contract management (in Arabic). He is a member of the ADR Institute of Ontario, the Professional Engineers of Ontario, AACE International, PMI, and a Fellow of the American Society of Civil Engineers. www.ProjacsTraining.com

Course Curriculum: Day 1 Managing Construction Risks  Project Life Cycle  Reviewing the Fundamentals of Project Risk Management  Risk Identification and Classification  Risk Priorities  Risk Allocation  Contractual Risk Allocation  Reducing Risk When Selecting Construction Projects  Contractual Risk Management  Case Study Day 2 Legal Aspects of Construction Contracts: The Law of the Contract: Civil Law, Common Law, Administrative Law  Basic Contract Law  Basic Principles: Mandatory and Complementary Rules in Civil Law  Elements of Contracts  Sources of Obligation under Civil Law  Enforceability of Contracts  Principles of Interpretation  Damages  Force Majeure  Unforeseen Conditions  Assignment of Rights  Redemption of Breach  Limitation Period  Warranties  Notice Requirements  Case Study Day 3 www.ProjacsTraining.com

Parties’ Obligations  Types of Relationship: Contractor, Agent and Employer  General and Particular Conditions  Obligations of the Parties: Contractor, Designer, Employer, Contract Manager  Role of the Engineer in Construction Contracts  Change Clauses  Time is of the Essence  Case Study  Conclusion Day 4 Introduction and Participants’ Objectives  Characteristics of the Construction Industry  Importance of Tendering in the Construction Industry  Tendering Systems Preparing Construction Documents  Project Manual Concept  Forms of Agreement  Conditions of Contract  Master Format Overview  Section Format Overview  Page Format Overview  General Requirements – Division One  Methods of Specification  Specification Writing  Substitutions  Submittals Bid Documents  Invitations to Bid  Instructions to Bidders  Information Available to Bidders  Bid Forms and What They Represent  Supplementary Bid Forms  Attachments to Bid Forms  Unit Prices, Alternate Prices, Separate Prices, Itemized Prices, Identified Prices‐1  Nominated Sub‐Contractors and Manufacturers  Contract Price/Contract Time‐1  Privilege (Exculpatory) Clauses‐1 www.ProjacsTraining.com

 Form of Contract/General and Supplementary Conditions  Case Study Thursday & Friday are weekends Day 7 Selecting Contracting Strategies and Procurement Methods  Standard Forms  Stipulated Price Contracts  Unit Price Contracts  Cost‐Plus‐A‐Fee Contracts  Design‐Build Contracts  Construction Management Contracts  Selecting an Appropriate Form of Procurement to Minimize Disputes  Designing a Dispute Resolution System Bonding and Insurance Requirements  Differences between Bonds and Insurance  Bid Bonds  Performance Bonds  Other Bonds  Case Study Day 8 Pre‐Award Considerations  Importance of Pre‐Award Meeting  Employer‐Supplied Materials, Equipment and Services  Bid Bonds General Aspects of Tendering, Bidding and Awarding  Advertisements for Bids on Public Works Projects  Advertisements for Bids in the Private Sector  Pre‐Qualification  Value Engineering  Constructability Review  The Decision to Bid  Plan Deposit  Bidding (Estimation) Period www.ProjacsTraining.com

        

Accuracy of the Bidding Information Instructions to Bidders Addendum Bid Form Modification and Withdrawal of Bids The Award Mistakes in Bids Case Study Conclusion

Day 9  The Art of Planning  Fundamentals of Project Time Management  Establishing the Project and Work Breakdown Structure  Developing the Schedule  Project Network Logic  Arrow Diagram and Precedence Diagram  Case Study Day 10  Time Analysis  Critical Path and Floats  Bar Charts  Time‐Cost Relationship  Project Compression and Acceleration  Resource Planning, Leveling, and Allocation  Project Controlling and Monitoring  Case Study Day 11  Introduction to Estimating  Types of Estimates  Direct Costs  Indirect Costs  Cost Control Process  Earned Value  Case Study Day 12  Cost Management Process in Planning and Design www.ProjacsTraining.com

       

Introduction to Project Budgeting and Concept Estimating Budget Estimating Approaches Parametric Systems Budget Estimate Concept Design Estimating Approaches Life Cycle Costing (LCC) Value Engineering Cash Flow Analysis Conclusion

Friday & Saturday are weekends Day 15 Project Documentation and Control Systems  Contract Administration in the Field  Roles of the Parties  Legal and Contractual Roles  Pre‐Construction Activities  Keeping Good Records  Definition of Records  Hierarchy of Records  Types of Records  The Record as a Constructive Tool in Disputes  Construction Documents as Pivotal Communication Records and Tools  Keeping Conference and Meeting Records  The Documentation Process Organization of Forms for the Field Administrator’s Record System  Designing the Record Forms: - Essential Elements: Lean and Effective - Processing the Form  Standard Pre‐printed Forms: - What’s Available - Source  Application of Forms for Specific Uses  On‐Site Coordination Meetings and Communication  Measures to Minimize Disputes  Documenting Possible Claim Activity  Claim Protection and Mitigation  Case Study www.ProjacsTraining.com

Day 16 The Legal and Contractual Role of the Field Administrator  As the Employer’s Representative: Centre for all Communications  As an Observer: To Monitor the Progress of Work  As a Certifier: Of Progress Payment, Substantial Completion  As an Interpreter: Clarifier of Contract Documents  As a Modifier: Changing Orders and Making Minor Change Orders  As a Judge: Responsibility of Separate Primes  As an Arbitrator: Disputes between Employer and Contractor  As an Evaluator: Shop Drawings and Samples  As an Inspector: Punch List Preparation Communications among the Participants during Construction Phase  Basis for all Communication  The “Chain of Command”  The Formal vs. the Informal  The Implied vs. the Explicit  When Not to Communicate  Extent of Distribution  Other Means of Communicating Day 17 Substantial Completion and Project Hand‐Over  Commissioning and Handing‐Over  Substantial Completion  Preparation of Punch List  Starting of Systems  Conclusion Day 18 Applicable Laws and Laws of the Contract  Rights and Obligations of the Parties  Damages and Compensations Dispute and Claim Causes and Their Impact  Suspension of Work  Re‐sequencing of Work  Variation Orders  Variations in Estimated Quantities  Differing Site Conditions  Defective Specifications and Drawings  Acceleration of the Work www.ProjacsTraining.com

    

Force Majeure Termination for Convenience Termination for Default and Re‐procurement Claim and Dispute Management and Prevention Case Study

Thursday & Friday are weekends Day 21 Claims for Unforeseen Conditions at the Start of the Job  Contractor’s Obligation to Investigate the Site  Employer’s Obligation to Give Information About the Site  Unforeseen Behaviours or Conditions Claims for Variations  Variation Order Cost Estimates  Job Factors Affecting Productivity  Overhead and Profit  Reservation of Indirect Costs  Forms for Pricing Changes  Case Study Day 22 Evaluation of Claims Related to Project Scheduling  Techniques for Proving Delay with CPM  Concurrent Delays  Acceleration/Job Compression  Checklist for Use of CPM in Litigation  Claims for Delay Cost Estimation for Variations and Delays       

Contract Stipulations to Calculate Cost of Variations Scheduling Provisions Emphasis on Network Analysis Techniques Job Acceleration/Compression claims for Disruption The Relationship Between Loss and Expense and Extensions of Time Case Study


Day 23 Damages for Delay in Construction Projects  Whether to Liquidate or Leave Damages Un‐liquidated  The Assessment and Proof of Damages for Delay  The Relative Merits of Liquidated vs. Un‐liquidated Damages  How to Liquidate the Right Sum  How Precise is the Reliable Pre‐Estimate Counterclaims against the Contractor  Set‐Off Claims by the Employer  Liquidated Damage Claims by the Employer  Claims by the Employer Arising from Defective Materials and Workmanship  Claims by Sub‐Contractors for Money Arising from Delay and Disruption Caused by the Contractor under the Contract Day 24 Building Collaboration  Impact of Litigation on the Development of Disputes  Options for Resolving Disputes Key Elements of a Negotiation  Defining and Understanding Interests  Dealing with Rights and Power  Moving from Positions to Interests  Distributive vs. Integrative (Interest‐Based) Negotiation  Structuring a Negotiation  Key Communication Skills  Working with BATNAs  Dealing with Positional People and Dirty Tricks  Role Play Day 25 Mediation  Knowledge, Skills and Attitudes Needed by Mediators  Mediation Process Overview  The Five Tasks in Mediation  Caucusing  Anticipating and Resolving Impasses  Role Play www.ProjacsTraining.com

Day 26 ADR vs. Arbitration  Time, Cost and Finality  Advantages and Disadvantages  Where to Use Each and Where Not to Do So Arbitration  Features  Arbitration Under FIDIC Contracts  Institutional and Ad Hoc  Domestic and International  The Law of Arbitration and the Rules of Arbitration The Various Stages in Arbitration  The Appointment of Arbitrators  The Preliminary Meeting  Procedural and Substantive Matters  Evidence  Expertise  The Hearing Course Language :  After the Hearing  The Award Course Manual:  Conclusion Litigation Course Fee :  Applicable Laws  Legal Requirements and Procedure  Expert Witnesses  Amicable Settlement www.ProjacsTraining.com


US$ 8,500

Contract Document & Specification Preparation, Tendering & Bidding: Project Delivery Systems & Selecting Contractors (ECCM Workshop 2)– Certified Program 459 13 – 17 October 2010, Dubai / UAE Introduction: This three‐day course will focus on the key issues from early planning to contract preparation, tendering and awarding. Contracting today demands a highly‐skilled and professional approach. The adoption of the right contracting strategy to fit the circumstances has a vital role in ensuring the success of the project. Deciding who is best suited to conduct the various parts of the work, and negotiating appropriate contract terms and conditions are very important elements of that strategy. The preparation, bidding, negotiation and contract award phases are usually a short but vital part of the selected project delivery method. Regardless of the option used, the project team will invest an enormous amount of time, talent and energy in designing and documenting a facility that meets the employer’s requirements. These early planning phases comprise about five percent of the overall project duration, but they are the most difficult aspect of the construction process and result in a higher rate of claims and litigation than do the other phases. It is at this early stage that some projects are sent back to the drawing board; some proceed on a negotiated basis, others are deferred indefinitely, and a few are terminated entirely. Needs & Benefits: The aim of this course is to provide comprehensive instruction on key issues which public‐sector and private‐sector contracting authorities and contractors need to focus their attention, from early planning to contract tendering and awarding, with emphasis on the applicable law. The issues considered include the definition of objectives, analysis of risks and likely costs; possible contract structures and types of pricing; technical and financial evaluation of potential contractors; invitations to tender; important contractual terms and conditions; preparation and submission of bids; evaluation of bids; and contract award. In summary, this course will review, step‐by‐ step and in chronological order, the activities which comprise the procurement of a construction project. After Participating in This Course, You Will Be Able To: www.ProjacsTraining.com

 Conduct the contract preparation and bidding to the contract award process with the knowledge of the  relative responsibilities of each party involved  Pre‐qualify bidders using the qualifications suited to your project  Distinguish among the types of bid calls and types of contracts  Use knowledgeably bonds and insurance  Make productive use of the bidding period while the contractor is putting together a bid  Reduce surprises with the knowledge of how contractors approach the preparation of their bid, what o are their criteria for mark‐ups, and what procedures they use to assemble and finalize the bid  Use new methods of bidding being contemplated by the industry  Deal appropriately with the low bid when it exceeds the owner’s available financing  Select a contractor and get construction underway without delay. Who Should Attend? Buyers of construction; owners, developers, plant managers, real‐estate building managers; officials of government agencies responsible for bid calls; architects, building design engineers, civil engineers, interior designers, project managers, contract administrators, specification writers, contractors, sub‐contractors, manufacturers, suppliers; officers of construction associations, officers of project management firms and construction management firms; bonds and insurance providers; lawyers, arbitrators, mediators, as well as related university and technical college lecturers and students. Course Director: Prof. Sami M. Fereig, B.Sc. (Hons), M.Sc., M.A.Sc., Ph.D., P.Eng Prof. Sami Fereig has over Forty years’ experience in structural engineering, construction engineering and management, and construction dispute management. He has practised in both North America and the Middle East, and is actively involved in construction contract administration and project and dispute management with a number of organizations, including public‐ and private‐sector companies in engineering and construction. He is the Director of the Certificate Program in Conflict Management for Project and Contract Managers at Conrad Grebel University College, University of Waterloo. He was a professor of civil engineering and construction management, and www.ProjacsTraining.com

has numerous publications in his various areas of specialization. He is a member of the ADR Institute of Ontario and the Professional Engineers of Ontario. Prof. Sami is the author of the five text books in Contract Management, the participants will receive book four and book five, which covers the subjects of the workshop. Course Curriculum DAY 1: Introduction and Participants’ Objectives  Characteristics of the Construction Industry  Importance of Tendering in the Construction Industry  Tendering Systems Preparing Construction Documents  Project Manual Concept  Forms of Agreement  Conditions of Contract  Master Format Overview  Section Format Overview  Page Format Overview  General Requirements – Division One  Methods of Specification  Specification Writing  Substitutions  Submittals Bid Documents  Invitations to Bid  Instructions to Bidders  Information Available to Bidders  Bid Forms and What They Represent  Supplementary Bid Forms  Attachments to Bid Forms  Unit Prices, Alternate Prices, Separate Prices, Itemized Prices, Identified Prices‐1  Nominated Sub‐Contractors and Manufacturers  Contract Price/Contract Time‐1  Privilege (Exculpatory) Clauses‐1  Form of Contract/General and Supplementary Conditions  Case Study www.ProjacsTraining.com

DAY 2: Selecting Contracting Strategies and Procurement Methods  Standard Forms  Stipulated Price Contracts  Unit Price Contracts  Cost‐Plus‐A‐Fee Contracts  Design‐Build Contracts  Construction Management Contracts  Selecting an Appropriate Form of Procurement to Minimize Disputes  Designing a Dispute Resolution System Bonding and Insurance Requirements  Differences between Bonds and Insurance  Bid Bonds  Performance Bonds  Other Bonds  Case Study DAY 3 : Pre‐Award Considerations  Importance of Pre‐Award Meeting  Employer‐Supplied Materials, Equipment and Services  Bid Bonds General Aspects of Tendering, Bidding and Awarding  Advertisements for Bids on Public Works Projects  Advertisements for Bids in the Private Sector  Pre‐Qualification  Value Engineering  Constructability Review  The Decision to Bid  Plan Deposit  Bidding (Estimation) Period  Accuracy of the Bidding Information  Instructions to Bidders  Addendum  Bid Form www.ProjacsTraining.com

    

Modification and Withdrawal of Bids The Award Mistakes in Bids Case Study Conclusion

Course Language: English /Arabic English Course Manual:

English English



:

The Complete Program of Contract Preparation, Tendering, Bidding, Scheduling & Budgeting (ECCM Workshops 2 & 3) – Certified Program ‫والمالي‬ ‫الزمني‬ ‫البرنامج‬ ‫واعداد‬ ،‫والترسية‬ ‫الطرح‬ ‫وأعمال‬ ‫المستندات‬ ‫إعداد‬ ‫عالميا‬ ‫معتمد‬ – ‫للمشروع‬ 460

13 ‐ 21 October 2010, Dubai / UAE

Description: This course will show you how to decide who is best suited to conduct the various parts of the work, and how to negotiate appropriate contract terms and conditions, which are very important elements of the project strategy. It will also discuss contract preparation, bidding, negotiation and contract award phases, which are usually short but vital parts of the selected project delivery method. Scheduling project activities is one of the most important elements of project management, along with identifying project costs which are a function of its duration. Understanding and establishing such a relationship is very important to be able to calculate the cost impact of project acceleration and compression. Efficient resource management is also essential to control project costs, so it is very important to establish the resources needed and their profile, and perform resource leveling and allocation to meet the schedule needs. Objectives: The aim of this course is to provide comprehensive instruction on key issues which public‐sector and private‐sector contracting authorities and contractors need to focus their attention, from early planning to contract tendering and awarding, with emphasis on the applicable law. The issues considered include the definition of objectives, analysis of risks and likely costs; possible contract structures and types of pricing; technical and financial evaluation of potential contractors; invitations to tender; important contractual terms and conditions; preparation and submission of bids; evaluation of bids; and contract award. This course will also explain the techniques for scheduling a project, how to establish time‐cost relationships, resource management methods, different types of cost estimates, and expanding one’s cost estimating skills. Practical examples will be given to increase familiarity with the various methods and their components, with the goal of preparing cost estimates, budgets and project schedules as accurately as possible. www.ProjacsTraining.com

After Participating in this Course, You will be able to:  Conduct the contract preparation and bidding to the contract award process with the knowledge of the relative responsibilities of each party involved  Pre‐qualify bidders using the qualifications suited to your project  Distinguish among the types of bid calls and types of contracts  Use knowledgeably bonds and insurance  Make productive use of the bidding period while the contractor is putting together a bid  Reduce surprises with the knowledge of how contractors approach the preparation of their bid, what are their criteria for mark‐ups, and what procedures they use to assemble and finalize the bid  Use new methods of bidding being contemplated by the industry  Deal appropriately with the low bid when it exceeds the owner’s available financing  Select a contractor and get construction underway without delay.  Understand scheduling techniques and cost estimation methods  Differentiate between the various types of activities, floats and cost estimates  Prepare a budget cost estimate, project schedule, and project cash flow  Identify building system alternatives and critical activities in a project and the time‐cost relationship  Understand life cycle costing and resource management  Expand your cost estimating understanding and project scheduling skills  Perform project time analysis and cash flow, cost and schedule control, resource allocation and leveling Who Should Attend Buyers of construction; owners, developers, plant managers, real‐estate building managers; officials of government agencies responsible for bid calls; architects, building design engineers, civil engineers, interior designers, project managers, contract administrators, manufacturers, suppliers; officers of construction associations, officers of project management firms and construction management firms; bonds and insurance providers; lawyers, arbitrators, mediators, as well as related university and technical college lecturers and students, Project Managers, Architects, Engineers, Construction Managers, Design and Construction Professionals. Course Director Prof. Sami M. Fereig, B.Sc. (Hons), M.Sc., M.A. Sc., Ph.D., P.Eng., F.ASCE www.ProjacsTraining.com

Prof. Sami M. Fereig has over forty years’ experience in structural engineering, construction engineering and management, and construction dispute management. He has practised in both North America and the Middle East, and is actively involved in construction contract administration and project and dispute management with a number of organizations, including public‐sector and private‐sector companies in engineering and construction. He is the Director of the Certificate Program in Conflict Management for Project and Contract Managers at Conrad Gebel University College at the University of Waterloo, Canada. He was, for 28 years, a professor of civil engineering and construction management at Kuwait University. He has numerous publications in his various areas of specialization, including a five‐volume set of textbooks covering all aspects of contract management (in Arabic). He is a member of the ADR Institute of Ontario, the Professional Engineers of Ontario, AACE International, PMI, and a Fellow of the American Society of Civil Engineers. Day 1 Introduction and Participants’ Objectives  Characteristics of the Construction Industry  Importance of Tendering in the Construction Industry  Tendering Systems Preparing Construction Documents  Project Manual Concept  Forms of Agreement  Conditions of Contract  Master Format Overview  Section Format Overview  Page Format Overview  General Requirements – Division One  Methods of Specification  Specification Writing  Substitutions  Submittals Bid Documents  Invitations to Bid  Instructions to Bidders  Information Available to Bidders  Bid Forms and What They Represent  Supplementary Bid Forms  Attachments to Bid Forms  Unit Prices, Alternate Prices, Separate Prices, Itemized Prices, Identified Prices‐1 www.ProjacsTraining.com

    

Nominated Sub‐Contractors and Manufacturers Contract Price/Contract Time‐1 Privilege (Exculpatory) Clauses‐1 Form of Contract/General and Supplementary Conditions Case Study

Thursday & Friday are weekends Day 4 Selecting Contracting Strategies and Procurement Methods  Standard Forms  Stipulated Price Contracts  Unit Price Contracts  Cost‐Plus‐A‐Fee Contracts  Design‐Build Contracts  Construction Management Contracts  Selecting an Appropriate Form of Procurement to Minimize Disputes  Designing a Dispute Resolution System Bonding and Insurance Requirements  Differences between Bonds and Insurance  Bid Bonds  Performance Bonds  Other Bonds  Case Study Day 5 Pre‐Award Considerations  Importance of Pre‐Award Meeting  Employer‐Supplied Materials, Equipment and Services  Bid Bonds General Aspects of Tendering, Bidding and Awarding  Advertisements for Bids on Public Works Projects  Advertisements for Bids in the Private Sector  Pre‐Qualification  Value Engineering  Constructability Review www.ProjacsTraining.com

           

The Decision to Bid Plan Deposit Bidding (Estimation) Period Accuracy of the Bidding Information Instructions to Bidders Addendum Bid Form Modification and Withdrawal of Bids The Award Mistakes in Bids Case Study Conclusion

Day 6  The Art of Planning  Fundamentals of Project Time Management  Establishing the Project and Work Breakdown Structure  Developing the Schedule  Project Network Logic  Arrow Diagram and Precedence Diagram  Case Study Day 7  Time Analysis  Critical Path and Floats  Bar Charts  Time‐Cost Relationship  Project Compression and Acceleration  Resource Planning, Leveling, and Allocation  Project Controlling and Monitoring  Case Study Day 8  Introduction to Estimating  Types of Estimates  Direct Costs  Indirect Costs  Cost Control Process  Earned Value  Case Study www.ProjacsTraining.com

Day 9  Cost Management Process in Planning and Design  Introduction to Project Budgeting and Concept Estimating  Budget Estimating Approaches  Parametric Systems Budget Estimate  Concept Design Estimating Approaches  Life Cycle Costing (LCC)  Value Engineering Course Language :  Cash Flow Analysis Course Manual:  Conclusion Course Fee : www.ProjacsTraining.com


US$ 3,500

Contract Preparation, Tendering & Budgeting & Site Management (ECCM Workshops 2, 3 & 4) – Certified Program 461 ‫البرنامج‬ ‫اعداد‬ ‫و‬ ‫العقود‬ ‫وادارة‬ ‫المستندات‬ ‫وإعداد‬ ‫حول‬ ‫المتكامل‬ ‫الفني‬ ‫البرنامج‬ ‫عالميا‬ ‫معتمد‬ – ‫الموقعية‬ ‫اإلدارة‬ ‫للمشروع‬ ‫والمالي‬ ‫الزمني‬ 13 – 26 October 2010, Dubai / UAE Description: This course will help you decide who is best suited to conduct the various parts of the work, and to negotiate appropriate contract terms and conditions, which are very important elements of the project strategy. The preparation, bidding, negotiation and contract award phases are usually a short but vital part of the selected project delivery method. Scheduling project activities is one of the most important elements of project management, along with identifying project costs which are a function of its duration. Understanding and establishing such a relationship is very important to calculating the cost impact of project acceleration and compression. Efficient resource management is also essential to control project costs, so it is very important to establish the resources needed and their profile, and perform resource leveling and allocation to meet the schedule needs. This course is also designed to systematically cover the developmental subjects vital to training competent contract and field administrators to manage time, cost, documentation and disputes during this important phase. Field administration is a critical process in achieving successful facility construction. Most organizations cannot afford the personnel time to apprentice a field administrator‐in‐training. This course will focus on the legal, technical and personal responsibilities involved in observation, supervision, and coordination of on‐site construction, as well as contract close‐out, all of which are essential in administering the contacts required by today’s complex projects. Objectives: The aim of this course is to provide comprehensive instruction on key issues which public‐sector and private‐sector contracting authorities and contractors need to focus their attention, from early planning to contract tendering and awarding, with emphasis on the applicable law. The issues considered include the definition of objectives, analysis of risks and likely costs; possible contract structures and types of pricing; technical and financial evaluation of potential contractors; invitations to tender; www.ProjacsTraining.com

important contractual terms and conditions; preparation and submission of bids; evaluation of bids; and contract award. This course will also explain the techniques for scheduling a project, how to establish time‐cost relationships, resource management methods, different types of cost estimates, and expanding one’s cost estimating skills. Practical examples will be given to increase familiarity with the various methods and their components, with the goal of preparing cost estimates, budgets and project schedules as accurately as possible. You will also be taught how to identify management responsibilities, develop your communication skills, learn effective administrative responsibilities, understand legal requirements, structure effective record‐keeping methods, and promote good organizational and contract close‐out procedures. After participating in this course, you will be able to:  Conduct the contract preparation and bidding to the contract award process with the knowledge of the relative responsibilities of each party involved  Pre‐qualify bidders using the qualifications suited to your project  Distinguish among the types of bid calls and types of contracts  Use knowledgeably bonds and insurance  Make productive use of the bidding period while the contractor is putting together a bid  Reduce surprises with the knowledge of how contractors approach the preparation of their bid, what are their criteria for mark‐ups, and what procedures they use to assemble and finalize the bid  Use new methods of bidding being contemplated by the industry  Deal appropriately with the low bid when it exceeds the owner’s available financing  Select a contractor and get construction underway without delay.  Understand scheduling techniques and cost estimation methods  Differentiate between the various types of activities, floats and cost estimates  Prepare a budget cost estimate, project schedule, and project cash flow  Identify building system alternatives and critical activities in a project and the time‐cost relationship  Understand life cycle costing and resource management  Expand your cost estimating understanding and project scheduling skills  Perform project time analysis and cash flow, cost and schedule control, resource allocation and leveling  Identify management responsibilities  Use effective communication skills  Understand effective administrative responsibilities  Understand legal requirements www.ProjacsTraining.com

 Structure and use effective record‐keeping methods  Promote good organization procedures  Avoid dispute and claims Who Should Attend Buyers of construction; owners, developers, plant managers, real‐estate building managers; officials of government agencies responsible for bid calls; architects, building design engineers, civil engineers, interior designers, project managers, contract administrators, manufacturers, suppliers; officers of construction associations, officers of project management firms and construction management firms; bonds and insurance providers; lawyers, arbitrators, mediators, as well as related university and technical college lecturers and students, Project Managers, Architects, Engineers, Construction Managers, Design and Construction Professionals, architects, engineers, contractors, owners and government agencies; construction inspectors, construction managers, project managers; and others responsible for effective field administration in building construction. Course Director Prof. Sami M. Fereig, B.Sc. (Hons), M.Sc., M.A. Sc., Ph.D., P.Eng., F.ASCE Prof. Sami M. Fereig has over forty years’ experience in structural engineering, construction engineering and management, and construction dispute management. He has practised in both North America and the Middle East, and is actively involved in construction contract administration and project and dispute management with a number of organizations, including public‐sector and private‐sector companies in engineering and construction. He is the Director of the Certificate Program in Conflict Management for Project and Contract Managers at Conrad Gebel University College at the University of Waterloo, Canada. He was, for 28 years, a professor of civil engineering and construction management at Kuwait University. He has numerous publications in his various areas of specialization, including a five‐volume set of textbooks covering all aspects of contract management (in Arabic). He is a member of the ADR Institute of Ontario, the Professional Engineers of Ontario, AACE International, PMI, and a Fellow of the American Society of Civil Engineers. . Course Curriculum: Day 1 Introduction and Participants’ Objectives  Characteristics of the Construction Industry www.ProjacsTraining.com

 Importance of Tendering in the Construction Industry  Tendering Systems Preparing Construction Documents  Project Manual Concept  Forms of Agreement  Conditions of Contract  Master Format Overview  Section Format Overview  Page Format Overview  General Requirements – Division One  Methods of Specification  Specification Writing  Substitutions  Submittals Bid Documents  Invitations to Bid  Instructions to Bidders  Information Available to Bidders  Bid Forms and What They Represent  Supplementary Bid Forms  Attachments to Bid Forms  Unit Prices, Alternate Prices, Separate Prices, Itemized Prices, Identified Prices‐1  Nominated Sub‐Contractors and Manufacturers  Contract Price/Contract Time‐1  Privilege (Exculpatory) Clauses‐1  Form of Contract/General and Supplementary Conditions  Case Study Day 2 Selecting Contracting Strategies and Procurement Methods  Standard Forms  Stipulated Price Contracts  Unit Price Contracts  Cost‐Plus‐A‐Fee Contracts  Design‐Build Contracts  Construction Management Contracts  Selecting an Appropriate Form of Procurement to Minimize Disputes www.ProjacsTraining.com

 Designing a Dispute Resolution System Bonding and Insurance Requirements  Differences between Bonds and Insurance  Bid Bonds  Performance Bonds  Other Bonds  Case Study Day Three & Four are weekends Day 5 Pre‐Award Considerations  Importance of Pre‐Award Meeting  Employer‐Supplied Materials, Equipment and Services  Bid Bonds General Aspects of Tendering, Bidding and Awarding  Advertisements for Bids on Public Works Projects  Advertisements for Bids in the Private Sector  Pre‐Qualification  Value Engineering  Constructability Review  The Decision to Bid  Plan Deposit  Bidding (Estimation) Period  Accuracy of the Bidding Information  Instructions to Bidders  Addendum  Bid Form  Modification and Withdrawal of Bids  The Award  Mistakes in Bids  Case Study  Conclusion Day 6  The Art of Planning  Fundamentals of Project Time Management  Establishing the Project and Work Breakdown Structure  Developing the Schedule  Project Network Logic www.ProjacsTraining.com

 

Arrow Diagram and Precedence Diagram Case Study

Day 7  Time Analysis  Critical Path and Floats  Bar Charts  Time‐Cost Relationship  Project Compression and Acceleration  Resource Planning, Leveling, and Allocation  Project Controlling and Monitoring  Case Study Day 8  Introduction to Estimating  Types of Estimates  Direct Costs  Indirect Costs  Cost Control Process  Earned Value  Case Study Day 9  Cost Management Process in Planning and Design  Introduction to Project Budgeting and Concept Estimating  Budget Estimating Approaches  Parametric Systems Budget Estimate  Concept Design Estimating Approaches  Life Cycle Costing (LCC)  Value Engineering  Cash Flow Analysis  Conclusion Day Ten & Eleven are weekends Day 12 Project Documentation and Control Systems  Contract Administration in the Field  Roles of the Parties  Legal and Contractual Roles  Pre‐Construction Activities www.ProjacsTraining.com

 Keeping Good Records  Definition of Records  Hierarchy of Records  Types of Records  The Record as a Constructive Tool in Disputes  Construction Documents as Pivotal Communication Records and Tools  Keeping Conference and Meeting Records  The Documentation Process Organization of Forms for the Field Administrator’s Record System  Designing the Record Forms: - Essential Elements: Lean and Effective - Processing the Form  Standard Pre‐printed Forms: - What’s Available - Source  Application of Forms for Specific Uses  On‐Site Coordination Meetings and Communication  Measures to Minimize Disputes  Documenting Possible Claim Activity  Claim Protection and Mitigation  Case Study Day 13 The Legal and Contractual Role of the Field Administrator  As the Employer’s Representative: Centre for all Communications  As an Observer: To Monitor the Progress of Work  As a Certifier: Of Progress Payment, Substantial Completion  As an Interpreter: Clarifier of Contract Documents  As a Modifier: Changing Orders and Making Minor Change Orders  As a Judge: Responsibility of Separate Primes  As an Arbitrator: Disputes between Employer and Contractor  As an Evaluator: Shop Drawings and Samples  As an Inspector: Punch List Preparation Communications among the Participants during Construction Phase  Basis for all Communication  The “Chain of Command”  The Formal vs. the Informal  The Implied vs. the Explicit  When Not to Communicate  Extent of Distribution www.ProjacsTraining.com

 Other Means of Communicating Day 14 Substantial Completion and Project Hand‐Over  Commissioning and Handing‐Over  Substantial Completion  Preparation of Punch List  Starting of Systems  Conclusion www.ProjacsTraining.com

Course Language :

English/Arabic

Course Manual:

English

Course Fee :

US$ 4,500

462

Contract Administration, Tendering, Budgeting, Site Management, Claims & Counterclaims (ECCM Workshops 2, 3, 4 & 5) – Certified Program ‫للمشروع‬ ‫والمالي‬ ‫الزمني‬ ‫البرنامج‬ ‫اعداد‬ ‫و‬ ‫والترسية‬ ‫والطرح‬ ‫العقود‬ ‫اعداد‬ ‫عالميا‬ ‫معتمد‬ – ‫العقد‬ ‫واقفال‬ ‫والمطالبات‬ ‫النزاعات‬ ‫تسوية‬ ‫الموقعية‬ ‫واإلدارة‬ 13 October – 1 November 2010, Dubai / UAE Description: Deciding who is best suited to conduct the various parts of the work, and negotiating appropriate contract terms and conditions are very important elements of the project strategy. The preparation, bidding, negotiation and contract award phases are usually a short but vital part of the selected project delivery method. Scheduling project activities is one of the most important elements of project management, along with identifying project costs which are a function of its duration. Understanding and establishing such a relationship is very important to calculating the cost impact of project acceleration and compression. Efficient resource management is also essential to control project costs, so it is very important to establish the resources needed and their profile, and perform resource leveling and allocation to meet the schedule needs. This course is also designed to systematically cover the developmental subjects vital to training competent contract and field administrators to manage time, cost, documentation and disputes during this important phase. Field administration is a critical process in achieving successful facility construction. Most organizations cannot afford the personnel time to apprentice a field administrator‐in‐training. This course will focus on the legal, technical and personal responsibilities involved in observation, supervision, and coordination of on‐site construction, as well as contract close‐out, all of which are essential in administering the contacts required by today’s complex projects. Finally, this course will analyse the issues when a dispute arises during construction and examine its time and cost impacts on a project, thus preventing the dispute from becoming a claim. It is very important that a more cost‐effective procedure be put in place to resolve such disputes amicably by the parties before project close‐out. You will also learn how to deal with contract claims ‐ since most projects are modified and changes are made within and outside the scope of work, also how to prepare and negotiate a settlement, and produce a counterclaim if needed. The course will help you resolve such claims in a more effective manner and avoid lengthy and expensive litigation. www.ProjacsTraining.com

Objectives: The aim of this course is to provide comprehensive instruction on key issues which public‐sector and private‐sector contracting authorities and contractors need to focus their attention, from early planning to contract tendering and awarding, with emphasis on the applicable law. The issues considered include the definition of objectives, analysis of risks and likely costs; possible contract structures and types of pricing; technical and financial evaluation of potential contractors; invitations to tender; important contractual terms and conditions; preparation and submission of bids; evaluation of bids; and contract award. The techniques for scheduling a project, how to establish time‐cost relationships, resource management methods, different types of cost estimates, and expanding one’s cost estimating skills will also be explained. Practical examples will be given to increase familiarity with the various methods and their components, with the goal of preparing cost estimates, budgets and project schedules as accurately as possible. This course will also teach you how to identify management responsibilities, develop your communication skills, learn effective administrative responsibilities, understand legal requirements, structure effective record‐keeping methods, and promote good organizational and contract close‐out procedures. Finally, this course will prepare you to analyze dispute causes and their impact on the time and cost of a project, and to effectively assess the parties’ entitlements in order to negotiate an amicable settlement. After participating in this course, you will be able to:  Conduct the contract preparation and bidding to the contract award process with the knowledge of the relative responsibilities of each party involved  Pre‐qualify bidders using the qualifications suited to your project  Distinguish among the types of bid calls and types of contracts  Use knowledgeably bonds and insurance  Make productive use of the bidding period while the contractor is putting together a bid  Reduce surprises with the knowledge of how contractors approach the preparation of their bid, what are their criteria for mark‐ups, and what procedures they use to assemble and finalize the bid  Use new methods of bidding being contemplated by the industry  Deal appropriately with the low bid when it exceeds the owner’s available financing  Select a contractor and get construction underway without delay.  Understand scheduling techniques and cost estimation methods  Differentiate between the various types of activities, floats and cost estimates  Prepare a budget cost estimate, project schedule, and project cash flow


 Identify building system alternatives and critical activities in a project and the time‐cost relationship  Understand life cycle costing and resource management  Expand your cost estimating understanding and project scheduling skills  Perform project time analysis and cash flow, cost and schedule control, resource allocation and leveling  Identify management responsibilities  Use effective communication skills  Understand effective administrative responsibilities  Understand legal requirements  Structure and use effective record‐keeping methods  Promote good organization procedures  Avoid dispute and claims Who Should Attend Buyers of construction; owners, developers, plant managers, real‐estate building managers; officials of government agencies responsible for bid calls; architects, building design engineers, civil engineers, interior designers, project managers, contract administrators, manufacturers, suppliers; officers of construction associations, officers of project management firms and construction management firms; bonds and insurance providers; lawyers, arbitrators, mediators, as well as related university and technical college lecturers and students, Project Managers, Architects, Engineers, Construction Managers, Design and Construction Professionals, architects, engineers, contractors, owners and government agencies; construction inspectors, construction managers, project managers; and others responsible for effective field administration in building construction, Quantity Surveyors, Financiers, Lawyers, Legal Advisors, Project Managers, Design Consultants, Loss Adjusters, Registered Arbitrators and Insurance Consultants Senior Management, Project Management, Construction Managers, Site Engineers, S Project Control Engineers, Financials, Contract Engineers, Planning and Cost Control Engineers Course Director Prof. Sami M. Fereig, B.Sc. (Hons), M.Sc., M.A. Sc., Ph.D., P.Eng., F.ASCE Prof. Sami M. Fereig has over forty years’ experience in structural engineering, construction engineering and management, and construction dispute management. He has practised in both North America and the Middle East, and is actively involved in construction contract administration and project and dispute management with a number of organizations, including public‐sector and private‐sector companies in engineering and construction. He is the Director of the Certificate Program in Conflict Management for Project and Contract Managers at Conrad Gebel University College at www.ProjacsTraining.com

the University of Waterloo, Canada. He was, for 28 years, a professor of civil engineering and construction management at Kuwait University. He has numerous publications in his various areas of specialization, including a five‐volume set of textbooks covering all aspects of contract management (in Arabic). He is a member of the ADR Institute of Ontario, the Professional Engineers of Ontario, AACE International, PMI, and a Fellow of the American Society of Civil Engineers. Course Curriculum: Day 1 Introduction and Participants’ Objectives  Characteristics of the Construction Industry  Importance of Tendering in the Construction Industry  Tendering Systems Preparing Construction Documents  Project Manual Concept  Forms of Agreement  Conditions of Contract  Master Format Overview  Section Format Overview  Page Format Overview  General Requirements – Division One  Methods of Specification  Specification Writing  Substitutions  Submittals Bid Documents  Invitations to Bid  Instructions to Bidders  Information Available to Bidders  Bid Forms and What They Represent  Supplementary Bid Forms  Attachments to Bid Forms  Unit Prices, Alternate Prices, Separate Prices, Itemized Prices, Identified Prices‐1  Nominated Sub‐Contractors and Manufacturers  Contract Price/Contract Time‐1  Privilege (Exculpatory) Clauses‐1  Form of Contract/General and Supplementary Conditions  Case Study www.ProjacsTraining.com

Thursday & Friday are weekends Day 4 Selecting Contracting Strategies and Procurement Methods  Standard Forms  Stipulated Price Contracts  Unit Price Contracts  Cost‐Plus‐A‐Fee Contracts  Design‐Build Contracts  Construction Management Contracts  Selecting an Appropriate Form of Procurement to Minimize Disputes  Designing a Dispute Resolution System Bonding and Insurance Requirements  Differences between Bonds and Insurance  Bid Bonds  Performance Bonds  Other Bonds  Case Study Day 5 Pre‐Award Considerations  Importance of Pre‐Award Meeting  Employer‐Supplied Materials, Equipment and Services  Bid Bonds General Aspects of Tendering, Bidding and Awarding  Advertisements for Bids on Public Works Projects  Advertisements for Bids in the Private Sector  Pre‐Qualification  Value Engineering  Constructability Review  The Decision to Bid  Plan Deposit  Bidding (Estimation) Period  Accuracy of the Bidding Information  Instructions to Bidders  Addendum www.ProjacsTraining.com

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Bid Form Modification and Withdrawal of Bids The Award Mistakes in Bids Case Study Conclusion

Day 6  The Art of Planning  Fundamentals of Project Time Management  Establishing the Project and Work Breakdown Structure  Developing the Schedule  Project Network Logic  Arrow Diagram and Precedence Diagram  Case Study Day 7  Time Analysis  Critical Path and Floats  Bar Charts  Time‐Cost Relationship  Project Compression and Acceleration  Resource Planning, Leveling, and Allocation  Project Controlling and Monitoring  Case Study Day 8  Introduction to Estimating  Types of Estimates  Direct Costs  Indirect Costs  Cost Control Process  Earned Value  Case Study Day 9  Cost Management Process in Planning and Design  Introduction to Project Budgeting and Concept Estimating  Budget Estimating Approaches  Parametric Systems Budget Estimate www.ProjacsTraining.com

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Concept Design Estimating Approaches Life Cycle Costing (LCC) Value Engineering Cash Flow Analysis Conclusion

Friday & Saturday are weekends Day 12 Project Documentation and Control Systems  Contract Administration in the Field  Roles of the Parties  Legal and Contractual Roles  Pre‐Construction Activities  Keeping Good Records  Definition of Records  Hierarchy of Records  Types of Records  The Record as a Constructive Tool in Disputes  Construction Documents as Pivotal Communication Records and Tools  Keeping Conference and Meeting Records  The Documentation Process Organization of Forms for the Field Administrator’s Record System  Designing the Record Forms: - Essential Elements: Lean and Effective - Processing the Form  Standard Pre‐printed Forms: - What’s Available - Source  Application of Forms for Specific Uses  On‐Site Coordination Meetings and Communication  Measures to Minimize Disputes  Documenting Possible Claim Activity  Claim Protection and Mitigation  Case Study Day 13 The Legal and Contractual Role of the Field Administrator  As the Employer’s Representative: Centre for all Communications www.ProjacsTraining.com

 As an Observer: To Monitor the Progress of Work  As a Certifier: Of Progress Payment, Substantial Completion  As an Interpreter: Clarifier of Contract Documents  As a Modifier: Changing Orders and Making Minor Change Orders  As a Judge: Responsibility of Separate Primes  As an Arbitrator: Disputes between Employer and Contractor  As an Evaluator: Shop Drawings and Samples  As an Inspector: Punch List Preparation Communications among the Participants during Construction Phase  Basis for all Communication  The “Chain of Command”  The Formal vs. the Informal  The Implied vs. the Explicit  When Not to Communicate  Extent of Distribution  Other Means of Communicating Day 14 Substantial Completion and Project Hand‐Over  Commissioning and Handing‐Over  Substantial Completion  Preparation of Punch List  Starting of Systems  Conclusion Day 15 Applicable Laws and Laws of the Contract  Rights and Obligations of the Parties  Damages and Compensations Dispute and Claim Causes and Their Impact  Suspension of Work  Re‐sequencing of Work  Variation Orders  Variations in Estimated Quantities  Differing Site Conditions  Defective Specifications and Drawings  Acceleration of the Work  Force Majeure  Termination for Convenience  Termination for Default and Re‐procurement www.ProjacsTraining.com

 Claim and Dispute Management and Prevention  Case Study Thursday & Friday are weekends Day 18 Claims for Unforeseen Conditions at the Start of the Job  Contractor’s Obligation to Investigate the Site  Employer’s Obligation to Give Information About the Site  Unforeseen Behaviours or Conditions Claims for Variations  Variation Order Cost Estimates  Job Factors Affecting Productivity  Overhead and Profit  Reservation of Indirect Costs  Forms for Pricing Changes  Case Study Day 19 Evaluation of Claims Related to Project Scheduling  Techniques for Proving Delay with CPM  Concurrent Delays  Acceleration/Job Compression  Checklist for Use of CPM in Litigation  Claims for Delay Cost Estimation for Variations and Delays       



Day 20 Damages for Delay in Construction Projects  Whether to Liquidate or Leave Damages Un‐liquidated  The Assessment and Proof of Damages for Delay  The Relative Merits of Liquidated vs. Un‐liquidated Damages  How to Liquidate the Right Sum  How Precise is the Reliable Pre‐Estimate Counterclaims against the Contractor  Set‐Off Claims by the Employer  Liquidated Damage Claims by the Employer  Claims by the Employer Arising from Defective Materials and Workmanship  Claims by Sub‐Contractors for Money Arising from Delay and Disruption Caused by the Contractor under the Contract

Course Language :

English/Arabic

Course Manual:

English

Course Fee :


US$ 6,500

Tendering, Budgeting, Site Management, Claims, Contracts, Counterclaims & Dispute Resolution (ECCM Workshops 2, 3, 4, 5 & 6) – Certified Program 463 13 October – 4 November 2010, Dubai / UAE

Description: Deciding who is best suited to conduct the various parts of the work, and negotiating appropriate contract terms and conditions are very important elements of the project strategy. The preparation, bidding, negotiation and contract award phases are usually a short but vital part of the selected project delivery method. Scheduling project activities is one of the most important elements of project management, along with identifying project costs which are a function of its duration. Understanding and establishing such a relationship is very important to calculate the cost impact of project acceleration and compression. Efficient resource management is also essential to control project costs, so it is very important to establish the resources needed and their profile, and perform resource leveling and allocation to meet the schedule needs. This course is also designed to systematically cover the developmental subjects vital to training competent contract and field administrators to manage time, cost, documentation and disputes during this important phase. Field administration is a critical process in achieving successful facility construction. Most organizations cannot afford the personnel time to apprentice a field administrator‐in‐training. This course will focus on the legal, technical and personal responsibilities involved in observation, supervision, and coordination of on‐site construction, as well as contract close‐out, all of which are essential in administering the contacts required by today’s complex projects. This course will analyse the issues when a dispute arises during construction and examine its time and cost impacts on a project, thus preventing the dispute from becoming a claim. It is very important that a more cost‐effective procedure be put in place to resolve such disputes amicably by the parties before project close‐out. You will also learn how to deal with contract claims ‐ since most projects are modified and changes are made within and outside the scope of work, also how to prepare and negotiate a settlement, and produce a counterclaim if needed. The course will help you resolve such claims in a more effective manner and avoid lengthy and expensive litigation. Finally, this course is designed to build negotiation and mediation skills, and then to move beyond skills to a strategic awareness of the choices negotiators and mediators make in facilitating dispute resolution. You will examine in detail the elements of interest‐based negotiation and mediation, while maintaining relationships. The www.ProjacsTraining.com

different aspects of arbitration will be discussed, and how to prepare for and proceed with arbitration. In case the arbitration fails, you will learn how to deal with litigation. The role of expert witnesses will also be examined Emphasis will be given to using the civil law code as the legal framework of the contract, and the applied concepts will be outlined. Objectives: The aim of this course is to provide comprehensive instruction on key issues which public‐sector and private‐sector contracting authorities and contractors need to focus their attention, from early planning to contract tendering and awarding, with emphasis on the applicable law. The issues considered include the definition of objectives, analysis of risks and likely costs; possible contract structures and types of pricing; technical and financial evaluation of potential contractors; invitations to tender; important contractual terms and conditions; preparation and submission of bids; evaluation of bids; and contract award. The techniques for scheduling a project, how to establish time‐cost relationships, resource management methods, different types of cost estimates, and expanding one’s cost estimating skills will also be explained. Practical examples will be given to increase familiarity with the various methods and their components, with the goal of preparing cost estimates, budgets and project schedules as accurately as possible. You will also be taught how to identify management responsibilities, develop your communication skills, learn effective administrative responsibilities, understand legal requirements, structure effective record‐keeping methods, and promote good organizational and contract close‐out procedures. This course will also prepare you to analyze dispute causes and their impact on the time and cost of a project, and to effectively assess the parties’ entitlements in order to negotiate an amicable settlement. Finally, you will expand your knowledge of negotiation and mediation and improve your practical skills, through role plays, to become more effective in resolving disputes in an amicable manner. The course will also help you to better understand how arbitration works, the role of the expert witness in this process, and how to deal with litigation if all else fails to resolve the matter. After participating in this course, you will be able to:  Conduct the contract preparation and bidding to the contract award process with the knowledge of the relative responsibilities of each party involved  Pre‐qualify bidders using the qualifications suited to your project  Distinguish among the types of bid calls and types of contracts  Use knowledgeably bonds and insurance  Make productive use of the bidding period while the contractor is putting together a bid


 Reduce surprises with the knowledge of how contractors approach the preparation of their bid, what are their criteria for mark‐ups, and what procedures they use to assemble and finalize the bid  Use new methods of bidding being contemplated by the industry  Deal appropriately with the low bid when it exceeds the owner’s available financing  Select a contractor and get construction underway without delay.  Understand scheduling techniques and cost estimation methods  Differentiate between the various types of activities, floats and cost estimates  Prepare a budget cost estimate, project schedule, and project cash flow  Identify building system alternatives and critical activities in a project and the time‐cost relationship  Understand life cycle costing and resource management  Expand your cost estimating understanding and project scheduling skills  Perform project time analysis and cash flow, cost and schedule control, resource allocation and leveling  Identify management responsibilities  Use effective communication skills  Understand effective administrative responsibilities  Understand legal requirements  Structure and use effective record‐keeping methods  Promote good organization procedures  Avoid dispute and claims Who Should Attend Buyers of construction; owners, developers, plant managers, real‐estate building managers; officials of government agencies responsible for bid calls; architects, building design engineers, civil engineers, interior designers, project managers, contract administrators, manufacturers, suppliers; officers of construction associations, officers of project management firms and construction management firms; bonds and insurance providers; lawyers, arbitrators, mediators, as well as related university and technical college lecturers and students, Project Managers, Architects, Engineers, Construction Managers, Design and Construction Professionals, architects, engineers, contractors, owners and government agencies; construction inspectors, construction managers, project managers; and others responsible for effective field administration in building construction, Quantity Surveyors, Financiers, Lawyers, Legal Advisors, Project Managers, Design Consultants, Loss Adjusters, Registered Arbitrators and Insurance Consultants


Senior Management, Project Management, Construction Managers, Site Engineers, S Project Control Engineers, Financials, Contract Engineers, Planning and Cost Control Engineers Course Director Prof. Sami M. Fereig, B.Sc. (Hons), M.Sc., M.A. Sc., Ph.D., P.Eng., F.ASCE Prof. Sami M. Fereig has over forty years’ experience in structural engineering, construction engineering and management, and construction dispute management. He has practised in both North America and the Middle East, and is actively involved in construction contract administration and project and dispute management with a number of organizations, including public‐sector and private‐sector companies in engineering and construction. He is the Director of the Certificate Program in Conflict Management for Project and Contract Managers at Conrad Gebel University College at the University of Waterloo, Canada. He was, for 28 years, a professor of civil engineering and construction management at Kuwait University. He has numerous publications in his various areas of specialization, including a five‐volume set of textbooks covering all aspects of contract management (in Arabic). He is a member of the ADR Institute of Ontario, the Professional Engineers of Ontario, AACE International, PMI, and a Fellow of the American Society of Civil Engineers. Course Curriculum: Day 1 Introduction and Participants’ Objectives  Characteristics of the Construction Industry  Importance of Tendering in the Construction Industry  Tendering Systems Preparing Construction Documents  Project Manual Concept  Forms of Agreement  Conditions of Contract  Master Format Overview  Section Format Overview  Page Format Overview  General Requirements – Division One  Methods of Specification  Specification Writing  Substitutions  Submittals Bid Documents www.ProjacsTraining.com

           

Invitations to Bid Instructions to Bidders Information Available to Bidders Bid Forms and What They Represent Supplementary Bid Forms Attachments to Bid Forms Unit Prices, Alternate Prices, Separate Prices, Itemized Prices, Identified Prices‐1 Nominated Sub‐Contractors and Manufacturers Contract Price/Contract Time‐1 Privilege (Exculpatory) Clauses‐1 Form of Contract/General and Supplementary Conditions Case Study

Thursday & Friday are weekends Day 4 Selecting Contracting Strategies and Procurement Methods  Standard Forms  Stipulated Price Contracts  Unit Price Contracts  Cost‐Plus‐A‐Fee Contracts  Design‐Build Contracts  Construction Management Contracts  Selecting an Appropriate Form of Procurement to Minimize Disputes  Designing a Dispute Resolution System Bonding and Insurance Requirements  Differences between Bonds and Insurance  Bid Bonds  Performance Bonds  Other Bonds  Case Study Day 5 Pre‐Award Considerations  Importance of Pre‐Award Meeting  Employer‐Supplied Materials, Equipment and Services www.ProjacsTraining.com

 Bid Bonds General Aspects of Tendering, Bidding and Awarding  Advertisements for Bids on Public Works Projects  Advertisements for Bids in the Private Sector  Pre‐Qualification  Value Engineering  Constructability Review  The Decision to Bid  Plan Deposit  Bidding (Estimation) Period  Accuracy of the Bidding Information  Instructions to Bidders  Addendum  Bid Form  Modification and Withdrawal of Bids  The Award  Mistakes in Bids  Case Study  Conclusion Day 6  The Art of Planning  Fundamentals of Project Time Management  Establishing the Project and Work Breakdown Structure  Developing the Schedule  Project Network Logic  Arrow Diagram and Precedence Diagram  Case Study Day 7  Time Analysis  Critical Path and Floats  Bar Charts  Time‐Cost Relationship  Project Compression and Acceleration  Resource Planning, Leveling, and Allocation  Project Controlling and Monitoring  Case Study Day 8 www.ProjacsTraining.com

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Introduction to Estimating Types of Estimates Direct Costs Indirect Costs Cost Control Process Earned Value Case Study

Day 9  Cost Management Process in Planning and Design  Introduction to Project Budgeting and Concept Estimating  Budget Estimating Approaches  Parametric Systems Budget Estimate  Concept Design Estimating Approaches  Life Cycle Costing (LCC)  Value Engineering  Cash Flow Analysis  Conclusion Friday & Saturday are weekends Day 12 Project Documentation and Control Systems  Contract Administration in the Field  Roles of the Parties  Legal and Contractual Roles  Pre‐Construction Activities  Keeping Good Records  Definition of Records  Hierarchy of Records  Types of Records  The Record as a Constructive Tool in Disputes  Construction Documents as Pivotal Communication Records and Tools  Keeping Conference and Meeting Records  The Documentation Process Organization of Forms for the Field Administrator’s Record System  Designing the Record Forms: - Essential Elements: Lean and Effective www.ProjacsTraining.com

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- Processing the Form Standard Pre‐printed Forms: - What’s Available - Source Application of Forms for Specific Uses On‐Site Coordination Meetings and Communication Measures to Minimize Disputes Documenting Possible Claim Activity Claim Protection and Mitigation Case Study

Day 13 The Legal and Contractual Role of the Field Administrator  As the Employer’s Representative: Centre for all Communications  As an Observer: To Monitor the Progress of Work  As a Certifier: Of Progress Payment, Substantial Completion  As an Interpreter: Clarifier of Contract Documents  As a Modifier: Changing Orders and Making Minor Change Orders  As a Judge: Responsibility of Separate Primes  As an Arbitrator: Disputes between Employer and Contractor  As an Evaluator: Shop Drawings and Samples  As an Inspector: Punch List Preparation Communications among the Participants during Construction Phase  Basis for all Communication  The “Chain of Command”  The Formal vs. the Informal  The Implied vs. the Explicit  When Not to Communicate  Extent of Distribution  Other Means of Communicating Day 14 Substantial Completion and Project Hand‐Over  Commissioning and Handing‐Over  Substantial Completion  Preparation of Punch List  Starting of Systems  Conclusion Day 15 www.ProjacsTraining.com

Applicable Laws and Laws of the Contract  Rights and Obligations of the Parties  Damages and Compensations Dispute and Claim Causes and Their Impact  Suspension of Work  Re‐sequencing of Work  Variation Orders  Variations in Estimated Quantities  Differing Site Conditions  Defective Specifications and Drawings  Acceleration of the Work  Force Majeure  Termination for Convenience  Termination for Default and Re‐procurement  Claim and Dispute Management and Prevention  Case Study Thursday & Friday are weekends Day 18 Claims for Unforeseen Conditions at the Start of the Job  Contractor’s Obligation to Investigate the Site  Employer’s Obligation to Give Information About the Site  Unforeseen Behaviours or Conditions Claims for Variations  Variation Order Cost Estimates  Job Factors Affecting Productivity  Overhead and Profit  Reservation of Indirect Costs  Forms for Pricing Changes  Case Study Day 19 Evaluation of Claims Related to Project Scheduling  Techniques for Proving Delay with CPM  Concurrent Delays  Acceleration/Job Compression  Checklist for Use of CPM in Litigation www.ProjacsTraining.com

 Claims for Delay Cost Estimation for Variations and Delays       


Day 20 Damages for Delay in Construction Projects  Whether to Liquidate or Leave Damages Un‐liquidated  The Assessment and Proof of Damages for Delay  The Relative Merits of Liquidated vs. Un‐liquidated Damages  How to Liquidate the Right Sum  How Precise is the Reliable Pre‐Estimate Counterclaims against the Contractor  Set‐Off Claims by the Employer  Liquidated Damage Claims by the Employer  Claims by the Employer Arising from Defective Materials and Workmanship  Claims by Sub‐Contractors for Money Arising from Delay and Disruption Caused by the Contractor under the Contract Day 21 Building Collaboration  Impact of Litigation on the Development of Disputes  Options for Resolving Disputes Key Elements of a Negotiation  Defining and Understanding Interests  Dealing with Rights and Power  Moving from Positions to Interests  Distributive vs. Integrative (Interest‐Based) Negotiation  Structuring a Negotiation  Key Communication Skills  Working with BATNAs  Dealing with Positional People and Dirty Tricks www.ProjacsTraining.com

 Role Play Day 22 Mediation  Knowledge, Skills and Attitudes Needed by Mediators  Mediation Process Overview  The Five Tasks in Mediation  Caucusing  Anticipating and Resolving Impasses  Role Play Day 23 ADR vs. Arbitration  Time, Cost and Finality  Advantages and Disadvantages  Where to Use Each and Where Not to Do So Arbitration  Features  Arbitration Under FIDIC Contracts  Institutional and Ad Hoc  Domestic and International  The Law of Arbitration and the Rules of Arbitration The Various Stages in Arbitration  The Appointment of Arbitrators  The Preliminary Meeting  Procedural and Substantive Matters  Evidence  Expertise  The Hearing  After the Hearing  The Award  Conclusion Course Language : Litigation  Applicable Laws Course Manual:  Legal Requirements and Procedure  Expert Witnesses Course Fee :  Amicable Settlement www.ProjacsTraining.com


US$ 7,500

Tactics of Mechanical Installation: HVAC, Elevators, Fir Alarm, Pumps, Isolation Materials, etc. 464

17 ‐ 21 October 2010, Dubai, UAE

Need & Benefit: Upon completion of this course, participants will have a thorough understanding of the fundamental concepts of Mechanical installations techniques. Participants will have in‐ depth knowledge of HVAC, Elevators, Fire fighting and fire alarm systems, Pumps, Drainage system, Heating system , isolation materials inside the buildings, equipment selection, proper operation, trouble shooting through presentation of actual case studies. Participants will divide into two or three groups and each group will receive a project and at the end of this course, each group will present their project design. Who Should Attend? The course should benefit engineering personnel responsible for Mechanical systems. Course Director Hatem Sadek, Ph.D. H. M. Sadek, is Ass.Prof of Fire fighting systems, Turbo‐machines and Fluid mechanics and has a long teaching and consulting experience in the area of fluid flow and turbo machines. He has more than 19 years experience in design of Plumbing, fire fighting and HVAC works in many Consulting offices. He is a senior training consultant with PROJACS. He teaches many courses in design methodology, operation, maintenance, and trouble shooting. These courses include compressors & blowers, gas turbines, pumps, pipelines & pumping systems, fire fighting systems and design of HVAC systems. Mr. Sadek, as turbo machinery consultant, participated in many consulting work such as design, testing, and inspection in over 165 different projects. Mr. Sadek has a book in Basics Fire Fighting Sprinkler System. It was published and distributed all over middle east universities. www.ProjacsTraining.com

Course Curriculum Fire fighting and Fire Alarm systems 1. What is the fire 2. What is the fire fighting system 3. Classification of occupancies 4. Dead end points 5. Travel distances 6. Types of sprinkler systems 7. Types of sprinklers 8. Dry pipe sprinkler system 9. Deluge & Pre‐action system 10. Refrigerated spaces 11. Commercial type cooking equipment 12. Wet‐pipe sprinkler system 13. Basic Design of Sprinkler systems 14. How to design a project 15. Sprinkler distribution inside the places 16. Water network distribution & sizing 17. Hydraulic calculation procedures and fire fighting program 18. Training on how to use hydraulic calculation program 19. Installation 20. Testing and Commissioning Introduction to HVAC  What is Air‐Conditioning?  The Major processes of Air‐Conditioning  The Major applications of Air‐Conditioning  Selection of a system  The Major HVAC system Types  Heat transmission in building structures.  Environmental Health and Indoor Air Quality  Indoor air quality effects on comfort and health  Equipment and design strategies for improving and maintaining acceptable indoor air quality  Cooling Towers Secondary system components  Duct and Pipe systems  Fans and Pumps www.ProjacsTraining.com

Central Systems  Major HVAC system types  Application of a basic central system  Selection of system components  Heating exchangers and cooling coils  Variable Refrigerant Volume system (VRV)  Adsorption system All‐Air systems  Introduction to All‐Air systems  Single‐duct, Single zone or Zoned reheat, Constant volume systems  Variable Air Volume  Dual duct system  Three deck multi zone system

System Controls     

Control fundamentals Types of control action Air system procedures & air measurement . Water systems data . Test procedures.

Actual Project Case study INTRODUCTION AND COMMON BASICS OF PLUMBING SYSTEMS  Classification of water networks and its components.  Performance parameters.  Solvent system  Cold water systems  Design of Water networks.

Service water heating systems  Methods of heat development  Equipment thermal design parameter and basic types Pipe sizing www.ProjacsTraining.com

 Supply pipe system  Return piping system  Water pressure‐kitchen hot water supply Water heating efficiencies and design considerations  Water quality, corrosion and scale  Hot water utilization temperatures  Hot water from storage tanks and storage systems  Safety devices for hot water supply systems  Estimate the hot water requirements and sizing the storage‐type equipment for residential, commercial, industrial, institutional buildings

Steam and condensate piping  Water hammer  Heat‐up method  Sizing the traps  Installation  Air venting

Fuel gas piping  Definitions  Appliances

Pumps  Types of pumps  Pump performance  Characteristic curves  Fault diagnosis and trouble shooting.  Cavitations and NPSH.  Water hammer calculations  Installation and operating problems Energy conservation in water systems design 

Definitions

 Performance efficiency  Saving energy Maintenance plane preparation outline www.ProjacsTraining.com

 Field check list  Hydraulic pressure test procedures  Flushing techniques Case study www.ProjacsTraining.com

Construction Quality Control and Site 465 Inspection 17 ‐21 October 2010 Dubai ‐ UAE Needs & Benefits Quality is the most elusive word in the construction industry. Buyers say they want it. Contractors say they deliver it. Yet the general perception is that quality (whatever it is) is declining in the field of construction. Skill and workmanship are frequent causes for the quality problems. Material selection is the next most common cause. Finally, inadequate or superficial design and/or preparation are responsible for a significant portion of the quality compromises. Today it is true that many accredited certified Contractors are professional in their approach, and owing to strict internal and external audits, maintain a high standard of operations compliant with their QA System. However, it has now become evident that although a QA Registered Contractor can boast of a well‐managed paperwork system, the same is not always true when it comes to supervising works out on site. Defects and failures still occur even though a Contractor is QA Registered. Many Clients have also become concerned that the influx of foreign labor if used on their sites could affect the standard of construction, not because they are bad trades men, but because of their lack of management and language skills and interpretation of Specification and Quality and Health & Safety requirements. Independent Site Inspectors provide reassurance and peace of mind that the works being carried out are in line with the contract documents and recognized workmanship standards. They monitor the conditions that works are carried out in to ensure that it is done as designed. They witness tests to verify that the works meet specified requirements. They monitor progress against the program so that an independent view of where the contract is at any given stage is balanced against the contractor’s own assessments. By providing weekly reports they are able to advice on all aspects of the works in progress and highlight any concerns to deal with it before it is too late. This training program is designed to cover the concepts, policies, and techniques of managing the QA and QC activities in construction business establishments. Providing the participants with solid understanding of: www.ProjacsTraining.com

1. Implementing Quality Assurance Systems (QAS) in the construction field. 2. The roles of Quality Control (QC) in modern construction enterprises. 3. Tools and techniques for detecting and solving quality problems in site inspection, 4. Setting quality control systems 5. Ensuring high quality materials are used & the materials are installed correctly. 6. Ensuring that the quality of installation is up to the desired standard according to the client requirements. 7. Ensuring that the Engineers requirements & the Architectural plans are followed correctly. 8. Ensuring the project meets the Building Codes and Standards Who Should Attend? Construction quality control managers & site engineers and their subordinates Course Director

Dr. Eng. Ammar S Hamed,  D.Sc. in Operations Research in mathematical programming, George Washington University.  Certified Lead Assessors from Bywater place, UK.  Certified Trainer, training developer and case writer from USAID, Cairo Office  Program director & Academic Advisor Management Department, American University in Cairo AUC  Visiting Associate Professor, in many local and multinational universities such as AUC, BUE, GUC, MIU, MSA, Helwan University and Ein Shams University  Lecturer; Training Expert, (more than 35 years experiences) and Researcher in the Fields of Quality and Environmental Management, Human Resources Management, and Maintenance, Engineering Management strategic management, project management and value engineering.  Program developer (designed more than 500 training programs) and Technical and Management Consultant for Organizations in Egypt, Libya, Qatar, Saudi Arabia, UK, and USA. www.ProjacsTraining.com

 Occupied Several Technical and Management Positions in Engineering Management in Egypt.  Worked as Quality Management Consultant for almost all cement factories in Egypt.  Worked as Management Expert (Organization management, quality management and human resources management) for the Egyptian Ministries of education, health and population, youth and sports, logistics and internal trade and communication and information technology  Worked as a senior consultant and training developer for many international organizations such as UNESCO, USAID, UNDP, WHO, DOD, and USDA.  Has Several Researches and Industrial Reports in the Domains of quality and environmental management, human resource management, strategic management, project management and operations research Course Curriculum Concepts and Basics: - The concept of quality, - The achievement of Quality - Inspection of quality - Defects and their impact, - Quality costs and their categories, - How to turn quality costs into profits, - Defect prevention concept, - What is QA? - The system approach to QA. - Quality creator and quality user, - Organization for quality, - Applications in construction The Construction Tradition - Building and architecture - Construction and project management contracts - Construction contracts as quality systems - Responsibilities of architects, engineers, and subcontractors Customer‐Related Processes - Definition of requirements, - Review and approval, www.ProjacsTraining.com

- Customer communication. Quality in Procurement: - Supplier selection, - Supplier evaluation, - Verification of supplied items and services, - Contractor’s responsibilities. Quality of Conformance in construction site: - Perfect construction concepts, - Sampling and inspection plans, - Disposition of nonconformities, - Control of measurement methods and devices Inspection and test planning Course Language: - Inspection and test characteristics - Allocation of inspection and test points Course Manual: - Inspection and test procedures - Inspection and test devices (calibration). Course Fee: Control and analysis of quality records - Types of quality control records - Record keeping - Summarization of quality control records www.ProjacsTraining.com


US$ 2,750

466

Site Management and Quality Inspection

17 – 28 October 2010 Dubai / UAE Need & Benefit

Quality is the most elusive word in the construction industry. Buyers say they want it. Contractors say they deliver it. Yet the general perception is that quality (whatever it is) is declining in the field of construction. Skill and workmanship are frequent causes for the quality problems. Material selection is the next most common cause. Finally, inadequate or superficial design and/or preparation are responsible for a significant portion of the quality compromises. Today it is true that many accredited certified Contractors are professional in their approach, and owing to strict internal and external audits, maintain a high standard of operations compliant with their QA System. However, it has now become evident that although a QA Registered Contractor can boast of a well‐managed paperwork system, the same is not always true when it comes to supervising works out on site. Defects and failures still occur even though a Contractor is QA Registered. Many Clients have also become concerned that the influx of foreign labor if used on their sites could affect the standard of construction, not because they are bad trades men, but because of their lack of management and language skills and interpretation of Specification and Quality and Health & Safety requirements. Independent Site Inspectors provide reassurance and peace of mind that the works being carried out are in line with the contract documents and recognized workmanship standards. They monitor the conditions that works are carried out in to ensure that it is done as designed. They witness tests to verify that the works meet specified requirements. They monitor progress against the program so that an independent view of where the contract is at any given stage is balanced against the contractor’s own assessments. By providing weekly reports they are able to advice on all aspects of the works in progress and highlight any concerns to deal with it before it is too late. This training program is designed to cover the concepts, policies, and techniques of managing the QA and QC activities in construction business establishments. Construction site management mainly involves the rational layout of site facilities, optimum usage of space and dynamic management of plants. It directly influences www.ProjacsTraining.com

security, machine running, material supply and power distribution, as well as construction progress and cost. This program outlines how the construction sites will be managed and supervised. Construction Site Management is defined as the “proper management of construction activities to preserve living and non‐living elements of the ecological, environmental, aesthetic, and social landscape.” The construction sites have to be supervised daily by experienced and qualified construction engineers. The course is primarily aimed at people working in a supervisory or management role within the construction industry. It is also suitable for anyone aspiring to have such responsibilities. To achieve these qualifications, supervisors or managers have to provide satisfactory evidence of their management skills, as well as their technical knowledge and competence in the workplace and ability in supervising or managing a construction operation. The main objectives of this course is to enhance the participant’s knowledge, abilities and skills necessary to increase his value to his organization and enhance his career as a supervisor in engineering projects. Upon completion of this training course, participants will be able to demonstrate that they can:  Organize work operations and activities  Organize resources for the work  Monitor and supervise work operations and activities  Implement health and safety in the workplace  Maintain team and individual performance  Establish working relationships  Plan and implement project maintenance  Face challenges in moving to supervision  Build dependable working relationships  Increase labor productivity and morale  Communicate and lead effectively  Balance managerial skills with technical skills  Promote team performance

Who Should Attend? www.ProjacsTraining.com

Construction quality control managers & site engineers and their subordinates.

This course is recommended also for anyone involved with the construction stage of construction, maintenance and repair projects including:  Supervisors  Engineering Project Managers,  Team Leaders  Site Officers and Managers,  Construction Engineers,  Project Engineers and Operation Engineers  Facilities engineers, and  Maintenance planning engineers. Course Directors

Dr. Eng. Ammar S Hamed,  D.Sc. in Operations Research in mathematical programming, George Washington University.  Certified Lead Assessors from Bywater place, UK.  Certified Trainer, training developer and case writer from USAID, Cairo Office  Program director & Academic Advisor Management Department, American University in Cairo AUC  Visiting Associate Professor, in many local and multinational universities such as AUC, BUE, GUC, MIU, MSA, Helwan University and Ein Shams University  Lecturer; Training Expert, (more than 35 years experiences) and Researcher in the Fields of Quality and Environmental Management, Human Resources Management, and Maintenance, Engineering Management strategic management, project management and value engineering.  Program developer (designed more than 500 training programs) and Technical and Management Consultant for Organizations in Egypt, Libya, Qatar, Saudi Arabia, UK, and USA.  Occupied Several Technical and Management Positions in Engineering Management in Egypt. www.ProjacsTraining.com

 Worked as Quality Management Consultant for almost all cement factories in Egypt.  Worked as Management Expert (Organization management, quality management and human resources management) for the Egyptian Ministries of education, health and population, youth and sports, logistics and internal trade and communication and information technology  Worked as a senior consultant and training developer for many international organizations such as UNESCO, USAID, UNDP, WHO, DOD, and USDA.  Has Several Researches and Industrial Reports in the Domains of quality and environmental management, human resource management, strategic management, project management and operations research

Dr. Khaled Hyari, Assistant Professor Dr. Khaled holds a Ph.D. in Construction Engineering and Management (University of Illinois at Urbana‐Champaign, USA). He has more than 19 years of professional experience in both academia and the construction industry. He has been on the faculty of the Department of Civil Engineering at the Hashemite University since 2004. He also teaches construction courses at the University of Jordan. Prior to joining the Hashemite University, he served as a visiting lecturer in the United States at University of Illinois. Dr. Hyari has taught graduate and undergraduate courses in the area of construction engineering and management in Jordan and the USA including: construction project management, construction cost analysis and estimating, construction methods, construction contracts and specifications, engineering economy, and building economics. Dr. Hyari has research interests in Information technology & automated decision support systems in construction, and construction safety. He has over 20 publications in these areas in international journals and conferences. He also served as a reviewer for construction management journals in the United States. Industry experience of Dr. Hyari involves supervisory roles in managing and administering projects throughout his work with the Ministry of Public Works in Jordan for more than 10 years. With a firm belief in the value of construction safety, he has worked to make construction participants aware of the importance of safety, and the advantages that it can provide over the construction phase of projects.

Course Curriculum

(First Week )17th – 21st October 2010 www.ProjacsTraining.com

Concepts and Basics: - The concept of quality, - The achievement of Quality - Inspection of quality - Defects and their impact, - Quality costs and their categories, - How to turn quality costs into profits, - Defect prevention concept, - What is QA? - The system approach to QA. - Quality creator and quality user, - Organization for quality, - Applications in construction The Construction Tradition - Building and architecture - Construction and project management contracts - Construction contracts as quality systems - Responsibilities of architects, engineers, and subcontractors Customer‐Related Processes - Definition of requirements, - Review and approval, - Customer communication. Quality in Procurement: - Supplier selection, - Supplier evaluation, - Verification of supplied items and services, - Contractor’s responsibilities. Quality of Conformance in construction site: - Perfect construction concepts, - Sampling and inspection plans, - Disposition of nonconformities, - Control of measurement methods and devices Inspection and test planning - Inspection and test characteristics - Allocation of inspection and test points www.ProjacsTraining.com

- Inspection and test procedures - Inspection and test devices (calibration). Control and analysis of quality records - Types of quality control records - Record keeping - Summarization of quality control records


Second Week: Sunday 24th Oct Introduction to construction industry:          

Characteristics of the Construction Industry Construction project stages Construction contract types Project delivery systems Construction Project Management Methods of tendering Construction categories Construction Trends The Project Life Cycle Codes and Regulations

Construction Site Set‐Up (Preparation and Organization)           

Planning for Site Preparation and Organization Construction Site Security Site Communications Material Storage and Handling Road Sweeping Operations Site Lay‐Out Site Temporary Structures Cranes Set‐Up Site Temporary Power and Lighting Fuel Storage and Refueling Areas Common Problems & Preventive Measures

Monday 25th Oct Construction Project Planning   

Scope Management Generating Work Breakdown Structure Project Time Management www.ProjacsTraining.com

  

Generating Project Activities Developing Project Schedule Construction Phasing

Construction Site Environmental Management       

Environmental Management Plan Objectives Environmental Monitoring Plan Roles and responsibilities Environmental Monitoring Checks Surface Water Dust Noise

Tuesday 26th Oct Construction Site Traffic Management Plan       

Construction Traffic Management Plan Objectives Construction Site Access and Egress Construction Traffic Routes Car Parking Operation of Site Entrances Communication Road Networking

Construction Site Waste Management


     

Construction Waste Prevention Strategies Waste Management Plan Waste Streams Waste Management Set‐Up Demolition Approach Waste Auditing

Wednesday 27th Oct Construction Site Safety Management  Motivation for Safety  Financial Consequences for Safety  Health and Safety Planning  Safety Performance Measures  Accident Prevention, Investigation and Reporting Procedures  General Hazard Identification and risk assessment  Management Responsibility  Worker engagement & communication  Construction Accidents  Construction Site Induction  Safety Programs Developing the Supervisory Skills in the Construction Sites Improving Worker's Productivity  Factors Influencing Productivity Output  Factors Affecting Humans as Workers  Management Impact on Productivity  Motivation  Incentive Schemes  Principles of Incentive Schemes

Thursday 28th Oct Developing the Supervisory Skills in the Construction Sites Construction Site Leadership


    

Project Management Leadership Leadership Definition Management Practices Leadership Competency Outstanding Leader Competencies

Handling Construction Site Disputes  Construction Site Disputes  Sources of Construction Site Disputes  The Role of Relationships  What to do if a problem arises?  Avoiding Construction Disputes  Partnering & Team Building  Incentives for Cooperation  Realistic Risk Allocation  Constructability Analysis  Job Site Dispute Resolution  Resolving Construction Disputes www.ProjacsTraining.com

Course Language :

English/Arabic

Course Manual:

English

Course Fee :

US$ 5,500

Project Scheduling, Planning, Costing & Budgeting (ECCM Workshop 3) – Certified Program

467

18 – 21 October 2010, Dubai / UAE Introduction: Scheduling project activities is one of the most important elements of project management, along with identifying the critical activities and the critical path. The project cost is also a function of its duration. Understanding and establishing such a relationship is very important to calculate the cost impact of project acceleration and compression. Efficient resource management is essential to control project costs, so it is very important to establish the resources needed and their profile, and perform resource leveling and allocation to meet the schedule needs. These cost estimates need to be as precise as possible and include appropriate contingencies for unknown items. The ‘concept estimate’ helps to control the project early in the design process to stay within budget. As part of the conceptual design process, building system alternatives are identified. Life cycle costing is a method which compares both the construction cost, as well as the operating costs of these alternatives. Using engineering economics, the lowest life cycle cost alternative is identified for incorporation in the design. This course will also provide a basis for the many areas of estimating that may be faced by the design and construction professional. Other methods of cost control, such as value engineering and earned value, will also be discussed briefly. Needs & Benefits: The aim of this course is to explain the techniques for scheduling a project, how to establish time‐cost relationships, resource management methods, different types of cost estimates, and expanding one’s cost estimating skills. Practical examples will be given to increase familiarity with the various methods and their components, with the goal of preparing cost estimates and project schedules as accurately as possible. After Participating in this course, you will be able to:  Understand scheduling techniques and cost estimation methods  Differentiate between the various types of activities, floats and cost estimates  Prepare a budget cost estimate, project schedule, and project cash flow  Identify building system alternatives and critical activities in a project and the  time‐cost relationship  Understand life cycle costing and resource management www.ProjacsTraining.com

 Expand your cost estimating understanding and project scheduling skills  Perform project time analysis and cash flow, cost and schedule control, resource  allocation and leveling Who Should Attend? Project Managers, Architects, Engineers, Construction Managers, Design and Construction Professionals Course Director: Prof. Sami M. Fereig, B.Sc. (Hons), M.Sc., M.A.Sc., Ph.D., P.Eng Prof. Sami Fereig has over Forty years’ experience in structural engineering, construction engineering and management, and construction dispute management. He has practised in both North America and the Middle East, and is actively involved in construction contract administration and project and dispute management with a number of organizations, including public‐ and private‐sector companies in engineering and construction. He is the Director of the Certificate Program in Conflict Management for Project and Contract Managers at Conrad Grebel University College, University of Waterloo. He was a professor of civil engineering and construction management, and has numerous publications in his various areas of specialization. He is a member of the ADR Institute of Ontario and the Professional Engineers of Ontario. Prof. Sami is the author of the five text books in Contract Management, the participants will receive book four and book five, which covers the subjects of the workshop. Course Curriculum DAY 1:  The Art of Planning  Fundamentals of Project Time Management www.ProjacsTraining.com

    

Establishing the Project and Work Breakdown Structure Developing the Schedule Project Network Logic Arrow Diagram and Precedence Diagram Case Study

DAY 2:  Time Analysis  Critical Path and Floats  Bar Charts  Time‐Cost Relationship  Project Compression and Acceleration  Resource Planning, Leveling, and Allocation  Project Controlling and Monitoring  Case Study DAY 3:  Introduction to Estimating  Types of Estimates  Direct Costs  Indirect Costs  Cost Control Process  Earned Value  Case Study DAY 4:  Cost Management Process in Planning and Design  Introduction to Project Budgeting and Concept Estimating  Budget Estimating Approaches  Parametric Systems Budget Estimate  Concept Design Estimating Approaches  Life Cycle Costing (LCC)  Value Engineering www.ProjacsTraining.com

 

Cash Flow Analysis Conclusion

Course Language: English /Arabic English


Course Manual:

English English

Course Fee : US$ :

2500

:

The Latest Developments in Contract & Site Management, Scheduling, Costing & Budgeting (ECCM Workshops 3 & 4) – Certified Program ‫للمشروع‬ ‫والمالي‬ ‫الزمني‬ ‫بالجدول‬ ‫التحكم‬ ‫و‬ ‫االعداد‬ ‫ونظم‬ ‫في‬ ‫التطورات‬ ‫احدث‬ ‫عالميا‬ ‫معتمد‬ –‫العقد‬ ‫واغالق‬ ‫النزاعات‬ ‫وادارة‬ ‫والعقود‬ ‫الموقعية‬ ‫اإلدارة‬ 468

18 – 26 October2010, Dubai / UAE

Description: Scheduling project activities is one of the most important elements of project management, along with identifying project costs which are a function of its duration. Understanding and establishing such a relationship is very important to be able to calculate the cost impact of project acceleration and compression. Efficient resource management is also essential to control project costs, so it is very important to establish the resources needed and their profile, and perform resource leveling and allocation to meet the schedule needs. This course is also designed to systematically cover the developmental subjects vital to training competent contract and field administrators to manage time, cost, documentation and disputes during this important phase. Field administration is a critical process in achieving successful facility construction. Most organizations cannot afford the personnel time to apprentice a field administrator‐in‐training. This course will focus on the legal, technical and personal responsibilities involved in observation, supervision, and coordination of on‐site construction, as well as contract close‐out, all of which are essential in administering the contacts required by today’s complex projects. Objectives: The aim of this course is to explain the techniques for scheduling a project, how to establish time‐cost relationships, resource management methods, different types of cost estimates, and expanding one’s cost estimating skills. Practical examples will be given to increase familiarity with the various methods and their components, with the goal of preparing cost estimates, budgets and project schedules as accurately as possible. The course will also teach you how to identify management responsibilities, develop your communication skills, learn effective administrative responsibilities, understand legal requirements, structure effective record‐keeping methods, and promote good organizational and contract close‐out procedures. After participating in this course, you will be able to: www.ProjacsTraining.com

             

Understand scheduling techniques and cost estimation methods Differentiate between the various types of activities, floats and cost estimates Prepare a budget cost estimate, project schedule, and project cash flow Identify building system alternatives and critical activities in a project and the time‐cost relationship Understand life cycle costing and resource management Expand your cost estimating understanding and project scheduling skills Perform project time analysis and cash flow, cost and schedule control, resource allocation and leveling Identify management responsibilities Use effective communication skills Understand effective administrative responsibilities Understand legal requirements Structure and use effective record‐keeping methods Promote good organization procedures Avoid dispute and claims

Who Should Attend: Project Managers, Architects, Engineers, Construction Managers, Design and Construction Professionals, architects, engineers, contractors, owners and government agencies; construction inspectors, construction managers, project managers; and others responsible for effective field administration in building construction. Course Director Prof. Sami M. Fereig, B.Sc. (Hons), M.Sc., M.A. Sc., Ph.D., P.Eng., F.ASCE Prof. Sami M. Fereig has over forty years’ experience in structural engineering, construction engineering and management, and construction dispute management. He has practised in both North America and the Middle East, and is actively involved in construction contract administration and project and dispute management with a number of organizations, including public‐sector and private‐sector companies in engineering and construction. He is the Director of the Certificate Program in Conflict Management for Project and Contract Managers at Conrad Gebel University College at the University of Waterloo, Canada. He was, for 28 years, a professor of civil engineering and construction management at Kuwait University. He has numerous publications in his various areas of specialization, including a five‐volume set of textbooks covering all aspects of contract management (in Arabic). He is a member of the ADR Institute of Ontario, the Professional Engineers of Ontario, AACE International, PMI, and a Fellow of the American Society of Civil Engineers. www.ProjacsTraining.com

Course Curriculum: Day 1  The Art of Planning  Fundamentals of Project Time Management  Establishing the Project and Work Breakdown Structure  Developing the Schedule  Project Network Logic  Arrow Diagram and Precedence Diagram  Case Study Day 2  Time Analysis  Critical Path and Floats  Bar Charts  Time‐Cost Relationship  Project Compression and Acceleration  Resource Planning, Leveling, and Allocation  Project Controlling and Monitoring  Case Study Day 3 Introduction to Estimating  Types of Estimates  Direct Costs  Indirect Costs  Cost Control Process  Earned Value  Case Study Day 4 Cost Management Process in Planning and Design  Introduction to Project Budgeting and Concept Estimating  Budget Estimating Approaches  Parametric Systems Budget Estimate  Concept Design Estimating Approaches  Life Cycle Costing (LCC)  Value Engineering www.ProjacsTraining.com

 

Cash Flow Analysis Conclusion

Friday & Saturday are weekends Day 7 Project Documentation and Control Systems  Contract Administration in the Field  Roles of the Parties  Legal and Contractual Roles  Pre‐Construction Activities  Keeping Good Records  Definition of Records  Hierarchy of Records  Types of Records  The Record as a Constructive Tool in Disputes  Construction Documents as Pivotal Communication Records and Tools  Keeping Conference and Meeting Records  The Documentation Process Organization of Forms for the Field Administrator’s Record System  Designing the Record Forms: - Essential Elements: Lean and Effective - Processing the Form  Standard Pre‐printed Forms: - What’s Available - Source  Application of Forms for Specific Uses  On‐Site Coordination Meetings and Communication  Measures to Minimize Disputes  Documenting Possible Claim Activity  Claim Protection and Mitigation  Case Study Day 8 The Legal and Contractual Role of the Field Administrator  As the Employer’s Representative: Centre for all Communications  As an Observer: To Monitor the Progress of Work  As a Certifier: Of Progress Payment, Substantial Completion  As an Interpreter: Clarifier of Contract Documents www.ProjacsTraining.com

    

As a Modifier: Changing Orders and Making Minor Change Orders As a Judge: Responsibility of Separate Primes As an Arbitrator: Disputes between Employer and Contractor As an Evaluator: Shop Drawings and Samples As an Inspector: Punch List Preparation Communications among the Participants during Construction Phase  Basis for all Communication  The “Chain of Command”  The Formal vs. the Informal  The Implied vs. the Explicit  When Not to Communicate  Extent of Distribution  Other Means of Communicating Day 9 Substantial Completion and Project Hand‐Over  Commissioning and Handing‐Over Course Language :  Substantial Completion  Preparation of Punch List Course Manual:  Starting of Systems  Conclusion Course Fee : www.ProjacsTraining.com


US$ 3,500

The Practical Techniques on Contract Administration, Site Management, Scheduling, Budgeting, Claims & Counterclaims – 469 (ECCM Workshops 3, 4 & 5) – Certified Program ‫وادارة‬ ، ‫والعقود‬ ‫الموقعية‬ ‫اإلدارة‬ ‫والمالي‬ ‫الزمني‬ ‫الجدول‬ ‫إعداد‬ ‫في‬ ‫العملية‬ ‫التقنيات‬ ‫عالميا‬ ‫معتمد‬ –‫العقد‬ ‫واغالق‬ ‫للمشاريع‬ ‫النزاعات‬ ‫وحل‬ ‫المطالبات‬ ‫وتسوية‬ 18 October – 1 November 2010, Dubai / UAE Description: Scheduling project activities is one of the most important elements of project management, along with identifying project costs which are a function of its duration. Understanding and establishing such a relationship is very important to be able to calculate the cost impact of project acceleration and compression. Efficient resource management is also essential to control project costs, so it is very important to establish the resources needed and their profile, and perform resource leveling and allocation to meet the schedule needs. This course will also systematically cover the developmental subjects vital to training competent contract and field administrators to manage time, cost, documentation and disputes during this important phase. Field administration is a critical process in achieving successful facility construction. Most organizations cannot afford the personnel time to apprentice a field administrator‐in‐training. This course will focus on the legal, technical and personal responsibilities involved in observation, supervision, and coordination of on‐site construction, as well as contract close‐out, all of which are essential in administering the contacts required by today’s complex projects. The course will analyse the issues when a dispute arises during construction and examine its time and cost impacts on a project, thus preventing the dispute from becoming a claim. It is very important that a more cost‐effective procedure be put in place to resolve such disputes amicably by the parties before project close‐out. You will also learn how to deal with contract claims ‐ since most projects are modified and changes are made within and outside the scope of work, also how to prepare and negotiate a settlement, and produce a counterclaim if needed. The course will help you resolve such claims in a more effective manner and avoid lengthy and expensive litigation. Objectives: The aim of this course is to explain the techniques for scheduling a project, how to establish time‐cost relationships, resource management methods, different types of cost estimates, and expanding one’s cost estimating skills. Practical examples will be www.ProjacsTraining.com

given to increase familiarity with the various methods and their components, with the goal of preparing cost estimates, budgets and project schedules as accurately as possible. As well, you will be taught how to identify management responsibilities, develop your communication skills, learn effective administrative responsibilities, understand legal requirements, structure effective record‐keeping methods, and promote good organizational and contract close‐out procedures. This course will also prepare you to analyze dispute causes and their impact on the time and cost of a project, and to effectively assess the parties’ entitlements in order to negotiate an amicable settlement. After participating in this course, you will be able to:  Understand scheduling techniques and cost estimation methods  Differentiate between the various types of activities, floats and cost estimates  Prepare a budget cost estimate, project schedule, and project cash flow  Identify building system alternatives and critical activities in a project and the time‐cost relationship  Understand life cycle costing and resource management  Expand your cost estimating understanding and project scheduling skills  Perform project time analysis and cash flow, cost and schedule control, resource allocation and leveling  Identify management responsibilities  Use effective communication skills  Understand effective administrative responsibilities  Understand legal requirements  Structure and use effective record‐keeping methods  Promote good organization procedures  Avoid dispute and claims Who Should Attend Project managers, contract administrators, manufacturers, suppliers; officers of construction associations, officers of project management firms and construction management firms; bonds and insurance providers; lawyers, arbitrators, mediators, as well as related university and technical college lecturers and students, Project Managers, Architects, Engineers, Construction Managers, Design and Construction Professionals, architects, engineers, contractors, owners and government agencies; construction inspectors, construction managers, project managers; and others responsible for effective field administration in building construction, Quantity Surveyors, Financiers, Lawyers, Legal Advisors, Project Managers, Design Consultants, Loss Adjusters, Registered Arbitrators and Insurance Consultants www.ProjacsTraining.com

Senior Management, Project Management, Construction Managers, Site Engineers, S Project Control Engineers, Financials, Contract Engineers, Planning and Cost Control Engineers Course Director Prof. Sami M. Fereig, B.Sc. (Hons), M.Sc., M.A. Sc., Ph.D., P.Eng., F.ASCE Prof. Sami M. Fereig has over forty years’ experience in structural engineering, construction engineering and management, and construction dispute management. He has practised in both North America and the Middle East, and is actively involved in construction contract administration and project and dispute management with a number of organizations, including public‐sector and private‐sector companies in engineering and construction. He is the Director of the Certificate Program in Conflict Management for Project and Contract Managers at Conrad Gebel University College at the University of Waterloo, Canada. He was, for 28 years, a professor of civil engineering and construction management at Kuwait University. He has numerous publications in his various areas of specialization, including a five‐volume set of textbooks covering all aspects of contract management (in Arabic). He is a member of the ADR Institute of Ontario, the Professional Engineers of Ontario, AACE International, PMI, and a Fellow of the American Society of Civil Engineers. Course Curriculum: Day 1  The Art of Planning  Fundamentals of Project Time Management  Establishing the Project and Work Breakdown Structure  Developing the Schedule  Project Network Logic  Arrow Diagram and Precedence Diagram  Case Study Day 2  Time Analysis  Critical Path and Floats  Bar Charts  Time‐Cost Relationship  Project Compression and Acceleration  Resource Planning, Leveling, and Allocation  Project Controlling and Monitoring  Case Study www.ProjacsTraining.com

Day 3  Introduction to Estimating  Types of Estimates  Direct Costs  Indirect Costs  Cost Control Process  Earned Value  Case Study Day 4  Cost Management Process in Planning and Design  Introduction to Project Budgeting and Concept Estimating  Budget Estimating Approaches  Parametric Systems Budget Estimate  Concept Design Estimating Approaches  Life Cycle Costing (LCC)  Value Engineering  Cash Flow Analysis  Conclusion Friday & Saturday are weekends Day 7 Project Documentation and Control Systems  Contract Administration in the Field  Roles of the Parties  Legal and Contractual Roles  Pre‐Construction Activities  Keeping Good Records  Definition of Records  Hierarchy of Records  Types of Records  The Record as a Constructive Tool in Disputes  Construction Documents as Pivotal Communication Records and Tools  Keeping Conference and Meeting Records  The Documentation Process Organization of Forms for the Field Administrator’s Record System  Designing the Record Forms: - Essential Elements: Lean and Effective www.ProjacsTraining.com

      

- Processing the Form Standard Pre‐printed Forms: - What’s Available - Source Application of Forms for Specific Uses On‐Site Coordination Meetings and Communication Measures to Minimize Disputes Documenting Possible Claim Activity Claim Protection and Mitigation Case Study

Day 8 The Legal and Contractual Role of the Field Administrator  As the Employer’s Representative: Centre for all Communications  As an Observer: To Monitor the Progress of Work  As a Certifier: Of Progress Payment, Substantial Completion  As an Interpreter: Clarifier of Contract Documents  As a Modifier: Changing Orders and Making Minor Change Orders  As a Judge: Responsibility of Separate Primes  As an Arbitrator: Disputes between Employer and Contractor  As an Evaluator: Shop Drawings and Samples  As an Inspector: Punch List Preparation Communications among the Participants during Construction Phase  Basis for all Communication  The “Chain of Command”  The Formal vs. the Informal  The Implied vs. the Explicit  When Not to Communicate  Extent of Distribution  Other Means of Communicating Day 9 Substantial Completion and Project Hand‐Over  Commissioning and Handing‐Over  Substantial Completion  Preparation of Punch List  Starting of Systems  Conclusion Day 10 www.ProjacsTraining.com

Applicable Laws and Laws of the Contract  Rights and Obligations of the Parties  Damages and Compensations Dispute and Claim Causes and Their Impact  Suspension of Work  Re‐sequencing of Work  Variation Orders  Variations in Estimated Quantities  Differing Site Conditions  Defective Specifications and Drawings  Acceleration of the Work  Force Majeure  Termination for Convenience  Termination for Default and Re‐procurement  Claim and Dispute Management and Prevention  Case Study Thursday & Friday are weekends Day 13 Claims for Unforeseen Conditions at the Start of the Job  Contractor’s Obligation to Investigate the Site  Employer’s Obligation to Give Information About the Site  Unforeseen Behaviours or Conditions Claims for Variations  Variation Order Cost Estimates  Job Factors Affecting Productivity  Overhead and Profit  Reservation of Indirect Costs  Forms for Pricing Changes  Case Study Day 14 Evaluation of Claims Related to Project Scheduling  Techniques for Proving Delay with CPM  Concurrent Delays  Acceleration/Job Compression  Checklist for Use of CPM in Litigation www.ProjacsTraining.com

 Claims for Delay Cost Estimation for Variations and Delays       


Day 15 Damages for Delay in Construction Projects  Whether to Liquidate or Leave Damages Un‐liquidated  The Assessment and Proof of Damages for Delay  The Relative Merits of Liquidated vs. Un‐liquidated Damages  How to Liquidate the Right Sum  How Precise is the Reliable Pre‐Estimate Counterclaims against the Contractor  Set‐Off Claims by the Employer  Liquidated Damage Claims by the Employer  Claims by the Employer Arising from Defective Materials and Workmanship  Claims by Sub‐Contractors for Money Arising from Delay and Disruption Caused by the Contractor under the Contract Course Language : English/Arabic

Course Manual:

Course Fee :


English

US$ 4,500

470

Advanced Workshops on Contract Administration, Site Management, Scheduling, Claims, Counterclaims & Dispute Resolution (ECCM Workshops 3, 4, 5 & 6) – Certified Program 8 – 4 November 2010, Dubai / UAE

Description: Scheduling project activities is one of the most important elements of project management, along with identifying project costs which are a function of its duration. Understanding and establishing such a relationship is very important to calculating the cost impact of project acceleration and compression. Efficient resource management is also essential to control project costs, so it is very important to establish the resources needed and their profile, and perform resource leveling and allocation to meet the schedule needs. This course will also systematically cover the developmental subjects vital to training competent contract and field administrators to manage time, cost, documentation and disputes during this important phase. Field administration is a critical process in achieving successful facility construction. Most organizations cannot afford the personnel time to apprentice a field administrator‐in‐training. This course will focus on the legal, technical and personal responsibilities involved in observation, supervision, and coordination of on‐site construction, as well as contract close‐out, all of which are essential in administering the contacts required by today’s complex projects. The course will analyse the issues when a dispute arises during construction and examine its time and cost impacts on a project, thus preventing the dispute from becoming a claim. It is very important that a more cost‐effective procedure be put in place to resolve such disputes amicably by the parties before project close‐out. You will also learn how to deal with contract claims ‐ since most projects are modified and changes are made within and outside the scope of work, also how to prepare and negotiate a settlement, and produce a counterclaim if needed. The course will help you resolve such claims in a more effective manner and avoid lengthy and expensive litigation. This course will also help you to build your negotiation and mediation skills, and then to move beyond skills to a strategic awareness of the choices negotiators and mediators make in facilitating dispute resolution. You will examine in detail the elements of interest‐based negotiation and mediation, while maintaining relationships. The different aspects of arbitration will be discussed, and how to prepare for and proceed with arbitration. In case the arbitration fails, you will learn how to deal with litigation. The role of expert witnesses will also be examined Emphasis will be given to using the civil law code as the legal framework of the contract, and the applied concepts will be outlined. www.ProjacsTraining.com

Objectives: The aim of this course is to explain the techniques for scheduling a project, how to establish time‐cost relationships, resource management methods, different types of cost estimates, and expanding one’s cost estimating skills. Practical examples will be given to increase familiarity with the various methods and their components, with the goal of preparing cost estimates, budgets and project schedules as accurately as possible. You will also be taught how to identify management responsibilities, develop your communication skills, learn effective administrative responsibilities, understand legal requirements, structure effective record‐keeping methods, and promote good organizational and contract close‐out procedures. This course will prepare you to analyze dispute causes and their impact on the time and cost of a project, and to effectively assess the parties’ entitlements in order to negotiate an amicable settlement. Finally, this course will expand your knowledge of negotiation and mediation and improve your practical skills, through role plays, to become more effective in resolving disputes in an amicable manner. The course will also help you to better understand how arbitration works, the role of the expert witness in this process, and how to deal with litigation if all else fails to resolve the matter. After participating in this course, you will be able to:  Understand scheduling techniques and cost estimation methods  Differentiate between the various types of activities, floats and cost estimates  Prepare a budget cost estimate, project schedule, and project cash flow  Identify building system alternatives and critical activities in a project and the time‐cost relationship  Understand life cycle costing and resource management  Expand your cost estimating understanding and project scheduling skills  Perform project time analysis and cash flow, cost and schedule control, resource allocation and leveling  Identify management responsibilities  Use effective communication skills  Understand effective administrative responsibilities  Understand legal requirements  Structure and use effective record‐keeping methods  Promote good organization procedures  Avoid dispute and claims www.ProjacsTraining.com

Who Should Attend Project managers, contract administrators, manufacturers, suppliers; officers of construction associations, officers of project management firms and construction management firms; bonds and insurance providers; lawyers, arbitrators, mediators, as well as related university and technical college lecturers and students, Project Managers, Architects, Engineers, Construction Managers, Design and Construction Professionals, architects, engineers, contractors, owners and government agencies; construction inspectors, construction managers, project managers; and others responsible for effective field administration in building construction, Quantity Surveyors, Financiers, Lawyers, Legal Advisors, Project Managers, Design Consultants, Loss Adjusters, Registered Arbitrators and Insurance Consultants Senior Management, Project Management, Construction Managers, Site Engineers, S Project Control Engineers, Financials, Contract Engineers, Planning and Cost Control Engineers Course Director Prof. Sami M. Fereig, B.Sc. (Hons), M.Sc., M.A. Sc., Ph.D., P.Eng., F.ASCE Prof. Sami M. Fereig has over forty years’ experience in structural engineering, construction engineering and management, and construction dispute management. He has practised in both North America and the Middle East, and is actively involved in construction contract administration and project and dispute management with a number of organizations, including public‐sector and private‐sector companies in engineering and construction. He is the Director of the Certificate Program in Conflict Management for Project and Contract Managers at Conrad Gebel University College at the University of Waterloo, Canada. He was, for 28 years, a professor of civil engineering and construction management at Kuwait University. He has numerous publications in his various areas of specialization, including a five‐volume set of textbooks covering all aspects of contract management (in Arabic). He is a member of the ADR Institute of Ontario, the Professional Engineers of Ontario, AACE International, PMI, and a Fellow of the American Society of Civil Engineers. Course Curriculum: Day 1  The Art of Planning  Fundamentals of Project Time Management  Establishing the Project and Work Breakdown Structure  Developing the Schedule  Project Network Logic  Arrow Diagram and Precedence Diagram www.ProjacsTraining.com



Case Study

Day 2  Time Analysis  Critical Path and Floats  Bar Charts  Time‐Cost Relationship  Project Compression and Acceleration  Resource Planning, Leveling, and Allocation  Project Controlling and Monitoring  Case Study Day 3  Introduction to Estimating  Types of Estimates  Direct Costs  Indirect Costs  Cost Control Process  Earned Value  Case Study Day 4  Cost Management Process in Planning and Design  Introduction to Project Budgeting and Concept Estimating  Budget Estimating Approaches  Parametric Systems Budget Estimate  Concept Design Estimating Approaches  Life Cycle Costing (LCC)  Value Engineering  Cash Flow Analysis  Conclusion Friday & Saturday are weekends Day 7 Project Documentation and Control Systems  Contract Administration in the Field  Roles of the Parties www.ProjacsTraining.com

 Legal and Contractual Roles  Pre‐Construction Activities  Keeping Good Records  Definition of Records  Hierarchy of Records  Types of Records  The Record as a Constructive Tool in Disputes  Construction Documents as Pivotal Communication Records and Tools  Keeping Conference and Meeting Records  The Documentation Process Organization of Forms for the Field Administrator’s Record System  Designing the Record Forms: - Essential Elements: Lean and Effective - Processing the Form  Standard Pre‐printed Forms: - What’s Available - Source  Application of Forms for Specific Uses  On‐Site Coordination Meetings and Communication  Measures to Minimize Disputes  Documenting Possible Claim Activity  Claim Protection and Mitigation  Case Study Day 8 The Legal and Contractual Role of the Field Administrator  As the Employer’s Representative: Centre for all Communications  As an Observer: To Monitor the Progress of Work  As a Certifier: Of Progress Payment, Substantial Completion  As an Interpreter: Clarifier of Contract Documents  As a Modifier: Changing Orders and Making Minor Change Orders  As a Judge: Responsibility of Separate Primes  As an Arbitrator: Disputes between Employer and Contractor  As an Evaluator: Shop Drawings and Samples  As an Inspector: Punch List Preparation Communications among the Participants during Construction Phase  Basis for all Communication  The “Chain of Command”  The Formal vs. the Informal www.ProjacsTraining.com

   

The Implied vs. the Explicit When Not to Communicate Extent of Distribution Other Means of Communicating

Day 9 Substantial Completion and Project Hand‐Over  Commissioning and Handing‐Over  Substantial Completion  Preparation of Punch List  Starting of Systems  Conclusion Day 10 Applicable Laws and Laws of the Contract  Rights and Obligations of the Parties  Damages and Compensations Dispute and Claim Causes and Their Impact  Suspension of Work  Re‐sequencing of Work  Variation Orders  Variations in Estimated Quantities  Differing Site Conditions  Defective Specifications and Drawings  Acceleration of the Work  Force Majeure  Termination for Convenience  Termination for Default and Re‐procurement  Claim and Dispute Management and Prevention  Case Study Thursday & Friday are weekends Day 13 Claims for Unforeseen Conditions at the Start of the Job  Contractor’s Obligation to Investigate the Site  Employer’s Obligation to Give Information About the Site  Unforeseen Behaviours or Conditions Claims for Variations www.ProjacsTraining.com

     

Variation Order Cost Estimates Job Factors Affecting Productivity Overhead and Profit Reservation of Indirect Costs Forms for Pricing Changes Case Study

Day 14 Evaluation of Claims Related to Project Scheduling  Techniques for Proving Delay with CPM  Concurrent Delays  Acceleration/Job Compression  Checklist for Use of CPM in Litigation  Claims for Delay Cost Estimation for Variations and Delays       


Day 15 Damages for Delay in Construction Projects  Whether to Liquidate or Leave Damages Un‐liquidated  The Assessment and Proof of Damages for Delay  The Relative Merits of Liquidated vs. Un‐liquidated Damages  How to Liquidate the Right Sum  How Precise is the Reliable Pre‐Estimate Counterclaims against the Contractor  Set‐Off Claims by the Employer  Liquidated Damage Claims by the Employer  Claims by the Employer Arising from Defective Materials and Workmanship  Claims by Sub‐Contractors for Money Arising from Delay and Disruption Caused by the Contractor under the Contract www.ProjacsTraining.com

Day 16 Building Collaboration  Impact of Litigation on the Development of Disputes  Options for Resolving Disputes Key Elements of a Negotiation  Defining and Understanding Interests  Dealing with Rights and Power  Moving from Positions to Interests  Distributive vs. Integrative (Interest‐Based) Negotiation  Structuring a Negotiation  Key Communication Skills  Working with BATNAs  Dealing with Positional People and Dirty Tricks  Role Play Day 17 Mediation  Knowledge, Skills and Attitudes Needed by Mediators  Mediation Process Overview  The Five Tasks in Mediation  Caucusing  Anticipating and Resolving Impasses  Role Play Day 18 ADR vs. Arbitration  Time, Cost and Finality  Advantages and Disadvantages  Where to Use Each and Where Not to Do So Arbitration  Features  Arbitration Under FIDIC Contracts  Institutional and Ad Hoc  Domestic and International  The Law of Arbitration and the Rules of Arbitration The Various Stages in Arbitration  The Appointment of Arbitrators www.ProjacsTraining.com

 The Preliminary Meeting  Procedural and Substantive Matters  Evidence  Expertise  The Hearing  After the Hearing  The Award  Conclusion Litigation  Applicable Laws  Legal Requirements and Procedure  Expert Witnesses  Amicable Settlement www.ProjacsTraining.com

Course Language :

English/Arabic

Course Manual:

English

Course Fee :

US$ 5,700

Contract Administration & Site Management, Claim Management & 471 Prevention, Project Control & Contract Close‐Out (ECCM Workshop 4) – Certified Program 24 – 26 October 2010, Dubai / UAE Introduction: This practical three‐day course is designed to systematically cover the developmental subjects vital to training competent contract and field administrators to manage time, cost, documentation and disputes during this important phase. Field administration is a critical process in achieving successful facility construction. Developing an effective field administrator requires time and exposure to a variety of construction and management experiences. Most organizations cannot afford the personnel time to apprentice a field administrator‐in‐training. As a result, many field representatives are sent out to a project unprepared to deal with the specific responsibilities associated with comprehensive field administration. This course will focus on the legal, technical and personal responsibilities involved in observation, supervision, and coordination of on‐ site construction. You will increase your knowledge of construction practices and control techniques and develop your skills in management, contract administration, decision‐making and, finally, contract close‐out – all essential in administering the contacts required by today’s complex projects. Needs & Benefits: This course will teach you how to identify management responsibilities, develop your communication skills, learn effective administrative responsibilities, understand legal requirements, structure effective record‐keeping methods, and promote good organizational and contract close‐out procedures. After Participating in this Course, You will be able to:  Identify management responsibilities  Use effective communication skills  Understand effective administrative responsibilities  Understand legal requirements  Structure and use effective record‐keeping methods  Promote good organization procedures  Avoid dispute and claims www.ProjacsTraining.com

Who Should Attend? This course will benefit field administrators‐in‐training; field representatives of architects, engineers, contractors, owners and government agencies; construction inspectors, construction managers, project managers; and others responsible for effective field administration in building construction. Course Director: Prof. Sami M. Fereig, B.Sc. (Hons), M.Sc., M.A.Sc., Ph.D., P.Eng Prof. Sami Fereig has over Forty years’ experience in structural engineering, construction engineering and management, and construction dispute management. He has practised in both North America and the Middle East, and is actively involved in construction contract administration and project and dispute management with a number of organizations, including public‐ and private‐sector companies in engineering and construction. He is the Director of the Certificate Program in Conflict Management for Project and Contract Managers at Conrad Grebel University College, University of Waterloo. He was a professor of civil engineering and construction management, and has numerous publications in his various areas of specialization. He is a member of the ADR Institute of Ontario and the Professional Engineers of Ontario. Prof. Sami is the author of the five text books in Contract Management, the participants will receive book four and book five, which covers the subjects of the workshop. Course Curriculum DAY 1: Project Documentation and Control Systems  Contract Administration in the Field  Roles of the Parties  Legal and Contractual Roles  Pre‐Construction Activities  Keeping Good Records  Definition of Records www.ProjacsTraining.com

 Hierarchy of Records  Types of Records  The Record as a Constructive Tool in Disputes  Construction Documents as Pivotal Communication Records and Tools  Keeping Conference and Meeting Records  The Documentation Process Organization of Forms for the Field Administrator’s Record System  Designing the Record Forms: - Essential Elements: Lean and Effective - Processing the Form  Standard Pre‐printed Forms: - What’s Available - Source  Application of Forms for Specific Uses  On‐Site Coordination Meetings and Communication  Measures to Minimize Disputes  Documenting Possible Claim Activity  Claim Protection and Mitigation  Case Study DAY 2 : The Legal and Contractual Role of the Field Administrator  As the Employer’s Representative: Centre for all Communications  As an Observer: To Monitor the Progress of Work  As a Certifier: Of Progress Payment, Substantial Completion  As an Interpreter: Clarifier of Contract Documents  As a Modifier: Changing Orders and Making Minor Change Orders  As a Judge: Responsibility of Separate Primes  As an Arbitrator: Disputes between Employer and Contractor  As an Evaluator: Shop Drawings and Samples  As an Inspector: Punch List Preparation Communications among the Participants during Construction Phase  Basis for all Communication  The “Chain of Command”  The Formal vs. the Informal  The Implied vs. the Explicit  When Not to Communicate  Extent of Distribution  Other Means of Communicating www.ProjacsTraining.com

DAY 3 : Substantial Completion and Project Hand‐Over  Commissioning and Handing‐Over  Substantial Completion  Preparation of Punch List  Starting of Systems  Conclusion


Course Language: English /Arabic English Course Manual:

English English


:

472

Construction Site Management & Supervision 24‐28 October 2010 Dubai/UAE Need & Benefit Construction site management mainly involves the rational layout of site facilities, optimum usage of space and dynamic management of plants. It directly influences security, machine running, material supply and power distribution, as well as construction progress and cost. This program outlines how the construction sites will be managed and supervised. Construction Site Management is defined as the “proper management of construction activities to preserve living and non‐living elements of the ecological, environmental, aesthetic, and social landscape.” The construction sites have to be supervised daily by experienced and qualified construction engineers. The course is primarily aimed at people working in a supervisory or management role within the construction industry. It is also suitable for anyone aspiring to have such responsibilities. To achieve these qualifications, supervisors or managers have to provide satisfactory evidence of their management skills, as well as their technical knowledge and competence in the workplace and ability in supervising or managing a construction operation. The main objectives of this course is to enhance the participant’s knowledge, abilities and skills necessary to increase his value to his organization and enhance his career as a supervisor in engineering projects. Upon completion of this training course, participants will be able to demonstrate that they can:  Organize work operations and activities  Organize resources for the work  Monitor and supervise work operations and activities  Implement health and safety in the workplace  Maintain team and individual performance  Establish working relationships  Plan and implement project maintenance  Face challenges in moving to supervision  Build dependable working relationships  Increase labor productivity and morale  Communicate and lead effectively  Balance managerial skills with technical skills  Promote team performance Who Should Attend? www.ProjacsTraining.com

This course is recommended for any one involved with the construction stage of construction, maintenance and repair projects including:  Supervisors  Engineering Project Managers,  Team Leaders  Site Officers and Managers,  Construction Engineers,  Project Engineers and Operation Engineers  Facilities engineers, and  Maintenance planning engineers. Course Director

Dr. Khaled Hyari, Assistant Professor Dr. Khaled holds a Ph.D. in Construction Engineering and Management (University of Illinois at Urbana‐Champaign, USA). He has more than 19 years of professional experience in both academia and the construction industry. He has been on the faculty of the Department of Civil Engineering at the Hashemite University since 2004. He also teaches construction courses at the University of Jordan. Prior to joining the Hashemite University, he served as a visiting lecturer in the United States at University of Illinois. Dr. Hyari has taught graduate and undergraduate courses in the area of construction engineering and management in Jordan and the USA including: construction project management, construction cost analysis and estimating, construction methods, construction contracts and specifications, engineering economy, and building economics. Dr. Hyari has research interests in Information technology & automated decision support systems in construction, and construction safety. He has over 20 publications in these areas in international journals and conferences. He also served as a reviewer for construction management journals in the United States. Industry experience of Dr. Hyari involves supervisory roles in managing and administering projects throughout his work with the Ministry of Public Works in Jordan for more than 10 years. With a firm belief in the value of construction safety, he has worked to make construction participants aware of the importance of safety, and the advantages that it can provide over the construction phase of projects. www.ProjacsTraining.com

Course Curriculum


Day one Introduction to construction industry:          

Characteristics of the Construction Industry Construction project stages Construction contract types Project delivery systems Construction Project Management Methods of tendering Construction categories Construction Trends The Project Life Cycle Codes and Regulations

Construction Site Set‐Up (Preparation and Organization)           

Planning for Site Preparation and Organization Construction Site Security Site Communications Material Storage and Handling Road Sweeping Operations Site Lay‐Out Site Temporary Structures Cranes Set‐Up Site Temporary Power and Lighting Fuel Storage and Refueling Areas Common Problems & Preventive Measures

Day Two Construction Project Planning      

Scope Management Generating Work Breakdown Structure Project Time Management Generating Project Activities Developing Project Schedule Construction Phasing


Construction Site Environmental Management       

Environmental Management Plan Objectives Environmental Monitoring Plan Roles and responsibilities Environmental Monitoring Checks Surface Water Dust Noise

Day Three Construction Site Traffic Management Plan       

Construction Traffic Management Plan Objectives Construction Site Access and Egress Construction Traffic Routes Car Parking Operation of Site Entrances Communication Road Networking

Construction Site Waste Management      

Construction Waste Prevention Strategies Waste Management Plan Waste Streams Waste Management Set‐Up Demolition Approach Waste Auditing

Day Four Construction Site Safety Management Motivation for Safety


         

Financial Consequences for Safety Health and Safety Planning Safety Performance Measures Accident Prevention, Investigation and Reporting Procedures General Hazard Identification and risk assessment Management Responsibility Worker engagement & communication Construction Accidents Construction Site Induction Safety Programs

Developing the Supervisory Skills in the Construction Sites Improving Worker's Productivity  Factors Influencing Productivity Output  Factors Affecting Humans as Workers  Management Impact on Productivity  Motivation  Incentive Schemes  Principles of Incentive Schemes Day five Developing the Supervisory Skills in the Construction Sites Construction Site Leadership  Project Management Leadership  Leadership Definition  Management Practices  Leadership Competency  Outstanding Leader Competencies Handling Construction Site Disputes


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Construction Site Disputes Sources of Construction Site Disputes The Role of Relationships What to do if a problem arises? Avoiding Construction Disputes Partnering & Team Building Incentives for Cooperation Realistic Risk Allocation Constructability Analysis Job Site Dispute Resolution Resolving Construction Disputes

Course Language :

English/Arabic

Course Manual:

English

Course Fee :


US$ 2,750

Project Contract, Site Management & Claim Preparation (ECCM Workshops 4 & 5) – Certified Program 473 ‫النزاعات‬ ‫و‬ ‫المطالبات‬ ‫تسوية‬ ‫و‬ ‫للمشروع‬ ‫العقود‬ ‫ادارة‬ ‫و‬ ‫الموقعية‬ ‫االدارة‬ ‫برنامج‬ ‫عالميا‬ ‫معتمد‬ ‐ ‫االضرار‬ ‫وتحليل‬ ‫التاخير‬ ‫وتحليل‬ 24 October – 1 November 2010, Dubai / UAE Description: This course is designed to systematically cover the developmental subjects vital to training competent contract and field administrators to manage time, cost, documentation and disputes during this important phase. Field administration is a critical process in achieving successful facility construction. Most organizations cannot afford the personnel time to apprentice a field administrator‐in‐training. This course will focus on the legal, technical and personal responsibilities involved in observation, supervision, and coordination of on‐site construction, as well as contract close‐out, all of which are essential in administering the contacts required by today’s complex projects. This course will also analyse the issues when a dispute arises during construction and examine its time and cost impacts on a project, thus preventing the dispute from becoming a claim. It is very important that a more cost‐effective procedure be put in place to resolve such disputes amicably by the parties before project close‐out. You will also learn how to deal with contract claims ‐ since most projects are modified and changes are made within and outside the scope of work, also how to prepare and negotiate a settlement, and produce a counterclaim if needed. The course will help you resolve such claims in a more effective manner and avoid lengthy and expensive litigation. Objectives: The aim of this course is to teach you how to identify management responsibilities, develop your communication skills, learn effective administrative responsibilities, understand legal requirements, structure effective record‐keeping methods, and promote good organizational and contract close‐out procedures. This workshop will also prepare you to analyze dispute causes and their impact on the time and cost of a project, and to effectively assess the parties’ entitlements in order to negotiate an amicable settlement. After participating in this course, you will be able to:  Understand scheduling techniques and cost estimation methods  Differentiate between the various types of activities, floats and cost estimates  Prepare a budget cost estimate, project schedule, and project cash flow www.ProjacsTraining.com

 Identify building system alternatives and critical activities in a project and the time‐cost relationship  Understand life cycle costing and resource management  Expand your cost estimating understanding and project scheduling skills  Perform project time analysis and cash flow, cost and schedule control, resource allocation and leveling  Identify management responsibilities  Use effective communication skills  Understand effective administrative responsibilities  Understand legal requirements  Structure and use effective record‐keeping methods  Promote good organization procedures  Avoid dispute and claims Who Should Attend Architects, Engineers, Construction Managers, Design and Construction Professionals, architects, engineers, contractors, owners and government agencies; construction inspectors, construction managers, project managers; and others responsible for effective field administration in building construction, Quantity Surveyors, Financiers, Lawyers, Legal Advisors, Project Managers, Design Consultants, Loss Adjusters, Registered Arbitrators and Insurance Consultants Senior Management, Project Management, Construction Managers, Site Engineers, S Project Control Engineers, Financials, Contract Engineers, Planning and Cost Control Engineers Course Director Prof. Sami M. Fereig, B.Sc. (Hons), M.Sc., M.A. Sc., Ph.D., P.Eng., F.ASCE Prof. Sami M. Fereig has over forty years’ experience in structural engineering, construction engineering and management, and construction dispute management. He has practised in both North America and the Middle East, and is actively involved in construction contract administration and project and dispute management with a number of organizations, including public‐sector and private‐sector companies in engineering and construction. He is the Director of the Certificate Program in Conflict Management for Project and Contract Managers at Conrad Gebel University College at the University of Waterloo, Canada. He was, for 28 years, a professor of civil engineering and construction management at Kuwait University. He has numerous publications in his various areas of specialization, including a five‐volume set of textbooks covering all aspects of contract management (in Arabic). He is a member of the ADR Institute of Ontario, the Professional Engineers of Ontario, AACE International, PMI, and a Fellow of the American Society of Civil Engineers. www.ProjacsTraining.com

Course Curriculum: Day 1 Project Documentation and Control Systems  Contract Administration in the Field  Roles of the Parties  Legal and Contractual Roles  Pre‐Construction Activities  Keeping Good Records  Definition of Records  Hierarchy of Records  Types of Records  The Record as a Constructive Tool in Disputes  Construction Documents as Pivotal Communication Records and Tools  Keeping Conference and Meeting Records  The Documentation Process Organization of Forms for the Field Administrator’s Record System  Designing the Record Forms: - Essential Elements: Lean and Effective - Processing the Form  Standard Pre‐printed Forms: - What’s Available - Source  Application of Forms for Specific Uses  On‐Site Coordination Meetings and Communication  Measures to Minimize Disputes  Documenting Possible Claim Activity  Claim Protection and Mitigation  Case Study Day 2 The Legal and Contractual Role of the Field Administrator  As the Employer’s Representative: Centre for all Communications  As an Observer: To Monitor the Progress of Work  As a Certifier: Of Progress Payment, Substantial Completion  As an Interpreter: Clarifier of Contract Documents  As a Modifier: Changing Orders and Making Minor Change Orders  As a Judge: Responsibility of Separate Primes  As an Arbitrator: Disputes between Employer and Contractor  As an Evaluator: Shop Drawings and Samples www.ProjacsTraining.com

 As an Inspector: Punch List Preparation Communications among the Participants during Construction Phase  Basis for all Communication  The “Chain of Command”  The Formal vs. the Informal  The Implied vs. the Explicit  When Not to Communicate  Extent of Distribution  Other Means of Communicating Day 3 Substantial Completion and Project Hand‐Over  Commissioning and Handing‐Over  Substantial Completion  Preparation of Punch List  Starting of Systems  Conclusion Day 4 Applicable Laws and Laws of the Contract  Rights and Obligations of the Parties  Damages and Compensations Dispute and Claim Causes and Their Impact  Suspension of Work  Re‐sequencing of Work  Variation Orders  Variations in Estimated Quantities  Differing Site Conditions  Defective Specifications and Drawings  Acceleration of the Work  Force Majeure  Termination for Convenience  Termination for Default and Re‐procurement  Claim and Dispute Management and Prevention  Case Study Thursday & Friday are weekends Day 7 www.ProjacsTraining.com

Claims for Unforeseen Conditions at the Start of the Job  Contractor’s Obligation to Investigate the Site  Employer’s Obligation to Give Information About the Site  Unforeseen Behaviours or Conditions Claims for Variations  Variation Order Cost Estimates  Job Factors Affecting Productivity  Overhead and Profit  Reservation of Indirect Costs  Forms for Pricing Changes  Case Study Day 8 Evaluation of Claims Related to Project Scheduling  Techniques for Proving Delay with CPM  Concurrent Delays  Acceleration/Job Compression  Checklist for Use of CPM in Litigation  Claims for Delay Cost Estimation for Variations and Delays       


Day 9 Damages for Delay in Construction Projects  Whether to Liquidate or Leave Damages Un‐liquidated  The Assessment and Proof of Damages for Delay  The Relative Merits of Liquidated vs. Un‐liquidated Damages  How to Liquidate the Right Sum  How Precise is the Reliable Pre‐Estimate Counterclaims against the Contractor  Set‐Off Claims by the Employer www.ProjacsTraining.com

 Liquidated Damage Claims by the Employer  Claims by the Employer Arising from Defective Materials and Workmanship  Claims by Sub‐Contractors for Money Arising from Delay and Disruption Caused by the Contractor under the Contract

Course Language :

English/Arabic

Course Manual:

English

Course Fee :


US$ 3,500

Claims & Counterclaims, Contract Administration, Site Management, Dispute Resolution, Mediation and Arbitration (Workshops 4, 5 & 6)‐ Certified Program 474 ‫العقد‬ ‫واقفال‬ ‫النزاعات‬ ‫و‬ ‫المطالبات‬ ‫تسوية‬ ‫و‬ ‫العقود‬ ‫وادارة‬ ‫الموقعية‬ ‫االدارة‬ ‫برنامج‬ ‫عالميا‬ ‫معتمد‬ ‐‫التحكيم‬ ‫و‬ ‫الوساطة‬ ‫و‬ ‫والصلح‬ ‫بالتفاوض‬ ‫الخالفات‬ ‫حل‬ ‫و‬ 24 October – 4 November 2010, Dubai / UAE Description: This course is designed to systematically cover the developmental subjects vital to training competent contract and field administrators to manage time, cost, documentation and disputes during this important phase. Field administration is a critical process in achieving successful facility construction. Most organizations cannot afford the personnel time to apprentice a field administrator‐in‐training. This course will focus on the legal, technical and personal responsibilities involved in observation, supervision, and coordination of on‐site construction, as well as contract close‐out, all of which are essential in administering the contacts required by today’s complex projects. We will analyse the issues when a dispute arises during construction and examine its time and cost impacts on a project, thus preventing the dispute from becoming a claim. It is very important that a more cost‐effective procedure be put in place to resolve such disputes amicably by the parties before project close‐out. You will also learn how to deal with contract claims ‐ since most projects are modified and changes are made within and outside the scope of work, also how to prepare and negotiate a settlement, and produce a counterclaim if needed. The course will help you resolve such claims in a more effective manner and avoid lengthy and expensive litigation. This course will also help you build negotiation and mediation skills, and then move beyond skills to a strategic awareness of the choices negotiators and mediators make in facilitating dispute resolution. You will examine in detail the elements of interest‐based negotiation and mediation, while maintaining relationships. The different aspects of arbitration will be discussed, and how to prepare for and proceed with arbitration. In case the arbitration fails, you will learn how to deal with litigation. The role of expert witnesses will also be examined Emphasis will be given to using the civil law code as the legal framework of the contract, and the applied concepts will be outlined. Objectives:


The aim of this course is to teach you how to identify management responsibilities, develop your communication skills, learn effective administrative responsibilities, understand legal requirements, structure effective record‐keeping methods, and promote good organizational and contract close‐out procedures. The course will prepare you to analyze dispute causes and their impact on the time and cost of a project, and to effectively assess the parties’ entitlements in order to negotiate an amicable settlement. You will also expand your knowledge of negotiation and mediation and improve your practical skills, through role plays, to become more effective in resolving disputes in an amicable manner. The course will also help you to better understand how arbitration works, the role of the expert witness in this process, and how to deal with litigation if all else fails to resolve the matter. After participating in this course, you will be able to:  Identify management responsibilities  Use effective communication skills  Understand effective administrative responsibilities  Understand legal requirements  Structure and use effective record‐keeping methods  Promote good organization procedures  Avoid dispute and claims Who Should Attend Architects, Engineers, Construction Managers, Design and Construction Professionals, architects, engineers, contractors, owners and government agencies; construction inspectors, construction managers, project managers; and others responsible for effective field administration in building construction, Quantity Surveyors, Financiers, Lawyers, Legal Advisors, Project Managers, Design Consultants, Loss Adjusters, Registered Arbitrators and Insurance Consultants Senior Management, Project Management, Construction Managers, Site Engineers, S Project Control Engineers, Financials, Contract Engineers, Planning and Cost Control Engineers Course Director Prof. Sami M. Fereig, B.Sc. (Hons), M.Sc., M.A. Sc., Ph.D., P.Eng., F.ASCE Prof. Sami M. Fereig has over forty years’ experience in structural engineering, construction engineering and management, and construction dispute management. He has practised in both North America and the Middle East, and is actively involved in www.ProjacsTraining.com

construction contract administration and project and dispute management with a number of organizations, including public‐sector and private‐sector companies in engineering and construction. He is the Director of the Certificate Program in Conflict Management for Project and Contract Managers at Conrad Gebel University College at the University of Waterloo, Canada. He was, for 28 years, a professor of civil engineering and construction management at Kuwait University. He has numerous publications in his various areas of specialization, including a five‐volume set of textbooks covering all aspects of contract management (in Arabic). He is a member of the ADR Institute of Ontario, the Professional Engineers of Ontario, AACE International, PMI, and a Fellow of the American Society of Civil Engineers Course Curriculum: Day 1 Project Documentation and Control Systems  Contract Administration in the Field  Roles of the Parties  Legal and Contractual Roles  Pre‐Construction Activities  Keeping Good Records  Definition of Records  Hierarchy of Records  Types of Records  The Record as a Constructive Tool in Disputes  Construction Documents as Pivotal Communication Records and Tools  Keeping Conference and Meeting Records  The Documentation Process Organization of Forms for the Field Administrator’s Record System  Designing the Record Forms: - Essential Elements: Lean and Effective - Processing the Form  Standard Pre‐printed Forms: - What’s Available - Source  Application of Forms for Specific Uses  On‐Site Coordination Meetings and Communication  Measures to Minimize Disputes  Documenting Possible Claim Activity  Claim Protection and Mitigation  Case Study www.ProjacsTraining.com

Day 2 The Legal and Contractual Role of the Field Administrator  As the Employer’s Representative: Centre for all Communications  As an Observer: To Monitor the Progress of Work  As a Certifier: Of Progress Payment, Substantial Completion  As an Interpreter: Clarifier of Contract Documents  As a Modifier: Changing Orders and Making Minor Change Orders  As a Judge: Responsibility of Separate Primes  As an Arbitrator: Disputes between Employer and Contractor  As an Evaluator: Shop Drawings and Samples  As an Inspector: Punch List Preparation Communications among the Participants during Construction Phase  Basis for all Communication  The “Chain of Command”  The Formal vs. the Informal  The Implied vs. the Explicit  When Not to Communicate  Extent of Distribution  Other Means of Communicating Day 3 Substantial Completion and Project Hand‐Over  Commissioning and Handing‐Over  Substantial Completion  Preparation of Punch List  Starting of Systems  Conclusion Day 4 Applicable Laws and Laws of the Contract  Rights and Obligations of the Parties  Damages and Compensations Dispute and Claim Causes and Their Impact  Suspension of Work  Re‐sequencing of Work  Variation Orders  Variations in Estimated Quantities  Differing Site Conditions  Defective Specifications and Drawings  Acceleration of the Work www.ProjacsTraining.com

    

Force Majeure Termination for Convenience Termination for Default and Re‐procurement Claim and Dispute Management and Prevention Case Study

Thursday & Friday are weekends Day 7 Claims for Unforeseen Conditions at the Start of the Job  Contractor’s Obligation to Investigate the Site  Employer’s Obligation to Give Information About the Site  Unforeseen Behaviours or Conditions Claims for Variations  Variation Order Cost Estimates  Job Factors Affecting Productivity  Overhead and Profit  Reservation of Indirect Costs  Forms for Pricing Changes  Case Study Day 8 Evaluation of Claims Related to Project Scheduling  Techniques for Proving Delay with CPM  Concurrent Delays  Acceleration/Job Compression  Checklist for Use of CPM in Litigation  Claims for Delay Cost Estimation for Variations and Delays       



Day 9 Damages for Delay in Construction Projects  Whether to Liquidate or Leave Damages Un‐liquidated  The Assessment and Proof of Damages for Delay  The Relative Merits of Liquidated vs. Un‐liquidated Damages  How to Liquidate the Right Sum  How Precise is the Reliable Pre‐Estimate Counterclaims against the Contractor  Set‐Off Claims by the Employer  Liquidated Damage Claims by the Employer  Claims by the Employer Arising from Defective Materials and Workmanship  Claims by Sub‐Contractors for Money Arising from Delay and Disruption Caused by the Contractor under the Contract Day 10 Building Collaboration  Impact of Litigation on the Development of Disputes  Options for Resolving Disputes Key Elements of a Negotiation  Defining and Understanding Interests  Dealing with Rights and Power  Moving from Positions to Interests  Distributive vs. Integrative (Interest‐Based) Negotiation  Structuring a Negotiation  Key Communication Skills  Working with BATNAs  Dealing with Positional People and Dirty Tricks  Role Play Day 11 Mediation  Knowledge, Skills and Attitudes Needed by Mediators  Mediation Process Overview  The Five Tasks in Mediation  Caucusing www.ProjacsTraining.com

 Anticipating and Resolving Impasses  Role Play Day 12 ADR vs. Arbitration  Time, Cost and Finality  Advantages and Disadvantages  Where to Use Each and Where Not to Do So Arbitration  Features  Arbitration Under FIDIC Contracts  Institutional and Ad Hoc  Domestic and International  The Law of Arbitration and the Rules of Arbitration The Various Stages in Arbitration  The Appointment of Arbitrators  The Preliminary Meeting  Procedural and Substantive Matters  Evidence  Expertise  The Hearing  After the Hearing  The Award  Conclusion Litigation  Applicable Laws  Legal Requirements and Procedure  Expert Witnesses  Amicable Settlement


Course Language :

English/Arabic

Course Manual:

English

Course Fee :

US$ 4,500

Claim Preparation, Analysis & Resolution, Counterclaims, Delay Analysis, Damage Assessment 475 (ECCM Workshop 5) – Certified Program 27 October – 1 November 2010, Dubai / UAE

Need and Benefits: In this 4day course you will analyse the issues when a dispute arises during construction and examine its time and cost impacts on a project, thus preventing the dispute from becoming a claim. It is very important that a more cost‐effective procedure be put in place to resolve such disputes amicably by the parties before project close‐out. You will also learn how to deal with contract claims since most projects are modified and changes are made within and outside the scope of work, in some instances delaying or accelerating the pace of work, which may result in a claim if the dispute is not settled. This course is designed to provide expert, practical information and advice for the parties to analyse and understand the issues that arise when a claim is made, how to prepare and negotiate a settlement, and produce a counterclaim if needed. The course will help you to resolve such claims in a more effective manner and avoid lengthy and expensive litigation. Objectives: The aim of this workshop is to prepare you to analyze dispute causes and their impact on the time and cost of a project, and to effectively assess the parties’ entitlements in order to negotiate an amicable settlement Outcomes: How to…  Establish rights and obligations under the applicable laws; and to assess damages and the principle of compensation due to damages under such laws  Analyse dispute and claim causes and their impact on time and cost  Assess parties’ entitlements  Address claims for unforeseen conditions at the start of the job  Assess claims for variations  Evaluate claims related to project scheduling  Counterclaim against the contracto www.ProjacsTraining.com

Who Should Attend:  Contractors, Sub‐Contractors, Architects, Quantity Surveyors, Civil Engineers, Financiers, Lawyers, Legal Advisors, Project Managers, Design Consultants, Loss Adjusters, Registered Arbitrators and Insurance Consultants  Senior Management, Project Management, Construction Managers, Site Engineers, S Project Control Engineers, Financials, Contract Engineers, Planning and Cost Control Engineers Course Director Prof. Sami M. Fereig, B.Sc. (Hons), M.Sc., M.A. Sc., Ph.D., P.Eng., F.ASCE Prof. Sami M. Fereig has over forty years’ experience in structural engineering, construction engineering and management, and construction dispute management. He has practised in both North America and the Middle East, and is actively involved in construction contract administration and project and dispute management with a number of organizations, including public‐sector and private‐sector companies in engineering and construction. He is the Director of the Certificate Program in Conflict Management for Project and Contract Managers at Conrad Gebel University College at the University of Waterloo, Canada. He was, for 28 years, a professor of civil engineering and construction management at Kuwait University. He has numerous publications in his various areas of specialization, including a five‐volume set of textbooks covering all aspects of contract management (in Arabic). He is a member of the ADR Institute of Ontario, the Professional Engineers of Ontario, AACE International, PMI, and a Fellow of the American Society of Civil Engineers. Course Outline: Day 1: Applicable Laws and Laws of the Contract  Rights and Obligations of the Parties  Damages and Compensations Dispute and Claim Causes and Their Impact  Suspension of Work  Re‐sequencing of Work  Variation Orders  Variations in Estimated Quantities  Differing Site Conditions www.ProjacsTraining.com

      

Defective Specifications and Drawings Acceleration of the Work Force Majeure Termination for Convenience Termination for Default and Re‐procurement Claim and Dispute Management and Prevention Case Study

Day 2: Claims for Unforeseen Conditions at the Start of the Job  Contractor’s Obligation to Investigate the Site  Employer’s Obligation to Give Information About the Site  Unforeseen Behaviours or Conditions Claims for Variations  Variation Order Cost Estimates  Job Factors Affecting Productivity  Overhead and Profit  Reservation of Indirect Costs  Forms for Pricing Changes  Case Study Day 3: Evaluation of Claims Related to Project Scheduling  Techniques for Proving Delay with CPM  Concurrent Delays  Acceleration/Job Compression  Checklist for Use of CPM in Litigation  Claims for Delay Cost Estimation for Variations and Delays       



Day 4: Damages for Delay in Construction Projects  Whether to Liquidate or Leave Damages Un‐liquidated  The Assessment and Proof of Damages for Delay  The Relative Merits of Liquidated vs. Un‐liquidated Damages  How to Liquidate the Right Sum  How Precise is the Reliable Pre‐Estimate Counterclaims against the Contractor  Set‐Off Claims by the Employer  Liquidated Damage Claims by the Employer  Claims by the Employer Arising from Defective Materials and Workmanship  Claims by Sub‐Contractors for Money Arising from Delay and Disruption Caused by the Contractor under the Contract

Course Language :

English/Arabic

Course Manual:

English

Course Fee :


US$ 2,750

Dispute Resolution, Mediation & Arbitration, Claims & Counterclaims (ECCM Workshops 5 & 6) – Certified Program ‫وحل‬ ‫للمشاريع‬ ‫والنزاعات‬ ‫المطالبات‬ ‫وتسوية‬ ‫وتقييم‬ ‫تحليل‬ ‫حول‬ ‫الفني‬ ‫البرنامج‬ ‫عالميا‬ ‫معتمد‬ – ‫والتحكيم‬ ‫والوساطه‬ ‫والصلح‬ ‫بالتفاوض‬ ‫الخالفات‬ 476

27 October – 4 November 2010, Dubai / UAE

Description: This course will analyse the issues when a dispute arises during construction and examine its time and cost impacts on a project, thus preventing the dispute from becoming a claim. It is very important that a more cost‐effective procedure be put in place to resolve such disputes amicably by the parties before project close‐out. You will also learn how to deal with contract claims ‐ since most projects are modified and changes are made within and outside the scope of work, also how to prepare and negotiate a settlement, and produce a counterclaim if needed. The course will help you resolve such claims in a more effective manner and avoid lengthy and expensive litigation. This course will also help you build your negotiation and mediation skills, and then move beyond skills to a strategic awareness of the choices negotiators and mediators make in facilitating dispute resolution. You will examine in detail the elements of interest‐based negotiation and mediation, while maintaining relationships. The different aspects of arbitration will be discussed, and how to prepare for and proceed with arbitration. In case the arbitration fails, you will learn how to deal with litigation. The role of expert witnesses will also be examined Emphasis will be given to using the civil law code as the legal framework of the contract, and the applied concepts will be outlined. Objectives: The aim of this course is to prepare you to analyze dispute causes and their impact on the time and cost of a project, and to effectively assess the parties’ entitlements in order to negotiate an amicable settlement. You will also expand your knowledge of negotiating and mediating and improve your practical skills, through role plays, to become more effective in resolving disputes in an amicable manner. The course will also help you to better understand how arbitration works, the role of the expert witness in this process, and how to deal with litigation if all else fails to resolve the matter. Outcomes: How to… www.ProjacsTraining.com

 Establish rights and obligations under the applicable laws; and to assess damages and the principle of compensation due to damages under such laws  Analyse dispute and claim causes and their impact on time and cost  Assess parties’ entitlements  Address claims for unforeseen conditions at the start of the job  Assess claims for variations  Evaluate claims related to project scheduling  Counterclaim against the contracto  Prepare effectively for negotiation  Uncover your interests and those of the other side  Enhance your own negotiating position while building a strong business relationship  Structure a mediation process  Use the core skills of a mediator to help parties reach agreement  Respond when the parties are not willing to move to agreement  Address power imbalances  Proceed with arbitration as a dispute resolution mechanism  Manage litigation and the role of the expert witness Who Should Attend:  Contractors, Sub‐Contractors, Architects, Quantity Surveyors, Civil Engineers, Financiers, Lawyers, Legal Advisors, Project Managers, Design Consultants, Loss Adjusters, Registered Arbitrators and Insurance Consultants  Senior Management, Project Management, Construction Managers, Site Engineers, S Project Control Engineers, Financials, Contract Engineers, Planning and Cost Control Engineers Course Director Prof. Sami M. Fereig, B.Sc. (Hons), M.Sc., M.A. Sc., Ph.D., P.Eng., F.ASCE Prof. Sami M. Fereig has over forty years’ experience in structural engineering, construction engineering and management, and construction dispute management. He has practised in both North America and the Middle East, and is actively involved in construction contract administration and project and dispute management with a number of organizations, including public‐sector and private‐sector companies in engineering and construction. He is the Director of the Certificate Program in Conflict Management for Project and Contract Managers at Conrad Gebel University College at the University of Waterloo, Canada. He was, for 28 years, a professor of civil engineering and construction management at Kuwait University. He has numerous publications in his various areas of specialization, including a five‐volume set of textbooks covering all aspects of contract management (in Arabic). He is a member of


the ADR Institute of Ontario, the Professional Engineers of Ontario, AACE International, PMI, and a Fellow of the American Society of Civil Engineers. Course Curriculum: Day 1 Applicable Laws and Laws of the Contract  Rights and Obligations of the Parties  Damages and Compensations Dispute and Claim Causes and Their Impact  Suspension of Work  Re‐sequencing of Work  Variation Orders  Variations in Estimated Quantities  Differing Site Conditions  Defective Specifications and Drawings  Acceleration of the Work  Force Majeure  Termination for Convenience  Termination for Default and Re‐procurement  Claim and Dispute Management and Prevention  Case Study Thursday & Friday are weekends Day 4 Claims for Unforeseen Conditions at the Start of the Job  Contractor’s Obligation to Investigate the Site  Employer’s Obligation to Give Information About the Site  Unforeseen Behaviours or Conditions Claims for Variations  Variation Order Cost Estimates  Job Factors Affecting Productivity  Overhead and Profit  Reservation of Indirect Costs  Forms for Pricing Changes  Case Study www.ProjacsTraining.com

Day 5 Evaluation of Claims Related to Project Scheduling  Techniques for Proving Delay with CPM  Concurrent Delays  Acceleration/Job Compression  Checklist for Use of CPM in Litigation  Claims for Delay Cost Estimation for Variations and Delays       


Day 6 Damages for Delay in Construction Projects  Whether to Liquidate or Leave Damages Un‐liquidated  The Assessment and Proof of Damages for Delay  The Relative Merits of Liquidated vs. Un‐liquidated Damages  How to Liquidate the Right Sum  How Precise is the Reliable Pre‐Estimate Counterclaims against the Contractor  Set‐Off Claims by the Employer  Liquidated Damage Claims by the Employer  Claims by the Employer Arising from Defective Materials and Workmanship  Claims by Sub‐Contractors for Money Arising from Delay and Disruption Caused by the Contractor under the Contract Day 7 Building Collaboration  Impact of Litigation on the Development of Disputes  Options for Resolving Disputes Key Elements of a Negotiation  Defining and Understanding Interests  Dealing with Rights and Power  Moving from Positions to Interests www.ProjacsTraining.com

     

Distributive vs. Integrative (Interest‐Based) Negotiation Structuring a Negotiation Key Communication Skills Working with BATNAs Dealing with Positional People and Dirty Tricks Role Play

Day 8 Mediation  Knowledge, Skills and Attitudes Needed by Mediators  Mediation Process Overview  The Five Tasks in Mediation  Caucusing  Anticipating and Resolving Impasses  Role Play Day 9 ADR vs. Arbitration  Time, Cost and Finality  Advantages and Disadvantages  Where to Use Each and Where Not to Do So Arbitration  Features  Arbitration Under FIDIC Contracts  Institutional and Ad Hoc  Domestic and International  The Law of Arbitration and the Rules of Arbitration Course Language : The Various Stages in Arbitration  The Appointment of Arbitrators Course Manual:  The Preliminary Meeting  Procedural and Substantive Matters Course Fee :  Evidence  Expertise  The Hearing  After the Hearing  The Award  Conclusion www.ProjacsTraining.com


US$ 3,500

Litigation  Applicable Laws  Legal Requirements and Procedure  Expert Witnesses  Amicable Settlement www.ProjacsTraining.com

Advanced Facilities Maintenance and Management Workshop 31 October – 04 November 2010, Dubai / UAE

477

Needs & Benefits This Five days training workshop will provide participants with a through background in the concept of ways and means in setting up preventive and predictive maintenance programs assisting them in managing there facilities. Because the term Facilities can cover a large range of various types of buildings & grounds the course will cover both the technical and administrative demands of the major items associated with terms. Therefore, most of the program deals with need to have preventive and predictive maintenance programs and needs for their implementation to achieve a high standard of safe and well maintained buildings. The workshop has been designed for the benefit of Maintenance Managers, Maintenance Engineers, Maintenance Technicians and Maintenance Planners associated in the field of Facility Maintenance. Also the workshop contents will be beneficial to Project Managers, Project Engineers and Contract Managers presently working on Facility Maintenance work in the service industry. This workshop is designed to provide such managers and engineers with an insight into the more advanced Maintenance Facilities techniques, standards and preventive process that can be readily applied to any facility maintenance activity. The program is highly interactive with computer application session, so attendee’s are encouraged to bring along their computers. Course Director Raed Samra, PHD       

Dean, Faculty of Engineering and Technology, University of Jordan, 2007‐2009 Professor of Structural Engineering Graduate of the University of Illinois at Urbana‐Champaign, USA, and American University of Beirut, Lebanon Dean, Faculty of Engineering, Al‐Balqa' Applied University, Salt, Jordan, 2002‐2004 Vice‐Dean, Faculty of Engineering and Technology, 1995‐1997. Head of Department of Civil Engineering, 1992‐1995, University of Jordan, Amman, Jordan Recipient of Fulbright Grant ‐ Visiting Scholar at the University of California at Los‐ Angeles (UCLA), USA, 1991 Actively involved in research, teaching and training since 1982


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Specializing in design of reinforced and prestressed concrete structures, modeling of structures, computer assisted design, repair and rehabilitation of structures, advanced materials for construction and repair Provides consultancy, expert opinion and structural design services to engineering firms Consultant to M.K. associates, on the design of the Medical City, Khartoum, Sudan Technical Director, training courses on behalf of PROJACS Int.; courses conducted in Abu Dhabi, Dubai, Kuwait, Saudi Arabia, Bahrain and Jordan. Chairman of several committees, including chairing the committee, assembled by Jordan Engineers' Association, to establish criteria and guidelines for the award of excellence and merit based on outstanding work and accomplishment Chair of the committee in charge of Campus Planning and Organization of University Buildings, and the committee in charge of Investment Projects, at the University of Jordan Author of several technical papers in the structural journal of the American Concrete Institute (ACI) and the journal of structural engineering of the American Society of Civil Engineers (ASCE), USA Technical Referee, Structural Journal of the American Society of Civil Engineers (ASCE), USA

Course Curriculum Day 1. - An overview of the definitions of the Facilities Maintenance management program and process. - A review of the main traditional maintenance techniques and the risk and limitations that traditional maintenance management techniques present. - An overview of the Facility Maintenance planning process and the use of maintenance management software packages to improve the organization process. The need for actuate documentation and work order history Day 2. - A review of Planned Maintenance techniques and an understanding of roll of the “maintenance planner” within the maintenance department. - A review of Preventive Maintenance techniques and an understanding of how to set maintenance strategies and objectives. www.ProjacsTraining.com

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A review, along with examples of Preventive Maintenance tasks, check list and developing frequency intervals

Day 3. - A review of Predictive Maintenance monitoring techniques and an understanding of how and when to apply them within your maintenance strategies and objectives. - Review techniques, methods and equipment that are available for Predictive & Preventive Maintenance applications within facilities management. - A review and discussion period of the cost vs. savings when Predictive Maintenance is applied. Day 4. - An introduction into to applications of Facilities Maintenance using a management software program, the day will be spent on how today we can use these programs foe Preventive & Predictive Maintenance. Also reviewing the scope of this program and how to can record the ongoing cost of maintenance. - Each attendee is invited to bring their computer so we can provide them with a demo version of the software (which has multi langue capabilities).. Day 5. - Introduce use of best maintenance practices and performance indicators to benchmark the maintenance process, whether it be in‐house maintenance crew or outside contractors. - Overview ‐ success and failure of Facilities Management Operations - Closing remarks and discussion www.ProjacsTraining.com

Learning Objectives The major learning objectives resulting from the course have been identified as the following:‐ An in depth appreciation of Preventive & Predictive Maintenance as applied to Facilities Maintenance process within an organization. An understanding of the more recent developments in Maintenance techniques using computer systems. An appreciation of the Facilities Maintenance Management processes and the cost savings that can be achieved by implementing these techniques. Course Language : English/ Course Manual : English US$ : 2750 Course Fee


478

The Original Project Management Professional Program – Preparing for PMP Certificate – Certified Program 10 – 14 October 2010, Manama / Bahrain



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Develop Confidence

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Tips for the Exam

Who Should Attend? Project Managers and program Managers who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively


managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Course Director: Karim El Dash; PhD; PMP  PhD, Structural Engineering, North Carolina State University, USA (1995).  PMP, Certified Project Management Professional from Project Management Institute (PMI), USA (2000‐2009).  Certified Consultant Engineer, Design of Structures, Egypt.  Delivered more than 30 technical and managerial academic courses in USA, Egypt, and Kuwait.  Participated in the management, structural design, and building assessment and repair of many mega construction projects in Egypt, Kuwait, and Saudi Arabia.  Lecturer and facilitator; prepared, delivered, and participated in more than 2000 training hours including more than 30 training subjects in the fields of project management and construction. For example; facilitator for the Cambridge University Project Management Diploma; facilitator for preparation of Project Management Professional (PMP) certification.  Produced 26 research papers in the field of construction management, project management, and structural engineering. Papers were published in international recognized journals or presented in international conferences in USA, GB, France, Canada, Spain, China, Norway, and Egypt.  Received a Mention for his research in Project Management Expert Seminar in Spain 2004. Headed High Strength Concrete Session in Confined Concrete Conference in China 2004.

Course Curriculum Day One Course Introduction  Natue of the PMP Exam  History of the PMP Certification and Exam  Latest Developments in the Exam process  Test procedure  Application Process and Requirements  The nature and Type of Questions  Recertification and the Professional Development Program www.ProjacsTraining.com

Framework of Project Management  Introduction  The Project Management Context  Project Management Process Groups Project Integration Management  Develop Project Charter  Project Scope Statement (Preliminary)  Develop Project Management Plan  Direct and Manage Project Execution  Monitor and Control Project Work  Integrated Change Control  Close Project Day Two Project Scope Management  Scope Planning  Scope Definition  Create WBS  Scope Verification  Scope Change Control Project Time Management  Activity Definition  Activity Duration Estimation  Activity Sequencing  Schedule Development  Schedule Control Day Three Project Cost Management  Cost Estimate  Cost budgeting  Cost Control Project Quality Management  Quality Planning  Perform Quality Assurance  Perform Quality Control www.ProjacsTraining.com

Day Four Project Human Resource Management  Human Resource Planning  Acquire Project Team  Develop Project Team  Manage Project Team Project Communications Management  Communications Planning  Information Distribution  Performance Reporting  Manage Stakeholders Project Management Professional Responsibility  Responsibility of the Project Manager  Ethical Practices in Project Management Day Five Project Risk Management  Risk Management Planning  Risk Identification  Qualitative Risk Analysis  Quantitative Risk Analysis  Risk response planning  Risk monitoring and Control Project Procurement Management  Plan Purchases and Acquisitions  Plan Contracting  Request Seller Responses  Select sellers  Contract administration  Contract Closure Tips for the Exam www.ProjacsTraining.com

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:

US$ 2,750

LV & HV Switchgear – Selection, Maintenance & Control 479

Manama (Bahrain) 24‐28 October 2010

‫والتحكم‬ ‫والصيانة‬ ‫المنخفض‐االختيار‬ ‫و‬ ‫العالي‬ ‫التيار‬ ‫مفاتيح‬ ‫لوحات‬

Needs and Benefits The duty of the switchgears is to switch on and off and to control, once or repeatedly several times, different electrical circuits during normal as well as abnormal operating conditions. Short circuit current level and the behavior of the circuit during transient condition are very essential to select proper specification of switchgears. Good practices and knowledge of circuit breakers and switchgears specification, operation, testing and maintenance are fatal for those engineers and technicians concerning with electrical power system and industrial application. This course designed to provide the participants with technical knowledge, practical experience and good skills in selecting the proper ratings, maintenance instruction and control procedures of LV & HV switchgears.


Professional Project Management – Preparatory Course for the PMP Certificate

Objectives By the end of this course the participants will gain the following;  Know how to calculate the short circuit level.  The transient phenomena in power systems.  Understand the arc phenomena and circuit interruption.  Know the different types of circuit breakers and industrial switchgears.  Be able to select the proper specifications of CB and switchgears.  Know the maintenance procedures.  Be able to do all tests on circuit breakers.  Be able to detect circuit breakers troubleshooting.  Know the methods of system earthing and protection requirements.  Be able to control circuit breakers with associated relaying systems. COURSE INSTRUCTOR Prof. Shehab_eldin is a senior consultant with PROJACS who obtained his PhD from Cambridge University 1988 in Electrical Engineering. Now he is with Faculty of Engineering, Helwan University, Cairo, Egypt. Dr. Shehab_eldin is expert in training fields, and has been doing training and consultants for more than twenty years in both Arab and non Arab worlds in electrical power system protection, switchgears and circuit breakers , electrical equipment faults study and fault analysis. He has worked in Saudi Arabia for 6 years and he has more than 50 published papers and some educational books in the electrical engineering area. He received many awards from England and Egypt during his academic and practical experience. Who Should Attend The course is designed to electrical engineers and highly qualified technicians whom concerning with circuit breakers and switchgears in electrical utilities, electrical distribution, transmission and industrial application. COURSE CURRICULUM Day One 1. General Introduction  Electrical engineering basic concepts  Three phase review and per unit  Voltage levels  One line and three line diagram  Generation system layout  Transmission system layout  Substation system layout  Distribution system layout www.ProjacsTraining.com

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2. Industrial Switchgears  Fuses  Auto‐reclosers  Automatic sectionalizer  Circuit Breakers  Isolator switches  Load switches  Relays  Current transformers  Voltage transformers Day Two 3. CB Design Specification Based on Short Circuit Current Level  Per unit system  Faults on power systems  Transient phenomena in power system.  Symmetrical component analysis of three phase network  Network connection for various fault types  Current and voltage distribution in system due to a fault  Effect of system on zero sequence quantities  Computer programs based short circuit calculation. 4. CB Design Specification Based on Arc Phenomena and Circuit Interruption  Arc phenomena  Maintenance of the Arc  Properties of Arc  Arc Interruption theory  Circuit Breaker Rating  Circuit constants and circuit conditions  Conditions of severity  Restriking voltage transient  Class A ultra fast transients  Class B system transients  Class C low transients  Transmission line transient  Switching transients  Duties of Switchgear Day Three 5. LV Circuit Breakers  Low voltage molded case current limiting circuit breakers  Low voltage molded case circuit breakers with high breaking capacity  Insulated case circuit breakers  Low voltage air circuit breakers www.ProjacsTraining.com

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 Low voltage circuit breakers specification 6. Modern MV and HV Vacuum CB  Introduction  Advantages of vacuum interruption  Vacuum contactors and interrupters  The vacuum medium  The vacuum arc  Vacuum arc stability  Vacuum break down  Vacuum switch construction  Applications of vacuum circuit breakers 7. Modern MV and HV SF6 CB Introduction  Basic Features of SF6 Breakers  Dielectric properties of SF6  Quenching properties of SF6  Construction of SF6 breaker  SF6 CB types  Puffer type SF6 breakers  Double Pressure System  Single Pressure Puffer‐Piston System  Single Pressure Self Blast System  Improvement in SF6 Breakers for HV Day Four 8. Other Type of Circuit Breakers a) Air Circuit Breakers  Method of increasing arc resistance  Plan break type  Magnetic blow out type  Arc splitter type  Application  Construction and operation  Axial air CB  Blast air CB b) Oil Circuit Breakers  Arc rupture under oil  Advantages of oil  Disadvantages of oil  Plan break oil circuit breakers  Arc control circuit oil breakers  Minimum oil circuit breakers www.ProjacsTraining.com

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 Construction and operation c) Dc Circuit Breakers  Construction  Methods of interruption  Application Day Five 9. Circuit Breaker Inspection, Maintenance and Services  Inspection  General inspection technical procedure  Daily inspection of circuit breakers  Monthly inspection of circuit breakers  Annual inspection of circuit breakers  Disassembly  Cleaning  Tightening  Lubrication  Equipments used in testing  Testing procedure  Direct testing  Contact resistance test.  Insulation resistance test  Test report  Indirect testing  One hour Video, HV CB Maintenance and Repair) 10. Circuit Breakers Control, Protection and Testing  Switchgears control devices and wiring  Switchgears protection devices and wiring  Testing Classification  Testing laboratories  Description of a simple testing station 11. CB Troubleshooting  Low insulation Resistance (below 2000 Mega‐ohms) between a) Phase terminal and earthed frame, with breaker closed b) Phase terminals of a pole.  Resistance between Terminals of Pole too high (above 100 microhms) (15 micro‐ohm per joint) contact  Unequal contact Wipe and Travel in 3‐pole Measured from top surface of interrupter flange and the contact lip by a simple rod with a) breaker open and b) breaker closed  One of the pole docs not close.  Breaker operation too Slow During opening timing from trip command to contact separation instant too large (60 ms instead of say 40 ms) www.ProjacsTraining.com

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480

Comprehensive Program on Feasibility Study for Projects

‫للمشاريع‬ ‫االقتصادية‬ ‫الجدوى‬ ‫دراسات‬ ‫حول‬ ‫المتكامل‬ ‫البرنامج‬ 17 – 21 October 2010, Doha / Qatar Introduction: This course will discuss; 1‐ Defining feasibility studies and studying markets. 2‐ Social and national profitability. 3‐ Marketing study. 4‐ Technical study. 5‐ Financial study and profit analysis for the project. 6‐ The use of Computer Model for Feasibility Analysis and Reporting (COMFAR), a feasibility studies’ program developed by the UNIDO. Need & Benefit: This package is designed to enable trainees to: 1‐ Achieve a wise investment decision from the individual and social perspectives. 2‐ Select investment projects with the highest possible net profit. 3‐ Help economic policy makers in the developing countries to evaluate available investment opportunities. 4‐ Obtain appropriate licenses and approvals. 5‐ Applying all above with COMFAR III Software Who Should Attend? 1‐ This course is targeted for Governmental employees. 2‐ Managers and head of departments. 3‐ Financial, operations and planning specialists. 4‐ Business owners and/ or new investors. Course Director Dr. Ashraf Salah Eldin ;Professor of Economics and Finance Dr. Ashraf is considered an expert in the Fields of Research for several subjects such as Export Finance and Promotional Schemes, Investment, Managerial Finance, Financial Institutions Management, International Economics and Trade Agreements, Money & Banking, International Banking, Feasibility Studies, Public Finance, Tax Systems and Economics of Resources and Environmental Issues.


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Moreover, he masters most of the commonly used statistical tools and computer software used for econometric applications such as SPSS, TSP, Micro Stata, GAMS, etc. Furthermore, he is a Professional user of the Computer Model for Feasibility Analysis and Reporting (COMFAR), developed by the United Nation. Dr. Ashraf received his PhD in Economics from the University of Manchester, UK. Master of Social Science (MSocSc) in Money, Banking and Finance from the University of Birmingham, UK. Bachelor of Economics. Dr. Ashraf is approved consultant and trainer for several educational institutes and well reputed universities. He also provided training and consultations for many multinational private and government organizations in different areas. He also provided a various number of Feasibility Studies in Saudi Arabia and other Arab countries for companies, groups and organizations. He is a consultant for Trade Finance Maps, International Trade Center (ITC), UNCTAD‐WTO, Geneva, Switzerland. Export finance and feasibility studies consultant for a number of local and international companies and organizations; Industrial Modernization Center (IMC), UNIDO, Elmadina Elmonaoura City Council (Saudi Arabia) and Ministry of Planning (Kuwait). Finally, a consultant, reviewer and advisor for the Fulbright Commission and the Fulbright Exchange Program

Course Curriculum Day One: Introduction to feasibility studies Applicable rules and regulation Areas of feasibility studies Difference between pre‐feasibility and detailed studies Social, cultural, religious and location study (Marketing study) Segmenting the market Studying the potential market and the potential demand Day Two: (Marketing study cont’d) Potential demand indicators

Estimation of the demand gap Estimation of the implicit demand gap Other indicators of potential market Projection of market demand Simple linear regression Quadratic linear regression www.ProjacsTraining.com

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(Case study applied) Projection of exports Day Three: (Marketing study cont’d) Estimation of demand for a new product Estimation of demand changes caused by population changes Estimation of demand changes caused by income changes Estimation of demand changes caused by price changes Estimation of demand changes caused by advertising changes

(Case study applied) (Technical/Engineering study) Natural environment Technical know how selection scheme Project flow chart and process mapping Final output specifications Equipments and accessories costing centre Manpower costing centre Material costing centre Utilities and consumables Project life cycle Location calculation scheme for every cost centre Project time plan (implementation scheduling) Day Four: (Financial study) Investment profitability analysis Simple rate of return Pay‐back period Course Language : English Financial analysis Net present value (NPV) Course Manual : English Internal rate of return (IRR) Financial appraisal of project US$ : 2950 Course Fee Day Five: Full detailed case study and exercise on cost estimation, financial projections, Breakeven/ sensitivity and IRR calculation The use of Computer Model for Feasibility Analysis and Reporting (COMFAR), a feasibility studies’ program developed by the UNIDO www.ProjacsTraining.com

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481

CONFLICT MANAGEMENT AND LEADERSHIP WORKSHOP DOHA 24‐28 OCTOBER 2010

The Workshop Objectives Expanding Middle East and Companies in the 21st century face high levels of competition in rapidly changing environments due to the impact of Globalization / Technology and increased buying power of customers. Conflict Management workshop explores how to develop this universal skill, using a very individual, personalized approach by looking at how conflict is related and how temperaments and personality traits impact the process. This Workshop also offers an extensive training on Leadership Skills and Styles ,Teamwork Building, Performance Management including concepts and techniques. Team Skills, Handling Conflicts, Effective Team Communication, Team tasks and Responsibilities.

Learning Outcomes             

Anchoring new approaches in Conflict Management Handling Difficult Employee Behaviors Interpersonal Skills Culture and Gender Attitudes, Values and Perception Emotional Intelligence Critical Thinking Organizational Culture Organizational Behavior Leadership Skills Followers Teams and Leadership Charismatic Leadership

Who Should Attend Top Management Middle Management Marketing Managers Sales Managers CRM Manager Finance Manager Human Resources Manager www.ProjacsTraining.com

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Course Outline Curriculum: Day One        

Personality Values and Attitudes Perception Moods and Emotions Self Awareness Theories of Effective Change Implementation Organizational Culture Organizational Diagnosis and Development

Day Two        

Organizations in the 21st Century. Employee Behavior Organizational Behavior Reinforcing New Behaviors Dealing with Conflict Negotiation Techniques Culture and Gender Assertion

Day Three  Persuasion  Dealing with Difficult People  Strategies and Techniques  Emotional Intelligence  Knowledge Management  Critical Thinking  Empathy www.ProjacsTraining.com

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Day Four  Leadership  Followers  Charismatic Style  The Basics of Team Work  Teams in Organizations  Team Performance Criteria and Threats to Productivity  Rewarding Teamwork  Building the Team: Tasks, People and Relationships

Day Five  Diversity  Effective Communication  Leadership and Conflict Management  Conflict Management  Change Management  The New Habits of the 21st Century  DVDs on Related Material

Course Director: Dr. Marwan Stambuli


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Project Budgeting, Cost Estimating, Control and Life Cycle Costing 482 3 – 7 October 2010, Cairo ‐ Egypt

Need & Benefit The cost of a project is the most significant factor in its becoming a reality. Costs are dealt with at the beginning of a project by preparing a “budget cost estimate” incorporating relevant historical cost data and the creative skill of a seasoned estimator with similar project experience. This is the most important, as well as the most difficult, type of estimate to prepare accurately. As a project evolves through the normal design process, additional evaluations of cost are made. These cost estimates are done as precisely as possible and include appropriate contingencies for unknown items. The "concept estimate" helps to control the project early in the design process to stay within budget. As a part of the conceptual design process, building system alternatives are identified. Life cycle costing is a method which compares both the construction cost as well as the operating costs (energy, water, maintenance, major replacements, staffing) of these alternatives. Using engineering economics, the lowest life cycle cost alternative is identified for incorporation in the design. This course will provide a basis for the many areas of estimating that may be faced by the design and construction professional. It will provide "hands on" examples to facilitate a familiarity with different types of estimates and their components. With this basis, a person, through research, study and practical application, can further expand their cost estimating skills relative to their own profession or branch out into new areas of estimating. Other methods of cost control, such as value engineering will also be discussed briefly. Who Should Attend? This course is targeted for Chief Executive Officers, Finance Managers, Human Resources Managers, Project Managers, Engineers and Planners, Information Technology Managers. In What Industries Government, Real State Development, Aerospace, Defense, Engineering and Construction, Manufacturing and Industrial, Oil and Gas\Petrochemical, Power and Water Utility Plants, Education and Training, Retail, Banking, Financial Services, Information Technology, Telecommunication, Automotive, Media Production, E‐Business Enablers, Marketing and www.ProjacsTraining.com

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Sales, Pharmaceuticals, Environmental Management, Hospitality Management, Shipbuilding and Repair Yards.

Course Director

SAMER EZELDIN, Ph.D., P.E. The professional experience of Dr. Ezeldin has encompassed a varied range of activities, including consultation for project management, academic teaching, and highly technical funded research. Much of Dr. Ezeldin’s design and management experiences were gained while working with consulting firms in the USA, Europe, and the Middle East. Dr. Ezeldin have been called upon several times to testify in court as an expert witness for cases. I‐ EDUCATION  Ph.D, 1989, Civil Engineering, Rutgers University, New Jersey.  M.Ph., 1987, Civil Engineering, Rutgers University, New Jersey.  M.S., 1986, Civil Engineering, Rutgers University, New Jersey.  B.S., 1982, Civil Engineering (honors), Ain Shams University, Cairo. II‐ PROFESSIONAL SOCIETIES AND SERVICE ACTIVITIES  PMP Certification: Dr. Ezeldin played the major role in securing, in October 2003, a memorandum of Understanding between the Engineering Services Unit at the AUC and the Project Management Institute (PMI) Chapter in the Middle East and North Africa (MENA) to offer Certification review courses at the AUC. This certification is considered an elite international recognition for project managers. The agreement is a major step for the Engineering Services Unit towards enhancing its interaction with the engineering community in Egypt.  IPMA Certification: Dr. Ezeldin was instrumental in reaching, January 2005, an agreement with Management Engineering Society (MES), representative of the International Project Management Association (IPMA) in Egypt, certifying the Engineering Services at the AUC as an authorized entity to offer review courses for the IPMA certification in Finance Administration/IT.

Course Curriculum Day One Welcome & Introductions Welcome & Opening Remarks Participant Introductions Objectives of Training Course Course Organization & Agenda Cost Management Process in Planning & Design Introduction to Project Budgeting & Concept Estimating (CH 1 + 2) www.ProjacsTraining.com

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Budget Elements Design Phases Cost Control Concept Historical Budget Techniques Estimating Standards The Uniformat Elemental Classification Capitalized Approach to Project Budgeting (CH 3) Sample Project Cost Plan / Cost Model Construction Market Survey Regional & National Market Conditions, Potential Bidders Labor Availability, Productivity and Union Rates Material Availability and Unit Price Summary Market Analysis Survey Questionnaire Fixing Project Scope (CH 4) Facilities Functional & Technical Programs Key Cost Drivers Computing Program Area Requirements (CH 5) Space Efficiency Rules of Measurement Converting Net of Gross Case Studies – Example Estimates Case Study 1: Historical Comparative Budget Estimate (UDM) Case Study 2: Parametric Budget Estimate (EMU) Case Study 3: Parametric Concept Design Estimate (4th Precinct): Assignment Reading Assignment, Chapters 1‐6 Day Two Discuss Reading Assignment Budget Estimating Approaches Capitalized Approach to Project Budgeting (CH 3) Historical Projects, Comparable Costs (Per UM) + Summary Level 1 Parametric Uniformat Level 3 Systems + Summary Level 1 www.ProjacsTraining.com

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Case Study Project Budgeting (DTF Office) Team Formation & Project Familiarization Project Scope (CH 4) Program Area Requirements (CH 5) Historical Comparative Budget Estimate Office Historical Costs Estimate Summary Assumptions Project Workshop Determine Average Historical Costs Complete Budget Estimate Summary (Level 1) Parametric Systems Budget Estimate Establishing Configuration / Massing (CH 6) Siting the Building/ Configuration Statistical Configuration Process Building Statistical Description Summary Project Workshop Determine & Document Configuration Quantities Documenting Quality (CH 8) Quality Standards / Levels Sample Documentation by Element Project Workshop Determine & Document Quality Parametric Systems Budget Estimate Completion Uniformat Systems & Quantities Project Workshop Determine & Document Systems Level 3 Costs Complete Project Summary Level 1 Assignments Project Assignments Reading Assignment, Chapter 7 Day Three Discuss Project Assignment/ Turn‐in www.ProjacsTraining.com

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Concept Design Estimating Approaches Parametric Uniformat Level 4 & 5 Quantity Take‐off Cost Items Summary Level 1 Uniformat Case Studies ‐ Concept Estimating (Multi‐Tower, NPS, PAAET) Team Formation Project Familiarization Project Scope (CH 4) Program Area Requirements (CH 5) Project Workshop Determine Configuration Quantities Determining Quantities/ Costs for Structural Elements (CH 7) System 01 – Foundation System 02 – Substructure System 03 – Superstructure Project Workshop Determine Quantities/ Costs, systems 01‐03 Determining Quantities/Costs for Architectural Elements (CH 7) System 04 – Exterior Closure System 05 – Roofing System 06 – Interior Construction Project Workshop Determine Quantities/ Costs, systems 04‐06 Assignments Project Assignments Reading Assignment, Chapter 7 Day Four Discuss Project Assignment/ Turn‐in Determining Quantities/Costs for Mechanical Elements (CH 7) System 07 – Conveying Systems System 081 – Plumbing System 082 – HVAC System 083 – Fire Protection www.ProjacsTraining.com

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System 084 ‐ Special Mechanical Systems Project Workshop Determine Quantities/ Costs, Systems 07‐084 Determining Quantities/Costs for Electrical Elements (CH 7) System 091 – Primary Power & Distribution System 092 –Lighting & Secondary Distribution System 093 – Special Electrical Systems Project Workshop Determine Quantities/ Costs, Systems 091‐093 Assignments Project Assignments Reading Assignment, Chapters 10‐11 Determining Quantities/ Costs for Equip./ Site Work Elements (CH 7) System 11 – Equipment System 121 – Site Preparation System 122 – Site Improvements System 123 – Site Utilities System 124 – Off‐site Work Project Workshop Determine Quantities/ Costs, Systems 11‐12 Assignments Project Assignments Reading Assignment, Chapters 10, 11 Day Five Discuss Project Assignment/ Turn‐in Project Management Plan (CH 10) Methods of Accomplishment Scheduling Uniformat Elemental Specifications Budget Development Remaining Items (CH 11) General Conditions, OH&P, System 10 Contingencies, Types & Use Escalation www.ProjacsTraining.com

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Design & Management Costs Management Costs during Construction Real Estate Costs Reservations Project Workshop Determine Quantities/ Costs, Remaining Items Closing the Loop – Recycling Cost Data (CH 12) Controlling Design Work Estimates at SD, DD, CD, Bids, Change Orders Historical Data Life Cycle Costing (LCC) Methodology and techniques of life cycle costing LCC case studies (building systems, layout alternatives) Computer template for analyzing the life cycle costs of alternatives Value Engineering Assuring best value for dollars spent Value methodology process & tools Open Forum Questions & Answers Course Evaluation Certificates upon Successful Course Completion Next Steps

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 2,950

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483

Managing Multiple Projects Certified Program 10 – 14 October 2010, Cairo ‐ Egypt

Need & Benefit Organizations that are project driven are faced with the challenge of effective management of inter‐dependant, varied priority, varied value, multi‐players, shared‐resources, short and long term, multiple‐accountability, shared‐authority, variable risk level and dynamic projects. Therefore, it is not enough to deliver single projects successfully. Leaders are focusing on the effectiveness of whole organizations, and the delivery of a web of changing and interacting projects to achieve the aims of their organizations. This call for a systematic approach for successful delivery of those projects: Management of Multiple Projects. As a result of this course, attendees will be able to:  Explain Multiple Project Management specifics and how it differs from the Traditional Project Management.  Identify the benefits their organization will gain from implementing Multiple Project Management techniques.  Obtain a systematic approach for implementing Multiple Project Management techniques at their organization. In addition, there will be a case study on implementing Enterprise Project Management at an organization. Who Should Attend? This course is targeted for Chief Executive Officers, Finance Managers, Human Resources Managers, Project Managers, Engineers and Planners, Information Technology Managers. In What Industries Government, Real State Development, Aerospace, Defense, Engineering and Construction, Manufacturing and Industrial, Oil and Gas\Petrochemical, Power and Water Utility Plants, Education and Training, Retail, Banking, Financial Services, Information Technology, Telecommunication, Automotive, Media Production, E‐Business Enablers, Marketing and Sales, Pharmaceuticals, Environmental Management, Hospitality Management, Shipbuilding and Repair Yards. www.ProjacsTraining.com

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Course Director Eng. Ali Kortam, PMP,CCE,CPM,PSP  Over 23 years of practical experiences in Civil – Architect (5 star) – HVAC – Electromechanical ‐ Deep Foundations ‐ Infrastructure – Petroleum, all in international reputable companies such as : ABB (Switzerland) – Arab Contractors (U.A.E.) – Saudi Condreco (Greece/K.S.A) – SAMAREC (K.S.A) – Bin Ladin (K.S.A) – Emyco(Egypt) starting from site engineer to Top Management positions (Currently: Board of Directors in ABB)  As an international approved lecturer from IHRDC in U.S.A., Eng. Ali conducted very successful training courses/seminars all over the world: U.S.A, Europe, Middle and Far East with a very well successful record at most reputable enterprises such as: Emirates Bank (U.A.E). – MIS (Oil field) U.A.E. – Saudi Telecom (K.S.A) – El Gawal (K.S.A) – Saudi Aramco (K.S.A) – ADMA (U.A.E.) – World Bank_ILO (Egypt) – Touristic G. Committee (K.S.A) – Ministry of Defense (K.S.A) – Saudi AirLines (K.S.A) – El Watania Industries (K.S.A). –Chamber of Commerce (K.S.A.) – Qatar COOL (Qatar)‐ El Zaka House (Kuwait) – Arabian Bemco (U.A.E) – ASGC (U.A.E.) – Hospitality Mgmt Services (U.A.E.) – Tawam Hospital (U.A.E.) – Ministry of Water and Electricity (K.S.A) – G. Authority of Civil Aviation (K.S.A) – ISE (Economic offset (K.S.A) – AMANA (U.A.E.) – Airways Engineering (K.S.A) and other hundreds of enterprises and as part time – assistant professor doctor at American University – Engineering Services. Professional Certificates:    


Current Position:  



Board Member in ABB Senior Project Management Consultant with PROJACS Joined PMI in Brussels in butting PMP Exams within 14 Experts selected from all over the world.

Course Curriculum Day One  Project Management Key Concepts o Projects and Operations o Current Trends o What Projects Exist Within an Organization o Why Projects Fail? o PM Key Concepts www.ProjacsTraining.com

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



Project Life Cycle and PM Phases o Project Phases o Project Life Cycle o Project Management Processes Initiating Projects o Purpose of initiating Projects o The Project Charter o Project Kick Off Meeting



Planning Projects o Propose of Planning Projects o The Work Breakdown Structure o Develop the Project Plan

Day Two  Planning Project, Continued o Develop the Resource Plan o Cost Estimating and Cost Budgeting o Establishing The Project Team o Communication Plan o Procurement Plan o Risk Management Plan o The Project Management Plan  Implementing Projects o Executing Projects  Purpose of Executing Projects  Scope Verification  Distributing Project Information  Project Team  Quality Assurance  Contract Administration  Purpose of Controlling Projects  Updating The Project Schedule  Performance Measurement Using Earned Value  Change Control  Closing Projects o Purpose of Closing Projects o Identify Inputs and Outputs, Tools and Technique www.ProjacsTraining.com

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



Organizational Impacts Of Project Management o HR Requirements o Functional, Matrix and Projectized Organization Role of Project Manager o Project Manager Roles o Project Manager Responsibilities o Project Manager Skills

Day Three  Multi‐PM and Single Project PM o Difference Between MPM and SPM o Criteria for selecting Projects in MPM Grouping o Benefits of MPM  Portfolio Management  Resource Management  Collaboration  Organization Wide Planning  Process Management  The Project Management Office o PMO Functions o PMO Positions o Keys To Successful PMO Deployment  Enterprise Project Management Solutions o EPMS Functions o Objectives of EPMS o Can EPMS Save On Project Spending? o Selecting An EPMS solution  Project Management Education o Areas of PM training o Who needs PM Training? o How to setup PM Training Program?  Project Management Maturity o Level 1: Ad Hoc o Level 2: Consistent o Level 3: Integrated o Level 4: Comprehensive o Level 5: Optimizing www.ProjacsTraining.com

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Day Four & Five Workshops Implementing Multi‐ Project Management Information System  Creating MPM Database Course Language : English  Creating Project Templates Course Manual : English  Create A New Project US$ : 2750 Course Fee  Single Project Reporting  Multi‐ Project Reporting  Updating the Project Plan


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484

Effective Negotiation Skills 18 – 20 October 2010, Cairo ‐ Egypt

Need & Benefit: The ability to negotiate successfully is crucial for survival in today's changing business world. Negotiation is fun if you know what you're doing. Negotiation is something that we do all the time and is not only used for business purposes, there are many reasons why you may want to negotiate and there are several ways to approach it. If your reason for negotiation is seen as 'beating' the opposition, it is known as 'Distributive negotiation'. This way, you must be prepared to use persuasive tactics and you may not end up with maximum benefit. This is because your agreement is not being directed to a certain compromise and both parties are looking for a different outcome. Should you feel your negotiation is much more 'friendly' with both parties aiming to reach agreement, it is known as 'Integrative negotiation'. This way usually brings an outcome where you will both benefit highly. The objective of this workshop is to introduce you to the different styles of negotiations, and equip you with the most effective styles to get what you want. In addition, The program enhances the existing skills of participants and introduces new tools for analysis, strategizing, and preparation.

Course Objectives: Have a good understanding of the different strategies used in negotiation and how create a Win – Win situation Have a self assessment of your negotiation skills Learn and practice the pro negotiation skills Creative advantageous situations to increase chances of successful negotiations Understand the research involved in informing a strategy for negotiation and the techniques and tools employed for beneficial negotiations.

Expected Accomplishments: By the end of the course, participants will be able to: Select a strategy for their future negotiation How not to fall into common negotiation mistakes Conduct better negotiation Who should attend? All personnel involved in negotiating deals. The training program is will be more aimed at supervisors and Ex‐patriots working in company and are responsible for contracting, sales and other areas of negotiations. Course Director


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Dr. Amira Zeitoun‐ MBA‐ PhD Dr. Amira Zeitoun is a certified International Management and Marketing trainer from the American Management Association (AMA) and an active member in American society for training and development, USA. She obtained her Master and PhD Degree with honored in Management and Organization from University of Minnesota, United States of America in 2003. In 2006, she was certified as a Master Trainer, from Business Edge‐IFC‐International World Bank from Washington, USA Also, she got CHARTER certificate in HR in 2007, from Canadian Human resources association, Vancouver, Canada. Dr. Zeitoun has a strong back ground working with many governmental, private, and Multinational companies in and outside Egypt. She has working experiences in Egypt, Yemen, United Arab of Emirates, Bahrain, Qatar, Sudan, Kuwait, Morocco, Jordan, Malaysia, Russia, and United States of America. She is delivering ready made and tailors made courses and Workshops; Inside Egypt to these companies: BADER Petroleum, ENBI, GABCO Petroleum, Misr Petroleum, United Advisory Group (Ltd.), AMED EAST, Egypt Yellow Pages, Sky Link Egypt, Bahgat Group, National Egyptian Suiseetee General Bank, Giza System, IT WORKX, Ministry of Tourism , Mercedes for Heavy Transportation Equipments (MCV), Egyptian for Maintenance‐ Petroleum Company, Mob nil, Nestle, Johnson and Johnson, and Egyptian Postal Offices, Monetary Institution of Central Egyptian Bank, Microsoft Egypt, Novartis ( Pharma), RAYA. And Outside Egypt such as: GOOGLE‐ San Francisco, USA‐ University of Minnesota‐ USA, Form Exhibition‐ Russia‐ IBM‐ Bahrain, Yemen Airlines, Kuwait Petroleum Corporation( KPC), ITESALAT Academy, UAE‐ Water and Electricity distribution Co‐UAE, ADNOC‐ UAE, El Shayea group‐ Kuwait, Kenar‐ Kuwait, Kawarezmi College‐ UAE, UAE‐ Takreer‐ UAE, GASWorld for Shipment‐ Kuwait, Abu Dhabi National Bank – UAE, El Keddera‐ UAE……etc. For almost 17 years, Dr. Zeitoun worked in many American Universities such as American University in London, City University (USA), New York Institution of Technology (USA and Bahrain), and October University for Arts and Science( MSA) Egypt. She also worked as a professional trainer in Center of Research and Maintenance of Medical & Scientific Equipment‐ Faculty of Engineering in Cairo University. She worked as an Assistant General Manager for Aspiration Co. for marketing service. Besides, she has a strong background on teaching using on‐line techniques; she is delivering lectures and directing students in Aspen Universities, Rashmair University, and Georgia State Art Collage (USA). Dr. Zeitoun is an active member in many professional associations and committees including: American Society for Training and Development, Marketing through Internet


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Center – U.S.A, Ron Kaufman's marketing group "The Best of Active Learning group”, IIABA's Virtual University group, Management Consultancy network‐ Top‐Consultant.com. She also has been nominated as a candidate for inclusion in the 2007‐2008 International WHO ‘S WHO of Professionals Edition. Dr. Zeitoun also an active person in many social and charity organizations such as Rotary clubs, and she was elected to be Egyptian Goodwill ambassador to both USA and Germany in 1996, 1999 respectively. Course Curriculum

The elements of negotiation ‐ The goal of negotiation ‐ Common mistakes in N. ‐ The process of N. ‐ Traits of good negotiator ‐ The principles of exchange ‐ Understanding how to measure and deal with power imbalances ‐ Using communication as a mechanism for exchanging the fundamental asset of negotiation: information ‐ Tips during Negotiation ‐ Finding areas for negotiations ‐ Transactional analysis ‐ Assessing the other parties ‐ Last Minute Grabs ‐

Negotiation Skills ‐ ‐ ‐ ‐ ‐ ‐

Questioning and framing Active listening and the Power of Silence The power of careful observation Studying reactions Using creativity to maximize long‐term gains

Negotiation Strategies/Techniques • o o o o o o o o o

Distinguishing between positional bargaining and interest‐based negotiation Rational strategies for creating integrative agreement Stonewalling Impulsive change The dodge High ball/Low ball The Ebenezer Scrooge Knowing when to hold and when to fold Use of referees Closing a negotiations www.ProjacsTraining.com

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o o o o o

Agreement –contract implementation The use and abuse of Deadlines Disagreement –why? Dirty Tricks in Negotiation Different Countries, Different Styles

Negotiator's Interest Map • Evaluating one's own negotiation style and its effect on one's ability to address interests and avoid positions, both one's own and those of other negotiators. • Understanding the mechanisms and consequences of internal negotiations. Addressing interests internally to become the "drop dead decision maker" • Taking advantage of opportunities to evaluate the process and analyze strategic and tactical options. • Monitoring BATNA in real time: determining how to change it and how ongoing change affects the process and potential outcome. • Evaluating one's own negotiation style and its effect on one's ability to address interests and avoid positions, both one's own and those of other negotiators. • Understanding the mechanisms and consequences of internal negotiations. Addressing interests internally to become the "drop dead decision maker" • Taking advantage of opportunities to evaluate the process and analyze strategic and tactical options. • Monitoring BATNA in real time: determining how to change it and how ongoing change affects the process and potential outcome.

Delivery Method: Based on case studies (30%); Techniques (30%); concepts (10%); and role play (30%)

Course Language :

English/Arabic

Course Manual:

English

Course Fee :


US$ 2,200

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486

Project Planning & Scheduling Professional Preparation Course for PSP Certificate Certified Program ‫عالميا‬ ‫معتمد‬ ‐ PSP ‫لشھادة‬ ‫تحضيري‬ ‫برنامج‬ – ‫المشاريع‬ ‫وضبط‬ ‫وجدولة‬ ‫تخطيط‬ 28 Nov‐ 02 Dec,2010 Dubai/UAE

Need & Benefits: Since 1956, AACE International (the Association for the Advancement of Cost Engineering) has provided its members with the resources they need to enhance their performance and ensure continued growth and success. The AACE International program's intent is to recognize specialists who meet a demanding set of planning and scheduling criteria. The PSP certification will distinguish you as a Planning and Scheduling Professional who has the knowledge and skills that impact the bottom line. AACE's PSP certification provides an exam and experience validation that lets employers identify those who meet the program’s competency standards.

Course objectives: This five days training course will provide participants with a through background in the concepts of Planning and Scheduling Engineering and Construction projects. The course addresses how to identify, monitor, and balance information crucial for the successful management of projects. It will discuss the development of a baseline performance management plan (PMP) for the project that will allow the efficient compilation and the timely generation of quantitative performance comparisons. . The comparisons highlight significant performance departures ("actual vs. baseline") and allow for preventive and early remedial and corrective actions. The Practical sessions will provide hands‐on experience. Workshops create and track sample project from planning phase till controlling phase (updating). Who should attend?

This course is targeted for Chief Executive Officers, Finance Managers, Human Resources Managers, Project Managers, Engineers and Planners, Information Technology Managers.

Course Outline: Day One www.ProjacsTraining.com

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 Course Introduction  Nature of the PSP Exam  Test procedure  Application Process and Requirements  The Nature and Type of Questions  Introduction to Project Management Fundamentals  Project definitions and characteristics  Project life cycles and Project Management life cycle  Enterprise Project Structure (EPS) and Organizational Breakdown Structure (OBS)  Work breakdown structure (WBS)& work packages and Activity Identification  Time Management environment  Network planning tools and techniques  Estimating Activity Durations  Program Evaluation and review Technique (PERT)  Critical path method (CPM)  Working with Activities  Activity Types (milestone – Level of effort..)  Workshops Day Two     

Arrow Diagram Method (ADM) / Activity on Arrow (AOA) Network Schedule calculations (CPM, PERT) Crashing and Fast Tracking Solved Examples Workshops on Arrow Diagram Method

Day Three         

Precedence Diagram Method (PDM) / Activity on Node (AON) Schedule Development Calculations Constraints Types Working with Calendars Update the Schedule Monte Carlo Simulation Professional Project Reports Solved Examples Workshops on Precedence Diagram Method www.ProjacsTraining.com

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Day Four         

Resources Allocation Working with control Accounts Setting Up a Cost Account Structure Analyzing Resources and Costs Earned Value Management Producing Resource Usage Profile Project Risk Management Multiple Key parties in Real Project environment Workshops

Day Five  Real 5 Hours Exam simulation

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 2,750

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Interpersonal Skills for Project Managers

487

28 November – 2 December Dubai, UAE

INTRODUCTION: In a recent survey, the international Project Management Institute asked leading project managers around the world to rank the competencies they regard as being vital to the successful outcome of a project. Interpersonal skills was listed in second place after planning skills! Project personnel are often technically gifted and well‐experienced. However, as those of us know who have worked on project teams, the reality is that pressure and competitiveness often brings out the worst side in people! We just don’t naturally work together very well in teams. We need help in managing our relationships and in learning to function collectively to secure those important project goals. Successful and effective project team members and leaders have learned how to communicate and interact constructively and powerfully with those they meet on a daily basis. These interaction skills do not come naturally. We unconsciously use a style of interacting that is a product of our personalities and background. We need help in learning how to consciously adapt our styles and apply effective interactive and communications skills, in order to further our careers and achieve business goals. This course addresses these issues in a sensitive, yet challenging way. Participants will gain insight into their own styles, and will be shown how to work in diverse project teams in a co‐operative, constructive and satisfying way. The course has been developed in line with the internationally accepted PMBOK ‐ the standard adopted by project managers worldwide. Participants who intend to write the international PMI examinations will be given credit for their attendance on this course. Needs & Benefits Candidates who successfully complete this course will:‐ 



 

be able to work autonomously and collaboratively with others, build relations, make positive contributions, interact with others and explain project team dynamics be capable of demonstrating an understanding of criteria for working as a member of a project team work autonomously and collaborating with other project team members contribute to building relationships between project team members and stakeholders


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 

 

   



make a positive contribution to project team coherence, image and spirit respect personal, ethical, religious and cultural differences to enhance interaction between project team members be able to distinguish between various interaction and communication styles be able to achieve a more positive and effective outcome in their various interpersonal contacts be equipped to develop their emotional intelligence know how to handle conflict situations more constructively than before understand how to maximise trust levels in interpersonal situations be able to increase versatility in adapting their styles of interaction to suit a particular situation’s requirements gain insight through role plays, group discussions and personalised feedback to enable them to achieve successful interactive outcomes – a constructive, win‐win interaction with their colleagues, subordinates, managers, suppliers and other stakeholders

WHO SHOULD ATTEND? The course is designed for project team members at all levels. The course will benefit all personnel whose jobs rely on successful interpersonal interactions with others. It is suggested that the course should be specifically directed towards those project personnel and others in supporting roles whose interaction skills directly influence the success of company projects, including:‐  project team leaders  project team members  project administrators  project controllers  communications personnel  procurement personnel  negotiators  technical specialists  contract managers  line department managers  mentors and career coaches  training personnel  human resources personnel In fact, anyone who is keen to further their personal growth and career success will benefit from this interesting and informative course. COURSE METHODOLOGY: This course is interactive, allowing for lively participation and sharing of experience during sessions. There will be several short lectures, followed by case studies, videos, role plays, group discussions and practical assignments.


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Course Director

Dr. Raed Awamleh Management Consultant & Trainer. Professor in Management & Dean Academic Affairs, University of Wollongong  PhD in Business Administration. Major: Organizational Behaviour. Minors: Information Systems & Sociology. University of Mississippi, Oxford, MS, USA.  MBA. Major: Finance. Mercer University, Atlanta, GA, USA.  BBA (Management). Yarmouk University, Irbid, Jordan  Dean Academic Affairs, UOWD, Professor, College of Graduate Studies  Middle East Editor, Journal of Internet Banking and Commerce.  Member, Academy of International Business  Lead Assessor. King Abdullah II Excellent Award. Royal Court, Amman, Jordan.  Lead Assessor. Dubai Excellence in Government Award. Executive Office, Dubai, UAE.  Planner & Facilitator of Corporate Management Programs ‐ Strategic Planning & Management, Executive Leadership, and Communications. Course Curriculum: Day One 1.

The “soft” side of project management  official agendas and hidden agendas  goals, roles and responsibilities in project teams  qualities of effective project teams  stages project teams go through  establishing team purpose and goals  determining team strategies  gaining commitment  motivating team members  productive working relationships in a cohesive team

2.

The need for well‐developed interpersonal skills  emotional intelligence (EQ)  self‐awareness  self‐regulation  motivation  social skills  empathy


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 building an emotionally‐intelligent workplace  organising and managing one's self and one's activities to maintain autonomy

and that the same time to collaborate with others while exercising self‐control 3.

Communication within a project team  how communication sometimes fails us  straight talk  handling criticism constructively  giving criticism constructively  meetings  progress reporting  performance management and appraisals  planning sessions

Day Two 4.

Know yourself and understand others!  appropriate leadership styles  how personality plays a part  interpersonal problems  identifying one’s social style  profiling the social styles of others  adapting one’s style to maximise interpersonal impact  developing flexibility in one’s style

5.

What is negotiation?  the nature of negotiation  types of negotiations:



various objectives



various relationships



various styles of negotiations



various issues and content to be negotiated

6.

Preparing to negotiate  negotiation is a process, not a result  how to start and end  what role does conflict play?  deciding objectives


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 analysing the situation  identifying the issues  analysing your opposing negotiators  legalities  financial considerations  tactics  feedback

Day Three 7.

The climate for negotiating  phases in negotiations  the changing agenda  what affects the climate during the negotiation:



perceptions



space and layout



proximities



group size



roles



groupthink



colour



location



manners and mannerisms



noise



time

8.

Trying to find common ground  framing the issues for consensus rather than dispute  timing  power

Day Four 9.

Communicating persuasively  openings and proposals  presenting information  the characteristics of the communicator


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10.

How to handle conflict and aggression  how dysfunctional conflict originates  intergroup conflict  social and psychological causes of conflict  consequences of conflict  handling conflict and aggression  how networking can improve conflict and promote co‐operation  constructive guidelines for managing a conflict situation effectively  negotiation strategies  identifying and solving problems which could have a negative effect on the

coherence, spirit and image of the team  coping with the inevitable changes that take place within a project team

Day Five 11.

Interacting persuasively  persuasive communication techniques  dealing effectively with customers  checking for understanding  summarising discussions  three universal rules for effective interpersonal interactions

12.

Building trust  building and maintaining trust, positive ethics and support amongst team

members  is trust earned?  trust as a risk  trust as a choice  three universal components for building trust

13.

Skills practice  practical assignments with personalised feedback will take place

continuously throughout the course, with each new topic Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$

2,750

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489

The Original Project Management Professional Program – Preparing for PMP Certificate – Certified Program 28 Nov – 2 Dec 2010 Dubai/UAE



-


-


-


-

Develop Confidence

-

Tips for the Exam

Who Should Attend?


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Project Managers and program Managers who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Course Director: Karim El Dash; PhD; PMP  PhD, Structural Engineering, North Carolina State University, USA (1995).  PMP, Certified Project Management Professional from Project Management Institute (PMI), USA (2000‐2009).  Certified Consultant Engineer, Design of Structures, Egypt.  Delivered more than 30 technical and managerial academic courses in USA, Egypt, and Kuwait.  Participated in the management, structural design, and building assessment and repair of many mega construction projects in Egypt, Kuwait, and Saudi Arabia.  Lecturer and facilitator; prepared, delivered, and participated in more than 2000 training hours including more than 30 training subjects in the fields of project management and construction. For example; facilitator for the Cambridge University Project Management Diploma; facilitator for preparation of Project Management Professional (PMP) certification.  Produced 26 research papers in the field of construction management, project management, and structural engineering. Papers were published in international recognized journals or presented in international conferences in USA, GB, France, Canada, Spain, China, Norway, and Egypt.  Received a Mention for his research in Project Management Expert Seminar in Spain 2004. Headed High Strength Concrete Session in Confined Concrete Conference in China 2004.

Course Curriculum Day One Course Introduction  Natue of the PMP Exam  History of the PMP Certification and Exam  Latest Developments in the Exam process  Test procedure www.ProjacsTraining.com

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  

Application Process and Requirements The nature and Type of Questions Recertification and the Professional Development Program

Framework of Project Management  Introduction  The Project Management Context  Project Management Process Groups Project Integration Management  Develop Project Charter  Project Scope Statement (Preliminary)  Develop Project Management Plan  Direct and Manage Project Execution  Monitor and Control Project Work  Integrated Change Control  Close Project Day Two Project Scope Management  Scope Planning  Scope Definition  Create WBS  Scope Verification  Scope Change Control Project Time Management  Activity Definition  Activity Duration Estimation  Activity Sequencing  Schedule Development  Schedule Control Day Three Project Cost Management  Cost Estimate  Cost budgeting  Cost Control Project Quality Management  Quality Planning www.ProjacsTraining.com

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 

Perform Quality Assurance Perform Quality Control

Day Four Project Human Resource Management  Human Resource Planning  Acquire Project Team  Develop Project Team  Manage Project Team Project Communications Management  Communications Planning  Information Distribution  Performance Reporting  Manage Stakeholders Project Management Professional Responsibility  Responsibility of the Project Manager  Ethical Practices in Project Management Day Five Project Risk Management  Risk Management Planning  Risk Identification  Qualitative Risk Analysis  Quantitative Risk Analysis  Risk response planning  Risk monitoring and Control Project Procurement Management  Plan Purchases and Acquisitions  Plan Contracting  Request Seller Responses  Select sellers  Contract administration  Contract Closure Tips for the Exam

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:

US$ 2,750


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Project Management Office (PMO) Planning and Implementation – Certified Program ‫عالميا‬ ‫معتمد‬ – PMO "‫المشاريع‬ ‫ادارة‬ ‫"مكتب‬ ‫وتطبيق‬ ‫بناء‬ ‫تقنيات‬ 28 November – 2 December 2010, Bahrain

490 Introduction:

The Project/Programme Management Office (PMO) is one of the fastest growing concepts in project management today, as it is key to effective implementation of project management across the organisation. Effective PMOs come in varying shapes and sizes, from simple support offices to full centres of excellence. This course will enable the participants to anticipate as well as answer the questions associated with the creation of a PMO, from benefits to barriers to alignment with strategic business objectives and to develop the framework for a successful implementation. The participants learn common frame of reference to project management and related PMO concepts and activities, review the full complement of potential PMO functions so as to understand which match their organisation’s needs, consider options and select a PMO structure that can be properly aligned within their organisation. Need & Benefit:

At the end of this five days training course, and through the daily work with PMO templates, whitepapers, examples and workshops, the participants will gain a detailed knowledge and can: 

 



Identify Project/Programme Management Office (PMO) capability based on an established competency continuum model Determine the appropriate PMO structure for their organizations Determine what PMO functions are needed based on project management support requirements Recognise and overcome barriers related to PMO implementation www.ProjacsTraining.com

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



Translate requirements for PMO functionality into distinct roles and responsibilities of PMO staff members Create preliminary PMO implementation plan

Who should attend?

Senior PM practitioners, PMO staff, managers of PMs, PM’s who want to start his career with PMO, and others who want to know what a good PMO is and how to build and maintain one. Course Director Eng. Magda Abdel Azim EL Talawy,PMP  Master of Science in computer (Artificial Intelligence)  Diploma in Project Management, American University in Cairo.  Project Management Professional (PMP) credential from the Project Management Institute (PMI), USA.  Head of Information System, Training, Technical Support sectors (TACTS) in the National Company for Construction & Development (NCCD).  Lecturer, training expert in the field of project management, information technology for: o The American University in Cairo (AUC) ‐ Engineering Services. o Leadership & Management Development Center (LMDC.) o Information System, Training, Technical Support sectors (TACTS).  Occupied several technical and management positions in research centers and construction companies.  More than 30 years cross‐functional expertise in the following fields: Information technology, project management, construction, consulting& training. Course Curriculum Day One 

The Project management environment



Project, Program and Portfolio



What is the PMO?



The purpose of a PMO www.ProjacsTraining.com

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

Benefits of establishing a PMO



Key factors for PMO success



Identification and involvement of influential stakeholders



PMO project life cycle framework



Facilitating stakeholder buy‐in for the PMO

Workshop: The needs analysis and feasibility workshop Day Two 

PMO objectives



PMO structures and their characteristics



PMO functions

Example: Business case for implementing a PMO

Workshop: Write your PMO objectives Workshop: Design your PMO framework 

Organizational project management maturity  Assessment life cycle  PMO road map 

Authority required for effective performance



PMO staffing



Roles and responsibilities  PMO roles and responsibilities in the maturity assessment Workshop: Design your organization assessment questionnaire and assessment report Day Three www.ProjacsTraining.com

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

PMO project phases  PMO project life cycle Initiating o PMO vision o Create PMO charter o Secure Funding o Establish Steering Committee Workshop: write your PMO charter PMO Planning  Create execution plan o PMO scope o PMO WBS o PMO costing o PMO schedule  Adopt Methodology  Adopt Standards  Adopt Processes Day Four

PMO Planning (cont.)  Adopt Tools  Adopt Software  Adopt Databases Workshop: Create your PMO execution plan PMO Implementation  Perform General Services o Report Activities o Implement and evaluate Methodology o Promote Standards o Improve Processes o Support Software www.ProjacsTraining.com

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o Update Plans o Maintain Knowledge Base Day Five

PMO Implementation (cont.)  Perform Supportive Services o Train, Mentor, Support Staff o Support Projects o Manage Accounts Workshop: Training analysis report Workshop: Design training vendor selection and evaluation  Perform Controlling Services o Implement Governance o Perform Assessments o Perform Reviews and Audits  Perform Directive Services o Recruit, Assign and Manage Staff o Manage Suppliers o Manage Equipment o Manage Customers PMO Improvement  Review and adjustment process (continues improvement)  Improve PMO Operation  Measure, improve PMO Effectiveness Course Language:  Measure, improve Maturity Level Course Manual:  Lesson learned document Why PMO implementations fail Course Fee: The critical factors for PMO success


US$ 2,750


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491

Construction Specifications ‐ Writing and Review

‫االنشائية‬ ‫المشاريع‬ ‫وتنفيذ‬ ‫لتصميم‬ ‫البناء‬ ‫وكود‬ ‫مواصفات‬ ‫ومراجعة‬ ‫كتابة‬ 28 November – 2 December, 2010, Bahrain

Introduction Construction specifications are getting a lot of attention in the construction sector due to its strong implications for the entire project. Good specifications are critical to cost‐ effectiveness, timeliness and quality of the entire project. They are one of the main factors that assure the success of engineering projects. It is often related to the project resources such as materials, labor, equipment, construction techniques and performance indicators (quality, time and cost). Construction projects may experience delays and/or variation orders during the construction or problems thereafter. Through well defined design and construction specifications, sources of these shortcomings in such projects can be prevented, future problems avoided and variation orders significantly reduced if not totally eliminated. This five‐days training course is designed to provide participants with a thorough background in the concepts of constructions project specification. This will help the participants to fully realize the risks of conflicts and disputes associated with a project during its different phases. Participants will learn how to develop the necessary project specifications to avoid the negative effects of such conflicts which cause many problems during and after construction stage. Participants will also learn how to select the most appropriate method of tendering with the type of contract. This five‐day course will discuss the basis of concrete design specifications and requirements and detailing of reinforcement in different elements and complex structural assemblies. Participants will also learn how to select the most appropriate method of tending with the type of contract. Needs & Benefits At the end of this course participants will gain the following skills:     

Planning and scheduling the design stage. Design the contract to mitigate the risks of conflict Selection the most appropriate contract strategy. Selection the most suitable method of Construction. Preparation of technical and financial specifications.


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This course aims to provide structural design engineers and supervision engineers with the required information and knowledge to:  Appreciate the importance of pre‐design studies and their effect on the performance

of the produced buildings.  Plan, design and detail the structures structurally to be safe, sustainable and durable.  Gain the needed skills for planning and scheduling the design stage.  Design the contract to mitigate the risks of conflict and select the most appropriate

contract strategy.  Select the most suitable method for preparation of the technical specification. Who Should Attend?      

Technical and financial engineers. Construction project managers. Planning and programming engineers. Site managers. Human resource managers. Design and supervision engineers involved in construction projects during design and construction phases.  Site managers and site engineers. Course Breakdown Day One: 1.

Specifications of Structures Importance, Reasons for Damages and Methods of Repair  Introduction of Structures Definitions and Importance  Reasons for Buildings Failure  Reasons and Treatment Methods for Concrete Cracks  Concrete Structures Repair  Repair and Strengthen of Different Structure Elements

2.

Need for National Building Code for Organizing Construction Works  Need for National Code  An Overview on the International Codes  The Layout of Codes  Special Codes for Concrete Works  Need for Codes Updating  Design Theories in Codes

3.

Specifications in Reviewing and Evaluating Engineering Drawings www.ProjacsTraining.com

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    

Architectural Drawings Structural Drawings Plumping Drawings Electrical Drawings Mechanical Drawings

Day Two: 4.

Specifications of Buildings Raw Materials  Portland Cement  Concrete  Admixtures  Water  Reinforcing Steel  Bricks

Specifications of Concrete Works and Formworks Types  Plain Concrete  Reinforced Concrete  accelerate Concrete Strengths  Concrete Curing in Holt and Cold Weather  Concrete Tests in Construction Sites  Strength Tests in Structures  Simple Design Method for Concrete Slabs, Beams and Columns  Timber Formworks Types  Steel Formworks Types 6. Principles in Quantity Surveying  Introduction  Construction Buildings Phases  Main Objectives for Quantity Surveying  Used Units in Quantity Surveying  Bill of Quantities Preparation  Bid Forms  Periodical Payments Invoices  Final Payment Invoice 5.

Day Three: Specifications of Geotechnical Studies Preparation  Initial Soil Investigation Report  Final Soil Investigation Report  Geotechnical Studies and Soil Problems 8. Principles of Soil Mechanics and Foundations Types  Introduction of Soil Mechanics 7.


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    

Soil Definition Classification of Soils Treatment of loose Soils Treatment of Swelled Soils Types of Foundations

9.

Specifications of Building Works  Requirements of Preliminary Drawings Approval  Requirements of Structural Drawings Approval  Requirements of Non‐Structural Elements

10. Bridges Specifications  Needs Analysis for Bridges  Horizontal and Vertical Design for Bridges  Bridges Types

11. Roads Specifications  Roads Classification according to Functions  Design Elements for Roads  Foundation Soils  Pavement Works  Maintenance and Repair of Roads

Day Four: 12. Specifications of Masonry Works  Introduction  Technical Conditions for Brickworks Methods  Bricks Types  Tools Used in Masonry Works  Building Preparation  Building Methods

‫البياض‬ ‫أعمال‬ ‫ مواصفات‬.13 ‫البياض‬ ‫أعمال‬ ‫ تنفيذ‬ ‫والعمالة‬ ‫المواد‬ ‫ومعدالته‬ ‫ومواصفاته‬ ‫البياض‬ ‫ أنواع‬ ‫الدھانات‬ ‫أعمال‬ ‫ مواصفات‬.14 ‫الدھانات‬ ‫أعمال‬ ‫ أنواع‬ ‫الدھانات‬ ‫أعمال‬ ‫قياس‬ ‫ طريقة‬ ‫وعمالة‬ ‫مواد‬ ‫من‬ ‫الدھانات‬ ‫أعمال‬ ‫إستھالك‬ ‫ معدالت‬ ‫األرضيات‬ ‫أعمال‬ ‫ مواصفات‬.15 ‫بالبالط‬ ‫الخاصة‬ ‫التعاريف‬ ‫ بعض‬ ‫ومكوناته‬ ‫البالط‬ ‫ أنواع‬ www.ProjacsTraining.com

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‫‪Professional Project Management – Preparatory Course for the PMP Certificate‬‬

‫‪‬‬ ‫‪‬‬ ‫‪‬‬ ‫‪‬‬

‫األشكال‪ ‬والمقاسات‪ ‬والتفاوتات‪ ‬المسموح‪ ‬بھا ‪ ‬‬ ‫االشتراطات‪ ‬العامة‪ ‬والخواص‪ ‬الطبيعية‪ ‬للبالط ‪ ‬‬ ‫أنواع‪ ‬البالط‪ ‬ومقاساته‪ ‬المتوفرة‪ ‬بالسوق ‪ ‬‬ ‫أنواع‪ ‬البالط‪ ‬ومعدالت‪ ‬مواد‪ ‬اللصق‪ ‬والعمال‪ ‬للتركيب ‪ ‬‬ ‫‪Day Five: ‬‬

‫‪ .16‬مواصفات‪ ‬أعمال‪ ‬الرخام‪ ‬والجرانيت ‪ ‬‬ ‫‪ ‬تعريفات ‪ ‬‬ ‫‪ ‬أساليب‪ ‬تثبيت‪ ‬الرخام‪ ‬والجرانيت ‪ ‬‬ ‫‪ ‬أنواع‪ ‬تشطيب‪ ‬أسطح‪ ‬الرخام‪ ‬والجرانيت ‪ ‬‬ ‫‪ .17‬مواصفات‪ ‬أعمال‪ ‬العزل ‪ ‬‬ ‫‪ ‬مقدمــة ‪ ‬‬ ‫‪ ‬المواد‪ ‬العازلة‪ ‬للرطوبة ‪ ‬‬ ‫‪ ‬العزل‪ ‬الحراري‪ ‬للمباني ‪ ‬‬ ‫‪ ‬العزل‪ ‬الصوتي ‪ ‬‬ ‫‪ .18‬مواصفات‪ ‬أعمال‪ ‬الخشب ‪ ‬‬ ‫‪ ‬أنواع‪ ‬األخشاب ‪ ‬‬ ‫‪ ‬الخواص‪ ‬الطبيعية‪ ‬والميكانيكية‪ ‬لألخشاب ‪ ‬‬ ‫‪ ‬أعمال‪ ‬نجارة‪ ‬العمارة‪) ‬الباب‪ ‬والشباك( ‪ ‬‬ ‫‪ ‬أنواع‪ ‬األخشاب‪ ‬وطريقة‪ ‬تجھيزھا ‪ ‬‬ ‫‪ ‬الدرابزينات‪ ‬الخشب‪ ‬والكوبستات ‪ ‬‬ ‫‪ ‬الساللم‪ ‬الخشبية ‪ ‬‬ ‫‪ ‬معدالت‪ ‬الكميات‪ ‬لبعض‪ ‬أنواع‪ ‬األخشاب ‪ ‬‬ ‫‪ .19‬مواصفات‪ ‬أعمال‪ ‬التركيبات‪ ‬الكھربائية ‪ ‬‬ ‫‪ ‬تعاريف ‪ ‬‬ ‫‪ ‬مكونات‪ ‬التركيبات‪ ‬الكھربائية‪ ‬‬ ‫‪ ‬التأريض ‪ ‬‬ ‫‪ ‬الحماية‪ ‬من‪ ‬تيار‪ ‬التسرب‪ ‬األرضي‪ ‬‬ ‫‪ .20‬مواصفات‪ ‬أعمال‪ ‬التكييف ‪ ‬‬ ‫‪ ‬محتويات‪ ‬جھاز‪ ‬التبريد ‪ ‬‬ ‫‪ ‬العناصر‪ ‬األساسية‪ ‬المستخدمة‪ ‬في‪ ‬أنظمة‪ ‬التبريد ‪ ‬‬ ‫‪ ‬مراحل‪ ‬تركيب‪ ‬نظام‪ ‬التكييف‪ ‬المركزي ‪ ‬‬ ‫‪ ‬أسباب‪ ‬إحتراق‪ ‬محركات‪ ‬ضواغط‪ ‬التبريد‪ ‬والتكييف ‪ ‬‬ ‫‪ ‬أنواع‪ ‬أجھزة‪ ‬التكييف‪ ‬والضواغط ‪ ‬‬ ‫‪ ‬التبريد‪ ‬والتجميد‪ ‬باستخدام‪ ‬محلول‪ ‬البراين‪ (Brine) ‬‬ ‫‪ ‬حسابات‪ ‬حمل‪ ‬التبريد‪ ‬‬ ‫‪ ‬تطبيقات‪ ‬عملية‪ ‬لمشروعات‪ ‬عالمية‪ ‬‬ ‫‪ ‬إعادة‪ ‬إعمار‪ ‬برلين‪) ‬مباني‪ ‬وعمارة(‪ ‬‬ ‫‪ ‬توسعة‪ ‬قطار‪ ‬أنفاق‪ ‬لندن‪" ‬لندن‪ ‬جويلي"‪ ‬‬ ‫‪ ‬مطار‪ ‬ھونج‪ ‬كونج‪ ‬‬ ‫‪ ‬نفق‪ ‬بوسطن‪" ‬بيج‪ ‬يج" ‪ ‬‬ ‫‪ ‬مباني‪ ‬الس‪ ‬فيجاس‪) ‬مباني‪ ‬ضد‪ ‬الكوارث(‪ ‬‬ ‫‪ ‬حقل‪ ‬بترول‪ ‬جراند‪ ‬باذكس‪ – ‬كندا‪ ‬‬ ‫‪ ‬منصة‪ ‬البترول‪ – ‬كندا ‪ ‬‬ ‫‪ ‬‬ ‫‪366/‬‬ ‫‪366‬‬

‫‪www.ProjacsTraining.com‬‬

‫‪‬‬

‫‪English/Arabic‬‬

‫‪Course Language :‬‬

‫‪English‬‬

‫‪Course Manual:‬‬

‫‪US$ 2,750‬‬

‫‪Course Fee :‬‬


492

Certified Cost Engineer CCE Exam Preparation Course – Certified Program 28 November – 2 December 2010, Doha ‐ Qatar

Need & Benefit: Today’s ever‐changing business environment requires new approaches to Cost Engineering Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no‐longer sufficient to deal with the complexities of modern project undertakings. The essential need for cost engineering management practical implementation in the real world and the need of transferring theoretical to practical becomes a great challenge in the real world business which will direct and guide all project management knowledge areas implementation to achieve companies goals and objectives. At the end of this course, participants will gain the following • Understand the nature of real cost engineering management implementation in the real world • Organization team will have the chance understand the complete set of cost engineering implementation in order to achieve the organizations goals and objective in profits and mark up Who should attend? All business enterprises, construction, factories and all levels from project managers, line or front mangers to site engineers and cost control factories Course Director Karim El Dash; PhD; PMP  PhD, Structural Engineering, North Carolina State University, USA (1995).  PMP, Certified Project Management Professional from Project Management Institute (PMI), USA (2000‐2009).  Certified Consultant Engineer, Design of Structures, Egypt.  Delivered more than 30 technical and managerial academic courses in USA, Egypt, and Kuwait.  Participated in the management, structural design, and building assessment and repair of many mega construction projects in Egypt, Kuwait, and Saudi Arabia.  Lecturer and facilitator; prepared, delivered, and participated in more than 2000 training hours including more than 30 training subjects in the fields of project


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

 

management and construction. For example; facilitator for the Cambridge University Project Management Diploma; facilitator for preparation of Project Management Professional (PMP) certification. Produced 26 research papers in the field of construction management, project management, and structural engineering. Papers were published in international recognized journals or presented in international conferences in USA, GB, France, Canada, Spain, China, Norway, and Egypt. Received a Mention for his research in Project Management Expert Seminar in Spain 2004. Headed High Strength Concrete Session in Confined Concrete Conference in China 2004.

Course Curriculum Day One Cost, Pricing and Cost Estimation - Cost Elements - Pricing - Materials, Labor, Engineering and Equipments - Economic Costs - Activity‐Based Cost Management - Estimating - Process Product Manufacturing - Discrete Product Manufacturing Day Two Planning and Scheduling - Understanding Time Management Environment - The three major independencies - Introduction to Networks tools and techniques (AON – AOA) - Precedence Diagram Method (PDM) the philosophy and the art - Arrow Diagram Method (ADM) the philosophy and the art - Activity duration estimates (CPM – PERT – Monte Carlo) - Crashing and Fast Tracking Day Three Progress and Cost Control - Progress Measurement and Earned Value - Earned Value for Variable Budgets - Tracking Cost and Schedule Performance www.ProjacsTraining.com

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- Performance and Productivity Management Day Four Project Management and Economic Analysis - Project Management Fundamentals - Project Organization Structure - Project Planning - Project Labor Cost Control - Leadership and Management of Project People - Quality Management Gary Cokins - Value Analysis Del L. Younker, CCC - Contracting for Capital Projects James G. Zack, Jr. - Strategic Asset Management - Basic Engineering Economics - Applied Engineering Economics Day Five Statistics, Probabilities and Risk - Statistics & Probability - Basic Concepts in Descriptive Statistics - Risk Management

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:

US$ 2,950


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Mastering Modern Project Management™ And the Risk Management

493

(Workshop 1) 28 November – 2 December 2010 Doha / Qatar

Overview This five‐day program is designed to help you develop project management skills that will be immediately useful, usable, and used back on the job. How do we do this? We use actual projects provided by the participants in each class as the basis for all of the key exercises. This allows you to practice in a realistic environment that is not black and white, but shades of gray — just like the real world. This program will help you develop the skills needed to build and execute a realistic and robust project plan. You will learn how to balance product constraints, cost constraints, and schedule constraints in order to maximize stakeholder satisfaction. You will also learn how to measure project performance objectively. The program includes extensive treatment of qualitative risk management — how to find and respond to the real risks on your project, the ones that are most likely to cause you to fail. You will also learn how to write useful risk statements and how to recognize the conceptual biases that can interfere with good project risk management. Approximately 70% of class time is devoted to casework and experiential learning. During hands‐on exercises, you will work as part of a team to develop a project definition document, a work breakdown structure, range estimates, a network logic diagram, and a risk response analysis. Key Learning Objectives Upon completion, you will be able to: • Prepare an effective project definition document. www.ProjacsTraining.com

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• • • • • • • • •

Develop and document project success criteria. Construct a work breakdown structure that adds value. Improve the accuracy of project estimates. Sequence project activities. Calculate an activity‐based critical path. Determine which project risks require a response. Write risk statements that produce results. Use contingency and management reserves appropriately. Use earned value to guide corrective action.

Who should attend? These programs are designed for individuals who have or expect to have responsibility for leading or managing a project, subproject, or project phase. Newcomers will learn new skills. More experienced managers will enhance their ability to apply what they already know. Course Director :

William R. Duncan William R. Duncan is a principal of PMP, a US project management consulting firm. He currently serves as Director of Standards for the American Society for Advancement of Project Management, a position he has held since asapm was founded in 2000. Previously, he was Director of Standards for the Project Management Institute (PMI), Inc. (USA) from 1992‐1998. Mr. Duncan has over thirty years of management and consulting experience including five years with a major international consulting firm. He was the primary author of the 1994 and 1996 versions of A Guide to the Project Management Body of Knowledge, the most widely used project management standard in the world. In addition, his “process model” of project management was used to organize ISO 10006, Guidelines for quality in project management. He continues to volunteer in support of the project management profession. Mr. Duncan is a member of the directorate for the Operational Level Coordination Initiative (OLCI) which includes representatives from major corporations, key academic institutions with project management degree www.ProjacsTraining.com

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programs, and all of the major professional associations. He recently developed the initial draft of Performance‐Based Competency Standards for Project Managers for the Global Performance Based Standards for Project Management Personnel Initiative. He is also supporting the efforts of the International Project Management Association (IPMA) to upgrade its International Competency Baseline which is the foundation of IPMA’s Four Level Certification program. Mr. Duncan has also worked as an expert witness on project management practices for a major USA firm. He speaks widely throughout the world on topics such as Organizational Competence in Project Management™, Project Dynamics: the Law of Unintended Consequences, Project Recovery, Project Portfolio Management, Project Risk Management, and Performance‐Based Competency Standards. He has helped clients in North America, Latin America, Europe, Middle East, and Asia improve their organizational competence in project management. Major clients include Allied Signal, Camp Dresser & McKee, Codelco, Entergy Corporation, First Data Resources, FT Interactive Data, Guangdong Development Bank, Investors Group, Liberty Mutual Insurance, Manitoba Telephone, Polaroid, PSM Russia, RSA Security, Schlumberger, Shenzhen Cyberway, Sybase, and Texas Instruments. He is a 1970 graduate of Brown University, and has done post‐graduate work at Boston University and Northeastern. Specific, recent two consulting engagements include: • Development of a project manager competency model and career ladder for a large engineering consulting firm. Facilitation of a project start‐up workshop for a consumer products company. As a result of the workshop, the organization was able to cut nearly two months off the expected project duration — saving nearly $1,000,000. Detailed Topical Outline Day One Introduction Review of your project management challenges Organizational Competence in Project Management™ (OCiPM) Identifying the project’s stakeholders and their interests Scope vs. work: what they are, how they are related www.ProjacsTraining.com

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The Project Planning Process Why so many project teams are reluctant to plan appropriately Dealing with the “fuzzy‐front end” Project management processes and product‐oriented processes A non‐traditional view of the triple constraint Project Definition Document Writing a powerful project justification Understanding what your real deliverables are Constraints, assumptions, and exclusions Day Two Project Success Criteria Two major dimensions of project success Getting the stakeholders involved Influencing success criteria that are beyond your control Developing a Work Breakdown Structure (WBS) Purpose of the WBS Using your WBS to discover missing work items Integrating the WBS with the project life cycle Estimating Funding estimates vs. control estimates Using range estimates to deal with uncertainty Converting estimates into budgets Calculating an appropriate cost reserve Getting your budget approved Day Three Project Scheduling Duration estimating and sequencing Critical path and merge bias Preliminary schedules vs. schedule baselines Estimating an appropriate schedule reserve Project Risk Management Basic philosophy: fire‐fighting vs. fire prevention www.ProjacsTraining.com

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Risks, problems, and responses to each Project risk management throughout the project life cycle Very High Probability Risks (and responses to each) Lack of stakeholder agreement about outputs and outcomes Scope creep Unreasonable effort, cost, and schedule targets Identifying Project‐Specific Risks Checklists and taxonomies Stakeholder interviews and success criteria Writing clear and useful risk statements Day Four Prioritizing Project‐Specific Risks Assessment bias: “last night, they got the elephant” Expected monetary value Weighted extremes Probability‐impact matrix Developing Risk Responses Accept, mitigate, or avoid Characteristics of an effective response Mitigation options Understanding and using reserves and contingencies Using decision trees to help evaluate responses Risk Interactions Multiple impacts Stakeholder differences How to use a risk response interaction matrix Course Language: English Day Five Course Manual: English Risk Case Study Developed by participants US$ 2,950 Course Fee Measuring Project Progress Change management and corrective action Objectives of progress measurement www.ProjacsTraining.com

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Different approaches to progress measurement Milestones: the Game of Projects Recap and Review Getting the most from what you’ve learned: less is more Mapping the tools and techniques to your project challenges


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497

In cooperation with the University of Houston PROJACS Presents Master's Certificate in Project Management (MCPM Workshops 1, 2, 3, 4, 5) Approved and Sponsored Program by the University of Houston 28 Nov – 16 Dec, Qatar, Doha

Mastering Modern Project Management™ And the Risk Management (Workshop 1) Overview This five‐day program is designed to help you develop project management skills that will be immediately useful, usable, and used back on the job. How do we do this? We use actual projects provided by the participants in each class as the basis for all of the key exercises. This allows you to practice in a realistic environment that is not black and white, but shades of gray — just like the real world. This program will help you develop the skills needed to build and execute a realistic and robust project plan. You will learn how to balance product constraints, cost constraints, and schedule constraints in order to maximize stakeholder satisfaction. You will also learn how to measure project performance objectively. The program includes extensive treatment of qualitative risk management — how to find and respond to the real risks on your project, the ones that are most likely to cause you to fail. You will also learn how to write useful risk statements and how to recognize the conceptual biases that can interfere with good project risk management. Approximately 70% of class time is devoted to casework and experiential learning. During hands‐on exercises, you will work as part of a team to develop a project definition document, a work breakdown structure, range estimates, a network logic diagram, and a risk response analysis.

Key Learning Objectives Upon completion, you will be able to: • Prepare an effective project definition document. • Develop and document project success criteria. • Construct a work breakdown structure that adds value.


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• • • • • • •

Improve the accuracy of project estimates. Sequence project activities. Calculate an activity‐based critical path. Determine which project risks require a response. Write risk statements that produce results. Use contingency and management reserves appropriately. Use earned value to guide corrective action.

Who should attend? These programs are designed for individuals who have or expect to have responsibility for leading or managing a project, subproject, or project phase. Newcomers will learn new skills. More experienced managers will enhance their ability to apply what they already know, for individuals who have or expect to have responsibility for leading or managing a project, subproject, or project phase. Newcomers will learn new skills. More experienced managers will enhance their ability to apply what they already know.

Course Director : William R. Duncan William R. Duncan is a principal of PMP, a US project management consulting firm. He currently serves as Director of Standards for the American Society for Advancement of Project Management, a position he has held since asapm was founded in 2000. Previously, he was Director of Standards for the Project Management Institute (PMI), Inc. (USA) from 1992‐1998. Mr. Duncan has over thirty years of management and consulting experience including five years with a major international consulting firm. He was the primary author of the 1994 and 1996 versions of A Guide to the Project Management Body of Knowledge, the most widely used project management standard in the world. In addition, his “process model” of project management was used to organize ISO 10006, Guidelines for quality in project management. He continues to volunteer in support of the project management profession. Mr. Duncan is a member of the directorate for the Operational Level Coordination Initiative (OLCI) which includes representatives from major corporations, key academic institutions with project management degree programs, and all of the major professional associations. He recently developed the initial draft of Performance‐Based Competency Standards for Project Managers for the Global Performance Based Standards for Project Management Personnel Initiative. He is also supporting the efforts of the International Project Management Association (IPMA) to upgrade its International Competency Baseline which is the foundation of IPMA’s Four Level Certification program. Mr. Duncan has also worked as an expert witness on project management practices for a major USA firm. He speaks widely throughout the world on topics such as Organizational Competence in Project Management™, Project Dynamics: the Law of Unintended Consequences, Project Recovery, Project Portfolio Management, Project Risk Management, and Performance‐Based Competency Standards.


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He has helped clients in North America, Latin America, Europe, Middle East, and Asia improve their organizational competence in project management. Major clients include Allied Signal, Camp Dresser & McKee, Codelco, Entergy Corporation, First Data Resources, FT Interactive Data, Guangdong Development Bank, Investors Group, Liberty Mutual Insurance, Manitoba Telephone, Polaroid, PSM Russia, RSA Security, Schlumberger, Shenzhen Cyberway, Sybase, and Texas Instruments. He is a 1970 graduate of Brown University, and has done post‐graduate work at Boston University and Northeastern. Specific, recent two consulting engagements include: • Development of a project manager competency model and career ladder for a large engineering consulting firm. Facilitation of a project start‐up workshop for a consumer products company. As a result of the workshop, the organization was able to cut nearly two months off the expected project duration — saving nearly $1,000,000

Detailed Topical Outline Day One Introduction Review of your project management challenges Organizational Competence in Project Management™ (OCiPM) Identifying the project’s stakeholders and their interests Scope vs. work: what they are, how they are related

The Project Planning Process Why so many project teams are reluctant to plan appropriately Dealing with the “fuzzy‐front end” Project management processes and product‐oriented processes A non‐traditional view of the triple constraint

Project Definition Document Writing a powerful project justification Understanding what your real deliverables are Constraints, assumptions, and exclusions

Day Two Project Success Criteria Two major dimensions of project success Getting the stakeholders involved Influencing success criteria that are beyond your control

Developing a Work Breakdown Structure (WBS) Purpose of the WBS Using your WBS to discover missing work items Integrating the WBS with the project life cycle

Estimating Funding estimates vs. control estimates Using range estimates to deal with uncertainty


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Converting estimates into budgets Calculating an appropriate cost reserve Getting your budget approved

Day Three Project Scheduling Duration estimating and sequencing Critical path and merge bias Preliminary schedules vs. schedule baselines Estimating an appropriate schedule reserve

Project Risk Management Basic philosophy: fire‐fighting vs. fire prevention Risks, problems, and responses to each Project risk management throughout the project life cycle

Very High Probability Risks (and responses to each) Lack of stakeholder agreement about outputs and outcomes Scope creep Unreasonable effort, cost, and schedule targets

Identifying Project‐Specific Risks Checklists and taxonomies Stakeholder interviews and success criteria Writing clear and useful risk statements

Day Four Prioritizing Project‐Specific Risks Assessment bias: “last night, they got the elephant”

Expected monetary value Weighted extremes Probability‐impact matrix

Developing Risk Responses

Accept, mitigate, or avoid Characteristics of an effective response Mitigation options Understanding and using reserves and contingencies Using decision trees to help evaluate responses

Risk Interactions Multiple impacts Stakeholder differences How to use a risk response interaction matrix

Day Five Risk Case Study Developed by participants www.ProjacsTraining.com

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Measuring Project Progress Change management and corrective action Objectives of progress measurement Different approaches to progress measurement Milestones: the Game of Projects

Recap and Review Getting the most from what you’ve learned: less is more Mapping the tools and techniques to your project challenges


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Project Negotiations (Workshop 2) Overview Negotiation is often the best — and sometimes the only — way to develop effective, lasting solutions to many kinds of project problems. This two‐day program builds the skills you need to craft constructive agreements between the project team and the other stakeholders. Participative exercises will help you master basic concepts: getting agreement vs. eliminating differences and positions vs. interests. You will also learn when to negotiate, how to prepare for a negotiation, how to manage the aggressive negotiator, and how to deal with “everyday” negotiations. Case studies include both internal negotiations and contract negotiations. Approximately 70% of class time is devoted to casework and experiential learning. During hands‐on exercises, you will work as part of a team to apply the techniques of win‐win negotiating to a series of increasingly challenging project negotiations.

Key Learning Objectives Upon completion, you will be able to: • Determine whether to negotiate • Describe the phases of a negotiation • Use a structured process to negotiate • Deal with an aggressive negotiator • Craft agreements that preserve your relationship with your counterpart • List ten useful tactics for negotiating

Detailed Topical Outline Day One Introduction What, when, and why to negotiate Elements of a successful negotiation Types of negotiations Win‐lose vs. win‐win negotiation Dangerous assumptions about working relationships The process of negotiation

Preparing for the Negotiation Surveying the environment Your interests, their interests, shared interests Constraints and assumptions Anticipating problems Using a trade‐off matrix Constructing the facts Who are the stakeholders?


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Day Two Conducting the Negotiation “Tactics” is not a four‐letter word Choosing your attitude and style Dealing with your emotions Asking questions the right way Ultimatums: when they are okay Common errors: starting too high or too low, splitting the difference

Follow‐through Keeping your commitments Monitoring compliance When the agreement falls apart

Special Topics Managing the aggressive negotiator Telephone negotiations Surprise negotiations


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Project Leadership and Team Building (Workshop 3) Overview This three‐day program will help you develop the personal and professional skills needed to lead your project team. You will learn how to create a shared vision and how to keep your team aligned with that vision through storytelling. The program covers vital general management skills such as motivation, feedback, and delegation. Other topics include how to develop agreement on roles and responsibilities, when to emphasize task behaviors over relationship behaviors, how to build a team that sees itself as a team, and dealing with a difficult team member. Approximately 70% of class time is devoted to casework and experiential learning. Among other activities, you will complete a leadership skills inventory and develop a personal action plan for use when you return to work.

Key Learning Objectives Upon completion, you will be better able to: • Define the characteristics of an effective leader • Use “vision” as a project management tool • Create a motivating work environment • Provide useful feedback to team members • Delegate and assign activities appropriately • Recognize a high performance team • Communicate more effectively with your team • Surface and deal with conflict

Detailed Topical Outline Day One Introduction Leadership, management, and team building Characteristics of a leader Leadership essentials

Visioneering When to develop a vision, when not to Levels of vision: corporate to project Getting your team to buy into the vision

Storytelling Why use stories Good stories and bad stories


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Motivation Skill vs. will: the importance of knowing the difference Herzberg’s view: motivation vs. satisfaction Ideas for motivating your project team members

Feedback Establishing the context How and when to give positive feedback How and when to provide constructive criticism

Day Two Delegation Delegation vs. assignment Using Oncken’s Five Level Delegation Model Understanding stretch goals

Team Building Basics Work groups vs. teams Characteristics of a high performance team Stages of team development Identifying team roles Task and relationship behaviors

Communicating with Your Team Tone management Dealing with stated — and unstated! — assumption Understanding and accommodating personality styles

Day Three Dealing with Conflict Issues, problems, and conflicts Attitudes toward conflict Respect as style and respect as behavior Escalation of commitment Selecting and using different conflict resolution approaches Dealing with difficult behavior

Facilitation Skills for Project Managers Facilitation and meeting management The role of the facilitator Planning the session Group process activities Case study exercise


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Contracting for Project Managers (Workshop 4) Overview Time‐to‐market pressures have caused many companies to make more use of contractors. This in turn has created a demand for increased knowledge and enhanced skills for project managers in the area of contract and contractor management: • The items being procured are more diverse, and thus the contract terms and conditions are more diverse as well. • Multiple items are typically procured for each project, and thus project managers may need to coordinate five or six contractors on a single project. • Contractors are often geographically dispersed, frequently even in another country, and thus more difficult to monitor. This two‐day program is designed to help project managers develop the skills needed to manage in this environment. This program will help you meet your project success criteria through better control of how the seller’s work is done. Approximately 70% of classroom time is devoted to hands‐ on exercises and directed discussion.

Key Learning Objectives Upon completion, you will be able to: • Identify the basic elements of a contract • List the eight factors that cause most contracts disputes • Differentiate common contract types • Prepare or assess a statement of work • Understand common contract terms and conditions

Detailed Topical Outline Day One Introduction Projects, procurement, and contracts Understanding the buyer‐seller relationship The four key elements of a valid contract

Business Issues: Conduct of the work Specifications and the Statement of Work (SOW) Is the price reasonable? Advantages and disadvantages of different contract types Potential scheduling problems Payment terms

Business Issues: Assurances for both parties Product performance guarantees


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Financial guarantees: payment and performance bonds Warranties: coverage, responsibilities, damages Limitation of liability

Day Two Procurement Planning Procurement management plan Types of procurement documents Preparing the procurement documents: what to include, what to omit

Acquisition Should you go sole source? Different approaches to bidding Evaluating the responses: standards and procedures, legal requirements The preferred order for contract negotiations Interests vs. positions

Contract Management High priority contracting risks Improving communication between buyer and seller Breach of contract Payment processing and payment disputes

Recap and review Case study: South of the Border Telephone Company

(MCPM Workshop 5) Advanced Project Management Topics Workshop Overview This three‐day workshop covers a variety of advanced topics that will help you improve your ability to satisfy your stakeholders’ success criteria. You will learn cost‐effective techniques for quality improvement, the strengths and weaknesses of popular project scheduling software, and how to plan and facilitate an after‐action review session. In addition, you will learn how to apply the concepts of Organizational Competence in Project Management: a new, creative, and more flexible approach to the traditional concept of organizational project management maturity. The workshop also includes a module on project dynamics which explains how various aspects of a project interact in often unpredictable ways. Key Learning Objectives

Upon completion, you will be able to: www.ProjacsTraining.com

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• • • • • • •

Evaluate and improve the performance of an individual project Apply Six Sigma and Total Quality Management concepts to your project Assess corrective action using systems thinking concepts Facilitate project planning sessions and other meetings Conduct an effective After Action Review (lessons learned session) List the key assumptions of critical path calculations Explain why the critical path method almost always significantly underestimates the most likely project duration • Apply DRAG ( Devaux’s Removed Activity Gauge) to reduce project duration • Appraise your organization’s overall project management competence • Analyze programs and other types of project portfolios for strategic fit

Course Curriculum: Day One Introduction The World of Project Management: other views from around the globe Credentialing approaches: strengths and weaknesses

Organizational Competence in Project Management The elements of organizational competence Assessing your organization Planning for improvements

Day Two Advanced Scheduling Review of key concepts and definitions Scheduling as an iterative process Understanding “control” as a positive construct

Historical Perspectives Development of the Critical Path Method Activity on Arrow diagramming Emergence of Program Evaluation and Review Technique (PERT) Activity on Node diagramming Simplifying the network logic

CPM in Depth Underlying assumptions Activity‐based vs. resource‐based critical paths Estimating durations Critical chain: strengths and weaknesses Managing float

Addressing the Weaknesses of CPM Merge bias Monte Carlo analysis


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Using Devaux’s Reduced Activity Gauge (DRAG) to shorten project duration

Day Three Quality Concepts in Project Management ISO 9000 series and ISO 10006 Fundamentals of Six Sigma and TQM

Project Dynamics: the Law of Unintended Consequences The project as a system: flows and feedback loops Understanding Brooks’ Law

Ethics and culture Understanding ethical choices: choosing when there are no good options Managing across cultural divides

Course Language : English Course Manual:

Course Fee


English

US$ 8,950

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The FIDIC Contracts and Arbitration 498

28 November – 2 December 2010, Cairo ‐ Egypt

Need & Benefit

FIDIC 99 conditions of contract are increasingly becoming the prevailing contract language across the globe. Every year, new countries are adopting FIDIC 99 conditions of contract as their sole contractual forms. To stay competitive and at the top of their profession, contract engineers, administrators, and managers have to understand and master the contract language of the future – the FIDIC 99 conditions of contract. The objective of this workshop is to provide participants with a comprehensive understanding of FIDIC conditions of contract for construction. Upon completion of this workshop, participants are expected to:  Know the different forms of FIDIC 99 conditions of contract  Be able to select the appropriate FIDIC form  Understand the roles and obligations of the contractual parties  Understand the role of the engineer in administering the contract and making fair determinations  Be able to administer contractual issues related to plant, material and workmanship; commencement, delays, and suspension; tests on completion; employer’s taking over; and defects liability  Understand how measurement and evaluation are conducted  Become familiar of the different approaches to variations and adjustments  Know the payment procedure  Understand rights of the parties to suspend work and/or terminate the contract  Become aware of force majeure and its consequences  Know the claims procedure  Understand how to escalate a dispute to the Dispute Adjudication Board (DAB), amicable settlement, and arbitration Who Should Attend The workshop is designed for professionals in the construction industry who are involved and/or interested in contract administration and management. Course Curriculum Day one www.ProjacsTraining.com

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     

Introduction to FIDIC 99 conditions of contract Selection of the appropriate form General provisions The employer The engineer The contractor

Day two  Nominated subcontractors  Staff and labor  Plant, material, and workmanship  Commencement, delays, and suspension Day 3  Tests on completion  Employer’s taking over  Defects liability  Measurement and evaluation Day 4  Variation and adjustments  Contract price and payments  Termination by employer Day 5  Suspension and termination by contractor  Risks and responsibility  Force majeure  Claims, disputes, and arbitration Course Director Dr. Mohammad S. El‐Mashaleh, PhD, Dr. El‐Mashaleh is an assistant professor at the Department of Civil Engineering at the Hashemite University in Jordan. He received his Ph.D. in Construction Engineering and Management from the University of Florida in 2003. Dr. El‐Mashaleh holds an M.Sc. in Construction Management from Del E. Webb School of www.ProjacsTraining.com

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Construction at Arizona State University and a B.Sc. from the University of Jordan in Civil Engineering. Prior to joining the Hashemite University, Dr. El‐Mashaleh served as both project manager and tendering officer for the Royal Engineering Corps in Jordan. He has 10 years of industry experience in the area of construction management and contract administration. Dr. El‐Mashaleh has many publications in leading construction management journals and international conferences. Dr. El‐Mashaleh taught courses and conducted workshops in topics of construction management, contract administration, FIDIC conditions of contract, Primavera Project Planner, construction planning and scheduling, construction site management and supervision, advanced techniques in projects supervision, construction methods, engineering economy, AutoCAD, and technical writing for engineers.

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:

US$ 2,750


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Design Management – Case Study and Workshop ‫عمل‬ ‫وورشة‬ ‫حالة‬ ‫دراسة‬ ‐ ‫المعماريين‬ ‫للمھندسين‬ ‫التصميم‬ ‫إدارة‬ 28November‐ 02December.2010

499

‐Cairo

Introduction Design management is getting lot of attention in the construction sector due to its strong implications for the entire project. Successful management of design is critical to cost‐ effectiveness, timeliness and quality of the entire project. According to many studies around 20‐ 25% of the total construction period is wasted due to design deficiencies. Other studies suggest that around 78% of quality problems in construction are design related. From cost point of view, as well, design‐caused defects form the largest category. Every construction project has its own requirements with respect to the method of construction, the place of construction and most importantly, what has to be constructed. However, all projects have one thing common to them, and that is, the immense complexities that they possess. The majority of this complexity lies in the design phase of the project. Hence, design management has assumed significance over the years. This training program will introduce the participants to an introduction to construction industry and project management, the different stages of construction projects, the different development and types of several design management models, the different steps required to the management of a design project and general case studies and applications. Upon completion of this training course, participants will know:  Mitigation of risk by selection of the most suitable project design type  Methods of selection and qualifying contractors  Terms and conditions‐examples of commercial terms  Reducing total cost of project  Developing better warranties provisions  How to determine fair and reasonable prices and times  Structuring economic price adjustments  Negotiation planning and strategies


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 Design management techniques

The organization will benefit by:  Greater strategic focus of those involved in Contracting  Higher productivity of design and contracting personnel  Reduced cost of contracts for materials & services  Better outcomes in design methods evaluation  Improved supplier performance

Attendees will gain by participation in this program as a result of:  Increased skill sets in design process  A greater sense of Professionalism in design process evaluation  Knowledge of evaluating prices and times  Greater ability to lead successful negotiations with suppliers and contractors  Increased recognition by the organization due to improved performance

Who Should Attend? This course is recommended for any one involved with the design stage of construction, maintenance and repair projects:  Architectural engineers  Structural design engineers  Construction engineers  Mechanical engineers  Electrical engineers  Process / operation engineers

Course Director: Dr. Mohamed Askar ‫عسكر‬ ‫محمد‬ .‫د‬ The design management for construction projects course will be taught by Professor Mohamed Askar. In addition to being Head of The Building Construction Engineering and Management


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Department, Faculty of Engineering, Dr. Askar is also a consultant to the construction industry and Projacs International Company. He has more than 20 years experiences (through his own construction contracting company, real estate company, and engineering consultation office in Egypt, Saudi Arabian and Emirates) in construction engineering and management, financial management, design management, maintenance and repair operations, value engineering, methods improvement applications, training industry personnel, B.O.T. projects, contracts and specifications, heavy construction equipment, quality systems, productivity improvement systems, strategic analysis and planning, building finishing works, new technologies in building construction, project management professionals (PMP), etc. Dr. Askar is involved in several research projects. Dr. Askar holds a Ph.D. in Construction Engineering (robots at construction sites) from Dortmund/Cottbus University in Germany 1996. Dr. Askar, as the head of the construction department at the university, is involved in developing and designing the related curriculum and the training teaching materials. He is participating in customized training to the engineers and technicians of many industries. He used to participate in all educational, administration, curriculum development, industrial cooperation, cooperative training, and continuous education. He used to attend scientific conferences. He published more than 25 scientific articles and papers in local and international conferences and journals. Professor Askar administrates many construction projects and programs in Kuwait, Kingdom of Saudi Arabia, United Arab Emirate, Yemen, Libya, Syria and Egypt. Dr. Askar acts as a consultant in the World Bank projects in Egypt. He is a member in the Committee for the Preparation of the Egyptian Project Management Code and in many international affiliations.

:‫التدريبي‬ ‫البرنامج‬ ‫محتويات‬ :‫األول‬ ‫اليوم‬ ‫التشييد‬ ‫ومشاريع‬ ‫صناعة‬ ‫عن‬ ‫عامة‬ ‫مقدمة‬ .‫التشييد‬ ‫صناعة‬ ‫طبيعة‬



.‫التشييد‬ ‫صناعة‬ ‫لدخول‬ ‫األساسية‬ ‫المتطلبات‬



.‫الوطني‬ ‫اإلقتصاد‬ ‫دعم‬ ‫في‬ ‫ودورھا‬ ‫التشييد‬ ‫صناعة‬ ‫حجم‬



.‫المقاوالت‬ ‫لشركات‬ ‫التنظيمى‬ ‫الھيكل‬



.‫التشييد‬ ‫مشروع‬ ‫خصائص‬



.‫التشييد‬ ‫مشروع‬ ‫حياة‬ ‫دورة‬ ‫خصائص‬



.‫التشييد‬ ‫مشروع‬ ‫مراحل‬




o

394/ 394


‫‪o‬‬

‫مقدمة‪ ‬عامة‪ ‬عن‪ ‬مجموعة‪ ‬المھام‪ ‬الھندسية‪ ‬والفنية‪ ‬المطلوب‪ ‬توافرھا‪ ‬لدى‪ ‬المكتب‪ ‬الفني‪ ‬في‪ ‬مھام‪ ‬التصميمات‪ ‬‬

‫‪o‬‬

‫مقدمة‪ ‬عامة‪ ‬عن‪ ‬مجموعة‪ ‬المھام‪ ‬اإلدارية‪ ‬المطلوب‪ ‬توافرھا‪ ‬لدى‪ ‬المكتب‪ ‬الفني‪ ‬في‪ ‬مھام‪ ‬التصميمات‪ ‬‬ ‫‪‬‬

‫مرحلة‪ ‬الدراسات‪ ‬اإلبتدائية‪ .Preliminary Studies ‬‬

‫‪‬‬

‫مرحلة‪ ‬دراسات‪ ‬الجدوى‪ .Feasibility Studies ‬‬

‫‪‬‬

‫مرحلة‪ ‬التصميم‪ ‬األولي‪ ‬للمشروع‪ .Conceptual Design ‬‬

‫‪‬‬

‫مرحلة‪ ‬الرسومات‪ ‬اإلبتدائية‪ ‬للمشروع‪ .Preliminary Design ‬‬

‫‪‬‬

‫مرحلة‪ ‬الرسومات‪ ‬التفصيلية‪ .Detailed Drawings ‬‬

‫‪‬‬

‫مرحلة‪ ‬الرسومات‪ ‬التنفيذية‪ ‬والتشغيلية‪ .Workshop Drawings ‬‬

‫‪ ‬‬ ‫‪ ‬‬ ‫اليوم‪ ‬الثاني‪ :‬‬ ‫‪o‬‬

‫المھام‪ ‬الھندسية‪ ‬والفنية‪ ‬المطلوب‪ ‬توافرھا‪ ‬لدى‪ ‬المكتب‪ ‬الفني‪ ‬في‪ ‬مھام‪ ‬التصميمات‪ ‬‬ ‫‪‬‬

‫تطوير‪ ‬مھارات‪ ‬مھام‪ ‬التصميم ‪ ‬‬

‫‪‬‬

‫المفاھيم‪ ‬األساسية‪ ‬في‪ ‬مراجعة‪ ‬وتدقيق‪ ‬المخططات‪ ‬الھندسية ‪ ‬‬ ‫ مراجعة‪ ‬المخططات‪ ‬المعمارية‪ ‬‬‫ مراجعة‪ ‬التصاميم‪ ‬المعمارية‪ ‬‬‫ مراجعة‪ ‬التفاصيل‪ ‬والمخططات‪ ‬التشغيلية‪ ‬المعمارية‪ ‬‬‫ مراجعة‪ ‬المخططات‪ ‬اإلنشائية‪ ‬‬‫ مراجعة‪ ‬التصاميم‪ ‬اإلنشائية‪ ‬والمذكرة‪ ‬الحسابيٮة‪ ‬‬‫ مراجعة‪ ‬التفاصيل‪ ‬والمخططات‪ ‬التشغيلية‪ ‬لكل‪ ‬العناصر‪ ‬اإلنشائية‪ ‬‬‫ مراجعة‪ ‬المخططات‪ ‬الصحية‪ ‬‬‫ مراجعة‪ ‬التصاميم‪ ‬الصحية‪ ‬‬‫ مراجعة‪ ‬التفاصيل‪ ‬والمخططات‪ ‬التشغيلية‪ ‬الصحية‪ ‬‬‫ مراجعة‪ ‬المخططات‪ ‬الكھربائية‪ ‬‬‫ مراجعة‪ ‬التصاميم‪ ‬الكھربائية‪ ‬‬‫ مراجعة‪ ‬التفاصيل‪ ‬والمخططات‪ ‬التشغيلية‪ ‬الكھربائية‪ ‬‬‫ مراجعة‪ ‬المخططات‪ ‬الميكانيكية‪ ‬‬‫ مراجعة‪ ‬التصاميم‪ ‬الميكانيكية‪ ‬‬‫ مراجعة‪ ‬التفاصيل‪ ‬والمخططات‪ ‬التشغيلية‪ ‬الميكانيكية‪ ‬‬‫‪ -‬مراجعة‪ ‬تطابق‪ ‬المخططات‪ ‬المعمارية‪ ‬واإلنشائية‪ ‬والصحية‪ ‬والكھروميكانيكية‪ ‬مع‪ ‬بعضھا‪ ‬البعض‪ ‬‬

‫‪ ‬‬ ‫اليوم‪ ‬الثالث‪ :‬‬

‫‪395/‬‬ ‫‪395‬‬



‫‪o‬‬

‫المھام‪ ‬اإلدارية‪ ‬المطلوب‪ ‬توافرھا‪ ‬لدى‪ ‬المكتب‪ ‬الفني‪ ‬في‪ ‬مھام‪ ‬التصميمات‪ ‬‬ ‫‪‬‬

‫مراجعة‪ ‬وإعداد‪ ‬الدراسات‪ ‬الإلبتدائية‪ ‬للمشروع‪ ‬وإعداد‪ ‬ملخص‪ ‬المشروع ‪ ‬‬

‫‪‬‬

‫مراجعة‪ ‬وإعداد‪ ‬مجموعة‪ ‬دراسات‪ ‬الجدوى‪ ‬للمشروع ‪ ‬‬ ‫ دراسات‪ ‬الجدوى‪ ‬اإلقتصادية‪ ‬‬‫ دراسات‪ ‬الجدوى‪ ‬التمويلية‪ ‬‬‫ دراسات‪ ‬الجدوى‪ ‬الثقافية‪ ‬‬‫ دراسات‪ ‬الجدوى‪ ‬الفنية‪ ‬‬‫ دراسات‪ ‬الجدوى‪ ‬الھندسية‪ ‬‬‫ دراسات‪ ‬الجدوى‪ ‬التسويقية‪ ‬‬‫ دراسات‪ ‬الجدوى‪ ‬اإلجتماعية‪ ‬‬‫‪ -‬دراسات‪ ‬الجدوى‪ ‬البيئية ‪ ‬‬

‫‪‬‬

‫مراجعة‪ ‬وإعداد‪ ‬التصميم‪ ‬األولي‪ ‬للمشروع ‪ ‬‬

‫‪‬‬

‫مراجعة‪ ‬وإعداد‪ ‬الخطة‪ ‬التنفيذية‪ ‬للمشروع ‪ ‬‬

‫‪‬‬

‫مقدمة‪ ‬عن‪ ‬الھندسة‪ ‬القيمية ‪ ‬‬

‫‪‬‬

‫مراجعة‪ ‬المواصفات‪ ‬األعمال‪ ‬‬

‫‪‬‬

‫مراجعة‪ ‬مواصفات‪ ‬المواد ‪ ‬‬

‫‪‬‬

‫مراجعة‪ ‬جداول‪ ‬الكميات ‪ ‬‬

‫‪‬‬

‫تقدير‪ ‬التكاليف‪ ‬للمشروع‪ ‬بمراحلھا‪ ‬المختلفة ‪ ‬‬

‫‪‬‬

‫مراجعة‪ ‬وثائق‪ ‬العقد ‪ ‬‬

‫‪‬‬

‫مراجعة‪ ‬المطالبات‪ ‬الناشئة‪ ‬عن‪ ‬مشاكل‪ ‬التصميم ‪ ‬‬

‫‪‬‬

‫مراجعة ‪ ‬ومتابعة ‪ ‬البرنامج ‪ ‬الزمني ‪ ‬للتصميم ‪ ‬وتحديد ‪ ‬مواعيد ‪ ‬البدايات ‪ ‬والنھايات ‪ ‬المبكرة ‪ ‬والمتأخرة ‪ ‬ومن ‪ ‬ثم ‪ ‬تحديد‪ ‬‬ ‫فترات‪ ‬السماحية‪ ‬إلنجاز‪ ‬التصميم‪ ‬‬

‫‪‬‬

‫مراجعة‪ ‬المواصفات‪ ‬ومتطلبات‪ ‬العميل‪ ‬ومدى‪ ‬موافقتھا‪ ‬ألصول‪ ‬الصناعة‪ ‬‬

‫‪ ‬‬ ‫اليوم‪ ‬الرابع‪ :‬‬ ‫‪o‬‬

‫المھام‪ ‬اإلدارية‪ ‬المطلوب‪ ‬توافرھا‪ ‬لدى‪ ‬المكتب‪ ‬الفني‪ ‬في‪ ‬مھام‪ ‬التصميمات‪) ‬تابع( ‪ ‬‬ ‫‪‬‬

‫‪396/‬‬ ‫‪396‬‬

‫النماذج‪ ‬المختلفة‪ ‬إلدارة‪ ‬التصميم‪ :‬‬ ‫‪Introduction ‬‬

‫‪‬‬

‫‪Design management vs. Construction management ‬‬

‫‪‬‬

‫‪Characteristics of design management ‬‬

‫‪‬‬

‫‪Design management phases ‬‬

‫‪‬‬

‫‪Thinking to build a simple model of design ‬‬

‫‪‬‬





Researches review in design management 

The RIBA Design (The Royal Institute of British Architects of work) Model,



‘‘Total Design’’ Model,



(VDI) Engineering Model,



March's Design Model,



BS 7000 Design Model,



French’s Design Model,



Pahl and Beitz D‐Model,



The Analytical Design Planning Technique (ADePT),



Integrated Design Planning,



Scheduling and Control (DePlan),



Design Collaboration (Teamwork) Frameworks,



Conventional Design Process in construction, and



Process Parameter Interface



Conventional design process in construction



Process‐Parameter‐Interface Model



Case study: Design of a conference room



Design reviews in the construction process



Concurrent engineering approach to reducing design delivery time



Different case studies :‫الخامس‬ ‫اليوم‬ :(‫عمل‬ ‫وورشة‬ ‫دراسية‬ ‫)حالة‬ ‫للتطبيق‬ ‫التصميم‬ ‫إلدارة‬ ‫مقترح‬ ‫نموذج‬



An integrated proposed new Design Management Model (DMM) suitable for various cases in construction projects: 

An Integrated System req. for the Initial Phase  Preliminary Studies Forms  Design Project Scope Forms



An Integrated System req. for the Planning Phase



An Integrated System req. for the Control Phase


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Course Breakdown Day #1 1. Introduction to construction industry:  Construction project stages  Main contract types  Methods of tendering  Construction engineering  Construction categories  Construction project management  Importance of design management for construction projects 2. Project Feasibility Studies Day #2 3. Drawings and Specifications 4. Design stage in construction projects Day #3 5. Management of the design phase process as a project:  Cost estimate  Planning and scheduling  Resources management  Financial management  Time control  Cost control  Quality control and assurance  Tendering Procedures  Value Engineering  Construction Project Contracts  Contractors Evaluation


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 The Design and Construction Process Day #4 6. Review of the different applied design management models for construction projects: 

Introduction



Design management vs. Construction management



Characteristics of design management



Design management phases



Thinking to build a simple model of design



Researches review in design management 

The RIBA Design (The Royal Institute of British Architects of work) Model,



‘‘Total Design’’ Model,



(VDI) Engineering Model,



March's Design Model,



BS 7000 Design Model,



French’s Design Model,



Pahl and Beitz D‐Model,



The Analytical Design Planning Technique (ADePT),



Integrated Design Planning,



Scheduling and Control (DePlan),



Design Collaboration (Teamwork) Frameworks,



Conventional Design Process in construction, and



Process Parameter Interface



Conventional design process in construction



Process‐Parameter‐Interface Model



Case study: Design of a conference room



Design reviews in the construction process



Concurrent engineering approach to reducing design delivery time



Different case studies

Day #5


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7. An integrated proposed new Design Management Model (DMM) suitable for various cases in construction projects (CASE STUDY AND WORKSHOP): 

An Integrated System req. for the Initial Phase 

Preliminary Studies Forms



Design Project Scope Forms



An Integrated System req. for the Planning Phase



An Integrated System req. for the Control Phase


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500

Solving Problems Creatively & Making Decisions Efficiently

29 Nov – 3 Dec 2010

Kuala Lumpur, Malaysia

Introduction: Imagine increasing productivity, reducing waste and improving customer satisfaction by developing a process for effectively solving problems and decision making. These benefits and many others are the excellent reasons to learn the creative problem solving techniques outlined and build a toolkit for solving problems and decision making that form part of every day life in today's organization. Good decision‐making is an essential skill for effective leadership. If you learn to make timely and well‐considered decisions, you can lead your team to well‐ deserved success. This workshop will introduce you to practical tools and techniques that can help you solve problems and make the best decisions possible using the time and information you have available. Objectives: The objective of this intensive course is to:  

    

Identify the real problem in a given situation, Provide participants with technical knowledge and practical training on the methodologies and tools of problem solving and Decision Making. Map out the likely consequences of alternative decisions, Weigh the importance of individual factors, Developing and upgrading diagnostic problem skills Choose the best course of action to take See your decisions through to a successful implementation.


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All in all, this course will prepare you to tackle any problem, large or small, and will give you the confidence you need to make and implement decisions that will benefit your career, and the customers you serve Who Should Attend: Managers, professionals, and any person who is looking for the best techniques to solve any problems related to their works and who is admiring to make the most efficient decisions to achieve the best desired objectives. Course Director

Dr. Amira Zeitoun‐ MBA‐ PhD Dr. Amira Zeitoun is a certified International Management and Marketing trainer from the American Management Association (AMA) and an active member in American society for training and development, USA. She obtained her Master and PhD Degree with honored in Management and Organization from University of Minnesota, United States of America in 2003. In 2006, she was certified as a Master Trainer, from Business Edge‐IFC‐ International World Bank from Washington, USA Also, she got CHARTER certificate in HR in 2007, from Canadian Human resources association, Vancouver, Canada. Dr. Zeitoun has a strong back ground working with many governmental, private, and Multinational companies in and outside Egypt. She has working experiences in Egypt, Yemen, United Arab of Emirates, Bahrain, Qatar, Sudan, Kuwait, Morocco, Jordan, Malaysia, Russia, and United States of America. She is delivering ready made and tailors made courses and Workshops; Inside Egypt to these companies: BADER Petroleum, ENBI, GABCO Petroleum, Misr Petroleum, United Advisory Group (Ltd.), AMED EAST, Egypt Yellow Pages, Sky Link Egypt, Bahgat Group, National Egyptian Suiseetee General Bank, Giza System, IT WORKX, Ministry of Tourism , Mercedes for Heavy Transportation Equipments (MCV), Egyptian for Maintenance‐ Petroleum Company, Mob nil, Nestle, Johnson and Johnson, and Egyptian Postal Offices, Monetary Institution of Central Egyptian Bank, Microsoft Egypt, Novartis ( Pharma), RAYA. www.ProjacsTraining.com

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And Outside Egypt such as: GOOGLE‐ San Francisco, USA‐ University of Minnesota‐ USA, Form Exhibition‐ Russia‐ IBM‐ Bahrain, Yemen Airlines, Kuwait Petroleum Corporation( KPC), ITESALAT Academy, UAE‐ Water and Electricity distribution Co‐UAE, ADNOC‐ UAE, El Shayea group‐ Kuwait, Kenar‐ Kuwait, Kawarezmi College‐ UAE, UAE‐ Takreer‐ UAE, GASWorld for Shipment‐ Kuwait, Abu Dhabi National Bank – UAE, El Keddera‐ UAE……etc. For almost 17 years, Dr. Zeitoun worked in many American Universities such as American University in London, City University (USA), New York Institution of Technology (USA and Bahrain), and October University for Arts and Science( MSA) Egypt. She also worked as a professional trainer in Center of Research and Maintenance of Medical & Scientific Equipment‐ Faculty of Engineering in Cairo University. She worked as an Assistant General Manager for Aspiration Co. for marketing service. Besides, she has a strong background on teaching using on‐line techniques; she is delivering lectures and directing students in Aspen Universities, Rashmair University, and Georgia State Art Collage (USA). Dr. Zeitoun is an active member in many professional associations and committees including: American Society for Training and Development, Marketing through Internet Center – U.S.A, Ron Kaufman's marketing group "The Best of Active Learning group”, IIABA's Virtual University group, Management Consultancy network‐ Top‐Consultant.com. She also has been nominated as a candidate for inclusion in the 2007‐2008 International WHO ‘S WHO of Professionals Edition. Dr. Zeitoun also an active person in many social and charity organizations such as Rotary clubs, and she was elected to be Egyptian Goodwill ambassador to both USA and Germany in 1996, 1999 respectively. Course’s Outline Day 1: - Introduction o The problem‐solving/decision‐making cycle o Your decision‐making style www.ProjacsTraining.com

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o Decision politics and strategic thinking - Practical application in problem solving - The problem solving model - Define the “ problem” - Describe the ideal problem solvers - Relationship between creative thinking and problem solving - Holmes test for creative personality - Identified the types of problem encountered - Generate alternatives - Brainstorming Day 2: - Evaluation Tools and Techniques o Check sheet o Decision tree o Thinking hats o SWOT/PMI o Sort by category o Rank order o Advantage /disadvantage o Pro/con o What I like Day 3: - Select the final solution o Consensus o Straw voting o Multi‐voting o Negative voting o Revisiting earlier - Problem‐solving outcomes o Charts, maps, and diagrams  Pareto analysis  Ishikawa/fishbone analysis  Constraint analysis – bottlenecks and flow Day 4 www.ProjacsTraining.com

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- Other problem solving techniques o Legitimize problems o Best/worst/most probable o Problems as given/ problems as understood o Is/Is not o Basic questions o Break into components o Force field analysis o Ask an expert - Types of decision o Autocratic o Consultative o Group - The decision making process - Decision making under certainty - Decision making under uncertainty Day 5 - From Decision to Reality o Risk planning o Communicating the decision/solution o Monitoring your results o Learning and adjusting o Avoiding common mistakes o Guidelines for making good decisions - Making bad decisions - Evaluations - Computer‐based decision making www.ProjacsTraining.com

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501

Construction Executive Essential Skills Program ‫االنشاءات‬ ‫في‬ ‫االساسية‬ ‫الفنية‬ ‫المھارات‬ ‫برنامج‬ 29 Nov – 3 Dec 2010 Kuala Lumpur, Malaysia Outline of the course Due to the boom in the construction industry, many buildings, infrastructure projects plants and other types of projects related to improvement in human living have been completed. Completion of such projects opens new windows of problems for some and opportunities for others. Problems have been reported on the lack of knowledge to properly execute the maintenance and operation contracts of these multi‐million dollars facilities. Smooth operation and maintenance services would ensure that the facilities are operated and maintained to maximize their usage economically and for pleasant use by occupants. Who should attend     

Managers and leaders in organizations who want to be improve their strategic thinking and leadership skills Those working in organizations wishing to recognize and maximize knowledge assets Senior Executives and Managers Business professionals Local authorities (managers, commissioners and technical personnel)

Course Curriculum Monday, 29th November 2010 Thinking Theory and Skills Speaker: Madame Maimunah Osman 08.30 am Conceptual Framework of Thinking Skills. Analytical Thinking Skill. 10.30 am Break www.ProjacsTraining.com

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11.00 am Critical Constructive Thinking Skill. 12.30 pm Creative Thinking Skill. 01.30 pm Lunch Tuesday,30th November 2010 Strategic Thinking and Planning Speaker: Madame Maimunah Osman 08.30 am Phases of Strategic Management and Strategic Thinking. 10.30 am Break 11.00 am Strategic Analysis and Planning. 12.30 pm Strategic Action and Control. 01.30 pm Lunch Wednesday, 1st December 2010 Leadership Skills Speaker: Dato’ Ahmad Murad Omar Thursday, 2nd December 2010 Decision Making Theory and Skills Speaker: Professor Peter Woods (11th August‐ change confirmed) Friday, 3rd December 2010 The Communication Factor and Managing Challenges and Change Speaker: Professor Hamzah Abdul Rahman 08.30 am Improving Communication in the Workplace 09.30 am Challenges and Crisis Facing Senior Management 10.30 am Break 11.00 am Change Management 12.45 pm Summary of the program & Certificate distribution 01.15 pm Lunch ‐ End Technical Director ‐ Professor Dr Hamzah Abdul Rahman Professor Dr. Hamzah Abdul Rahman is currently the Dean at the Faculty of Built Environment at a local university in Malaysia. He has served as the Deputy Vice‐Chancellor for Development and Estate Management in charge of development policies and projects from 1996 to 2003. He holds a PhD degree from the University of Manchester Institute of Science and Technology (UMIST, UK), M.Sc. from University of Florida, and BSc. (Hons) from Central Missouri State University. His research interests are in Quality and Project Management www.ProjacsTraining.com

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in Construction. Besides being a Fellow Royal Institute of Chartered Surveyors, Professor Dr. Hamzah has authored many publications in international journals and conferences. He continuously improves the contents of the program to benefit participants that come from a variety of construction‐related organizations and background. Professor Dr. Peter Woods was appointed as Director of undergraduate program at University of Manchester (1991‐1995), visiting professor at University of Malaya, and currently as professor in Knowledge Management at the Multimedia University. He has published more than 50 articles in international journal, conference and seminar. He has more 30 years experience in project and construction management across US, UK and South East Asia. Maimunah Osman was the Senior Project Coordinator, Leadership Centre, National Institute of Public Administration (INTAN) Malaysia. She holds degrees in Master of Public Administration (MPA) from University of Malaya, Bachelor of Arts (BA Hon. ‐ Geography) from University of Malaya, and Post‐ Graduate Diploma in Public Management, INTAN. Corporate Certified Instructor of Edward de Bono in: Lateral Thinking, Corporate Certified Instructor of Edward de Bono in Six Thinking Hats, Corporate Certified Instructor of Edward de Bono in Direct Attention Thinking Tools, and an Accredited Trainer for MBTI (Myer‐Briggs Type Indicator). Current duties involves providing lectures, facilitate and organizing of courses, writing and consultancy. Maimunah Osman has written 5 books throughout her career in the public sector. Her areas of specialization are: Leadership and Organizational Management, Thinking Skills and Creativity, and Self Development. Mr. Imran Ariff Yahya has obtained his first degree in BSC (Hons) Quantity Surveying from Salford University, UK and MSc in Value Management from University of Malaya. Upon returning to Malaysia, he has held various post related to his specialisation in several large construction companies and consultancy firm. Mr Imran is a lecturer in the Quantity Surveying Department, Faculty of the Built Environment, University of Malaya. www.ProjacsTraining.com

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O&M Management and Creative Decision Making 29 November – 10 December 2010, Kuala Lumpur – Malaysia

502

Need & Benefit:  Imagine increasing productivity, reducing waste and improving customer satisfaction by developing a process for effectively solving problems and decision making. These benefits and many others are the excellent reasons to learn the creative problem solving techniques outlined and build a toolkit for solving problems and decision making that form part of every day life in today's organization. Good decision‐making is an essential skill for effective leadership. If you learn to make timely and well‐considered decisions, you can lead your team to well‐deserved success. This workshop will introduce you to practical tools and techniques that can help you solve problems and make the best decisions possible using the time and information you have available.  Due to the boom in the construction industry, many buildings, infrastructure projects plants and other types of projects related to improvement in human living have been completed. Completion of such projects opens new windows of problems for some and opportunities for others. Problems have been reported on the lack of knowledge to properly execute the maintenance and operation contracts of these multi‐million dollars facilities. Smooth operation and maintenance services would ensure that the facilities are operated and maintained to maximize their usage economically and for pleasant use by occupants.

Objective The objective of this intensive course is to:    

Identify the real problem in a given situation, Provide participants with technical knowledge and practical training on the methodologies and tools of problem solving and Decision Making. Map out the likely consequences of alternative decisions, Weigh the importance of individual factors, www.ProjacsTraining.com

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  

Developing and upgrading diagnostic problem skills Choose the best course of action to take See your decisions through to a successful implementation.

All in all, this course will prepare you to tackle any problem, large or small, and will give you the confidence you need to make and implement decisions that will benefit your career, and the customers you serve Who Should Attend?  Managers, professionals, and any person who is looking for the best techniques to solve any problems related to their works and who is admiring to make the most efficient decisions to achieve the best desired objectives.  A set of experienced professionals and academics will share their knowledge and experience that would benefit participants of this program. The program exposes participants from property owners and managers, facility managers, building maintenance executives and managers on how to manage their properties in the most efficient manners. Course Curriculum Course’s Outline  Introduction

-

o The problem‐solving/decision‐making cycle o Your decision‐making style o Decision politics and strategic thinking Practical application in problem solving The problem solving model Define the “ problem” Describe the ideal problem solvers Relationship between creative thinking and problem solving Holmes test for creative personality Identified the types of problem encountered Generate alternatives Brainstorming  Evaluation Tools and Techniques o Check sheet www.ProjacsTraining.com

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o o o o o o o o

Decision tree Thinking hats SWOT/PMI Sort by category Rank order Advantage /disadvantage Pro/con What I like

 Select the final solution o Consensus o Straw voting o Multi‐voting o Negative voting o Revisiting earlier - Problem‐solving outcomes o Charts, maps, and diagrams  Pareto analysis  Ishikawa/fishbone analysis  Constraint analysis – bottlenecks and flow - Other problem solving techniques o Legitimize problems o Best/worst/most probable o Problems as given/ problems as understood o Is/Is not o Basic questions o Break into components o Force field analysis o Ask an expert  Types of decision o Autocratic o Consultative o Group - The decision making process - Decision making under certainty - Decision making under uncertainty - - From Decision to Reality o Risk planning o Communicating the decision/solution o Monitoring your results www.ProjacsTraining.com

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o Learning and adjusting o Avoiding common mistakes  -

Guidelines for making good decisions Making bad decisions Evaluations Computer‐based decision making

Day six & seven are weekend

   -

Overview of Asset and Facility Management theory Understanding Asset Life Cycle Operation & Maintenance versus Facilities Management Asset and Facilities Management Challenges and Future Trend

Facility Planning and Design Service Delivery Philosophy and Strategy Implementation Plan, Cost Strategy and Organisation Structure Integrating Sustainable Development in FM

Decision Making and Thinking Theory Conceptual Framework of Thinking Skills and Decision Making. Divergent and Convergent Thinking in Decision Making. Critical Constructive Thinking in Decision Making.  Asset and Facilities Management Course Language: English - Facilities Management – Malaysian Experience Course Manual: English - Principles and Techniques - Key Aspects of Facility Planning & Design Course Fee : US$ : 5950  Operations Management Implemenrtation - Understanding Operations and Maintenance Management at the KLCC - Analyzing Operation Processes - Developing Operation Strategies at the KLCC www.ProjacsTraining.com

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503

Contractors Management & Solving Problems Efficiently

29 Nov – 10 Dec 2010


Introduction: Imagine increasing productivity, reducing waste and improving customer satisfaction by developing a process for effectively solving problems and decision making. These benefits and many others are the excellent reasons to learn the creative problem solving techniques outlined and build a toolkit for solving problems and decision making that form part of every day life in today's organization. Good decision‐making is an essential skill for effective leadership. If you learn to make timely and well‐considered decisions, you can lead your team to well‐deserved success. This workshop will introduce you to practical tools and techniques that can help you solve problems and make the best decisions possible using the time and information you have available. Construction projects, consultants and contractors have to be managed and supervised daily by good systems and experienced and qualified construction client representative engineers. The course is primarily aimed at people already working in a supervisory or management role within the construction industry. To achieve these qualifications, supervisors or managers have to provide satisfactory evidence of their management skills, as well as their technical knowledge and competence in the workplace and ability in supervising or managing a construction operation. Managing and supervising projects activities and handling the complete project management cycle involving requirement gathering and final execution of construction projects as follows:  Maintaining registers for submittals, drawings, R.F.I’s, R.F.C’s and site reports.  Correspondence and co‐ordination with clients, main contractor, consultants, sub‐contractors, Local and over sea’s vendors.  Making cost calculation for new projects.  Getting approval for drawings and finishes.  Finalizing the vendor documents in consultation with collaborators, external suppliers, CONTRACTORS and clients with respect to different standards. www.ProjacsTraining.com

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 Implementing and monitoring effective planning on the site execution in the level of Project Manager and establishing the quality and quantity limits.  Effectively allocating the resources optimizing the available time for enhancing profitability. Construction Manager is responsible for overall progress and smooth running of the Project, under guidelines from Project Coordinator. He should have experience in interior fit‐out project:  He will supervise, inspect and monitor the project for Time, Cost and Quality at all levels.  He will initiate for weekly Progress review meetings and all other meetings as required time to time along with Contractors, Client and various other Consultants / Agencies.  He also keeps track of the communications related to various issues raised in the project.  He will be the single point communication for various agencies involved in the project and the Client’s representatives. Project Manager is responsible for overall progress and smooth running of the Project, under guidelines from Project Coordinator. Candidate should have experience in high‐rise residential projects:  He will supervise, inspect and monitor the project for Time, Cost and Quality at all levels.  He will initiate for weekly Progress review meetings and all other meetings as required time to time along with Contractors, Client and various other Consultants / Agencies.  He also keeps track of the communications related to various issues raised in the project.  He will be the single point communication for various agencies involved in the project and the Client’s representatives.  He is responsible for overall progress and smooth running of the Project, under guidelines from Project Coordinator.  He will supervise, inspect and monitor the project for Time, Cost and Quality at all levels.  He will initiate for weekly Progress review meetings and all other meetings as required time to time along with Contractors, Client and various other Consultants / Agencies.  He also keeps track of the communications related to various issues raised in the project.


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 He will be the single point communication for various agencies involved in the project and the Client’s representatives. He will report to the Project Coordinator. Objectives: The main objectives of this course also is to enhance the participant’s knowledge, abilities and skills necessary to increase his value to his organization and enhance his career as a supervisor in engineering projects. Moreover, the objective of this course is to present and discuss the Managing and Supervising Projects, Consultants and Contractors during the different phases of the project. Such projects involve much time and expense, and close management control of them is required if they are to be completed within the established time, cost and quality limitations. Developed and discussed are management techniques directed toward the control of time, cost, quality, resources, and project finance during all phases of the project. Upon completion of this training course, participants will be able to demonstrate that they can:  Manage projects, consultants and contractors  Supervise projects, consultants and contractors  Organize work operations and activities  Organize resources for the work  Monitor and supervise work operations and activities  Implement health and safety in the workplace  Maintain team and individual performance  Establish working relationships  Plan and implement project maintenance  Face challenges in moving to supervision  Build dependable working relationships  Increase labor productivity and morale  Avoid claims and legal problems  Communicate and lead effectively  Balance managerial skills with technical skills  Promote team performance  Increase skill sets in Managing and Supervising Projects, Consultants and Contractors  Increase their sense of Professionalism  Increase their Knowledge of Advanced Techniques of Managing and Supervising Projects, Consultants and Contractors www.ProjacsTraining.com

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        

Increase their ability to lead successful construction sites Increase recognition by the organization due to improved performance Identify the real problem in a given situation, Provide participants with technical knowledge and practical training on the methodologies and tools of problem solving and Decision Making. Map out the likely consequences of alternative decisions, Weigh the importance of individual factors, Developing and upgrading diagnostic problem skills Choose the best course of action to take See your decisions through to a successful implementation.

Who Should Attend: Managers, professionals, and any person who is looking for the best techniques to solve any problems related to their works and who is admiring to make the most efficient decisions to achieve the best desired objectives. A set of experienced professionals and academics will share their knowledge and experience that would benefit participants of this program. The program exposes participants from property owners and managers, This course is recommended also for anyone involved with the construction stage of construction, maintenance and repair projects:  Clients Representatives  Supervisors  Engineering Project Managers,  Team Leaders  Site Officers and Managers,  Construction Engineers,  Technical Professionals  Field Production Supervisor, and Project Engineers and Operation Engineers Course Directors:

Dr. Amira Zeitoun‐ MBA‐ PhD Dr. Amira Zeitoun is a certified International Management and Marketing trainer from the American Management Association (AMA) and an active member in American society for training and development, USA. She obtained her Master and


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PhD Degree with honored in Management and Organization from University of Minnesota, United States of America in 2003. In 2006, she was certified as a Master Trainer, from Business Edge‐IFC‐International World Bank from Washington, USA Also, she got CHARTER certificate in HR in 2007, from Canadian Human resources association, Vancouver, Canada. Dr. Zeitoun has a strong back ground working with many governmental, private, and Multinational companies in and outside Egypt. She has working experiences in Egypt, Yemen, United Arab of Emirates, Bahrain, Qatar, Sudan, Kuwait, Morocco, Jordan, Malaysia, Russia, and United States of America. She is delivering ready made and tailors made courses and Workshops; Inside Egypt to these companies: BADER Petroleum, ENBI, GABCO Petroleum, Misr Petroleum, United Advisory Group (Ltd.), AMED EAST, Egypt Yellow Pages, Sky Link Egypt, Bahgat Group, National Egyptian Suiseetee General Bank, Giza System, IT WORKX, Ministry of Tourism , Mercedes for Heavy Transportation Equipments (MCV), Egyptian for Maintenance‐ Petroleum Company, Mob nil, Nestle, Johnson and Johnson, and Egyptian Postal Offices, Monetary Institution of Central Egyptian Bank, Microsoft Egypt, Novartis ( Pharma), RAYA. And Outside Egypt such as: GOOGLE‐ San Francisco, USA‐ University of Minnesota‐ USA, Form Exhibition‐ Russia‐ IBM‐ Bahrain, Yemen Airlines, Kuwait Petroleum Corporation( KPC), ITESALAT Academy, UAE‐ Water and Electricity distribution Co‐UAE, ADNOC‐ UAE, El Shayea group‐ Kuwait, Kenar‐ Kuwait, Kawarezmi College‐ UAE, UAE‐ Takreer‐ UAE, GASWorld for Shipment‐ Kuwait, Abu Dhabi National Bank – UAE, El Keddera‐ UAE……etc. For almost 17 years, Dr. Zeitoun worked in many American Universities such as American University in London, City University (USA), New York Institution of Technology (USA and Bahrain), and October University for Arts and Science( MSA) Egypt. She also worked as a professional trainer in Center of Research and Maintenance of Medical & Scientific Equipment‐ Faculty of Engineering in Cairo University. She worked as an Assistant General Manager for Aspiration Co. for marketing service. Besides, she has a strong background on teaching using on‐line techniques; she is delivering lectures and directing students in Aspen Universities, Rashmair University, and Georgia State Art Collage (USA). www.ProjacsTraining.com

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Dr. Zeitoun is an active member in many professional associations and committees including: American Society for Training and Development, Marketing through Internet Center – U.S.A, Ron Kaufman's marketing group "The Best of Active Learning group”, IIABA's Virtual University group, Management Consultancy network‐ Top‐ Consultant.com. She also has been nominated as a candidate for inclusion in the 2007‐2008 International WHO ‘S WHO of Professionals Edition. Dr. Zeitoun also an active person in many social and charity organizations such as Rotary clubs, and she was elected to be Egyptian Goodwill ambassador to both USA and Germany in 1996, 1999 respectively.

Prof .Dr. Mohamed Askar ; PHD

Managing and Supervising Projects, Consultants and Contractors course will be taught by Professor Mohamed Askar. In addition to being Head of The Building Construction Engineering and Management Department, Faculty of Engineering, Dr. Askar is also a consultant to the construction industry and Projacs International Company. He has more than 20 years experiences (through his own construction contracting companies, real estate companies, and engineering consultation offices in Egypt, Saudi Arabian, Kuwait, and Emirates) in construction engineering and management, site management and supervision, contract management and administration, financial management, design management, maintenance and repair operations, value engineering, methods improvement applications, training industry personnel, B.O.T. projects, contracts and specifications, heavy construction equipment, quality systems, productivity improvement systems, strategic analysis and planning, building finishing works, new technologies in building construction, project management professionals (PMP), etc. Dr. Askar is involved in several research projects. Dr. Askar holds a Ph.D. in Construction Engineering (robots at construction sites) from Dortmund/Cottbus University in Germany, 1996. Dr. Askar, as the head of the construction department at the university, is involved in developing and designing the related curriculum and the training teaching materials. He is participating in customized training to the engineers and technicians of many industries. He used to participate in all educational, administration, curriculum development, industrial cooperation, cooperative training, and continuous education. He used to attend scientific conferences. He published more than 25 scientific articles and papers in local and international conferences and journals. Professor Askar administrates many construction projects and programs in Kuwait, Kingdom of Saudi Arabia, United Arab Emirate, Yemen, Libya, Syria and Egypt. Dr. Askar acts as a consultant in the World Bank projects in Egypt. He is a member in the Committee for the Preparation of the Egyptian Project Management Code and in many international affiliations. www.ProjacsTraining.com

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Course’s Outlines: Week One: Day 1:

Introduction o The problem‐solving/decision‐making cycle o Your decision‐making style o Decision politics and strategic thinking - Practical application in problem solving - The problem solving model - Define the “ problem” - Describe the ideal problem solvers - Relationship between creative thinking and problem solving - Holmes test for creative personality - Identified the types of problem encountered - Generate alternatives - Brainstorming Day 2: -

Evaluation Tools and Techniques o Check sheet o Decision tree o Thinking hats o SWOT/PMI o Sort by category o Rank order o Advantage /disadvantage o Pro/con o What I like Day 3: -

-

-

Select the final solution o Consensus o Straw voting o Multi‐voting o Negative voting o Revisiting earlier Problem‐solving outcomes o Charts, maps, and diagrams www.ProjacsTraining.com

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 Pareto analysis  Ishikawa/fishbone analysis  Constraint analysis – bottlenecks and flow Day 4 -

-

Day 5

Other problem solving techniques o Legitimize problems o Best/worst/most probable o Problems as given/ problems as understood o Is/Is not o Basic questions o Break into components o Force field analysis o Ask an expert Types of decision o Autocratic o Consultative o Group The decision making process Decision making under certainty Decision making under uncertainty

-

From Decision to Reality o Risk planning o Communicating the decision/solution o Monitoring your results o Learning and adjusting o Avoiding common mistakes o Guidelines for making good decisions

-

Making bad decisions Evaluations Computer‐based decision making

Week Two: Day 1: 8. INTRODUCTION TO CONSTRUCTION INDUSTRY: www.ProjacsTraining.com

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            

INTRODUCTION THE CONSTRUCTION INDUSTRY THE CONSTRUCTION PROJECT SELECTION OF PROFESSIONAL SERVICES CONSTRUCTION CONTRACTORS LEGAL AND REGULATORY REQUIREMENTS THE PROJECT LIFE CYCLE PROJECT CONSTRUCTION CONTRACTS AND CONTRACTORS SELECTION METHODS MANAGEMENT DURING THE DESIGN PHASE MANAGEMENT OF FIELD CONSTRUCTION THE PROJECT MANAGER NEED FOR PROJECT MANAGEMENT MANAGEMENT PROCEDURES

9. DEVELOPING THE SUPERVISORY SKILLS IN THE CONSTRUCTION PROJECTS  CHALLENGES IN MOVING TO SUPERVISION  BUILD DEPENDABLE WORKING RELATIONSHIPS  INCREASE WORKER PRODUCTIVITY  ENCOURAGE LABORS INITIATIVE  AVOID COMPLAINTS AND LEGAL PROBLEMS  INCREASE COMMUNICATION AND LEADERSHIP SKILLS  THE IMPORTANCE OF BALANCING MANAGERIAL SKILLS WITH TECHNICAL SKILLS  PROMOTING OUTSTANDING TEAM PERFORMANCE  HOW TO MEDIATE DISPUTES BETWEEN LABORS  PLANNING  PHYSICAL RESOURCE MANAGEMENT  IMPLEMENTING  MONITORING AND CONTROL  MANAGING TEAMS AND INDIVIDUALS Day2: A. Managing Construction Projects 10. PROJECT COST ESTIMATING  INTRODUCTION TO COST ESTIMATING  ROLE AND QUALIFICATIONS OF COST ENGINEER  TYPES OF COST ESTIMATING  THE FINAL PROJECT COST ESTIMATES www.ProjacsTraining.com

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PROJECT BUDGETING UNBALANCED BIDS SETTING OF A COST ESTINATE MODEL COST ESTIMATE COMPUTER PROGRAM

11. THE PROJECT COST CONTROL  OBJECTIVES OF COST CONTROL  PROJECT COST CONTROL  DATA FOR ESTIMATING  PROJECT COST CODE  USAGE OF PROJECT COST CODE  PROJECT COST ACCOUNTING  LABOR AND EQUIPMENT COSTS  COST ACCOUNTING REPORTS  LABOR TIME REPORTING  TIME CARD PREPARATION  MEASUREMENT OF WORK QUANTITIES  WORK QUANTITIES FROM NETWORK ACTIVITIES  WEEKLY LABOR COST PEPORT  WEEKLY LABOR COST REPORT  COST RECORDS AND REPORTS  EQUIPMENT COST ACCOUNTING  CHARGING EQUIPMENT TO THE PROJECT  EQUIPMENT TIME PEPORTS  WEEKLY EQUIPMENT COST REPORT  SPECIAL ASPECTS OF EQUIPMENT CHARGES  MONTHLY COST FORECAST  TIME‐COST ENVELOPE  SPECIAL COST ACCOUNTING PROBLEMS  PRODUCTION COST REDUCTION  INFORMATION FOR ESTIMATING  COMPUTER APPLICATION  ACCURACY OF ESTIMATING 12. CONSTRUCTION PROJECT PLANNING  THE CPM PROCEDURE  THE PLANNING PHASE  JOB ACTIVITIES  JOB LOGIC  RESTRAINTS  PRECEDENCE NOTATION www.ProjacsTraining.com

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THE PRECEDENCE DIAGRAM LAG RELEATIONSHIPS PRECEDENCE DIAGRAM FOR HIGHWAY BRIDGE REPETITIVE OPERATIONS NETWORK IINTERFACES THE MASTER NETORK SUBNETWORKS DRAWING THE DIAGRAM

13. CONSTRUCTION PROJECT SCHEDULING  SCHEDULING PROCEDURE  ACTIVITY TIMES  RULES FOR ESTIMATING ACTIVITY DURATIONS  ESTIMATING ACTIVITY DURATIONS  TIME CONTINGENCY  NETWORK COMPUTATIONS  EARLY ACTIVITY TIMES  PROJECT DURATION  LATE ACTIVITY TIMES  TOTAL FLOAT  THE CRITICAL PATH  FREE FLOAT  ACTIVITY TIMES IN TABULAR FORMAT  FLOAT PATHS  EARLY START SCHEDULE  ACTIVITIES AND CALENDAR DATES  SORTS  LAGS BETWEEN ACTIVITIES  HAMMOCK ACTIVITY  MILESTIONS  TIME‐SCALED NETWORKS  BAR CHARTS 14. PROJECT TIME REDUCTION  TIME SCHEDULE ADJUSTMENTS  NEED FOR TIME REDUCTION  GENERAL TIME REDUCTION PROCEDURE  SHORTENING HHE LONGEST TIME PATH  PROJECT DIRECT COSTS  VARIATION OF ACTIVITY DIRECT COST WITH TIME  PROJECT INDIRECT COSTS www.ProjacsTraining.com

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TIME‐COST TRADEOFF BY COMPUTER RESTUDY OF CRITICAL ACTIVITY DURATIONS RESTUDY OF PROJECT PLAN CRITICAL ACTIVITIES IN PARALLEL SUBDIVISION OF CRITICAL ACTIVITIES SBCONTRACTING THE CRITICAL PATH METHOD (CPM) OF TIME‐COST TRADE‐OFFS

15. PROJECT TIME MANAGEMENT  THE TIME MANAGEMENT SYSTEM  ASPECTS OF TIME MANAGEMENT  PROGRESS MEASUREMENT  HIGHWAY BRIDGE AS OF JULY 14  JULY 21 STATUS OF HIGHWAY BRIDGE  PROGRESS ANALYSIS  CORRECTIVE ACTION  NETWORK UPDATING  PROJECT PROGRESS CURVES 16. PROJECT FINANCIAL MANAGEMENT  FINANCIAL CONTROL  PROGRESS PAYMENTS  PAYMENT REQUESTS FOR UNIT‐PRICE CONTRACTS  SCHEDULE OF FOR PAYMENTS BY OWNER‐UNIT‐PRICE CONTRACT  FINAL PAYMENT  CASH FLOW  CASH DISBURSEMENT FORECASTS  CASH INCOME FORECASTS  CONSTRUCTION FINANCING FOR CONTRACTORS  EFFECTS OF OTHER FACTORS ON A CONTRACTOR'S PROFITS 17. QUALITY MANAGEMENT PLANS  QUALITY: AN OVERVIEW  QUALITY CONTROL (QC  QUALITY ASSURANCE (QA  TOTAL QUALITY MANAGEMENT  TOTAL QUALITY MANAGEMENT  PRE‐DESIGN PHASE  DESIGN PHASE  TENDERING PHASE  CONSTRUCTION PHASE www.ProjacsTraining.com

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POST‐CONSTRUCTION PHASE OBJECTIVES OF QUALITY PLAN METHODOLOGY OF QUALITY PLAN ANALYSIS AND EVALUATION EVALUATION MATRIX TOTAL QUALITY CONTROL QUALITY CONTROL BY STATISTICAL METHODS STATISTICAL QUALITY CONTROL WITH SAMPLING BY ATTRIBUTES STATISTICAL QUALITY CONTROL WITH SAMPLING BY VARIABLES

Day 3: B. Managing Construction Consultants 18. CONSTRUCTION CLAIMS AND DISPUTES  INTRODUCTION  CLAIM DEFINITION  CLAIMS REASONS AND SOURCES  VARIOUS TYPES OF CLAIMS  CONTRACTOR'S CONSTRUCTION CLAIMS AVOIDANCE  LIFE CYCLE OF CONSTRUCTION CLAIMS  CASE STUDIES OF CONSTRUCTION CLAIMS 19. VALUE ENGINEERING  HISTORY OF VALUE ENGINEERING  BENEFITS AND APPLICATION OF VALUE ENGINEERING  VALUE ENGINEERING METHODOLOGY  SPECIAL TECHNIQUES FOR PROJECT SELECTION  OTHER VE METHODOLOGIES  VALUE ENGINEERING PRACTICE  VALUE ENGINEERING RESULTS 20. KEY PERFORMANCE INDICATORS (KPI’s)  WHAT IS A “BALANCED SCORECARD”?  MAKING THE BSC A STRATEGIC TOOL  HR MEASURES FOR A BSC  PERFORMANCE MEASUREMENTS  WHY MEASURE PERFORMANCE  WHAT TO MEASURE  HOW TO MEASURE www.ProjacsTraining.com

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 FEEDBACK TO SUPPLIERS REGARDING PERFORMANCE C. Managing Construction Contractors 21. CONTRACT FUNDAMENTALS  THE ELEMENTS OF A CONTRACT  TYPES OF CONTRACTS AND THEIR ADVANTAGES AND DISADVANTAGES  FORMS OF CONTRACT  IDENTIFICATION OF CONTRACT TERMS  TERMS AND CONDITIONS OF CONTRACT 22. CONSTRUCTION MANAGEMENT SAFETY  ORGANIZE WORK OPERATIONS AND ACTIVITIES  ORGANIZE RESOURCES FOR THE WORK  MONITOR AND SUPERVISE WORK OPERATIONS AND ACTIVITIES  MAINTAIN TEAM AND INDIVIDUAL PERFORMANCE  ESTABLISH WORKING RELATIONSHIPS  HEALTH AND SAFETY INCLUDING MANAGEMENT OF HEALTH.  COVERAGE OF ALL REGULATION RELATING TO THE CONSTRUCTION INDUSTRY.  ACCIDENT PREVENTION, INVESTIGATION AND REPORTING PROCEDURES.  OCCUPATIONAL HEALTH AND HYGIENE – PERSONAL PROTECTION.  GENERAL HAZARD IDENTIFICATION AND SAFE WORKING METHODS  IDENTIFY HAZARDS AND REDUCE RISKS  OVERVIEW OF SAFETY IN CONSTRUCTION PROJECTS  DESIGN OF SAFETY PLAN AND FIRE PLAN  CASE STUDY OF SAFETY PLAN AND FIRE PLAN Day 4: D. Supervising Construction Projects 23. PROJECT NEGOTIATION  INTRODUCTION  FUNDAMENTAL KNOWLEDGE OF NEGOTIATION  AGREEMENT / BREACH  COROLLARIES / RESULTS www.ProjacsTraining.com

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PRINCIPLES AND COROLLARIES ABOUT NEGOTIATION (CAUSE – EFFECT) "THE NEGOTIATION IS NOT AN EXACT SCIENCE” PRINCIPLES AND COROLLARIES ABOUT NEGOTIATION NEGOTIATION CHARACTERISTIS NEGOTIATION ELEMENTS STUDY IN EMIRATES NEGOTIATION ITEMS

24. ORGANIZING FOR PROJECT MANAGEMENT  WHAT IS PROJECT MANAGEMENT?  TRENDS IN MODERN MANAGEMENT  STRATEGIC PLANNING AND PROJECT PROGRAMMING  EFFECTS OF PROJECT RISKS ON ORGANIZATION  ORGANIZATION OF PROJECT PARTICIPANTS  TRADITIONAL DESIGNER‐CONSTRUCTOR SEQUENCE  PROFESSIONAL CONSTRUCTION MANAGEMENT  OWNER‐BUILDER OPERATION  TURNKEY OPERATION  LEADERSHIP AND MOTIVATION FOR THE PROJECT TEAM  INTERPERSONAL BEHAVIOR IN PROJECT ORGANIZATIONS  PERCEPTIONS OF OWNERS AND CONTRACTORS E. Supervising Construction Consultants 25. DRAWINGS AND SPECIFICATIONS  THE ARCHITECT‐ENGINEER  SERVICES PROVIDED BY THE ARCHITECT‐ENGINEER  PROJECT DESCRIPTION  THE DRAWINGS  STANDARDIZED DRAWINGS  THE SPECIFICATIONS  WORK AND MATERIAL SPECIFICATIONS  SPECIFIACATIONS DIVISIONS  THE GENERAL CONDITIONS  SUPPLEMENTARY CONDITIONS  THE TECHNICAL SPECIFICATIONS  PERFORMANE SPECIFICATIONS  DESIGN SPECIFICATION  MATERIAL AND PRODUCT STANDARDS  CLOSED SPECIFICATIONS  OPEN SPECIFICATIONS www.ProjacsTraining.com

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 OTHER MATERIAL SPECIFICATION TYPES  STANDARD SPECIFICATOINS 26. CONSTRUCTION PRICING  PRICING FOR CONSTRUCTED FACILITIES  RELATIVE COSTS OF CONSTRUCTION CONTRACTS  PRINCIPLES OF COMPETITIVE BIDDING  PRINCIPLES OF CONTRACT NEGOTIATION 27. METHODS FOR BID EVALUATION  CLASSIFICATION OF METHODS FOR CONTRACTORS SELECTION  EVALUATION OF COMPETITIVE BIDS  PROPOSED METHODOLOGY FOR CONTRACTOR SELECTION  PROPOSED METHODOLOGY FOR CONTRACTOR SELECTION  COMPUTER PROGRAMMING AND IMPLEMENTATION 28. REVIEW OF THE DIFFERENT APPLIED DESIGN MANAGEMENT MODELS FOR CONSTRUCTION PROJECTS:  INTRODUCTION  DESIGN MANAGEMENT VS. CONSTRUCTION MANAGEMENT  CHARACTERISTICS OF DESIGN MANAGEMENT  DESIGN MANAGEMENT PHASES  THINKING TO BUILD A SIMPLE MODEL OF DESIGN  RESEARCHES REVIEW IN DESIGN MANAGEMENT  CONVENTIONAL DESIGN PROCESS IN CONSTRUCTION  PROCESS‐PARAMETER‐INTERFACE MODEL  CASE STUDY: DESIGN OF A CONFERENCE ROOM  DESIGN REVIEWS IN THE CONSTRUCTION PROCESS  CONCURRENT ENGINEERING APPROACH TO REDUCING DESIGN DELIVERY TIME  DIFFERENT CASE STUDIES 29. TENDERING PROCEDURES  PROJECT STRATEGY  PREQUALIFICATION OF TENDERERS  OBTAINING TENDERS  OPENING OF TENDERS  EVALUATION OF TENDERS  AWARD OF CONTRACTS Day5: www.ProjacsTraining.com

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F. Supervising Construction Contractors 30. CONSTRUCTION EQUIPMENT MANAGEMENT  CONSTRUCTION EQUIPMENT SELECTION FACTORS  COST OF OWNING AND OPERATING CONSTRUCTION EQUIPMENT  SOURCES OF CONSTRUCTION EQUIPMENT  ECONOMIC LIFE OF CONSTRUCTION EQUIPMENT  PRODUCTION CYCLE & OUTPUT 31. CONSTRUCTION LABOR MANAGEMENT  PERFORMANCE MEASUREMENTS  LEVEL OF PERFORMANCE MEASUREMENTS  SETTING WORTHY STANDARDS  SETTING IMPROVEMENT PRIORITIES  PERFORMANCE IMPROVEMENT PHILOSOPHY  PERFORMANCE ANALYSIS WORTH OF PERFORMANCE Course Language:

Course Manual:

Course Fee:


US$ 5,950


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Construction Technical Skills and Managing Consultants 505

29 Nov – 10 Dec 2010


Introduction Due to the boom in the construction industry, many buildings, infrastructure projects plants and other types of projects related to improvement in human living have been completed. Completion of such projects opens new windows of problems for some and opportunities for others. Problems have been reported on the lack of knowledge to properly execute the maintenance and operation contracts of these multi‐million dollars facilities. Smooth operation and maintenance services would ensure that the facilities are operated and maintained to maximize their usage economically and for pleasant use by occupants. Construction projects, consultants and contractors have to be managed and supervised daily by good systems and experienced and qualified construction client representative engineers. The course is primarily aimed at people already working in a supervisory or management role within the construction industry. To achieve these qualifications, supervisors or managers have to provide satisfactory evidence of their management skills, as well as their technical knowledge and competence in the workplace and ability in supervising or managing a construction operation. Managing and supervising projects activities and handling the complete project management cycle involving requirement gathering and final execution of construction projects as follows:  Maintaining registers for submittals, drawings, R.F.I’s, R.F.C’s and site reports.  Correspondence and co‐ordination with clients, main contractor, consultants, sub‐ contractors, Local and over sea’s vendors.  Making cost calculation for new projects.  Getting approval for drawings and finishes.  Finalizing the vendor documents in consultation with collaborators, external suppliers, CONTRACTORS and clients with respect to different standards.  Implementing and monitoring effective planning on the site execution in the level of Project Manager and establishing the quality and quantity limits.  Effectively allocating the resources optimizing the available time for enhancing profitability. Construction Manager is responsible for overall progress and smooth running of the Project, under guidelines from Project Coordinator. He should have experience in interior fit‐out project:  He will supervise, inspect and monitor the project for Time, Cost and Quality at all levels. www.ProjacsTraining.com

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He will initiate for weekly Progress review meetings and all other meetings as required time to time along with Contractors, Client and various other Consultants / Agencies. He also keeps track of the communications related to various issues raised in the project. He will be the single point communication for various agencies involved in the project and the Client’s representatives.

Project Manager is responsible for overall progress and smooth running of the Project, under guidelines from Project Coordinator. Candidate should have experience in high‐rise residential projects:  He will supervise, inspect and monitor the project for Time, Cost and Quality at all levels.  He will initiate for weekly Progress review meetings and all other meetings as required time to time along with Contractors, Client and various other Consultants / Agencies.  He also keeps track of the communications related to various issues raised in the project.  He will be the single point communication for various agencies involved in the project and the Client’s representatives.  He is responsible for overall progress and smooth running of the Project, under guidelines from Project Coordinator.  He will supervise, inspect and monitor the project for Time, Cost and Quality at all levels.  He will initiate for weekly Progress review meetings and all other meetings as required time to time along with Contractors, Client and various other Consultants / Agencies.  He also keeps track of the communications related to various issues raised in the project.  He will be the single point communication for various agencies involved in the project and the Client’s representatives. He will report to the Project Coordinator. Objectives Upon completion of this training course, participants will be able to demonstrate that they can:  Manage projects, consultants and contractors  Supervise projects, consultants and contractors  Organize work operations and activities  Organize resources for the work  Monitor and supervise work operations and activities  Implement health and safety in the workplace  Maintain team and individual performance  Establish working relationships  Plan and implement project maintenance www.ProjacsTraining.com

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Face challenges in moving to supervision Build dependable working relationships Increase labor productivity and morale Avoid claims and legal problems Communicate and lead effectively Balance managerial skills with technical skills Promote team performance Increase skill sets in Managing and Supervising Projects, Consultants and Contractors Increase their sense of Professionalism Increase their Knowledge of Advanced Techniques of Managing and Supervising Projects, Consultants and Contractors  Increase their ability to lead successful construction sites  Increase recognition by the organization due to improved performance The organization will benefit by:  Greater strategic focus of those involved in Managing and Supervising Projects, Consultants and Contractors  Higher productivity of contracting personnel  Reduced cost of Managing and Supervising Projects, Consultants and Contractors  Better outcomes in Projects, Consultants and Contractors  Improved Projects, Consultants and Contractors performance Who should attend This course is recommended for anyone involved with the construction stage of construction, maintenance and repair projects:             

Clients Representatives Supervisors Engineering Project Managers, Team Leaders Site Officers and Managers, Construction Engineers, Technical Professionals Operation Supervisors, Mechanical Engineers, Field Production Supervisor, and Project Engineers and Operation Engineers. Managers and leaders in organizations who want to be improve their strategic thinking and leadership skills Those working in organizations wishing to recognize and maximize knowledge assets www.ProjacsTraining.com

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Senior Executives and Managers Business professionals Local authorities (managers, commissioners and technical personnel) Technical Directors Professor Dr Hamzah Abdul Rahman Professor Dr. Hamzah Abdul Rahman is currently the Dean at the Faculty of Built Environment at a local university in Malaysia. He has served as the Deputy Vice‐ Chancellor for Development and Estate Management in charge of development policies and projects from 1996 to 2003. He holds a PhD degree from the University of Manchester Institute of Science and Technology (UMIST, UK), M.Sc. from University of Florida, and BSc. (Hons) from Central Missouri State University. His research interests are in Quality and Project Management in Construction. Besides being a Fellow Royal Institute of Chartered Surveyors, Professor Dr. Hamzah has authored many publications in international journals and conferences. He continuously improves the contents of the program to benefit participants that come from a variety of construction‐related organizations and background.

Professor Dr. Peter Woods was appointed as Director of undergraduate program at University of Manchester (1991‐1995), visiting professor at University of Malaya, and currently as professor in Knowledge Management at the Multimedia University. He has published more than 50 articles in international journal, conference and seminar. He has more 30 years experience in project and construction management across US, UK and South East Asia. Maimunah Osman was the Senior Project Coordinator, Leadership Centre, National Institute of Public Administration (INTAN) Malaysia. She holds degrees in Master of Public Administration (MPA) from University of Malaya, Bachelor of Arts (BA Hon. ‐ Geography) from University of Malaya, and Post‐Graduate Diploma in Public Management, INTAN. Corporate Certified Instructor of Edward de Bono in: Lateral Thinking, Corporate Certified Instructor of Edward de Bono in Six Thinking Hats, Corporate Certified Instructor of Edward de Bono in Direct Attention Thinking Tools, and an Accredited Trainer for MBTI (Myer‐Briggs Type Indicator). Current duties involves providing lectures, facilitate and organizing of courses, writing and consultancy. Maimunah Osman has written 5 books throughout her career in the public sector. Her areas of specialization are: Leadership and Organizational Management, Thinking Skills and Creativity, and Self Development. www.ProjacsTraining.com

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Mr. Imran Ariff Yahya has obtained his first degree in BSC (Hons) Quantity Surveying from Salford University, UK and MSc in Value Management from University of Malaya. Upon returning to Malaysia, he has held various post related to his specialisation in several large construction companies and consultancy firm. Mr Imran is a lecturer in the Quantity Surveying Department, Faculty of the Built Environment, University of Malaya. Dr. Mohamed Askar Managing and Supervising Projects, Consultants and Contractors course will be taught by Professor Mohamed Askar. In addition to being Head of The Building Construction Engineering and Management Department, Faculty of Engineering, Dr. Askar is also a consultant to the construction industry and Projacs International Company. He has more than 20 years experiences (through his own construction contracting companies, real estate companies, and engineering consultation offices in Egypt, Saudi Arabian, Kuwait, and Emirates) in construction engineering and management, site management and supervision, contract management and administration, financial management, design management, maintenance and repair operations, value engineering, methods improvement applications, training industry personnel, B.O.T. projects, contracts and specifications, heavy construction equipment, quality systems, productivity improvement systems, strategic analysis and planning, building finishing works, new technologies in building construction, project management professionals (PMP), etc. Dr. Askar is involved in several research projects. Dr. Askar holds a Ph.D. in Construction Engineering (robots at construction sites) from Dortmund/Cottbus University in Germany, 1996. Dr. Askar, as the head of the construction department at the university, is involved in developing and designing the related curriculum and the training teaching materials. He is participating in customized training to the engineers and technicians of many industries. He used to participate in all educational, administration, curriculum development, industrial cooperation, cooperative training, and continuous education. He used to attend scientific conferences. He published more than 25 scientific articles and papers in local and international conferences and journals. Professor Askar administrates many construction projects and programs in Kuwait, Kingdom of Saudi Arabia, United Arab Emirate, Yemen, Libya, Syria and Egypt. Dr. Askar acts as a consultant in the World Bank projects in Egypt. He is a member in the Committee for the Preparation of the Egyptian Project Management Code and in many international affiliations. www.ProjacsTraining.com

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Course Curriculum Day 1 Thinking Theory and Skills Speaker: Madame Maimunah Osman 08.30 am Conceptual Framework of Thinking Skills. Analytical Thinking Skill. 10.30 am Break 11.00 am Critical Constructive Thinking Skill. 12.30 pm Creative Thinking Skill. 01.30 pm Lunch Day 2 Strategic Thinking and Planning Speaker: Madame Maimunah Osman 08.30 am Phases of Strategic Management and Strategic Thinking. 10.30 am Break 11.00 am Strategic Analysis and Planning. 12.30 pm Strategic Action and Control. 01.30 pm Lunch Day 3 Leadership Skills Speaker: Dato’ Ahmad Murad Omar Day 4 Decision Making Theory and Skills Speaker: Professor Peter Woods (11th August‐ change confirmed) Day 5 The Communication Factor and Managing Challenges and Change Speaker: Professor Hamzah Abdul Rahman 08.30 am Improving Communication in the Workplace 09.30 am Challenges and Crisis Facing Senior Management 10.30 am Break 11.00 am Change Management 12.45 pm Summary of the program & Certificate distribution 01.15 pm Lunch ‐ End Day 6 & 7 : Weekend Day 8 32. INTRODUCTION TO CONSTRUCTION INDUSTRY: www.ProjacsTraining.com

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INTRODUCTION THE CONSTRUCTION INDUSTRY THE CONSTRUCTION PROJECT SELECTION OF PROFESSIONAL SERVICES CONSTRUCTION CONTRACTORS LEGAL AND REGULATORY REQUIREMENTS THE PROJECT LIFE CYCLE PROJECT CONSTRUCTION CONTRACTS AND CONTRACTORS SELECTION METHODS MANAGEMENT DURING THE DESIGN PHASE MANAGEMENT OF FIELD CONSTRUCTION THE PROJECT MANAGER NEED FOR PROJECT MANAGEMENT MANAGEMENT PROCEDURES

33. DEVELOPING THE SUPERVISORY SKILLS IN THE CONSTRUCTION PROJECTS  CHALLENGES IN MOVING TO SUPERVISION  BUILD DEPENDABLE WORKING RELATIONSHIPS  INCREASE WORKER PRODUCTIVITY  ENCOURAGE LABORS INITIATIVE  AVOID COMPLAINTS AND LEGAL PROBLEMS  INCREASE COMMUNICATION AND LEADERSHIP SKILLS  THE IMPORTANCE OF BALANCING MANAGERIAL SKILLS WITH TECHNICAL SKILLS  PROMOTING OUTSTANDING TEAM PERFORMANCE  HOW TO MEDIATE DISPUTES BETWEEN LABORS  PLANNING  PHYSICAL RESOURCE MANAGEMENT  IMPLEMENTING  MONITORING AND CONTROL MANAGING TEAMS AND INDIVIDUALS Day 9 B. Managing Construction Projects 34. PROJECT COST ESTIMATING  INTRODUCTION TO COST ESTIMATING  ROLE AND QUALIFICATIONS OF COST ENGINEER  TYPES OF COST ESTIMATING  THE FINAL PROJECT COST ESTIMATES  PROJECT BUDGETING  UNBALANCED BIDS  SETTING OF A COST ESTINATE MODEL  COST ESTIMATE COMPUTER PROGRAM


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35. THE PROJECT COST CONTROL  OBJECTIVES OF COST CONTROL  PROJECT COST CONTROL  DATA FOR ESTIMATING  PROJECT COST CODE  USAGE OF PROJECT COST CODE  PROJECT COST ACCOUNTING  LABOR AND EQUIPMENT COSTS  COST ACCOUNTING REPORTS  LABOR TIME REPORTING  TIME CARD PREPARATION  MEASUREMENT OF WORK QUANTITIES  WORK QUANTITIES FROM NETWORK ACTIVITIES  WEEKLY LABOR COST PEPORT  WEEKLY LABOR COST REPORT  COST RECORDS AND REPORTS  EQUIPMENT COST ACCOUNTING  CHARGING EQUIPMENT TO THE PROJECT  EQUIPMENT TIME PEPORTS  WEEKLY EQUIPMENT COST REPORT  SPECIAL ASPECTS OF EQUIPMENT CHARGES  MONTHLY COST FORECAST  TIME‐COST ENVELOPE  SPECIAL COST ACCOUNTING PROBLEMS  PRODUCTION COST REDUCTION  INFORMATION FOR ESTIMATING  COMPUTER APPLICATION  ACCURACY OF ESTIMATING 36. CONSTRUCTION PROJECT PLANNING  THE CPM PROCEDURE  THE PLANNING PHASE  JOB ACTIVITIES  JOB LOGIC  RESTRAINTS  PRECEDENCE NOTATION  THE PRECEDENCE DIAGRAM  LAG RELEATIONSHIPS  PRECEDENCE DIAGRAM FOR HIGHWAY BRIDGE  REPETITIVE OPERATIONS  NETWORK IINTERFACES  THE MASTER NETORK  SUBNETWORKS  DRAWING THE DIAGRAM www.ProjacsTraining.com

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37. CONSTRUCTION PROJECT SCHEDULING  SCHEDULING PROCEDURE  ACTIVITY TIMES  RULES FOR ESTIMATING ACTIVITY DURATIONS  ESTIMATING ACTIVITY DURATIONS  TIME CONTINGENCY  NETWORK COMPUTATIONS  EARLY ACTIVITY TIMES  PROJECT DURATION  LATE ACTIVITY TIMES  TOTAL FLOAT  THE CRITICAL PATH  FREE FLOAT  ACTIVITY TIMES IN TABULAR FORMAT  FLOAT PATHS  EARLY START SCHEDULE  ACTIVITIES AND CALENDAR DATES  SORTS  LAGS BETWEEN ACTIVITIES  HAMMOCK ACTIVITY  MILESTIONS  TIME‐SCALED NETWORKS  BAR CHARTS 38. PROJECT TIME REDUCTION  TIME SCHEDULE ADJUSTMENTS  NEED FOR TIME REDUCTION  GENERAL TIME REDUCTION PROCEDURE  SHORTENING HHE LONGEST TIME PATH  PROJECT DIRECT COSTS  VARIATION OF ACTIVITY DIRECT COST WITH TIME  PROJECT INDIRECT COSTS  TIME‐COST TRADEOFF BY COMPUTER  RESTUDY OF CRITICAL ACTIVITY DURATIONS  RESTUDY OF PROJECT PLAN  CRITICAL ACTIVITIES IN PARALLEL  SUBDIVISION OF CRITICAL ACTIVITIES  SBCONTRACTING  THE CRITICAL PATH METHOD (CPM) OF TIME‐COST TRADE‐OFFS 39. PROJECT TIME MANAGEMENT  THE TIME MANAGEMENT SYSTEM  ASPECTS OF TIME MANAGEMENT  PROGRESS MEASUREMENT www.ProjacsTraining.com

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HIGHWAY BRIDGE AS OF JULY 14 JULY 21 STATUS OF HIGHWAY BRIDGE PROGRESS ANALYSIS CORRECTIVE ACTION NETWORK UPDATING PROJECT PROGRESS CURVES

40. PROJECT FINANCIAL MANAGEMENT  FINANCIAL CONTROL  PROGRESS PAYMENTS  PAYMENT REQUESTS FOR UNIT‐PRICE CONTRACTS  SCHEDULE OF FOR PAYMENTS BY OWNER‐UNIT‐PRICE CONTRACT  FINAL PAYMENT  CASH FLOW  CASH DISBURSEMENT FORECASTS  CASH INCOME FORECASTS  CONSTRUCTION FINANCING FOR CONTRACTORS  EFFECTS OF OTHER FACTORS ON A CONTRACTOR'S PROFITS 41. QUALITY MANAGEMENT PLANS  QUALITY: AN OVERVIEW  QUALITY CONTROL (QC  QUALITY ASSURANCE (QA  TOTAL QUALITY MANAGEMENT  TOTAL QUALITY MANAGEMENT  PRE‐DESIGN PHASE  DESIGN PHASE  TENDERING PHASE  CONSTRUCTION PHASE  POST‐CONSTRUCTION PHASE  OBJECTIVES OF QUALITY PLAN  METHODOLOGY OF QUALITY PLAN  ANALYSIS AND EVALUATION  EVALUATION MATRIX  TOTAL QUALITY CONTROL  QUALITY CONTROL BY STATISTICAL METHODS  STATISTICAL QUALITY CONTROL WITH SAMPLING BY ATTRIBUTES  STATISTICAL QUALITY CONTROL WITH SAMPLING BY VARIABLES Day 10 B. Managing Construction Consultants 42. CONSTRUCTION CLAIMS AND DISPUTES  INTRODUCTION www.ProjacsTraining.com

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CLAIM DEFINITION CLAIMS REASONS AND SOURCES VARIOUS TYPES OF CLAIMS CONTRACTOR'S CONSTRUCTION CLAIMS AVOIDANCE LIFE CYCLE OF CONSTRUCTION CLAIMS CASE STUDIES OF CONSTRUCTION CLAIMS

43. VALUE ENGINEERING  HISTORY OF VALUE ENGINEERING  BENEFITS AND APPLICATION OF VALUE ENGINEERING  VALUE ENGINEERING METHODOLOGY  SPECIAL TECHNIQUES FOR PROJECT SELECTION  OTHER VE METHODOLOGIES  VALUE ENGINEERING PRACTICE  VALUE ENGINEERING RESULTS 44. KEY PERFORMANCE INDICATORS (KPI’s)  WHAT IS A “BALANCED SCORECARD”?  MAKING THE BSC A STRATEGIC TOOL  HR MEASURES FOR A BSC  PERFORMANCE MEASUREMENTS  WHY MEASURE PERFORMANCE  WHAT TO MEASURE  HOW TO MEASURE  FEEDBACK TO SUPPLIERS REGARDING PERFORMANCE C. Managing Construction Contractors 45. CONTRACT FUNDAMENTALS  THE ELEMENTS OF A CONTRACT  TYPES OF CONTRACTS AND THEIR ADVANTAGES AND DISADVANTAGES  FORMS OF CONTRACT  IDENTIFICATION OF CONTRACT TERMS  TERMS AND CONDITIONS OF CONTRACT 46. CONSTRUCTION MANAGEMENT SAFETY  ORGANIZE WORK OPERATIONS AND ACTIVITIES  ORGANIZE RESOURCES FOR THE WORK  MONITOR AND SUPERVISE WORK OPERATIONS AND ACTIVITIES  MAINTAIN TEAM AND INDIVIDUAL PERFORMANCE  ESTABLISH WORKING RELATIONSHIPS  HEALTH AND SAFETY INCLUDING MANAGEMENT OF HEALTH.  COVERAGE OF ALL REGULATION RELATING TO THE CONSTRUCTION INDUSTRY. www.ProjacsTraining.com

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ACCIDENT PREVENTION, INVESTIGATION AND REPORTING PROCEDURES. OCCUPATIONAL HEALTH AND HYGIENE – PERSONAL PROTECTION. GENERAL HAZARD IDENTIFICATION AND SAFE WORKING METHODS IDENTIFY HAZARDS AND REDUCE RISKS OVERVIEW OF SAFETY IN CONSTRUCTION PROJECTS DESIGN OF SAFETY PLAN AND FIRE PLAN CASE STUDY OF SAFETY PLAN AND FIRE PLAN

Day 11 D. Supervising Construction Projects 1. PROJECT NEGOTIATION  INTRODUCTION  FUNDAMENTAL KNOWLEDGE OF NEGOTIATION  AGREEMENT / BREACH  COROLLARIES / RESULTS  PRINCIPLES AND COROLLARIES ABOUT NEGOTIATION  (CAUSE – EFFECT)  "THE NEGOTIATION IS NOT AN EXACT SCIENCE”  PRINCIPLES AND COROLLARIES ABOUT NEGOTIATION  NEGOTIATION CHARACTERISTIS  NEGOTIATION ELEMENTS STUDY IN EMIRATES  NEGOTIATION ITEMS 2. ORGANIZING FOR PROJECT MANAGEMENT  WHAT IS PROJECT MANAGEMENT?  TRENDS IN MODERN MANAGEMENT  STRATEGIC PLANNING AND PROJECT PROGRAMMING  EFFECTS OF PROJECT RISKS ON ORGANIZATION  ORGANIZATION OF PROJECT PARTICIPANTS  TRADITIONAL DESIGNER‐CONSTRUCTOR SEQUENCE  PROFESSIONAL CONSTRUCTION MANAGEMENT  OWNER‐BUILDER OPERATION  TURNKEY OPERATION  LEADERSHIP AND MOTIVATION FOR THE PROJECT TEAM  INTERPERSONAL BEHAVIOR IN PROJECT ORGANIZATIONS  PERCEPTIONS OF OWNERS AND CONTRACTORS E. Supervising Construction Consultants 3. DRAWINGS AND SPECIFICATIONS  THE ARCHITECT‐ENGINEER  SERVICES PROVIDED BY THE ARCHITECT‐ENGINEER www.ProjacsTraining.com

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PROJECT DESCRIPTION THE DRAWINGS STANDARDIZED DRAWINGS THE SPECIFICATIONS WORK AND MATERIAL SPECIFICATIONS SPECIFIACATIONS DIVISIONS THE GENERAL CONDITIONS SUPPLEMENTARY CONDITIONS THE TECHNICAL SPECIFICATIONS PERFORMANE SPECIFICATIONS DESIGN SPECIFICATION MATERIAL AND PRODUCT STANDARDS CLOSED SPECIFICATIONS OPEN SPECIFICATIONS OTHER MATERIAL SPECIFICATION TYPES STANDARD SPECIFICATOINS

4. CONSTRUCTION PRICING  PRICING FOR CONSTRUCTED FACILITIES  RELATIVE COSTS OF CONSTRUCTION CONTRACTS  PRINCIPLES OF COMPETITIVE BIDDING  PRINCIPLES OF CONTRACT NEGOTIATION 5. METHODS FOR BID EVALUATION  CLASSIFICATION OF METHODS FOR CONTRACTORS SELECTION  EVALUATION OF COMPETITIVE BIDS  PROPOSED METHODOLOGY FOR CONTRACTOR SELECTION  PROPOSED METHODOLOGY FOR CONTRACTOR SELECTION  COMPUTER PROGRAMMING AND IMPLEMENTATION 6. REVIEW OF THE DIFFERENT APPLIED DESIGN MANAGEMENT MODELS FOR CONSTRUCTION PROJECTS:  INTRODUCTION  DESIGN MANAGEMENT VS. CONSTRUCTION MANAGEMENT  CHARACTERISTICS OF DESIGN MANAGEMENT  DESIGN MANAGEMENT PHASES  THINKING TO BUILD A SIMPLE MODEL OF DESIGN  RESEARCHES REVIEW IN DESIGN MANAGEMENT  CONVENTIONAL DESIGN PROCESS IN CONSTRUCTION  PROCESS‐PARAMETER‐INTERFACE MODEL  CASE STUDY: DESIGN OF A CONFERENCE ROOM  DESIGN REVIEWS IN THE CONSTRUCTION PROCESS  CONCURRENT ENGINEERING APPROACH TO REDUCING DESIGN DELIVERY TIME  DIFFERENT CASE STUDIES www.ProjacsTraining.com

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7. TENDERING PROCEDURES  PROJECT STRATEGY  PREQUALIFICATION OF TENDERERS  OBTAINING TENDERS  OPENING OF TENDERS  EVALUATION OF TENDERS  AWARD OF CONTRACTS Day 12 E. Supervising Construction Consultants 47. DRAWINGS AND SPECIFICATIONS  THE ARCHITECT‐ENGINEER  SERVICES PROVIDED BY THE ARCHITECT‐ENGINEER  PROJECT DESCRIPTION  THE DRAWINGS  STANDARDIZED DRAWINGS  THE SPECIFICATIONS  WORK AND MATERIAL SPECIFICATIONS  SPECIFIACATIONS DIVISIONS  THE GENERAL CONDITIONS  SUPPLEMENTARY CONDITIONS  THE TECHNICAL SPECIFICATIONS  PERFORMANE SPECIFICATIONS  DESIGN SPECIFICATION  MATERIAL AND PRODUCT STANDARDS  CLOSED SPECIFICATIONS  OPEN SPECIFICATIONS  OTHER MATERIAL SPECIFICATION TYPES  STANDARD SPECIFICATOINS 48. CONSTRUCTION PRICING  PRICING FOR CONSTRUCTED FACILITIES  RELATIVE COSTS OF CONSTRUCTION CONTRACTS  PRINCIPLES OF COMPETITIVE BIDDING  PRINCIPLES OF CONTRACT NEGOTIATION 49. METHODS FOR BID EVALUATION  CLASSIFICATION OF METHODS FOR CONTRACTORS SELECTION  EVALUATION OF COMPETITIVE BIDS  PROPOSED METHODOLOGY FOR CONTRACTOR SELECTION  PROPOSED METHODOLOGY FOR CONTRACTOR SELECTION www.ProjacsTraining.com

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 COMPUTER PROGRAMMING AND IMPLEMENTATION 50. REVIEW OF THE DIFFERENT APPLIED DESIGN MANAGEMENT MODELS FOR CONSTRUCTION PROJECTS:  INTRODUCTION  DESIGN MANAGEMENT VS. CONSTRUCTION MANAGEMENT  CHARACTERISTICS OF DESIGN MANAGEMENT  DESIGN MANAGEMENT PHASES  THINKING TO BUILD A SIMPLE MODEL OF DESIGN  RESEARCHES REVIEW IN DESIGN MANAGEMENT  CONVENTIONAL DESIGN PROCESS IN CONSTRUCTION  PROCESS‐PARAMETER‐INTERFACE MODEL  CASE STUDY: DESIGN OF A CONFERENCE ROOM  DESIGN REVIEWS IN THE CONSTRUCTION PROCESS  CONCURRENT ENGINEERING APPROACH TO REDUCING DESIGN DELIVERY TIME  DIFFERENT CASE STUDIES 51. TENDERING PROCEDURES  PROJECT STRATEGY  PREQUALIFICATION OF TENDERERS  OBTAINING TENDERS  OPENING OF TENDERS  EVALUATION OF TENDERS  AWARD OF CONTRACTS F. Supervising Construction Contractors 52. CONSTRUCTION EQUIPMENT MANAGEMENT  CONSTRUCTION EQUIPMENT SELECTION FACTORS  COST OF OWNING AND OPERATING CONSTRUCTION EQUIPMENT  SOURCES OF CONSTRUCTION EQUIPMENT  ECONOMIC LIFE OF CONSTRUCTION EQUIPMENT  PRODUCTION CYCLE & OUTPUT 53. CONSTRUCTION LABOR MANAGEMENT  PERFORMANCE MEASUREMENTS  LEVEL OF PERFORMANCE MEASUREMENTS  SETTING WORTHY STANDARDS  SETTING IMPROVEMENT PRIORITIES  PERFORMANCE IMPROVEMENT PHILOSOPHY  PERFORMANCE ANALYSIS WORTH OF PERFORMANCE


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Course Language :

English/Arabic

Course Manual:

English

Course Fee :

US$ 5,950


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Strategic Management & Leadership Skills for Managers/Executives 506

November 29 –3 December 2010 Lebanon

Needs & Benefits

This training will introduce participants to the essential elements of strategic management and leadership skills. Understanding all principles of strategic management will enable people to acquire the skills and professional expertise to successfully execute the strategic management process within company resources i.e. time, budget and human resources. In this regard, this workshop will allow participants to gain some valued information to ensure self‐development and to improve significantly their business operations. Above all, the overall purpose of this workshop is to help managers and executives in applying the basic concepts and phases of strategic management using the various leadership skills and techniques in coaching, guiding and directing individuals and their organization.


It is going to be a 5‐days seminar through which participants will brainstorm and work together in order to better assimilate and apply the concept of strategic management and leadership skills in the workplace. It will also help participants to develop their perception and knowledge about strategy formulation, strategy development, strategy implementation as well as strategy evaluation. Accordingly, some practical exercises and group work activities will be assigned to participants to help them better understand and recognize the value of managing strategically company resources and leading the entire business towards greater effectiveness.


This specific seminar will tackle the area related to strategic management & leadership skills. The workshop will definitely improve the participants’ competencies and proficiency in not only revising their business strategy but also in improving the ways and means in increasing understanding of people and dealing with all employees. By end of this workshop, participants will have a better perception and appreciation on how to better define a strategy and lead people in the most effective manner. Beside that, the program will provide some advanced techniques in setting and implementing SMARTER goals and action plans to meet the stakeholders’ overall expectations.

Who should attend?

This seminar will be animated by a certified trainer and qualified professional expert in the field of Human Resources and Management Consultancy Services. It will take place in Lebanon between November 29 and December 3, 2010. We expect the target audience to represent management and executive levels. Any person who is highly interested in developing these specific areas is eligible to attend this program.


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Course Director

Dr. Rima Shaar She is a graduate of the American University of Beirut (AUB), Faculty of Arts & Sciences. She has received a Bachelor Degree in Public Administration in February 1992 (Dean’s Honor List in Feb. 92); then earned a Master’s Degree in Management from also AUB in 1994. In 1999, she has completed a Ph.D. degree in Human Resources from Alabama, USA (with Distinction). In April 2001, Dr. Shaar has attended the International HR Management Program with the Society for Human Resource Management (SHRM) in Chicago as well as the HR Generalist Program in June 2002 (Pennsylvania). In June 2003, she has pursued the “Strategic Decision Making & HR Advanced Program” jointly with SHRM and Wharton Business School. Beside that, she has successfully passed in September 2003, the ISO 9000:2000 Series Lead Auditor written examinations with SGS United Kingdom Ltd, Systems & Certification. In June 2004, Dr. Shaar has attended the “Executive Leadership Program” with Cornell in collaboration with SHRM (Louisiana). In February 2005, she has earned the CPHRG (Certified Professional in Human Resources Generalist) from the Institute for Human Resource Management Education (IHRME), Arizona.

Since 2000, Dr. Shaar has designed and developed series of seminars and training programs for a number of highly reputed institutions and training companies in the Middle East area related to soft skills i.e. Performance Management & Appraisal, Communication & Supervisory Skills, Time Management, Decision Making & Strategic Management, Leadership Skills, Change Management, Ethics, Coaching, Strategic Thinking & Planning, Risk Management, Setting SMART Goals, Emotional Intelligence, Knowledge Management, Customer Service and HR for Non‐HR Managers, Career Planning & Development, etc. Beside that, Dr. Shaar has regularly attended SHRM Annual Conferences & Exhibitions since 2000. She was assigned the moderator for SHRM International Lounge in 2005 (California).

Dr. Shaar has about 19 years of varied experience in Management Consulting, HR Advisory Services, Training & Development, Education, Customer Service, Auditing, Telecom and Banking. Worked with Deloitte & Touche in the Middle East as Regional HR Manager as well as handled several projects and special assignments jointly with Team International & World Bank, USAID, UNDP, Morgan Group International, AUB, Lebanese American University (LAU), Fransabank, BankMED (Lebanon), Able Logistics (Dubai, UAE), Comium Telecom (Lebanon), Du Telecom (UAE), Council for Development & Reconstruction (Lebanon), Chevron (Kuwait), IMCO (Kuwait), Petroleum Training Center (PTC), Al‐ Homaizi Co. known as Kout Food Group (Kuwait), Al‐Khazna Insurance Co. (UAE), Amana Group (UAE), Du Telecom (UAE), Jordan Applied University, King Hussein Cancer Center (Jordan), Ministry of Housing & Public Works (Bahrain) as well as Qatar Gas & Qatar Petroleum.

Dr. Shaar is a certified Trainer and Consultant by worldwide international organizations in both Management & HR fields. She is an active member in good standing with the Society for Human Resource Management (SHRM) and the American Society for Training & Development (ASTD). Beside that, she is an HR Lecturer (on part‐time basis) at AUB since 2000.


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In addition to that, Dr. Shaar has served as Advisor at AUB for the Student Representative Committee (SRC) between October 2004 & July 2005. In the past years, Dr. Shaar was also nominated as Advisor to re‐launch the Entrepreneurial Club in OSB (AUB) between October 2005 and July 2006. She was also the Coordinator for the Human Resources and Strategic Career Planning Program between 2000 and 2007. During the past years, she has launched series of HR Conferences with Morgan Group International in Kuwait, Jordan, Bahrain and Lebanon. Beside that, Dr. Shaar is assigned the Coordinator and Lead Instructor by Morgan Group for SHRM Certification Program in the Middle East Region. At last, Dr. Shaar publishes in the “Daily Star” Newspaper [Section Business Star], special articles related to “Business Ethics” & “Human Capital Management”.

Course Curriculum:

DAY 1:

Strategic Management

o Define the concept of management and strategic management. o Highlight the whole process of strategic management. o Explain how to set goals and allocate SMART objectives for people. o Identify main challenges faced in reviewing the company strategy. o Provide some tips on improving company strategy and people scope of work. DAY 2:

Effective Decision Making

o Define the concept of decision making and its link to strategic management. o Explain the importance of decision making in effectively managing enterprises. o Describe the behavioral and analytical process of decision making. o Display the decision making competency framework. o Identify key factors in making well informed decisions. DAY 3:

Leadership Skills: From Concept to Application

o Define the concept of leadership & its approaches. o Provide the framework & tools to lead business towards greater effectiveness. o Display the various leadership styles in managing the company resources. o Understand people’s personalities and increase understanding of others. o Suggest areas for improvement and provide constructive feedback. DAY 4:

Business Strategy Implementation & Evaluation (Business Case)

o o o o

Define a business strategy and its implications. Learn how to gain a competitive advantage and improve the business. Assess and analyze the internal and external business environment. Identify key corporate values and competencies required for any business.


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o Highlight the main factors to ensure successful implementation. DAY 5:

Presentations & Feedback

o o o

Deliver short presentations about selected topics. Provide some helpful guidelines on how to strategize and lead people. Give and receive feedback about the training program.

Course Language :

English/Arabic

Course Manual:

English

Course Fee :


US$ 2,750

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507

Facility Operation and Maintenance Executive Program ‫المرافق‬ ‫وصيانة‬ ‫تشغيل‬ ‫في‬ ‫التنفيذي‬ ‫البرنامج‬ 6 ‐ 10 December 2010 Kuala Lumpur, Malaysia Outline of the course Due to the boom in the construction industry, many buildings, infrastructure projects plants and other types of projects related to improvement in human living have been completed. Completion of such projects opens new windows of problems for some and opportunities for others. Problems have been reported on the lack of knowledge to properly execute the maintenance and operation contracts of these multi‐million dollars facilities. Smooth operation and maintenance services would ensure that the facilities are operated and maintained to maximize their usage economically and for pleasant use by occupants. Who should attend 

A set of experienced professionals will share their knowledge and experience that would benefit participants of this program. The program exposes participants from property owners and managers, facility managers, building maintenance executives and managers on how to manage their properties in the most efficient manners

Course Curriculum Monday,6th December 2010 Orientation And Welcome Reception by Professor Dr. Hamzah Abdul Rahman, The Asset and Facility Management Theory and Concept Speaker: Mr. Shahrizal Mohd Idris 08.30 am Understanding Asset Life Cycle 10.30 am Break 11.00 am Operation & Maintenance versus Facilities Management 12.30 pm Asset and Facilities Management Challenges and Future Trend 01.30 pm Lunch www.ProjacsTraining.com

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Tuesday, 7th December 2010 Facility Planning and Design Speaker: Mr. Shahrizal Mohd Idris 08.30 am Service Delivery Philosophy and Strategy 10.30 am Break 11.00 am Implementation Plan, Cost Strategy and Organisation Structure 12.30 pm Integrating Sustainable Development in FM 01.30 pm Lunch Wednesday, 8th December 2010 Decision Making and Thinking Theory Speaker: Madame Maimunah Osman 08.30 am Conceptual Framework of Thinking Skills and Decision Making. 10.30 am Break 11.00 am Divergent and Convergent Thinking in Decision Making. 12.30 pm Critical Constructive Thinking in Decision Making. 01.30 pm Lunch Thursday, 9th December 2010 Asset and Facilities Management Speaker: Mr. Mohd Sharizal Mohd Idris 08.30 am Facilities Management – Malaysian Experience 10.30 am Break 11.00 am Principles and Techniques 12.30 pm Key Aspects of Facility Planning & Design 01.30 pm Lunch Friday, 10th December 2010 Operations Management and Implementation Speaker: Madame Suraya Hussein 08.30 am Understanding Operations and Maintenance Management at the KLCC 10.00 am Refreshment 10.15 am Analyzing Operation Processes 11.00 am Developing Operation Strategies at the KLCC 11.45 pm Program Summary and Award of Certificates 12.10 pm Lunch Technical Director ‐ Professor Dr Hamzah Abdul Rahman www.ProjacsTraining.com

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Professor Dr. Hamzah Abdul Rahman is currently the Dean at the Faculty of Built Environment at a local university in Malaysia. He has served as the Deputy Vice‐Chancellor for Development and Estate Management in charge of development policies and projects from 1996 to 2003. He holds a PhD degree from the University of Manchester Institute of Science and Technology (UMIST, UK), M.Sc. from University of Florida, and BSc. (Hons) from Central Missouri State University. His research interests are in Quality and Project Management in Construction. Besides being a Fellow Royal Institute of Chartered Surveyors, Professor Dr. Hamzah has authored many publications in international journals and conferences. He continuously improves the contents of the program to benefit participants that come from a variety of construction‐related organizations and background. Maimunah Osman was the Senior Project Coordinator, Leadership Centre, National Institute of Public Administration (INTAN) Malaysia. She holds degrees in Master of Public Administration (MPA) from University of Malaya, Bachelor of Arts (BA Hon. ‐ Geography) from University of Malaya, and Post‐ Graduate Diploma in Public Management, INTAN. Corporate Certified Instructor of Edward de Bono in: Lateral Thinking, Corporate Certified Instructor of Edward de Bono in Six Thinking Hats, Corporate Certified Instructor of Edward de Bono in Direct Attention Thinking Tools, and an Accredited Trainer for MBTI (Myer‐Briggs Type Indicator). Current duties involves providing lectures, facilitate and organizing of courses, writing and consultancy. Maimunah Osman has written 5 books throughout her career in the public sector. Her areas of specialization are: Leadership and Organizational Management, Thinking Skills and Creativity, and Self Development. Mr. Mohammad Shahrizal bin Mohammad Idris is the Director of Operations for Global Facilities Management Sdn Bhd. He is currently responsible for the strategic planning, implementation and monitoring of various facilities management outsourcing projects. He holds a Master of Science degree in Facilities Management and currently pursuing his Doctor of Philosophy by research at the University of Technology Malaysia. He is also a graduate member of the Board of Engineer Malaysia, International Facility Management Association US and a Certified Energy Manager by the Energy Commission of Malaysia. He started his career as a facilities engineer involved in various condition monitoring services using vibration monitoring and infrared thermography imaging techniques for petrochemical and power generation www.ProjacsTraining.com

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plants. Over the last 8 years, he has been involved in the various facilities management services contracts for telecommunication buildings in Klang Valley, federal government complexes in Putrajaya, International Islamic University of Malaysia campus in Gombak, Northern University of Malaysia campus in Sintok and Hospital PUSRAWI in Kuala Lumpur. Madame Suraya Hussein is currently the Building Manager of ExxonMobil Tower, an office complex managed under Kuala Lumpur Urusharta Sdn Bhd (KLCCUH), a subsidiary company of KLCC Holdings. She is also a certified energy manager, having the experience of managing high rise buildings which include Dayabumi Complex and Petronas Tower 1, Petronas Twin Towers. An electrical engineer by profession, she is well trained in the technical aspects of operations and maintenance especially energy auditing. She will deliver a presentation of the technical management involved in managing a high rise office complex highlighting the operations and maintenance from the M & E aspects.


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508

Managing & Supervising Projects, Consultants & Contractors 6‐10 December 2010 Kuala Lumpur ‐ Malaysia

Introduction: Construction projects, consultants and contractors have to be managed and supervised daily by good systems and experienced and qualified construction client representative engineers. The course is primarily aimed at people already working in a supervisory or management role within the construction industry. To achieve these qualifications, supervisors or managers have to provide satisfactory evidence of their management skills, as well as their technical knowledge and competence in the workplace and ability in supervising or managing a construction operation. Managing and supervising projects activities and handling the complete project management cycle involving requirement gathering and final execution of construction projects as follows:  Maintaining registers for submittals, drawings, R.F.I’s, R.F.C’s and site reports.  Correspondence and co‐ordination with clients, main contractor, consultants, sub‐contractors, Local and over sea’s vendors.  Making cost calculation for new projects.  Getting approval for drawings and finishes.  Finalizing the vendor documents in consultation with collaborators, external suppliers, CONTRACTORS and clients with respect to different standards.  Implementing and monitoring effective planning on the site execution in the level of Project Manager and establishing the quality and quantity limits.  Effectively allocating the resources optimizing the available time for enhancing profitability. Construction Manager is responsible for overall progress and smooth running of the Project, under guidelines from Project Coordinator. He should have experience in interior fit‐out project: www.ProjacsTraining.com

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 He will supervise, inspect and monitor the project for Time, Cost and Quality at all levels.  He will initiate for weekly Progress review meetings and all other meetings as required time to time along with Contractors, Client and various other Consultants / Agencies.  He also keeps track of the communications related to various issues raised in the project.  He will be the single point communication for various agencies involved in the project and the Client’s representatives. Project Manager is responsible for overall progress and smooth running of the Project, under guidelines from Project Coordinator. Candidate should have experience in high‐rise residential projects:  He will supervise, inspect and monitor the project for Time, Cost and Quality at all levels.  He will initiate for weekly Progress review meetings and all other meetings as required time to time along with Contractors, Client and various other Consultants / Agencies.  He also keeps track of the communications related to various issues raised in the project.  He will be the single point communication for various agencies involved in the project and the Client’s representatives.  He is responsible for overall progress and smooth running of the Project, under guidelines from Project Coordinator.  He will supervise, inspect and monitor the project for Time, Cost and Quality at all levels.  He will initiate for weekly Progress review meetings and all other meetings as required time to time along with Contractors, Client and various other Consultants / Agencies.  He also keeps track of the communications related to various issues raised in the project.  He will be the single point communication for various agencies involved in the project and the Client’s representatives. He will report to the Project Coordinator. Objectives: www.ProjacsTraining.com

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The main objectives of this course also is to enhance the participant’s knowledge, abilities and skills necessary to increase his value to his organization and enhance his career as a supervisor in engineering projects. Moreover, the objective of this course is to present and discuss the Managing and Supervising Projects, Consultants and Contractors during the different phases of the project. Such projects involve much time and expense, and close management control of them is required if they are to be completed within the established time, cost and quality limitations. Developed and discussed are management techniques directed toward the control of time, cost, quality, resources, and project finance during all phases of the project. Upon completion of this training course, participants will be able to demonstrate that they can:  Manage projects, consultants and contractors  Supervise projects, consultants and contractors  Organize work operations and activities  Organize resources for the work  Monitor and supervise work operations and activities  Implement health and safety in the workplace  Maintain team and individual performance  Establish working relationships  Plan and implement project maintenance  Face challenges in moving to supervision  Build dependable working relationships  Increase labor productivity and morale  Avoid claims and legal problems  Communicate and lead effectively  Balance managerial skills with technical skills  Promote team performance  Increase skill sets in Managing and Supervising Projects, Consultants and Contractors  Increase their sense of Professionalism  Increase their Knowledge of Advanced Techniques of Managing and Supervising Projects, Consultants and Contractors  Increase their ability to lead successful construction sites  Increase recognition by the organization due to improved performance The organization will benefit by: www.ProjacsTraining.com

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Greater strategic focus of those involved in Managing and Supervising Projects, Consultants and Contractors  Higher productivity of contracting personnel  Reduced cost of Managing and Supervising Projects, Consultants and Contractors  Better outcomes in Projects, Consultants and Contractors Improved Projects, Consultants and Contractors performance Who should attend A set of experienced professionals and academics will share their knowledge and experience that would benefit participants of this program. The program exposes participants from property owners and managers, This course is recommended also for anyone involved with the construction stage of construction, maintenance and repair projects:  Clients Representatives  Supervisors  Engineering Project Managers,  Team Leaders  Site Officers and Managers,  Construction Engineers,  Technical Professionals  Field Production Supervisor, and Project Engineers and Operation Engineers Course Director: Prof .Dr. Mohamed Askar ; PHD Managing and Supervising Projects, Consultants and Contractors course will be taught by Professor Mohamed Askar. In addition to being Head of The Building Construction Engineering and Management Department, Faculty of Engineering, Dr. Askar is also a consultant to the construction industry and Projacs International Company. He has more than 20 years experiences (through his own construction contracting companies, real estate companies, and engineering consultation offices in Egypt, Saudi Arabian, Kuwait, and Emirates) in construction engineering and management, site management and supervision, contract management and administration, financial management, 


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design management, maintenance and repair operations, value engineering, methods improvement applications, training industry personnel, B.O.T. projects, contracts and specifications, heavy construction equipment, quality systems, productivity improvement systems, strategic analysis and planning, building finishing works, new technologies in building construction, project management professionals (PMP), etc. Dr. Askar is involved in several research projects. Dr. Askar holds a Ph.D. in Construction Engineering (robots at construction sites) from Dortmund/Cottbus University in Germany, 1996. Dr. Askar, as the head of the construction department at the university, is involved in developing and designing the related curriculum and the training teaching materials. He is participating in customized training to the engineers and technicians of many industries. He used to participate in all educational, administration, curriculum development, industrial cooperation, cooperative training, and continuous education. He used to attend scientific conferences. He published more than 25 scientific articles and papers in local and international conferences and journals. Professor Askar administrates many construction projects and programs in Kuwait, Kingdom of Saudi Arabia, United Arab Emirate, Yemen, Libya, Syria and Egypt. Dr. Askar acts as a consultant in the World Bank projects in Egypt. He is a member in the Committee for the Preparation of the Egyptian Project Management Code and in many international affiliations. Course Curriculum Day 1: 54. INTRODUCTION TO CONSTRUCTION INDUSTRY:  INTRODUCTION  THE CONSTRUCTION INDUSTRY  THE CONSTRUCTION PROJECT  SELECTION OF PROFESSIONAL SERVICES  CONSTRUCTION CONTRACTORS  LEGAL AND REGULATORY REQUIREMENTS  THE PROJECT LIFE CYCLE  PROJECT CONSTRUCTION CONTRACTS AND SELECTION METHODS  MANAGEMENT DURING THE DESIGN PHASE  MANAGEMENT OF FIELD CONSTRUCTION www.ProjacsTraining.com

CONTRACTORS

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 THE PROJECT MANAGER  NEED FOR PROJECT MANAGEMENT  MANAGEMENT PROCEDURES 55. DEVELOPING THE SUPERVISORY SKILLS IN THE CONSTRUCTION PROJECTS  CHALLENGES IN MOVING TO SUPERVISION  BUILD DEPENDABLE WORKING RELATIONSHIPS  INCREASE WORKER PRODUCTIVITY  ENCOURAGE LABORS INITIATIVE  AVOID COMPLAINTS AND LEGAL PROBLEMS  INCREASE COMMUNICATION AND LEADERSHIP SKILLS  THE IMPORTANCE OF BALANCING MANAGERIAL SKILLS WITH TECHNICAL SKILLS  PROMOTING OUTSTANDING TEAM PERFORMANCE  HOW TO MEDIATE DISPUTES BETWEEN LABORS  PLANNING  PHYSICAL RESOURCE MANAGEMENT  IMPLEMENTING  MONITORING AND CONTROL  MANAGING TEAMS AND INDIVIDUALS Day2: C. Managing Construction Projects 56. PROJECT COST ESTIMATING  INTRODUCTION TO COST ESTIMATING  ROLE AND QUALIFICATIONS OF COST ENGINEER  TYPES OF COST ESTIMATING  THE FINAL PROJECT COST ESTIMATES  PROJECT BUDGETING  UNBALANCED BIDS  SETTING OF A COST ESTINATE MODEL  COST ESTIMATE COMPUTER PROGRAM 57. THE PROJECT COST CONTROL  OBJECTIVES OF COST CONTROL www.ProjacsTraining.com

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                         

PROJECT COST CONTROL DATA FOR ESTIMATING PROJECT COST CODE USAGE OF PROJECT COST CODE PROJECT COST ACCOUNTING LABOR AND EQUIPMENT COSTS COST ACCOUNTING REPORTS LABOR TIME REPORTING TIME CARD PREPARATION MEASUREMENT OF WORK QUANTITIES WORK QUANTITIES FROM NETWORK ACTIVITIES WEEKLY LABOR COST PEPORT WEEKLY LABOR COST REPORT COST RECORDS AND REPORTS EQUIPMENT COST ACCOUNTING CHARGING EQUIPMENT TO THE PROJECT EQUIPMENT TIME PEPORTS WEEKLY EQUIPMENT COST REPORT SPECIAL ASPECTS OF EQUIPMENT CHARGES MONTHLY COST FORECAST TIME‐COST ENVELOPE SPECIAL COST ACCOUNTING PROBLEMS PRODUCTION COST REDUCTION INFORMATION FOR ESTIMATING COMPUTER APPLICATION ACCURACY OF ESTIMATING

58. CONSTRUCTION PROJECT PLANNING  THE CPM PROCEDURE  THE PLANNING PHASE  JOB ACTIVITIES  JOB LOGIC  RESTRAINTS  PRECEDENCE NOTATION  THE PRECEDENCE DIAGRAM  LAG RELEATIONSHIPS  PRECEDENCE DIAGRAM FOR HIGHWAY BRIDGE www.ProjacsTraining.com

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    

REPETITIVE OPERATIONS NETWORK IINTERFACES THE MASTER NETORK SUBNETWORKS DRAWING THE DIAGRAM

59. CONSTRUCTION PROJECT SCHEDULING  SCHEDULING PROCEDURE  ACTIVITY TIMES  RULES FOR ESTIMATING ACTIVITY DURATIONS  ESTIMATING ACTIVITY DURATIONS  TIME CONTINGENCY  NETWORK COMPUTATIONS  EARLY ACTIVITY TIMES  PROJECT DURATION  LATE ACTIVITY TIMES  TOTAL FLOAT  THE CRITICAL PATH  FREE FLOAT  ACTIVITY TIMES IN TABULAR FORMAT  FLOAT PATHS  EARLY START SCHEDULE  ACTIVITIES AND CALENDAR DATES  SORTS  LAGS BETWEEN ACTIVITIES  HAMMOCK ACTIVITY  MILESTIONS  TIME‐SCALED NETWORKS  BAR CHARTS 60. PROJECT TIME REDUCTION  TIME SCHEDULE ADJUSTMENTS  NEED FOR TIME REDUCTION  GENERAL TIME REDUCTION PROCEDURE  SHORTENING HHE LONGEST TIME PATH  PROJECT DIRECT COSTS  VARIATION OF ACTIVITY DIRECT COST WITH TIME  PROJECT INDIRECT COSTS www.ProjacsTraining.com

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      

TIME‐COST TRADEOFF BY COMPUTER RESTUDY OF CRITICAL ACTIVITY DURATIONS RESTUDY OF PROJECT PLAN CRITICAL ACTIVITIES IN PARALLEL SUBDIVISION OF CRITICAL ACTIVITIES SBCONTRACTING THE CRITICAL PATH METHOD (CPM) OF TIME‐COST TRADE‐OFFS

61. PROJECT TIME MANAGEMENT  THE TIME MANAGEMENT SYSTEM  ASPECTS OF TIME MANAGEMENT  PROGRESS MEASUREMENT  HIGHWAY BRIDGE AS OF JULY 14  JULY 21 STATUS OF HIGHWAY BRIDGE  PROGRESS ANALYSIS  CORRECTIVE ACTION  NETWORK UPDATING  PROJECT PROGRESS CURVES 62. PROJECT FINANCIAL MANAGEMENT  FINANCIAL CONTROL  PROGRESS PAYMENTS  PAYMENT REQUESTS FOR UNIT‐PRICE CONTRACTS  SCHEDULE OF FOR PAYMENTS BY OWNER‐UNIT‐PRICE CONTRACT  FINAL PAYMENT  CASH FLOW  CASH DISBURSEMENT FORECASTS  CASH INCOME FORECASTS  CONSTRUCTION FINANCING FOR CONTRACTORS  EFFECTS OF OTHER FACTORS ON A CONTRACTOR'S PROFITS 63. QUALITY MANAGEMENT PLANS  QUALITY: AN OVERVIEW  QUALITY CONTROL (QC  QUALITY ASSURANCE (QA  TOTAL QUALITY MANAGEMENT  TOTAL QUALITY MANAGEMENT  PRE‐DESIGN PHASE www.ProjacsTraining.com

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           

DESIGN PHASE TENDERING PHASE CONSTRUCTION PHASE POST‐CONSTRUCTION PHASE OBJECTIVES OF QUALITY PLAN METHODOLOGY OF QUALITY PLAN ANALYSIS AND EVALUATION EVALUATION MATRIX TOTAL QUALITY CONTROL QUALITY CONTROL BY STATISTICAL METHODS STATISTICAL QUALITY CONTROL WITH SAMPLING BY ATTRIBUTES STATISTICAL QUALITY CONTROL WITH SAMPLING BY VARIABLES

Day 3: B. Managing Construction Consultants 64. CONSTRUCTION CLAIMS AND DISPUTES  INTRODUCTION  CLAIM DEFINITION  CLAIMS REASONS AND SOURCES  VARIOUS TYPES OF CLAIMS  CONTRACTOR'S CONSTRUCTION CLAIMS AVOIDANCE  LIFE CYCLE OF CONSTRUCTION CLAIMS  CASE STUDIES OF CONSTRUCTION CLAIMS 65. VALUE ENGINEERING  HISTORY OF VALUE ENGINEERING  BENEFITS AND APPLICATION OF VALUE ENGINEERING  VALUE ENGINEERING METHODOLOGY  SPECIAL TECHNIQUES FOR PROJECT SELECTION  OTHER VE METHODOLOGIES  VALUE ENGINEERING PRACTICE  VALUE ENGINEERING RESULTS 66. KEY PERFORMANCE INDICATORS (KPI’s)  WHAT IS A “BALANCED SCORECARD”? www.ProjacsTraining.com

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 MAKING THE BSC A STRATEGIC TOOL  HR MEASURES FOR A BSC  PERFORMANCE MEASUREMENTS  WHY MEASURE PERFORMANCE  WHAT TO MEASURE  HOW TO MEASURE  FEEDBACK TO SUPPLIERS REGARDING PERFORMANCE C. Managing Construction Contractors 67. CONTRACT FUNDAMENTALS  THE ELEMENTS OF A CONTRACT  TYPES OF CONTRACTS AND THEIR DISADVANTAGES  FORMS OF CONTRACT  IDENTIFICATION OF CONTRACT TERMS  TERMS AND CONDITIONS OF CONTRACT

ADVANTAGES

AND

68. CONSTRUCTION MANAGEMENT SAFETY  ORGANIZE WORK OPERATIONS AND ACTIVITIES  ORGANIZE RESOURCES FOR THE WORK  MONITOR AND SUPERVISE WORK OPERATIONS AND ACTIVITIES  MAINTAIN TEAM AND INDIVIDUAL PERFORMANCE  ESTABLISH WORKING RELATIONSHIPS  HEALTH AND SAFETY INCLUDING MANAGEMENT OF HEALTH.  COVERAGE OF ALL REGULATION RELATING TO THE CONSTRUCTION INDUSTRY.  ACCIDENT PREVENTION, INVESTIGATION AND REPORTING PROCEDURES.  OCCUPATIONAL HEALTH AND HYGIENE – PERSONAL PROTECTION.  GENERAL HAZARD IDENTIFICATION AND SAFE WORKING METHODS  IDENTIFY HAZARDS AND REDUCE RISKS  OVERVIEW OF SAFETY IN CONSTRUCTION PROJECTS  DESIGN OF SAFETY PLAN AND FIRE PLAN  CASE STUDY OF SAFETY PLAN AND FIRE PLAN www.ProjacsTraining.com

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Day 4: D. Supervising Construction Projects 69. PROJECT NEGOTIATION  INTRODUCTION  FUNDAMENTAL KNOWLEDGE OF NEGOTIATION  AGREEMENT / BREACH  COROLLARIES / RESULTS  PRINCIPLES AND COROLLARIES ABOUT NEGOTIATION  (CAUSE – EFFECT)  "THE NEGOTIATION IS NOT AN EXACT SCIENCE”  PRINCIPLES AND COROLLARIES ABOUT NEGOTIATION  NEGOTIATION CHARACTERISTIS  NEGOTIATION ELEMENTS STUDY IN EMIRATES  NEGOTIATION ITEMS 70. ORGANIZING FOR PROJECT MANAGEMENT  WHAT IS PROJECT MANAGEMENT?  TRENDS IN MODERN MANAGEMENT  STRATEGIC PLANNING AND PROJECT PROGRAMMING  EFFECTS OF PROJECT RISKS ON ORGANIZATION  ORGANIZATION OF PROJECT PARTICIPANTS  TRADITIONAL DESIGNER‐CONSTRUCTOR SEQUENCE  PROFESSIONAL CONSTRUCTION MANAGEMENT  OWNER‐BUILDER OPERATION  TURNKEY OPERATION  LEADERSHIP AND MOTIVATION FOR THE PROJECT TEAM  INTERPERSONAL BEHAVIOR IN PROJECT ORGANIZATIONS  PERCEPTIONS OF OWNERS AND CONTRACTORS E. Supervising Construction Consultants 71. DRAWINGS AND SPECIFICATIONS  THE ARCHITECT‐ENGINEER  SERVICES PROVIDED BY THE ARCHITECT‐ENGINEER www.ProjacsTraining.com

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PROJECT DESCRIPTION THE DRAWINGS STANDARDIZED DRAWINGS THE SPECIFICATIONS WORK AND MATERIAL SPECIFICATIONS SPECIFIACATIONS DIVISIONS THE GENERAL CONDITIONS SUPPLEMENTARY CONDITIONS THE TECHNICAL SPECIFICATIONS PERFORMANE SPECIFICATIONS DESIGN SPECIFICATION MATERIAL AND PRODUCT STANDARDS CLOSED SPECIFICATIONS OPEN SPECIFICATIONS OTHER MATERIAL SPECIFICATION TYPES STANDARD SPECIFICATOINS

72. CONSTRUCTION PRICING  PRICING FOR CONSTRUCTED FACILITIES  RELATIVE COSTS OF CONSTRUCTION CONTRACTS  PRINCIPLES OF COMPETITIVE BIDDING  PRINCIPLES OF CONTRACT NEGOTIATION 73. METHODS FOR BID EVALUATION  CLASSIFICATION OF METHODS FOR CONTRACTORS SELECTION  EVALUATION OF COMPETITIVE BIDS  PROPOSED METHODOLOGY FOR CONTRACTOR SELECTION  PROPOSED METHODOLOGY FOR CONTRACTOR SELECTION  COMPUTER PROGRAMMING AND IMPLEMENTATION 74. REVIEW OF THE DIFFERENT APPLIED DESIGN MANAGEMENT MODELS FOR CONSTRUCTION PROJECTS:  INTRODUCTION  DESIGN MANAGEMENT VS. CONSTRUCTION MANAGEMENT  CHARACTERISTICS OF DESIGN MANAGEMENT  DESIGN MANAGEMENT PHASES  THINKING TO BUILD A SIMPLE MODEL OF DESIGN  RESEARCHES REVIEW IN DESIGN MANAGEMENT www.ProjacsTraining.com

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CONVENTIONAL DESIGN PROCESS IN CONSTRUCTION PROCESS‐PARAMETER‐INTERFACE MODEL CASE STUDY: DESIGN OF A CONFERENCE ROOM DESIGN REVIEWS IN THE CONSTRUCTION PROCESS CONCURRENT ENGINEERING APPROACH TO REDUCING DESIGN DELIVERY TIME  DIFFERENT CASE STUDIES 75. TENDERING PROCEDURES  PROJECT STRATEGY  PREQUALIFICATION OF TENDERERS  OBTAINING TENDERS  OPENING OF TENDERS  EVALUATION OF TENDERS  AWARD OF CONTRACTS Day5: F. Supervising Construction Contractors 76. CONSTRUCTION EQUIPMENT MANAGEMENT  CONSTRUCTION EQUIPMENT SELECTION FACTORS  COST OF OWNING AND OPERATING CONSTRUCTION EQUIPMENT  SOURCES OF CONSTRUCTION EQUIPMENT  ECONOMIC LIFE OF CONSTRUCTION EQUIPMENT  PRODUCTION CYCLE & OUTPUT 77. CONSTRUCTION LABOR MANAGEMENT  PERFORMANCE MEASUREMENTS  LEVEL OF PERFORMANCE MEASUREMENTS  SETTING WORTHY STANDARDS Course Language:  SETTING IMPROVEMENT PRIORITIES  PERFORMANCE IMPROVEMENT PHILOSOPHY Course Manual:  PERFORMANCE ANALYSIS WORTH OF PERFORMANCE Course Fee:


2950$


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509

Resolving Disputes using Collaborative & Interest‐Base Solutions (CMC Workshop 1) – Certificate Program 5 – 7 December 2010, Cairo / Egypt

Overview In this highly interactive 21‐hour, 3‐day workshop you will be invited to consider the building blocks that create disputes and those that assist in or detract from their resolution. You will be invited to engage in reflection, conversation, and exercises as disputes are studied and models for addressing them are considered. Significant time will be given to skill building for effective speaking and effective listening, and understanding conflict modes. Case studies will apply dispute resolution principles to a variety of settings. Outcomes: How to… • Communicate successfully • Listen and speak effectively • Understand the life cycle of a dispute • Recognize the role of emotions in disputes • Explore the role of culture in the development and resolution of disputes • Understand interests, rights and power • Move towards a win‐win solution, build trust, and improve relationships • Develop interest‐based, collaborative solutions Day 1 ∙ Introduction ∙ Distinguishing between conflicts and disputes ∙ Sources of Conflict: Making Sense of our Conflict Experiences ∙ The Evolution of Conflict: Its Growth, Climax and the Long Journey to Resolution ∙ Models of Conflict Resolution ∙ Role Play Day 2 ∙ Becoming Involved: Effective Listening and Speaking ∙ Personality Styles ∙ Responding to Emotions  The Role of Culture in Conflict  Group Disputes: Conflict Norms and Group Behaviour  Role Play Day 3 www.ProjacsTraining.com

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 Defining and Understanding Interests  Dealing with Rights and Power  Moving from Positions to Interests  Conflict Modes and Styles  Role Play  Conclusion

Course Director Prof. Sami M. Fereig, B.Sc. (Hons), M.Sc., M.A. Sc., Ph.D., P.Eng., F.ASCE Prof. Sami M. Fereig has over forty years’ experience in structural engineering, construction engineering and management, and construction dispute management. He has practised in both North America and the Middle East, and is actively involved in construction contract administration and project and dispute management with a number of organizations, including public‐sector and private‐sector companies in engineering and construction. He is the Director of the Certificate Program in Conflict Management for Project and Contract Managers at Conrad Gebel University College at the University of Waterloo, Canada. He was, for 28 years, a professor of civil engineering and construction management at Kuwait University. He has numerous publications in his various areas of specialization, including a five‐volume set of textbooks covering all aspects of contract management (in Arabic). He is a member of the ADR Institute of Ontario, the Professional Engineers of Ontario, AACE International, PMI, and a Fellow of the American Society of Civil Engineers. For more details, visit Prof. Sami’s website at www.prof‐sami.com.

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:

US$ 2,200


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510

Resolving Disputes and Conflict Avoidance using Negotiation and Mediation for Project & Contract Managers (CMC Workshop 1 & 2) – Certificate Program

5 –12 December 2010, Cairo / Egypt

NEW, REVISED INTRODUCTION & PURPOSE OF THE PROGRAM Introduction: Due to the adversarial nature of relationships in the project environment today, and the potential for disputes to arise among the different parties, disputes are very common and can be considered the norm in today’s project environment. They can negatively impact project time, cost and quality. It is therefore of paramount importance to be prepared to handle such disputes through the use of effective dispute management systems and techniques, thereby mitigating their damaging effects on the time, cost and quality of the project. This program is divided into eight workshops, the first six of which constitute the general Certificate Program in Conflict and Dispute Management for Project Managers. The first two workshops give the Project Manager the general tools to understand, manage and resolve disputes. The first workshop emphasizes the human factors in dispute management, with the goal of improving communication and cooperation in the project environment. The second workshop addresses the negotiation and mediation skills needed to reach a durable resolution of the dispute, build good working relationships and avoid expensive litigation. It teaches techniques to successfully negotiate a win/win outcome, build trust among the different parties and improve communication, thus saving valuable time and money.

Objectives: The main objective of the Certificate Program in Conflict and Dispute Management for Project Managers is to present effective systems firstly to avoid and, if this is not possible, to mitigate and manage the impact of a dispute and, in the final analysis, to resolve disputes and claims during the life cycle of a construction project.

WORKSHOP 1 Sami M. Fereig, Ph.D., P.Eng. www.ProjacsTraining.com

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Overview In this highly interactive 21‐hour, 3‐day workshop you will be invited to consider the building blocks that create disputes and those that assist in or detract from their resolution. You will be invited to engage in reflection, conversation, and exercises as disputes are studied and models for addressing them are considered. Significant time will be given to skill building for effective speaking and effective listening, and understanding conflict modes. Case studies will apply dispute resolution principles to a variety of settings. Outcomes: How to… • Communicate successfully • Listen and speak effectively • Understand the life cycle of a dispute • Recognize the role of emotions in disputes • Explore the role of culture in the development and resolution of disputes • Understand interests, rights and power • Move towards a win‐win solution, build trust, and improve relationships • Develop interest‐based, collaborative solutions Day 1 ∙ Introduction ∙ Distinguishing between conflicts and disputes ∙ Sources of Conflict: Making Sense of our Conflict Experiences ∙ The Evolution of Conflict: Its Growth, Climax and the Long Journey to Resolution ∙ Models of Conflict Resolution ∙ Role Play Day 2 ∙ Becoming Involved: Effective Listening and Speaking ∙ Personality Styles ∙ Responding to Emotions  The Role of Culture in Conflict  Group Disputes: Conflict Norms and Group Behaviour  Role Play Day 3  Defining and Understanding Interests  Dealing with Rights and Power  Moving from Positions to Interests  Conflict Modes and Styles  Role Play www.ProjacsTraining.com

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

Conclusion

WORKSHOP 2 Sami M. Fereig, Ph.D., P.Eng.

Overview This 21‐hour, 3‐day workshop is designed to build negotiation and mediation skills, and then to move beyond skills to a strategic awareness of the choices negotiators and mediators make in facilitating dispute resolution. You will examine in detail the elements of interest‐ based negotiation and mediation, while maintaining relationships. The Harvard Project on Negotiation model will be the primary focus. This interest‐based approach will be contrasted with competitive and cooperative approaches. Outcomes: How to … ∙ Effectively prepare for negotiation ∙ Uncover your interests and those of the other side ∙ Enhance your own negotiating position while building a strong business relationship ∙ Build relationships while you negotiate ∙ Structure a mediation process ∙ Use the core skills of a mediator to help parties reach agreement ∙ Respond when the parties are not willing to move to agreement ∙ Respond to power imbalances Day 4 Key Elements of a Negotiation  Distributive vs. Integrative (Interest‐Based) Negotiation  Structuring a Negotiation  Key Communication Skills  Working with BATNA’s  Dealing with Positional People and Dirty Tricks  Role Play Day 5 Building Collaboration  The Impact of Litigation on the Development of Disputes  The Options for Resolving Disputes  Knowledge, Skills and Attitudes Needed by Mediators ∙ Mediation Process Overview ∙ Role Play www.ProjacsTraining.com

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Day 6 & Day 7 Are Weekend Day 8:  The Five Tasks in Mediation ∙ Caucusing ∙ Anticipating and Resolving Impasses ∙ Mediator Ethics ∙ Role Play ∙ Conclusion


English

Course Fee

US$ 3, 100


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Project Delivery Systems, Negotiation, Mediation and Resolving Disputes for Project & Contract Managers (CMC Workshops 1, 2 & 3) – Certificate Program

511


NEW, REVISED INTRODUCTION & PURPOSE OF THE PROGRAM: The main objective of the Certificate Program in Conflict and Dispute Management for Project Managers is to present effective systems firstly to avoid and, if this is not possible, to mitigate and manage the impact of a dispute and, in the final analysis, to resolve disputes and claims during the life cycle of a construction project. Due to the adversarial nature of relationships in the project environment today, and the potential for disputes to arise among the different parties, disputes are very common and can be considered the norm in today’s project environment. They can negatively impact project time, cost and quality. It is therefore of paramount importance to be prepared to handle such disputes through the use of effective dispute management systems and techniques, thereby mitigating their damaging effects on the time, cost and quality of the project. This program is divided into eight workshops, the first six of which constitute the general Certificate Program in Conflict and Dispute Management for Project Managers. The first two workshops give the Project Manager the general tools to understand, manage and resolve disputes. The first workshop emphasizes the human factors in dispute management, with the goal of improving communication and cooperation in the project environment. The second workshop addresses the negotiation and mediation skills needed to reach a durable resolution of the dispute, build good working relationships and avoid expensive litigation. It teaches techniques to successfully negotiate a win/win outcome, build trust among the different parties and improve communication, thus saving valuable time and money. The next four workshops address in detail the project environment through the main stages of Pre‐Contracting, Contract Administration, and Post‐Contract Completion. Pre‐contracting (Workshop 3) deals with the planning phase and how to identify and manage project risks, select the appropriate project delivery system and the best contractor, thus preventing disputes before they arise, and establish a system to manage them effectively if they do arise.


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WORKSHOP 1 Sami M. Fereig, Ph.D., P.Eng. Overview In this highly interactive 21‐hour, 3‐day workshop you will be invited to consider the building blocks that create disputes and those that assist in or detract from their resolution. You will be invited to engage in reflection, conversation, and exercises as disputes are studied and models for addressing them are considered. Significant time will be given to skill building for effective speaking and effective listening, and understanding conflict modes. Case studies will apply dispute resolution principles to a variety of settings. Outcomes: How to… • Communicate successfully • Listen and speak effectively • Understand the life cycle of a dispute • Recognize the role of emotions in disputes • Explore the role of culture in the development and resolution of disputes • Understand interests, rights and power • Move towards a win‐win solution, build trust, and improve relationships • Develop interest‐based, collaborative solutions Day 1 ∙ Introduction ∙ Distinguishing between conflicts and disputes ∙ Sources of Conflict: Making Sense of our Conflict Experiences ∙ The Evolution of Conflict: Its Growth, Climax and the Long Journey to Resolution ∙ Models of Conflict Resolution ∙ Role Play Day 2 ∙ Becoming Involved: Effective Listening and Speaking ∙ Personality Styles ∙ Responding to Emotions  The Role of Culture in Conflict  Group Disputes: Conflict Norms and Group Behaviour  Role Play Day 3 Defining and Understanding Interests  Dealing with Rights and Power www.ProjacsTraining.com

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 Moving from Positions to Interests  Conflict Modes and Styles  Role Play  Conclusion


Overview This 21‐hour, 3‐day workshop is designed to build negotiation and mediation skills, and then to move beyond skills to a strategic awareness of the choices negotiators and mediators make in facilitating dispute resolution. You will examine in detail the elements of interest‐ based negotiation and mediation, while maintaining relationships. The Harvard Project on Negotiation model will be the primary focus. This interest‐based approach will be contrasted with competitive and cooperative approaches. Outcomes: How to … ∙ Effectively prepare for negotiation ∙ Uncover your interests and those of the other side ∙ Enhance your own negotiating position while building a strong business relationship ∙ Build relationships while you negotiate ∙ Structure a mediation process ∙ Use the core skills of a mediator to help parties reach agreement ∙ Respond when the parties are not willing to move to agreement ∙ Respond to power imbalances Day 4 Key Elements of a Negotiation  Distributive vs. Integrative (Interest‐Based) Negotiation  Structuring a Negotiation  Key Communication Skills  Working with BATNA’s  Dealing with Positional People and Dirty Tricks  Role Play Day 5 Building Collaboration  The Impact of Litigation on the Development of Disputes  The Options for Resolving Disputes  Knowledge, Skills and Attitudes Needed by Mediators www.ProjacsTraining.com

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∙ Mediation Process Overview ∙ Role Play Day 6& 7are weekend Day 8  The Five Tasks in Mediation ∙ Caucusing ∙ Anticipating and Resolving Impasses ∙ Mediator Ethics ∙ Role Play ∙ Conclusion


Overview This 21‐hour, 3‐day workshop is designed to help you fully realize the risks of disputes associated with a project during its different phases, and to define and fully understand the parties’ obligations to mitigate such risks. You will learn how to design the contract with measures to avoid the negative outcomes of such disputes. You will also learn how to select procurement strategies and procedures, along with how to select the best contractor for the project. A variety of case studies will be prevented. Outcomes: How to… ∙ Select the Most Appropriate Contract Strategy ∙ Design the Contract to Mitigate the Risk of Disputes Course Language: English/ Arabic ∙ Design a Dispute Resolution System ∙ Prepare Tendering Documents Course Manual: English ∙ Analyze Bid and Award Contracts ∙ Select the Most Suitable Contractor US$4,500 Course Fee: Day 9 General Introduction to Contracting ∙ The Life Cycle of Projects ∙ Reasons for Construction Disputes: Consultants, Clients, Contractors, Sub‐Contractors ∙ Contractual Relationships ∙ The Parties’ Obligations ∙ Case Study Day 10 Selecting Contracting Strategies, Procurement Methods and the Impact on Disputes during the Project www.ProjacsTraining.com

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∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙

Standard Forms Stipulated Price Contracts Unit Price Contracts Cost Plus a Fee Contracts Design‐Build Contracts Construction Management Contracts Selecting an Appropriate Form of Procurement to Minimize Disputes Designing a Dispute Resolution System Case Study

Day 11 Contractor Selection  Preparation of Construction Documents ∙ General Aspects of Tendering and Bidding ∙ Pre‐Award Considerations ∙ Contractor’s Pre‐qualification, Value Engineering, Constructability Review ∙ Tender Selection and Awarding ∙ Owner’s Responsibilities during Project Delivery ∙ Case Study ∙ Conclusion www.ProjacsTraining.com

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512

Management and Control of Contract, Negotiation & Mediation, Resolving Disputes, and Selecting Appropriate Delivery System (CMC Workshops 1, 2, 3 & 4) – Certificate Program 5 –20 December 2010, Cairo / Egypt

NEW, REVISED INTRODUCTION & PURPOSE OF THE PROGRAM: The main objective of the Certificate Program in Conflict and Dispute Management for Project Managers is to present effective systems firstly to avoid and, if this is not possible, to mitigate and manage the impact of a dispute and, in the final analysis, to resolve disputes and claims during the life cycle of a construction project. Due to the adversarial nature of relationships in the project environment today, and the potential for disputes to arise among the different parties, disputes are very common and can be considered the norm in today’s project environment. They can negatively impact project time, cost and quality. It is therefore of paramount importance to be prepared to handle such disputes through the use of effective dispute management systems and techniques, thereby mitigating their damaging effects on the time, cost and quality of the project. This program is divided into eight workshops, the first six of which constitute the general Certificate Program in Conflict and Dispute Management for Project Managers. The first two workshops give the Project Manager the general tools to understand, manage and resolve disputes. The first workshop emphasizes the human factors in dispute management, with the goal of improving communication and cooperation in the project environment. The second workshop addresses the negotiation and mediation skills needed to reach a durable resolution of the dispute, build good working relationships and avoid expensive litigation. It teaches techniques to successfully negotiate a win/win outcome, build trust among the different parties and improve communication, thus saving valuable time and money. The next four workshops address in detail the project environment through the main stages of Pre‐Contracting, Contract Administration, and Post‐Contract Completion. Pre‐contracting (Workshop 3) deals with the planning phase and how to identify and manage project risks, select the appropriate project delivery system and the best contractor, thus preventing disputes before they arise, and establish a system to manage them effectively if they do arise. www.ProjacsTraining.com

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Contract Administration (Workshop 4) deals with managing and controlling time, cost and quality and project documentation to meet project objectives, and how to develop effective communication among the parties in order to manage and minimize disputes and successfully achieve the cost, time and quality targets.

WORKSHOP 1 Overview In this highly interactive 21‐hour, 3‐day workshop you will be invited to consider the building blocks that create disputes and those that assist in or detract from their resolution. You will be invited to engage in reflection, conversation, and exercises as disputes are studied and models for addressing them are considered. Significant time will be given to skill building for effective speaking and effective listening, and understanding conflict modes. Case studies will apply dispute resolution principles to a variety of settings. Outcomes: How to… • Communicate successfully • Listen and speak effectively • Understand the life cycle of a dispute • Recognize the role of emotions in disputes • Explore the role of culture in the development and resolution of disputes • Understand interests, rights and power • Move towards a win‐win solution, build trust, and improve relationships • Develop interest‐based, collaborative solutions Day 1 ∙ Introduction ∙ Distinguishing between conflicts and disputes ∙ Sources of Conflict: Making Sense of our Conflict Experiences ∙ The Evolution of Conflict: Its Growth, Climax and the Long Journey to Resolution ∙ Models of Conflict Resolution ∙ Role Play Day 2 ∙ Becoming Involved: Effective Listening and Speaking ∙ Personality Styles ∙ Responding to Emotions  The Role of Culture in Conflict  Group Disputes: Conflict Norms and Group Behaviour  Role Play www.ProjacsTraining.com

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Day 3 Defining and Understanding Interests  Dealing with Rights and Power  Moving from Positions to Interests  Conflict Modes and Styles  Role Play  Conclusion

WORKSHOP 2

Overview This 21‐hour, 3‐day workshop is designed to build negotiation and mediation skills, and then to move beyond skills to a strategic awareness of the choices negotiators and mediators make in facilitating dispute resolution. You will examine in detail the elements of interest‐ based negotiation and mediation, while maintaining relationships. The Harvard Project on Negotiation model will be the primary focus. This interest‐based approach will be contrasted with competitive and cooperative approaches. Outcomes: How to … ∙ Effectively prepare for negotiation ∙ Uncover your interests and those of the other side ∙ Enhance your own negotiating position while building a strong business relationship ∙ Build relationships while you negotiate ∙ Structure a mediation process ∙ Use the core skills of a mediator to help parties reach agreement ∙ Respond when the parties are not willing to move to agreement ∙ Respond to power imbalances Day 4 Key Elements of a Negotiation  Distributive vs. Integrative (Interest‐Based) Negotiation  Structuring a Negotiation  Key Communication Skills  Working with BATNA’s  Dealing with Positional People and Dirty Tricks  Role Play Day 5 Building Collaboration www.ProjacsTraining.com

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 The Impact of Litigation on the Development of Disputes  The Options for Resolving Disputes  Knowledge, Skills and Attitudes Needed by Mediators ∙ Mediation Process Overview ∙ Role Play Day 6& 7are weekend Day 8  The Five Tasks in Mediation ∙ Caucusing ∙ Anticipating and Resolving Impasses ∙ Mediator Ethics ∙ Role Play ∙ Conclusion

WORKSHOP 3 Overview This 21‐hour, 3‐day workshop is designed to help you fully realize the risks of disputes associated with a project during its different phases, and to define and fully understand the parties’ obligations to mitigate such risks. You will learn how to design the contract with measures to avoid the negative outcomes of such disputes. You will also learn how to select procurement strategies and procedures, along with how to select the best contractor for the project. A variety of case studies will be prevented. Outcomes: How to… ∙ Select the Most Appropriate Contract Strategy ∙ Design the Contract to Mitigate the Risk of Disputes Course Language: English/ Arabic ∙ Design a Dispute Resolution System ∙ Prepare Tendering Documents English Course Manual: ∙ Analyze Bid and Award Contracts ∙ Select the Most Suitable Contractor US$5,500 Course Fee: Day 9 General Introduction to Contracting ∙ The Life Cycle of Projects ∙ Reasons for Construction Disputes: Consultants, Clients, Contractors, Sub‐Contractors ∙ Contractual Relationships ∙ The Parties’ Obligations ∙ Case Study Day 10 www.ProjacsTraining.com

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Selecting Contracting Strategies, Procurement Methods and the Impact on Disputes during the Project ∙ Standard Forms ∙ Stipulated Price Contracts ∙ Unit Price Contracts ∙ Cost Plus a Fee Contracts ∙ Design‐Build Contracts ∙ Construction Management Contracts ∙ Selecting an Appropriate Form of Procurement to Minimize Disputes ∙ Designing a Dispute Resolution System ∙ Case Study Day 11 Contractor Selection  Preparation of Construction Documents ∙ General Aspects of Tendering and Bidding ∙ Pre‐Award Considerations ∙ Contractor’s Pre‐qualification, Value Engineering, Constructability Review ∙ Tender Selection and Awarding ∙ Owner’s Responsibilities during Project Delivery ∙ Case Study ∙ Conclusion

WORKSHOP 4

Overview This 21‐hour, 3‐day workshop is designed to systematically cover the subjects vital to training good contract and field administrators to manage time, cost, documentation, and disputes during this phase. A variety of case studies will be presented. Outcomes: How to… ∙ Estimate costs and analyze cash flow  Prepare project schedules and resource planning ∙ Review contract documents before construction ∙ Establish a responsibility matrix for this phase ∙ Control project documentation and cost, time and quality ∙ Communicate effectively during contract administration ∙ Prepare for project hand‐over Day 12  Cost Estimation Methods and Project Budgets  Cash Flow Analysis www.ProjacsTraining.com

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 Project Planning and Scheduling  Resource Management  Software Applications  Case Study Day 13 &Day 14 Are Weekend Day 15 Project Documentation and Control Systems ∙ Contract administration in the field – roles of the parties ∙ Pre‐construction activities ∙ Keeping good records ∙ On‐site coordination meetings and communication ∙ Measures to Minimize Disputes ∙ Claim protection and mitigation ∙ Case Study Day 16 Effective Cost and Time Control ∙ Payments and payment certificates ∙ Procedures for change request processing and cost control ∙ Monitoring job progress and scheduling requirements ∙ Earned value and project control ∙ Monthly status reports ∙ Legal concerns in construction field administration ∙ Case study ∙ Conclusion


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513

Construction Management: Contract Planning & Control, Project and Contract Close‐Out (CMC Workshops 1, 2, 3, 4 & 5) Certificate Program 5 –23 December 2010, Cairo / Egypt

NEW, REVISED INTRODUCTION & PURPOSE OF THE PROGRAM: The main objective of the Certificate Program in Conflict and Dispute Management for Project Managers is to present effective systems firstly to avoid and, if this is not possible, to mitigate and manage the impact of a dispute and, in the final analysis, to resolve disputes and claims during the life cycle of a construction project. Due to the adversarial nature of relationships in the project environment today, and the potential for disputes to arise among the different parties, disputes are very common and can be considered the norm in today’s project environment. They can negatively impact project time, cost and quality. It is therefore of paramount importance to be prepared to handle such disputes through the use of effective dispute management systems and techniques, thereby mitigating their damaging effects on the time, cost and quality of the project. This program is divided into eight workshops, the first six of which constitute the general Certificate Program in Conflict and Dispute Management for Project Managers. The first two workshops give the Project Manager the general tools to understand, manage and resolve disputes. The first workshop emphasizes the human factors in dispute management, with the goal of improving communication and cooperation in the project environment. The second workshop addresses the negotiation and mediation skills needed to reach a durable resolution of the dispute, build good working relationships and avoid expensive litigation. It teaches techniques to successfully negotiate a win/win outcome, build trust among the different parties and improve communication, thus saving valuable time and money. The next four workshops address in detail the project environment through the main stages of Pre‐Contracting, Contract Administration, and Post‐Contract Completion. Pre‐contracting (Workshop 3) deals with the planning phase and how to identify and manage project risks, select the appropriate project delivery system and the best contractor, thus preventing disputes before they arise, and establish a system to manage them effectively if they do arise. Contract Administration (Workshop 4) deals with managing and controlling time, cost and quality and project documentation to meet project objectives, and how to develop effective


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communication among the parties in order to manage and minimize disputes and successfully achieve the cost, time and quality targets. Workshop 5 deals with managing disputes during this phase, analyzing dispute causes and their impact on cost and time, and amicable dispute resolution by the parties themselves to produce a successful project close‐out without lingering disputes or unforeseen costs.

WORKSHOP 1 Overview In this highly interactive 21‐hour, 3‐day workshop you will be invited to consider the building blocks that create disputes and those that assist in or detract from their resolution. You will be invited to engage in reflection, conversation, and exercises as disputes are studied and models for addressing them are considered. Significant time will be given to skill building for effective speaking and effective listening, and understanding conflict modes. Case studies will apply dispute resolution principles to a variety of settings. Outcomes: How to… • Communicate successfully • Listen and speak effectively • Understand the life cycle of a dispute • Recognize the role of emotions in disputes • Explore the role of culture in the development and resolution of disputes • Understand interests, rights and power • Move towards a win‐win solution, build trust, and improve relationships • Develop interest‐based, collaborative solutions Day 1 ∙ Introduction ∙ Distinguishing between conflicts and disputes ∙ Sources of Conflict: Making Sense of our Conflict Experiences ∙ The Evolution of Conflict: Its Growth, Climax and the Long Journey to Resolution ∙ Models of Conflict Resolution ∙ Role Play Day 2 ∙ Becoming Involved: Effective Listening and Speaking ∙ Personality Styles ∙ Responding to Emotions  The Role of Culture in Conflict www.ProjacsTraining.com

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 Group Disputes: Conflict Norms and Group Behaviour  Role Play Day 3 Defining and Understanding Interests  Dealing with Rights and Power  Moving from Positions to Interests  Conflict Modes and Styles  Role Play  Conclusion

WORKSHOP 2

Overview This 21‐hour, 3‐day workshop is designed to build negotiation and mediation skills, and then to move beyond skills to a strategic awareness of the choices negotiators and mediators make in facilitating dispute resolution. You will examine in detail the elements of interest‐ based negotiation and mediation, while maintaining relationships. The Harvard Project on Negotiation model will be the primary focus. This interest‐based approach will be contrasted with competitive and cooperative approaches. Outcomes: How to … ∙ Effectively prepare for negotiation ∙ Uncover your interests and those of the other side ∙ Enhance your own negotiating position while building a strong business relationship ∙ Build relationships while you negotiate ∙ Structure a mediation process ∙ Use the core skills of a mediator to help parties reach agreement ∙ Respond when the parties are not willing to move to agreement ∙ Respond to power imbalances Day 4 Key Elements of a Negotiation  Distributive vs. Integrative (Interest‐Based) Negotiation  Structuring a Negotiation  Key Communication Skills  Working with BATNA’s  Dealing with Positional People and Dirty Tricks  Role Play www.ProjacsTraining.com

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Day 5 Building Collaboration  The Impact of Litigation on the Development of Disputes  The Options for Resolving Disputes  Knowledge, Skills and Attitudes Needed by Mediators ∙ Mediation Process Overview ∙ Role Play Day 6& 7are weekend Day 8  The Five Tasks in Mediation ∙ Caucusing ∙ Anticipating and Resolving Impasses ∙ Mediator Ethics ∙ Role Play ∙ Conclusion

WORKSHOP 3 Overview This 21‐hour, 3‐day workshop is designed to help you fully realize the risks of disputes associated with a project during its different phases, and to define and fully understand the parties’ obligations to mitigate such risks. You will learn how to design the contract with measures to avoid the negative outcomes of such disputes. You will also learn how to select procurement strategies and procedures, along with how to select the best contractor for the project. A variety of case studies will be prevented. Outcomes: How to… ∙ Select the Most Appropriate Contract Strategy ∙ Design the Contract to Mitigate the Risk of Disputes Course Language: English/ Arabic ∙ Design a Dispute Resolution System ∙ Prepare Tendering Documents Course Manual: English ∙ Analyze Bid and Award Contracts ∙ Select the Most Suitable Contractor US$6,500 Course Fee: Day 9 General Introduction to Contracting ∙ The Life Cycle of Projects ∙ Reasons for Construction Disputes: Consultants, Clients, Contractors, Sub‐Contractors ∙ Contractual Relationships ∙ The Parties’ Obligations ∙ Case Study www.ProjacsTraining.com

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Day 10 Selecting Contracting Strategies, Procurement Methods and the Impact on Disputes during the Project ∙ Standard Forms ∙ Stipulated Price Contracts ∙ Unit Price Contracts ∙ Cost Plus a Fee Contracts ∙ Design‐Build Contracts ∙ Construction Management Contracts ∙ Selecting an Appropriate Form of Procurement to Minimize Disputes ∙ Designing a Dispute Resolution System ∙ Case Study Day 11 Contractor Selection  Preparation of Construction Documents ∙ General Aspects of Tendering and Bidding ∙ Pre‐Award Considerations ∙ Contractor’s Pre‐qualification, Value Engineering, Constructability Review ∙ Tender Selection and Awarding ∙ Owner’s Responsibilities during Project Delivery ∙ Case Study ∙ Conclusion

WORKSHOP 4

Overview This 21‐hour, 3‐day workshop is designed to systematically cover the subjects vital to training good contract and field administrators to manage time, cost, documentation, and disputes during this phase. A variety of case studies will be presented. Outcomes: How to… ∙ Estimate costs and analyze cash flow  Prepare project schedules and resource planning ∙ Review contract documents before construction ∙ Establish a responsibility matrix for this phase ∙ Control project documentation and cost, time and quality ∙ Communicate effectively during contract administration ∙ Prepare for project hand‐over Day 12  Cost Estimation Methods and Project Budgets www.ProjacsTraining.com

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 Cash Flow Analysis  Project Planning and Scheduling  Resource Management  Software Applications  Case Study Day 13 &Day 14 Are Weekend Day 15 Project Documentation and Control Systems ∙ Contract administration in the field – roles of the parties ∙ Pre‐construction activities ∙ Keeping good records ∙ On‐site coordination meetings and communication ∙ Measures to Minimize Disputes ∙ Claim protection and mitigation ∙ Case Study Day 16 Effective Cost and Time Control ∙ Payments and payment certificates ∙ Procedures for change request processing and cost control ∙ Monitoring job progress and scheduling requirements ∙ Earned value and project control ∙ Monthly status reports ∙ Legal concerns in construction field administration ∙ Case study ∙ Conclusion


Overview In this 21‐hour, 3‐day workshop you will analyse the issues when a dispute arises during construction and examine its time and cost impacts on a project, thus preventing the dispute from becoming a claim. The time and energy expended in addressing claims resulting from unresolved disputes, putting them forward and defending against them is out of all proportion to the cost/benefit expected. Thus it is very important that a more cost‐ effective procedure be put in place to resolve such disputes amicably by the parties before project close‐out. Contract close‐out is a very necessary part of project delivery. It should be managed effectively in order to finalise project costs. A variety of case studies will be presented. Outcomes: How to… www.ProjacsTraining.com

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∙ Analyse Dispute Causes and Their Impact on Time and Cost ∙ Assess Parties’ Entitlements and Negotiate Settlements ∙ Mediate Disputes ∙ Close Out Contracts Day 13 Dispute Causes and Their Impact ∙ Suspension of Work ∙ Re‐sequencing of Work ∙ Variation Orders ∙ Variations in Estimated Quantities ∙ Differing Site Conditions ∙ Defective Specifications and Drawings ∙ Acceleration of the Work ∙ Force Majeure ∙ Termination for Convenience ∙ Termination for Default and Re‐procurement ∙ Case Study Day 14 Cost Estimation for Variations and Delays ∙ Contract Stipulations to Calculate Cost of Variations ∙ Scheduling Provisions ∙ Emphasis on Network Analysis Techniques ∙ Techniques for Delay with Construction Project Management (CPM) ∙ Concurrent Delays ∙ Job Acceleration/Compression ∙ Case Study Day 15 Amicable Dispute Resolution by the Parties  Negotiation of disputes  Mediation of disputes Substantial Completion and Contract Close‐Out       

Contract Requirements Commissioning and Handing‐Over Substantial Completion Preparation of Punch List Starting of Systems Case Study Conclusi www.ProjacsTraining.com

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514

Conrad Grebel University College at the University of Waterloo in Cooperation with PROJACS presents

Certificate Program in Conflict Management for Project and Contract Managers 5–28 December 2010, Cairo / Egypt NEW, REVISED INTRODUCTION & PURPOSE OF THE PROGRAM

The main objective of the Certificate Program in Conflict and Dispute Management for Project Managers is to present effective systems firstly to avoid and, if this is not possible, to mitigate and manage the impact of a dispute and, in the final analysis, to resolve disputes and claims during the life cycle of a construction project. Due to the adversarial nature of relationships in the project environment today, and the potential for disputes to arise among the different parties, disputes are very common and can be considered the norm in today’s project environment. They can negatively impact project time, cost and quality. It is therefore of paramount importance to be prepared to handle such disputes through the use of effective dispute management systems and techniques, thereby mitigating their damaging effects on the time, cost and quality of the project. This program is divided into eight workshops, the first six of which constitute the general Certificate Program in Conflict and Dispute Management for Project Managers. The first two workshops give the Project Manager the general tools to understand, manage and resolve disputes. The first workshop emphasizes the human factors in dispute management, with the goal of improving communication and cooperation in the project environment. The second workshop addresses the negotiation and mediation skills needed to reach a durable resolution of the dispute, build good working relationships and avoid expensive litigation. It teaches techniques to successfully negotiate a win/win outcome, build trust among the different parties and improve communication, thus saving valuable time and money. The next four workshops address in detail the project environment through the main stages of Pre‐Contracting, Contract Administration, and Post‐Contract Completion. Pre‐contracting (Workshop 3) deals with the planning phase and how to identify and manage project risks, select the appropriate project delivery system and the best contractor, thus preventing disputes before they arise, and establish a system to manage them effectively if they do arise. www.ProjacsTraining.com

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Contract Administration (Workshop 4) deals with managing and controlling time, cost and quality and project documentation to meet project objectives, and how to develop effective communication among the parties in order to manage and minimize disputes and successfully achieve the cost, time and quality targets. Workshop 5 deals with managing disputes during this phase, analyzing dispute causes and their impact on cost and time, and amicable dispute resolution by the parties themselves to produce a successful project close‐out without lingering disputes or unforeseen costs. Post‐Contract Completion (Workshop 6) deals with any disputes that have not been settled at close‐out. You will learn how to assess and analyse claims and damages due to different elements of disputes, including delay and scope variations, so as to reach an amicable settlement in order to save litigation time and cost. You will also learn how to present alternative dispute resolution options, and understand the consequences if the parties resort to arbitration and litigation.

WORKSHOP 1 Sami M. Fereig, Ph.D., P.Eng. Overview In this highly interactive 21‐hour, 3‐day workshop you will be invited to consider the building blocks that create disputes and those that assist in or detract from their resolution. You will be invited to engage in reflection, conversation, and exercises as disputes are studied and models for addressing them are considered. Significant time will be given to skill building for effective speaking and effective listening, and understanding conflict modes. Case studies will apply dispute resolution principles to a variety of settings. Outcomes: How to… • Communicate successfully • Listen and speak effectively • Understand the life cycle of a dispute • Recognize the role of emotions in disputes • Explore the role of culture in the development and resolution of disputes • Understand interests, rights and power • Move towards a win‐win solution, build trust, and improve relationships • Develop interest‐based, collaborative solutions Day 1 ∙ Introduction ∙ Distinguishing between conflicts and disputes ∙ Sources of Conflict: Making Sense of our Conflict Experiences ∙ The Evolution of Conflict: Its Growth, Climax and the Long Journey to Resolution www.ProjacsTraining.com

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∙ Models of Conflict Resolution ∙ Role Play Day 2 ∙ Becoming Involved: Effective Listening and Speaking ∙ Personality Styles ∙ Responding to Emotions  The Role of Culture in Conflict  Group Disputes: Conflict Norms and Group Behaviour  Role Play Day 3  Defining and Understanding Interests  Dealing with Rights and Power  Moving from Positions to Interests  Conflict Modes and Styles  Role Play  Conclusion


Overview This 21‐hour, 3‐day workshop is designed to build negotiation and mediation skills, and then to move beyond skills to a strategic awareness of the choices negotiators and mediators make in facilitating dispute resolution. You will examine in detail the elements of interest‐ based negotiation and mediation, while maintaining relationships. The Harvard Project on Negotiation model will be the primary focus. This interest‐based approach will be contrasted with competitive and cooperative approaches. Outcomes: How to … ∙ Effectively prepare for negotiation ∙ Uncover your interests and those of the other side ∙ Enhance your own negotiating position while building a strong business relationship ∙ Build relationships while you negotiate ∙ Structure a mediation process ∙ Use the core skills of a mediator to help parties reach agreement ∙ Respond when the parties are not willing to move to agreement ∙ Respond to power imbalances Day 4 www.ProjacsTraining.com

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Key Elements of a Negotiation  Distributive vs. Integrative (Interest‐Based) Negotiation  Structuring a Negotiation  Key Communication Skills  Working with BATNA’s  Dealing with Positional People and Dirty Tricks  Role Play Day 5 Building Collaboration  The Impact of Litigation on the Development of Disputes  The Options for Resolving Disputes  Knowledge, Skills and Attitudes Needed by Mediators ∙ Mediation Process Overview ∙ Role Play Day 6  The Five Tasks in Mediation ∙ Caucusing ∙ Anticipating and Resolving Impasses ∙ Mediator Ethics ∙ Role Play ∙ Conclusion


Overview This 21‐hour, 3‐day workshop is designed to help you fully realize the risks of disputes associated with a project during its different phases, and to define and fully understand the parties’ obligations to mitigate such risks. You will learn how to design the contract with measures to avoid the negative outcomes of such disputes. You will also learn how to select procurement strategies and procedures, along with how to select the best contractor for the project. A variety of case studies will be prevented. Outcomes: How to… ∙ Select the Most Appropriate Contract Strategy ∙ Design the Contract to Mitigate the Risk of Disputes ∙ Design a Dispute Resolution System ∙ Prepare Tendering Documents ∙ Analyze Bid and Award Contracts ∙ Select the Most Suitable Contractor www.ProjacsTraining.com

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Day 7 General Introduction to Contracting ∙ The Life Cycle of Projects ∙ Reasons for Construction Disputes: Consultants, Clients, Contractors, Sub‐Contractors ∙ Contractual Relationships ∙ The Parties’ Obligations ∙ Case Study Day 8 Selecting Contracting Strategies, Procurement Methods and the Impact on Disputes during the Project ∙ Standard Forms ∙ Stipulated Price Contracts ∙ Unit Price Contracts ∙ Cost Plus a Fee Contracts ∙ Design‐Build Contracts ∙ Construction Management Contracts ∙ Selecting an Appropriate Form of Procurement to Minimize Disputes ∙ Designing a Dispute Resolution System ∙ Case Study Day 9 Contractor Selection  Preparation of Construction Documents ∙ General Aspects of Tendering and Bidding ∙ Pre‐Award Considerations ∙ Contractor’s Pre‐qualification, Value Engineering, Constructability Review ∙ Tender Selection and Awarding ∙ Owner’s Responsibilities during Project Delivery ∙ Case Study ∙ Conclusion


Overview This 21‐hour, 3‐day workshop is designed to systematically cover the subjects vital to training good contract and field administrators to manage time, cost, documentation, and disputes during this phase. A variety of case studies will be presented. Outcomes: How to… www.ProjacsTraining.com

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∙ Estimate costs and analyze cash flow  Prepare project schedules and resource planning ∙ Review contract documents before construction ∙ Establish a responsibility matrix for this phase ∙ Control project documentation and cost, time and quality ∙ Communicate effectively during contract administration ∙ Prepare for project hand‐over Day 10  Cost Estimation Methods and Project Budgets  Cash Flow Analysis  Project Planning and Scheduling  Resource Management  Software Applications  Case Study Day 11 Project Documentation and Control Systems ∙ Contract administration in the field – roles of the parties ∙ Pre‐construction activities ∙ Keeping good records ∙ On‐site coordination meetings and communication ∙ Measures to Minimize Disputes ∙ Claim protection and mitigation ∙ Case Study Day 12 Effective Cost and Time Control ∙ Payments and payment certificates ∙ Procedures for change request processing and cost control ∙ Monitoring job progress and scheduling requirements ∙ Earned value and project control ∙ Monthly status reports ∙ Legal concerns in construction field administration ∙ Case study ∙ Conclusion


Overview In this 21‐hour, 3‐day workshop you will analyse the issues when a dispute arises during construction and examine its time and cost impacts on a project, thus preventing the dispute from becoming a claim. The time and energy expended in addressing claims www.ProjacsTraining.com

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resulting from unresolved disputes, putting them forward and defending against them is out of all proportion to the cost/benefit expected. Thus it is very important that a more cost‐ effective procedure be put in place to resolve such disputes amicably by the parties before project close‐out. Contract close‐out is a very necessary part of project delivery. It should be managed effectively in order to finalise project costs. A variety of case studies will be presented. Outcomes: How to… ∙ Analyse Dispute Causes and Their Impact on Time and Cost ∙ Assess Parties’ Entitlements and Negotiate Settlements ∙ Mediate Disputes ∙ Close Out Contracts Day 13 Dispute Causes and Their Impact ∙ Suspension of Work ∙ Re‐sequencing of Work ∙ Variation Orders ∙ Variations in Estimated Quantities ∙ Differing Site Conditions ∙ Defective Specifications and Drawings ∙ Acceleration of the Work ∙ Force Majeure ∙ Termination for Convenience ∙ Termination for Default and Re‐procurement ∙ Case Study Day 14 Cost Estimation for Variations and Delays ∙ Contract Stipulations to Calculate Cost of Variations ∙ Scheduling Provisions ∙ Emphasis on Network Analysis Techniques ∙ Techniques for Delay with Construction Project Management (CPM) ∙ Concurrent Delays ∙ Job Acceleration/Compression ∙ Case Study Day 15 Amicable Dispute Resolution by the Parties


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 Negotiation of disputes  Mediation of disputes Substantial Completion and Contract Close‐Out       

Contract Requirements Commissioning and Handing‐Over Substantial Completion Preparation of Punch List Starting of Systems Case Study Conclusion


Overview In this 21‐hour, 3‐day workshop you will learn how to deal with contract claims since most projects are modified and changes are made within and outside the scope of work, in some instances delaying or accelerating the pace of work which may result in a claim if the dispute is not settled. This workshop is designed to provide expert, practical information and advice for the parties to analyze and understand the issues that arise when a claim is made, and also how to prepare and negotiate a settlement and produce a counterclaim if needed. The work‐ shop will help you to resolve such claims in a more effective manner and avoid lengthy and expensive litigation. A variety of case studies will be presented. Outcomes: How to…  Address claims for unforeseen conditions at the start of the job  Assess claims for variations  Evaluate claims related to project scheduling  Counterclaim against the contractor  Resolve claims

Day 16 Claims for Unforeseen Conditions at the Start of the Job  Contractor’s Obligation to Investigate the Site  Employer’s Obligation to Give Information About the Site  Unforeseen Behaviour or Conditions  Engineer’s Role in Mitigating Such Claims Claims for Variations  Variation Order Cost Estimates www.ProjacsTraining.com

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 Job Factors Affecting Productivity  Overhead and Profit  Reservation of Indirect Costs  Forms for Pricing Changes  Case Study Day 17 Evaluation of Claims Related to Project Scheduling ∙ Techniques for Proving Delay with CPM ∙ Concurrent Delays ∙ Acceleration/Job Compression ∙ Checklist for Use of CPM in Litigation ∙ Claims for Delay ∙ Claims for Disruption ∙ The Relationship Between Loss and Expense and Extensions of Time ∙ Damages for Delay ∙ Case Study Day 18 Counterclaims against the Contractor ∙ Set‐Off Claims by the Employer ∙ Liquidated Damage Claims by the Employer ∙ Claims by the Employer Arising from Defective Materials and Workmanship ∙ Claims by Sub‐Contractors for Money Arising from Delay and Disruption Caused by the Contractor Under the Contract Claim Resolution  Negotiation and Mediation to settle claims by the parties  Arbitration of claims  Litigation Course Language:  Case Study  Conclusion Course Manual:

Course Fee:


US$ 9,500


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515

Effective Negotiation and Mediation for Project & Contract Managers to Resolve Disputes and Avoid Litigation (CMC Workshop 2) – Certificate Program

8–12 December 2010, Cairo / Egypt

NEW, REVISED INTRODUCTION & PURPOSE OF THE PROGRAM The main objective of the Certificate Program in Conflict and Dispute Management for Project Managers is to present effective systems firstly to avoid and, if this is not possible, to mitigate and manage the impact of a dispute and, in the final analysis, to resolve disputes and claims during the life cycle of a construction project. Due to the adversarial nature of relationships in the project environment today, and the potential for disputes to arise among the different parties, disputes are very common and can be considered the norm in today’s project environment. They can negatively impact project time, cost and quality. It is therefore of paramount importance to be prepared to handle such disputes through the use of effective dispute management systems and techniques, thereby mitigating their damaging effects on the time, cost and quality of the project. This program is divided into eight workshops, the first six of which constitute the general Certificate Program in Conflict and Dispute Management for Project Managers. The first two workshops give the Project Manager the general tools to understand, manage and resolve disputes. The first workshop emphasizes the human factors in dispute management, with the goal of improving communication and cooperation in the project environment. The second workshop addresses the negotiation and mediation skills needed to reach a durable resolution of the dispute, build good working relationships and avoid expensive litigation. It teaches techniques to successfully negotiate a win/win outcome, build trust among the different parties and improve communication, thus saving valuable time and money. Outlines:


Overview www.ProjacsTraining.com

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This 21‐hour, 3‐day workshop is designed to build negotiation and mediation skills, and then to move beyond skills to a strategic awareness of the choices negotiators and mediators make in facilitating dispute resolution. You will examine in detail the elements of interest‐ based negotiation and mediation, while maintaining relationships. The Harvard Project on Negotiation model will be the primary focus. This interest‐based approach will be contrasted with competitive and cooperative approaches. Outcomes: How to … ∙ Effectively prepare for negotiation ∙ Uncover your interests and those of the other side ∙ Enhance your own negotiating position while building a strong business relationship ∙ Build relationships while you negotiate ∙ Structure a mediation process ∙ Use the core skills of a mediator to help parties reach agreement ∙ Respond when the parties are not willing to move to agreement ∙ Respond to power imbalances Day 1 Key Elements of a Negotiation  Distributive vs. Integrative (Interest‐Based) Negotiation  Structuring a Negotiation  Key Communication Skills  Working with BATNA’s  Dealing with Positional People and Dirty Tricks  Role Play Day 2 Building Collaboration  The Impact of Litigation on the Development of Disputes  The Options for Resolving Disputes  Knowledge, Skills and Attitudes Needed by Mediators ∙ Mediation Process Overview ∙ Role Play Day 3  The Five Tasks in Mediation ∙ Caucusing ∙ Anticipating and Resolving Impasses ∙ Mediator Ethics Course Language: English/ Arabic ∙ Role Play ∙ Conclusion Course Manual: English

Course Fee:


US$ 2,200

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516

Avoiding Litigation, Negotiation & Mediation Skills, and Contract Planning & Design to Prevent Disputes (CMC Workshops 2 & 3) – Certificate Program

8 –15 December 2010, Cairo /Egypt NEW, REVISED INTRODUCTION & PURPOSE OF THE PROGRAM

The main objective of the Certificate Program in Conflict and Dispute Management for Project Managers is to present effective systems firstly to avoid and, if this is not possible, to mitigate and manage the impact of a dispute and, in the final analysis, to resolve disputes and claims during the life cycle of a construction project. Due to the adversarial nature of relationships in the project environment today, and the potential for disputes to arise among the different parties, disputes are very common and can be considered the norm in today’s project environment. They can negatively impact project time, cost and quality. It is therefore of paramount importance to be prepared to handle such disputes through the use of effective dispute management systems and techniques, thereby mitigating their damaging effects on the time, cost and quality of the project. This program is divided into eight workshops, the first six of which constitute the general Certificate Program in Conflict and Dispute Management for Project Managers. The first two workshops give the Project Manager the general tools to understand, manage and resolve disputes. The first workshop emphasizes the human factors in dispute management, with the goal of improving communication and cooperation in the project environment. The second workshop addresses the negotiation and mediation skills needed to reach a durable resolution of the dispute, build good working relationships and avoid expensive litigation. It teaches techniques to successfully negotiate a win/win outcome, build trust among the different parties and improve communication, thus saving valuable time and money. The next four workshops address in detail the project environment through the main stages of Pre‐Contracting, Contract Administration, and Post‐Contract Completion. Pre‐contracting (Workshop 3) deals with the planning phase and how to identify and manage project risks, select the appropriate project delivery system and the best contractor, thus preventing disputes before they arise, and establish a system to manage them effectively if they do arise. www.ProjacsTraining.com

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Overview This 21‐hour, 3‐day workshop is designed to build negotiation and mediation skills, and then to move beyond skills to a strategic awareness of the choices negotiators and mediators make in facilitating dispute resolution. You will examine in detail the elements of interest‐ based negotiation and mediation, while maintaining relationships. The Harvard Project on Negotiation model will be the primary focus. This interest‐based approach will be contrasted with competitive and cooperative approaches. Outcomes: How to … ∙ Effectively prepare for negotiation ∙ Uncover your interests and those of the other side ∙ Enhance your own negotiating position while building a strong business relationship ∙ Build relationships while you negotiate ∙ Structure a mediation process ∙ Use the core skills of a mediator to help parties reach agreement ∙ Respond when the parties are not willing to move to agreement ∙ Respond to power imbalances Day 1 Key Elements of a Negotiation  Distributive vs. Integrative (Interest‐Based) Negotiation  Structuring a Negotiation  Key Communication Skills www.ProjacsTraining.com

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 Working with BATNA’s  Dealing with Positional People and Dirty Tricks  Role Play Day 2 Building Collaboration  The Impact of Litigation on the Development of Disputes  The Options for Resolving Disputes  Knowledge, Skills and Attitudes Needed by Mediators ∙ Mediation Process Overview ∙ Role Play Day 3  The Five Tasks in Mediation ∙ Caucusing ∙ Anticipating and Resolving Impasses ∙ Mediator Ethics ∙ Role Play ∙ Conclusion


Overview This 21‐hour, 3‐day workshop is designed to help you fully realize the risks of disputes associated with a project during its different phases, and to define and fully understand the parties’ obligations to mitigate such risks. You will learn how to design the contract with measures to avoid the negative outcomes of such disputes. You will also learn how to select procurement strategies and procedures, along with how to select the best contractor for the project. A variety of case studies will be prevented. Outcomes: How to… ∙ Select the Most Appropriate Contract Strategy ∙ Design the Contract to Mitigate the Risk of Disputes ∙ Design a Dispute Resolution System ∙ Prepare Tendering Documents ∙ Analyze Bid and Award Contracts ∙ Select the Most Suitable Contractor Day 4 General Introduction to Contracting ∙ The Life Cycle of Projects www.ProjacsTraining.com

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∙ ∙ ∙ ∙

Reasons for Construction Disputes: Consultants, Clients, Contractors, Sub‐Contractors Contractual Relationships The Parties’ Obligations Case Study


Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 3,300

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517

Contract Planning & Administration, Project Delivery Systems, Effective Negotiation & Mediation Skills (CMC Workshops 2, 3 & 4) – Certificate Program 8 ‐20 DECEMBER 2010 CAIRO/EGYPT

NEW, REVISED INTRODUCTION & PURPOSE OF THE PROGRAM The main objective of the Certificate Program in Conflict and Dispute Management for Project Managers is to present effective systems firstly to avoid and, if this is not possible, to mitigate and manage the impact of a dispute and, in the final analysis, to resolve disputes and claims during the life cycle of a construction project. Due to the adversarial nature of relationships in the project environment today, and the potential for disputes to arise among the different parties, disputes are very common and can be considered the norm in today’s project environment. They can negatively impact project time, cost and quality. It is therefore of paramount importance to be prepared to handle such disputes through the use of effective dispute management systems and techniques, thereby mitigating their damaging effects on the time, cost and quality of the project. This program is divided into eight workshops, the first six of which constitute the general Certificate Program in Conflict and Dispute Management for Project Managers. The first two workshops give the Project Manager the general tools to understand, manage and resolve disputes. The first workshop emphasizes the human factors in dispute management, with the goal of improving communication and cooperation in the project environment. The second workshop addresses the negotiation and mediation skills needed to reach a durable resolution of the dispute, build good working relationships and avoid expensive litigation. It teaches techniques to successfully negotiate a win/win outcome, build trust among the different parties and improve communication, thus saving valuable time and money. The next four workshops address in detail the project environment through the main stages of Pre‐Contracting, Contract Administration, and Post‐Contract Completion. Pre‐contracting (Workshop 3) deals with the planning phase and how to identify and manage project risks, select the appropriate project delivery system and the best contractor, thus preventing disputes before they arise, and establish a system to manage them effectively if they do arise.


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Contract Administration (Workshop 4) deals with managing and controlling time, cost and quality and project documentation to meet project objectives, and how to develop effective communication among the parties in order to manage and minimize disputes and successfully achieve the cost, time and quality targets.


Overview This 21‐hour, 3‐day workshop is designed to build negotiation and mediation skills, and then to move beyond skills to a strategic awareness of the choices negotiators and mediators make in facilitating dispute resolution. You will examine in detail the elements of interest‐ based negotiation and mediation, while maintaining relationships. The Harvard Project on Negotiation model will be the primary focus. This interest‐based approach will be contrasted with competitive and cooperative approaches. Outcomes: How to … ∙ Effectively prepare for negotiation ∙ Uncover your interests and those of the other side ∙ Enhance your own negotiating position while building a strong business relationship ∙ Build relationships while you negotiate ∙ Structure a mediation process ∙ Use the core skills of a mediator to help parties reach agreement ∙ Respond when the parties are not willing to move to agreement ∙ Respond to power imbalances Day 1 Key Elements of a Negotiation  Distributive vs. Integrative (Interest‐Based) Negotiation  Structuring a Negotiation  Key Communication Skills  Working with BATNA’s  Dealing with Positional People and Dirty Tricks  Role Play Day 2 Building Collaboration www.ProjacsTraining.com

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 The Impact of Litigation on the Development of Disputes  The Options for Resolving Disputes  Knowledge, Skills and Attitudes Needed by Mediators ∙ Mediation Process Overview ∙ Role Play Day 3 & 4 are weekend Day 5  The Five Tasks in Mediation ∙ Caucusing ∙ Anticipating and Resolving Impasses ∙ Mediator Ethics ∙ Role Play ∙ Conclusion


Overview This 21‐hour, 3‐day workshop is designed to help you fully realize the risks of disputes associated with a project during its different phases, and to define and fully understand the parties’ obligations to mitigate such risks. You will learn how to design the contract with measures to avoid the negative outcomes of such disputes. You will also learn how to select procurement strategies and procedures, along with how to select the best contractor for the project. A variety of case studies will be prevented. Outcomes: How to… ∙ Select the Most Appropriate Contract Strategy ∙ Design the Contract to Mitigate the Risk of Disputes ∙ Design a Dispute Resolution System ∙ Prepare Tendering Documents ∙ Analyze Bid and Award Contracts ∙ Select the Most Suitable Contractor Day 6 General Introduction to Contracting ∙ The Life Cycle of Projects ∙ Reasons for Construction Disputes: Consultants, Clients, Contractors, Sub‐Contractors ∙ Contractual Relationships ∙ The Parties’ Obligations ∙ Case Study www.ProjacsTraining.com

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Overview This 21‐hour, 3‐day workshop is designed to systematically cover the subjects vital to training good contract and field administrators to manage time, cost, documentation, and disputes during this phase. A variety of case studies will be presented. Outcomes: How to… ∙ Estimate costs and analyze cash flow  Prepare project schedules and resource planning ∙ Review contract documents before construction ∙ Establish a responsibility matrix for this phase ∙ Control project documentation and cost, time and quality ∙ Communicate effectively during contract administration ∙ Prepare for project hand‐over Day 9 www.ProjacsTraining.com

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 Cost Estimation Methods and Project Budgets  Cash Flow Analysis  Project Planning and Scheduling  Resource Management  Software Applications  Case Study Day 10 Project Documentation and Control Systems ∙ Contract administration in the field – roles of the parties ∙ Pre‐construction activities ∙ Keeping good records ∙ On‐site coordination meetings and communication ∙ Measures to Minimize Disputes ∙ Claim protection and mitigation ∙ Case Study Day 11 Effective Cost and Time Control ∙ Payments and payment certificates ∙ Procedures for change request processing and cost control ∙ Monitoring job progress and scheduling requirements ∙ Earned value and project control ∙ Monthly status reports ∙ Legal concerns in construction field administration ∙ Case study ∙ Conclusion

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 4, 500

511/ 511


518

ADR, Contract Administration & Close‐Out, Project Delivery Systems, Negotiation & Mediation (CMC Workshops 2, 3, 4 & 5) – Certificate Program 8 –23 December 2010, Cairo / Egypt

NEW, REVISED INTRODUCTION & PURPOSE OF THE PROGRAM: The main objective of the Certificate Program in Conflict and Dispute Management for Project Managers is to present effective systems firstly to avoid and, if this is not possible, to mitigate and manage the impact of a dispute and, in the final analysis, to resolve disputes and claims during the life cycle of a construction project. Due to the adversarial nature of relationships in the project environment today, and the potential for disputes to arise among the different parties, disputes are very common and can be considered the norm in today’s project environment. They can negatively impact project time, cost and quality. It is therefore of paramount importance to be prepared to handle such disputes through the use of effective dispute management systems and techniques, thereby mitigating their damaging effects on the time, cost and quality of the project. This program is divided into eight workshops, the first six of which constitute the general Certificate Program in Conflict and Dispute Management for Project Managers. The first two workshops give the Project Manager the general tools to understand, manage and resolve disputes. The first workshop emphasizes the human factors in dispute management, with the goal of improving communication and cooperation in the project environment. The second workshop addresses the negotiation and mediation skills needed to reach a durable resolution of the dispute, build good working relationships and avoid expensive litigation. It teaches techniques to successfully negotiate a win/win outcome, build trust among the different parties and improve communication, thus saving valuable time and money. The next four workshops address in detail the project environment through the main stages of Pre‐Contracting, Contract Administration, and Post‐Contract Completion. Pre‐contracting (Workshop 3) deals with the planning phase and how to identify and manage project risks, select the appropriate project delivery system and the best contractor, thus preventing disputes before they arise, and establish a system to manage them effectively if they do arise. Contract Administration (Workshop 4) deals with managing and controlling time, cost and quality and project documentation to meet project objectives, and how to develop effective www.ProjacsTraining.com

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Overview This 21‐hour, 3‐day workshop is designed to build negotiation and mediation skills, and then to move beyond skills to a strategic awareness of the choices negotiators and mediators make in facilitating dispute resolution. You will examine in detail the elements of interest‐ based negotiation and mediation, while maintaining relationships. The Harvard Project on Negotiation model will be the primary focus. This interest‐based approach will be contrasted with competitive and cooperative approaches. Outcomes: How to … ∙ Effectively prepare for negotiation ∙ Uncover your interests and those of the other side ∙ Enhance your own negotiating position while building a strong business relationship ∙ Build relationships while you negotiate ∙ Structure a mediation process ∙ Use the core skills of a mediator to help parties reach agreement ∙ Respond when the parties are not willing to move to agreement ∙ Respond to power imbalances Day 1 Key Elements of a Negotiation  Distributive vs. Integrative (Interest‐Based) Negotiation  Structuring a Negotiation  Key Communication Skills  Working with BATNA’s  Dealing with Positional People and Dirty Tricks  Role Play Day 2 www.ProjacsTraining.com

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Building Collaboration  The Impact of Litigation on the Development of Disputes  The Options for Resolving Disputes  Knowledge, Skills and Attitudes Needed by Mediators ∙ Mediation Process Overview ∙ Role Play Day 3& 4 are weekend Day 5  The Five Tasks in Mediation ∙ Caucusing ∙ Anticipating and Resolving Impasses ∙ Mediator Ethics ∙ Role Play ∙ Conclusion


Overview This 21‐hour, 3‐day workshop is designed to help you fully realize the risks of disputes associated with a project during its different phases, and to define and fully understand the parties’ obligations to mitigate such risks. You will learn how to design the contract with measures to avoid the negative outcomes of such disputes. You will also learn how to select procurement strategies and procedures, along with how to select the best contractor for the project. A variety of case studies will be prevented. Outcomes: How to… ∙ Select the Most Appropriate Contract Strategy ∙ Design the Contract to Mitigate the Risk of Disputes ∙ Design a Dispute Resolution System ∙ Prepare Tendering Documents ∙ Analyze Bid and Award Contracts ∙ Select the Most Suitable Contractor Day 6 General Introduction to Contracting ∙ The Life Cycle of Projects ∙ Reasons for Construction Disputes: Consultants, Clients, Contractors, Sub‐Contractors ∙ Contractual Relationships ∙ The Parties’ Obligations ∙ Case Study www.ProjacsTraining.com

514/ 514




Overview This 21‐hour, 3‐day workshop is designed to systematically cover the subjects vital to training good contract and field administrators to manage time, cost, documentation, and disputes during this phase. A variety of case studies will be presented. Outcomes: How to… ∙ Estimate costs and analyze cash flow  Prepare project schedules and resource planning ∙ Review contract documents before construction ∙ Establish a responsibility matrix for this phase ∙ Control project documentation and cost, time and quality ∙ Communicate effectively during contract administration ∙ Prepare for project hand‐over www.ProjacsTraining.com

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Day 9  Cost Estimation Methods and Project Budgets  Cash Flow Analysis  Project Planning and Scheduling  Resource Management  Software Applications  Case Study Day 10 Project Documentation and Control Systems ∙ Contract administration in the field – roles of the parties ∙ Pre‐construction activities ∙ Keeping good records ∙ On‐site coordination meetings and communication ∙ Measures to Minimize Disputes ∙ Claim protection and mitigation ∙ Case Study Day 11 Effective Cost and Time Control ∙ Payments and payment certificates ∙ Procedures for change request processing and cost control ∙ Monitoring job progress and scheduling requirements ∙ Earned value and project control ∙ Monthly status reports ∙ Legal concerns in construction field administration ∙ Case study ∙ Conclusion


Overview In this 21‐hour, 3‐day workshop you will analyse the issues when a dispute arises during construction and examine its time and cost impacts on a project, thus preventing the dispute from becoming a claim. The time and energy expended in addressing claims resulting from unresolved disputes, putting them forward and defending against them is out of all proportion to the cost/benefit expected. Thus it is very important that a more cost‐ effective procedure be put in place to resolve such disputes amicably by the parties before project close‐out. Contract close‐out is a very necessary part of project delivery. It should be managed effectively in order to finalise project costs. A variety of case studies will be presented. Outcomes: www.ProjacsTraining.com

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How to… ∙ Analyse Dispute Causes and Their Impact on Time and Cost ∙ Assess Parties’ Entitlements and Negotiate Settlements ∙ Mediate Disputes ∙ Close Out Contracts Day 12 Dispute Causes and Their Impact ∙ Suspension of Work ∙ Re‐sequencing of Work ∙ Variation Orders ∙ Variations in Estimated Quantities ∙ Differing Site Conditions ∙ Defective Specifications and Drawings ∙ Acceleration of the Work ∙ Force Majeure ∙ Termination for Convenience ∙ Termination for Default and Re‐procurement ∙ Case Study Day 13 &Day 14 are weekend Day 15 Cost Estimation for Variations and Delays ∙ Contract Stipulations to Calculate Cost of Variations ∙ Scheduling Provisions ∙ Emphasis on Network Analysis Techniques ∙ Techniques for Delay with Construction Project Management (CPM) ∙ Concurrent Delays ∙ Job Acceleration/Compression ∙ Case Study Day 16 Amicable Dispute Resolution by the Parties  Negotiation of disputes  Mediation of disputes Substantial Completion and Contract Close‐Out www.ProjacsTraining.com

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      


Course Language:

English/ Arabic

Course Manual:

English

Course Fee:

US$ 5,300


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Construction Management: Contract Planning & 519 Control, Project & Contract Close‐Out, and Final Settlement (CMC Workshops 2, 3, 4, 5 & 6) Certificate Program


NEW, REVISED INTRODUCTION & PURPOSE OF THE PROGRAM: The main objective of the Certificate Program in Conflict and Dispute Management for Project Managers is to present effective systems firstly to avoid and, if this is not possible, to mitigate and manage the impact of a dispute and, in the final analysis, to resolve disputes and claims during the life cycle of a construction project. Due to the adversarial nature of relationships in the project environment today, and the potential for disputes to arise among the different parties, disputes are very common and can be considered the norm in today’s project environment. They can negatively impact project time, cost and quality. It is therefore of paramount importance to be prepared to handle such disputes through the use of effective dispute management systems and techniques, thereby mitigating their damaging effects on the time, cost and quality of the project. This program is divided into eight workshops, the first six of which constitute the general Certificate Program in Conflict and Dispute Management for Project Managers. The first two workshops give the Project Manager the general tools to understand, manage and resolve disputes. The first workshop emphasizes the human factors in dispute management, with the goal of improving communication and cooperation in the project environment. The second workshop addresses the negotiation and mediation skills needed to reach a durable resolution of the dispute, build good working relationships and avoid expensive litigation. It teaches techniques to successfully negotiate a win/win outcome, build trust among the different parties and improve communication, thus saving valuable time and money. The next four workshops address in detail the project environment through the main stages of Pre‐Contracting, Contract Administration, and Post‐Contract Completion. Pre‐contracting (Workshop 3) deals with the planning phase and how to identify and manage project risks, select the appropriate project delivery system and the best contractor, thus preventing disputes before they arise, and establish a system to manage them effectively if they do arise. www.ProjacsTraining.com

519/ 519




Overview This 21‐hour, 3‐day workshop is designed to build negotiation and mediation skills, and then to move beyond skills to a strategic awareness of the choices negotiators and mediators make in facilitating dispute resolution. You will examine in detail the elements of interest‐ based negotiation and mediation, while maintaining relationships. The Harvard Project on Negotiation model will be the primary focus. This interest‐based approach will be contrasted with competitive and cooperative approaches. Outcomes: How to … ∙ Effectively prepare for negotiation ∙ Uncover your interests and those of the other side ∙ Enhance your own negotiating position while building a strong business relationship ∙ Build relationships while you negotiate ∙ Structure a mediation process ∙ Use the core skills of a mediator to help parties reach agreement ∙ Respond when the parties are not willing to move to agreement ∙ Respond to power imbalances Day 1 Key Elements of a Negotiation www.ProjacsTraining.com

520/ 520


 Distributive vs. Integrative (Interest‐Based) Negotiation  Structuring a Negotiation  Key Communication Skills  Working with BATNA’s  Dealing with Positional People and Dirty Tricks  Role Play Day 2 Building Collaboration  The Impact of Litigation on the Development of Disputes  The Options for Resolving Disputes  Knowledge, Skills and Attitudes Needed by Mediators ∙ Mediation Process Overview ∙ Role Play Day 3& 4 are weekend Day 5  The Five Tasks in Mediation ∙ Caucusing ∙ Anticipating and Resolving Impasses ∙ Mediator Ethics ∙ Role Play ∙ Conclusion


Overview This 21‐hour, 3‐day workshop is designed to help you fully realize the risks of disputes associated with a project during its different phases, and to define and fully understand the parties’ obligations to mitigate such risks. You will learn how to design the contract with measures to avoid the negative outcomes of such disputes. You will also learn how to select procurement strategies and procedures, along with how to select the best contractor for the project. A variety of case studies will be prevented. Outcomes: How to… ∙ Select the Most Appropriate Contract Strategy ∙ Design the Contract to Mitigate the Risk of Disputes ∙ Design a Dispute Resolution System ∙ Prepare Tendering Documents ∙ Analyze Bid and Award Contracts www.ProjacsTraining.com

521/ 521


∙ Select the Most Suitable Contractor Day 6 General Introduction to Contracting ∙ The Life Cycle of Projects ∙ Reasons for Construction Disputes: Consultants, Clients, Contractors, Sub‐Contractors ∙ Contractual Relationships ∙ The Parties’ Obligations ∙ Case Study Day 7 Selecting Contracting Strategies, Procurement Methods and the Impact on Disputes during the Project ∙ Standard Forms ∙ Stipulated Price Contracts ∙ Unit Price Contracts ∙ Cost Plus a Fee Contracts ∙ Design‐Build Contracts ∙ Construction Management Contracts ∙ Selecting an Appropriate Form of Procurement to Minimize Disputes ∙ Designing a Dispute Resolution System ∙ Case Study Day 8 Contractor Selection  Preparation of Construction Documents ∙ General Aspects of Tendering and Bidding ∙ Pre‐Award Considerations ∙ Contractor’s Pre‐qualification, Value Engineering, Constructability Review ∙ Tender Selection and Awarding ∙ Owner’s Responsibilities during Project Delivery ∙ Case Study ∙ Conclusion


Overview This 21‐hour, 3‐day workshop is designed to systematically cover the subjects vital to training good contract and field administrators to manage time, cost, documentation, and disputes during this phase. A variety of case studies will be presented. Outcomes: www.ProjacsTraining.com

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How to… ∙ Estimate costs and analyze cash flow  Prepare project schedules and resource planning ∙ Review contract documents before construction ∙ Establish a responsibility matrix for this phase ∙ Control project documentation and cost, time and quality ∙ Communicate effectively during contract administration ∙ Prepare for project hand‐over Day 9  Cost Estimation Methods and Project Budgets  Cash Flow Analysis  Project Planning and Scheduling  Resource Management  Software Applications  Case Study Day 10 Project Documentation and Control Systems ∙ Contract administration in the field – roles of the parties ∙ Pre‐construction activities ∙ Keeping good records ∙ On‐site coordination meetings and communication ∙ Measures to Minimize Disputes ∙ Claim protection and mitigation ∙ Case Study Day 11 Effective Cost and Time Control ∙ Payments and payment certificates ∙ Procedures for change request processing and cost control ∙ Monitoring job progress and scheduling requirements ∙ Earned value and project control ∙ Monthly status reports ∙ Legal concerns in construction field administration ∙ Case study ∙ Conclusion


Overview In this 21‐hour, 3‐day workshop you will analyse the issues when a dispute arises during construction and examine its time and cost impacts on a project, thus preventing the www.ProjacsTraining.com

523/ 523


dispute from becoming a claim. The time and energy expended in addressing claims resulting from unresolved disputes, putting them forward and defending against them is out of all proportion to the cost/benefit expected. Thus it is very important that a more cost‐ effective procedure be put in place to resolve such disputes amicably by the parties before project close‐out. Contract close‐out is a very necessary part of project delivery. It should be managed effectively in order to finalise project costs. A variety of case studies will be presented. Outcomes: How to… ∙ Analyse Dispute Causes and Their Impact on Time and Cost ∙ Assess Parties’ Entitlements and Negotiate Settlements ∙ Mediate Disputes ∙ Close Out Contracts Day 12 Dispute Causes and Their Impact ∙ Suspension of Work ∙ Re‐sequencing of Work ∙ Variation Orders ∙ Variations in Estimated Quantities ∙ Differing Site Conditions ∙ Defective Specifications and Drawings ∙ Acceleration of the Work ∙ Force Majeure ∙ Termination for Convenience ∙ Termination for Default and Re‐procurement ∙ Case Study Day 13 &Day 14 are weekend Day 15 Cost Estimation for Variations and Delays ∙ Contract Stipulations to Calculate Cost of Variations ∙ Scheduling Provisions ∙ Emphasis on Network Analysis Techniques ∙ Techniques for Delay with Construction Project Management (CPM) ∙ Concurrent Delays ∙ Job Acceleration/Compression ∙ Case Study www.ProjacsTraining.com

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Day 16 Amicable Dispute Resolution by the Parties  Negotiation of disputes  Mediation of disputes Substantial Completion and Contract Close‐Out       





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Day 17 &18 are Weekend Day 19 Claims for Unforeseen Conditions at the Start of the Job  Contractor’s Obligation to Investigate the Site  Employer’s Obligation to Give Information About the Site  Unforeseen Behaviour or Conditions  Engineer’s Role in Mitigating Such Claims Claims for Variations  Variation Order Cost Estimates  Job Factors Affecting Productivity  Overhead and Profit  Reservation of Indirect Costs  Forms for Pricing Changes  Case Study Day 20 Evaluation of Claims Related to Project Scheduling ∙ Techniques for Proving Delay with CPM ∙ Concurrent Delays ∙ Acceleration/Job Compression ∙ Checklist for Use of CPM in Litigation ∙ Claims for Delay ∙ Claims for Disruption ∙ The Relationship Between Loss and Expense and Extensions of Time ∙ Damages for Delay ∙ Case Study Day 21 Counterclaims against the Contractor ∙ Set‐Off Claims by the Employer ∙ Liquidated Damage Claims by the Employer ∙ Claims by the Employer Arising from Defective Materials and Workmanship ∙ Claims by Sub‐Contractors for Money Arising from Delay and Disruption Caused by the Contractor Under the Contract Course Language:

Claim Resolution  Negotiation and Mediation to settle claims by the parties Course Manual:  Arbitration of claims  Litigation Course Fee:  Case Study  Conclusion www.ProjacsTraining.com


US$ 6,500

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520

Project Integration Management as per PMBOK Guide (PMK Workshop 1) – Certified Program

12 December 2010 Cairo ‐ Egypt

Program Objectives: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no‐longer sufficient to deal with the complexities of modern project undertakings. In recent years, the Project Management Professional Certification “PMP” from the Project Management Institute “PMI” has become the most sought after certification in the world of project management professionals for those who are practicing project management in their work. As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management. This program will offer a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The program will offer also a good opportunity for those who are interested to go for the PMP exam where they will be fully acquainted about the process, tricks, tips and practice of the PMP exam. Upon the completion of the program, the candidates will be able to:  Understand the new concept of Project Management created by PMI.  Understand and practice the whole areas of knowledge in the PMBOK® "the latest version, 4th edition" and correlate them with the process groups of project management in addition to the Professional and Social Responsibility.  Understand the nature and tricks of the PMP Exam  Practice for the Exam.  Determine the gap areas that the participants may have.  Develop Confidence. Who Should Attend? Project managers, program managers and project management practitioners who are, or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance & marketing. This program is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. www.ProjacsTraining.com

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Certified PMPs attending this program will earn 75 PDUs which are sufficient for them to renew their PMP credential. Program Outlines: Workshop 1: 1st day:  Introduction  Pre‐assessment  Project Management Framework o Definitions o Project Management Context o Organizational Influences on Project Management  Project Management Skills o Project Management Knowledge Competency o Project Management Performance Competency o Personal Competency  Project Life Cycle & Product Life Cycle  Program Management & Portfolio Management  Project Management Process Groups o Initiation Process Group o Planning Process Group o Executing Process Group o Monitoring & Controlling Process Group o Closing Process Group  Role of the Project Manager and the Project Management Team in Initiating, Planning, Executing, Monitoring & Controlling and Closing the Project  Test Your Knowledge 1  Project Management Areas of Knowledge: o Project Integration Management  Developing the Project Charter  Develop Project Management Plan  Direct & Manage Project Execution  Monitor & Control Project Work  Perform Integrated Change Control  Close Project or Phase o Test Your Knowledge 2 Program Director:


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Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 1,100

529/ 529


521

Project Integration and Scope Management as per PMBOK Guide (PMK Workshop 1 &2) – Certified Program

12‐ 14 December 2010 Cairo ‐ Egypt


530/ 530


Program Outlines: Workshop 1: 1st day:  Introduction  Pre‐assessment  Project Management Framework o Definitions o Project Management Context o Organizational Influences on Project Management  Project Management Skills o Project Management Knowledge Competency o Project Management Performance Competency o Personal Competency  Project Life Cycle & Product Life Cycle  Program Management & Portfolio Management  Project Management Process Groups o Initiation Process Group o Planning Process Group o Executing Process Group o Monitoring & Controlling Process Group o Closing Process Group  Role of the Project Manager and the Project Management Team in Initiating, Planning, Executing, Monitoring & Controlling and Closing the Project  Test Your Knowledge 1  Project Management Areas of Knowledge: o Project Integration Management  Developing the Project Charter  Develop Project Management Plan  Direct & Manage Project Execution  Monitor & Control Project Work  Perform Integrated Change Control  Close Project or Phase o Test Your Knowledge 2 Workshop 2 2nd Day: www.ProjacsTraining.com

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o Project Scope Management:  Collect Requirements  Inputs, Tools & Techniques, Outputs  Define Scope  Inputs, Tools & Techniques, Outputs  Create WBS  Inputs, Tools & Techniques, Outputs  Examples 3rd Day: 

Verify Scope  Inputs, Tools & Techniques, Outputs  Control Scope  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 3 o Workshop 2 Program Director:

Mohammed Khalil, B.Sc., PMP

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



Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Sudan, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services. During the period between1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing www.ProjacsTraining.com

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the medium voltage network required for feeding the industrial zone in Sadat city with electrical power. In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions. Recently, he completed building a project management methodology for the ACC. During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development.

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 2,250

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Project Integration, Scope And Time Management as per PMBOK Guide (PMK Workshop 1, 2 &3) – Certified Program 522


Program Objectives: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no‐longer sufficient to deal with the complexities of modern project undertakings. In recent years, the Project Management Professional Certification “PMP” from the Project Management Institute “PMI” has become the most sought after certification in the world of project management professionals for those who are practicing project management in their work. As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management. This program will offer a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The program will offer also a good opportunity for those who are interested to go for the PMP exam where they will be fully acquainted about the process, tricks, tips and practice of the PMP exam. Upon the completion of the program, the candidates will be able to:  Understand the new concept of Project Management created by PMI.  Understand and practice the whole areas of knowledge in the PMBOK® "the latest version, 4th edition" and correlate them with the process groups of project management in addition to the Professional and Social Responsibility.  Understand the nature and tricks of the PMP Exam  Practice for the Exam.  Determine the gap areas that the participants may have.  Develop Confidence. Who Should Attend? Project managers, program managers and project management practitioners who are, or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance & marketing. This program is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Program Outlines: Workshop 1: 1st day: www.ProjacsTraining.com

534/ 534


  



  

  

Introduction Pre‐assessment Project Management Framework o Definitions o Project Management Context o Organizational Influences on Project Management Project Management Skills o Project Management Knowledge Competency o Project Management Performance Competency o Personal Competency Project Life Cycle & Product Life Cycle Program Management & Portfolio Management Project Management Process Groups o Initiation Process Group o Planning Process Group o Executing Process Group o Monitoring & Controlling Process Group o Closing Process Group Role of the Project Manager and the Project Management Team in Initiating, Planning, Executing, Monitoring & Controlling and Closing the Project Test Your Knowledge 1 Project Management Areas of Knowledge: o Project Integration Management  Developing the Project Charter  Develop Project Management Plan  Direct & Manage Project Execution  Monitor & Control Project Work  Perform Integrated Change Control  Close Project or Phase o Test Your Knowledge 2

Workshop 2 2nd Day: o Project Scope Management:  Collect Requirements  Inputs, Tools & Techniques, Outputs  Define Scope www.ProjacsTraining.com

535/ 535


 

 Inputs, Tools & Techniques, Outputs Create WBS  Inputs, Tools & Techniques, Outputs Examples

rd

3 Day: 

Verify Scope  Inputs, Tools & Techniques, Outputs  Control Scope  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 3 o Workshop 2 Workshop 3 4thday: o Project Time Management:  Define Activities  Inputs, Tools & Techniques, Outputs  Sequence Activities  Inputs, Tools & Techniques, Outputs  Estimate Activity Resources  Inputs, Tools & Techniques, Outputs  Estimate Activity Durations  Inputs, Tools & Techniques, Outputs  Examples th 5 day:  Develop Schedule  Inputs, Tools & Techniques, Outputs  Control Schedule  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 4 o Workshop 3 o Program Director:



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Course Language:

English/ Arabic

Course Manual:

English

www.ProjacsTraining.comCourse Fee:

US$ 2,750 537/

537


Project Integration, Scope, Time & Quality Management as per (PMBOK Guide PMK Workshop 1 , 2, 3&4) – Certified Program 523


Program Objectives: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no‐longer sufficient to deal with the complexities of modern project undertakings. In recent years, the Project Management Professional Certification “PMP” from the Project Management Institute “PMI” has become the most sought after certification in the world of project management professionals for those who are practicing project management in their work. As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management. This program will offer a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The program will offer also a good opportunity for those who are interested to go for the PMP exam where they will be fully acquainted about the process, tricks, tips and practice of the PMP exam. Upon the completion of the program, the candidates will be able to:  Understand the new concept of Project Management created by PMI.  Understand and practice the whole areas of knowledge in the PMBOK® "the latest version, 4th edition" and correlate them with the process groups of project management in addition to the Professional and Social Responsibility.  Understand the nature and tricks of the PMP Exam  Practice for the Exam.  Determine the gap areas that the participants may have.  Develop Confidence. Who Should Attend? Project managers, program managers and project management practitioners who are, or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance & marketing. This program is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Program Outlines: www.ProjacsTraining.com

538/ 538


Workshop 1: 1st day:  Introduction  Pre‐assessment  Project Management Framework o Definitions o Project Management Context o Organizational Influences on Project Management  Project Management Skills o Project Management Knowledge Competency o Project Management Performance Competency o Personal Competency  Project Life Cycle & Product Life Cycle  Program Management & Portfolio Management  Project Management Process Groups o Initiation Process Group o Planning Process Group o Executing Process Group o Monitoring & Controlling Process Group o Closing Process Group  Role of the Project Manager and the Project Management Team in Initiating, Planning, Executing, Monitoring & Controlling and Closing the Project  Test Your Knowledge 1  Project Management Areas of Knowledge: o Project Integration Management  Developing the Project Charter  Develop Project Management Plan  Direct & Manage Project Execution  Monitor & Control Project Work  Perform Integrated Change Control  Close Project or Phase o Test Your Knowledge 2 Workshop 2 2nd Day: o Project Scope Management: www.ProjacsTraining.com

539/ 539


   

Collect Requirements  Inputs, Tools & Techniques, Outputs Define Scope  Inputs, Tools & Techniques, Outputs Create WBS  Inputs, Tools & Techniques, Outputs Examples

rd

3 Day: 

Verify Scope  Inputs, Tools & Techniques, Outputs  Control Scope  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 3 o Workshop 2 Workshop 3 4thday: o Project Time Management:  Define Activities  Inputs, Tools & Techniques, Outputs  Sequence Activities  Inputs, Tools & Techniques, Outputs  Estimate Activity Resources  Inputs, Tools & Techniques, Outputs  Estimate Activity Durations  Inputs, Tools & Techniques, Outputs  Examples th 5 day:  Develop Schedule  Inputs, Tools & Techniques, Outputs  Control Schedule  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 4 Day 6 and Day 7 are weekend Workshop 4 www.ProjacsTraining.com

540/ 540


8th day: o Project Cost Management:  Estimate Costs  Inputs, Tools & Techniques, Outputs  Determine Budget  Inputs, Tools & Techniques, Outputs  Examples 9th day: 

Control Costs  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 5 Program Director:


  







Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Sudan, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services. During the period between1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power. In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He www.ProjacsTraining.com

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also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions. Recently, he completed building a project management methodology for the ACC. During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development.

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 3,300

542/ 542


Project Integration , Scope , Time , Quality and Human Resources Management as per PMBOK Guide (PMK Workshop 1 ,2, 3, 4&5) – Certified Program 524



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Workshop 1: 1st day:  Introduction  Pre‐assessment  Project Management Framework o Definitions o Project Management Context o Organizational Influences on Project Management  Project Management Skills o Project Management Knowledge Competency o Project Management Performance Competency o Personal Competency  Project Life Cycle & Product Life Cycle  Program Management & Portfolio Management  Project Management Process Groups o Initiation Process Group o Planning Process Group o Executing Process Group o Monitoring & Controlling Process Group o Closing Process Group  Role of the Project Manager and the Project Management Team in Initiating, Planning, Executing, Monitoring & Controlling and Closing the Project  Test Your Knowledge 1  Project Management Areas of Knowledge: o Project Integration Management  Developing the Project Charter  Develop Project Management Plan  Direct & Manage Project Execution  Monitor & Control Project Work  Perform Integrated Change Control  Close Project or Phase o Test Your Knowledge 2 Workshop 2 2nd Day: o Project Scope Management:  Collect Requirements www.ProjacsTraining.com

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  

 Inputs, Tools & Techniques, Outputs Define Scope  Inputs, Tools & Techniques, Outputs Create WBS  Inputs, Tools & Techniques, Outputs Examples

rd

3 Day: 

Verify Scope  Inputs, Tools & Techniques, Outputs  Control Scope  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 3 o Workshop 2 Workshop 3 4thday: o Project Time Management:  Define Activities  Inputs, Tools & Techniques, Outputs  Sequence Activities  Inputs, Tools & Techniques, Outputs  Estimate Activity Resources  Inputs, Tools & Techniques, Outputs  Estimate Activity Durations  Inputs, Tools & Techniques, Outputs  Examples th 5 day:  Develop Schedule  Inputs, Tools & Techniques, Outputs  Control Schedule  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 4 Day 6 and Day 7 are weekend Workshop 4 th 8 day: www.ProjacsTraining.com

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o Project Cost Management:  Estimate Costs  Inputs, Tools & Techniques, Outputs  Determine Budget  Inputs, Tools & Techniques, Outputs  Examples 9th day: 

Control Costs  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 5 Workshop 5 10st day: o Project Quality Management:  Plan Quality  Inputs, Tools & Techniques, Outputs  Perform Quality Assurance  Inputs, Tools & Techniques, Outputs  Examples Program Director:


  



Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Sudan, Tunisia and London with more www.ProjacsTraining.com

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

 

than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services. During the period between1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power. In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions. Recently, he completed building a project management methodology for the ACC. During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development.

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 4,100

547/ 547


Project Integration, Scope, Time, Quality, HR and Cost Management as per PMBOK Guide (PMK Workshop 1, 2, 3, 4, 5& 6) – Certified Program 525



548/ 548


Workshop 1: 1st day:  Introduction  Pre‐assessment  Project Management Framework o Definitions o Project Management Context o Organizational Influences on Project Management  Project Management Skills o Project Management Knowledge Competency o Project Management Performance Competency o Personal Competency  Project Life Cycle & Product Life Cycle  Program Management & Portfolio Management  Project Management Process Groups o Initiation Process Group o Planning Process Group o Executing Process Group o Monitoring & Controlling Process Group o Closing Process Group  Role of the Project Manager and the Project Management Team in Initiating, Planning, Executing, Monitoring & Controlling and Closing the Project  Test Your Knowledge 1  Project Management Areas of Knowledge: o Project Integration Management  Developing the Project Charter  Develop Project Management Plan  Direct & Manage Project Execution  Monitor & Control Project Work  Perform Integrated Change Control  Close Project or Phase o Test Your Knowledge 2 Workshop 2 2nd Day: o Project Scope Management: www.ProjacsTraining.com

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rd

3 Day: 

Verify Scope  Inputs, Tools & Techniques, Outputs  Control Scope  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 3 o Workshop 2 Workshop 3 4thday: o Project Time Management:  Define Activities  Inputs, Tools & Techniques, Outputs  Sequence Activities  Inputs, Tools & Techniques, Outputs  Estimate Activity Resources  Inputs, Tools & Techniques, Outputs  Estimate Activity Durations  Inputs, Tools & Techniques, Outputs  Examples th 5 day:  Develop Schedule  Inputs, Tools & Techniques, Outputs  Control Schedule  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 4 Day 6 and Day 7 are weekend Workshop 4 www.ProjacsTraining.com

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8th day: o Project Cost Management:  Estimate Costs  Inputs, Tools & Techniques, Outputs  Determine Budget  Inputs, Tools & Techniques, Outputs  Examples 9th day: 

Control Costs  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 5 Workshop 5 10st day: o Project Quality Management:  Plan Quality  Inputs, Tools & Techniques, Outputs  Perform Quality Assurance  Inputs, Tools & Techniques, Outputs  Examples Workshop 6 11st day:  Perform Quality Control  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 6 o Workshop 5 o Mid Program Assessment 12nd day: o Project Human Resource Management  Develop Human Resource Plan  Inputs, Tools & Techniques, Outputs  Acquire Project Team  Inputs, Tools & Techniques, Outputs  Develop Project Team  Inputs, Tools & Techniques, Outputs  Manage Project Team www.ProjacsTraining.com

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

Inputs, Tools & Techniques, Outputs

o Examples o Test Your Knowledge 7 Program Director:


  







 

Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Sudan, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services. During the period between1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power. In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions. Recently, he completed building a project management methodology for the ACC. During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development. www.ProjacsTraining.com

552/ 552


Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 4,950

553/ 553


528

The Project Management Program By Knowledge Areas as per the PMBOK Guide 4th Edition (PMK Workshops 1, 2, 3, 4, 5, 6, 7, 8 & 9) ‐ Certified Program

12 – 30 December 2010, Cairo ‐ Egypt


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Certified PMPs attending this program will earn 75 PDUs which are sufficient for them to renew their PMP credential. Program Duration: Three Weeks Program Outlines: 1st day:  Introduction  Pre‐assessment  Project Management Framework o Definitions o Project Management Context o Organizational Influences on Project Management  Project Management Skills o Project Management Knowledge Competency o Project Management Performance Competency o Personal Competency  Project Life Cycle & Product Life Cycle  Program Management & Portfolio Management  Project Management Process Groups o Initiation Process Group o Planning Process Group o Executing Process Group o Monitoring & Controlling Process Group o Closing Process Group  Role of the Project Manager and the Project Management Team in Initiating, Planning, Executing, Monitoring & Controlling and Closing the Project  Test Your Knowledge 1  Project Management Areas of Knowledge: o Project Integration Management  Developing the Project Charter  Develop Project Management Plan  Direct & Manage Project Execution  Monitor & Control Project Work  Perform Integrated Change Control  Close Project or Phase o Test Your Knowledge 2 o Workshop 1 nd 2 Day: o Project Scope Management: www.ProjacsTraining.com

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   


rd

3 Day: 

Verify Scope  Inputs, Tools & Techniques, Outputs  Control Scope  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 3 o Workshop 2 4th day: o Project Time Management:  Define Activities  Inputs, Tools & Techniques, Outputs  Sequence Activities  Inputs, Tools & Techniques, Outputs  Estimate Activity Resources  Inputs, Tools & Techniques, Outputs  Estimate Activity Durations  Inputs, Tools & Techniques, Outputs  Examples 5th day: 

Develop Schedule  Inputs, Tools & Techniques, Outputs  Control Schedule  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 4 o Workshop 3 6th day: o Project Cost Management:  Estimate Costs www.ProjacsTraining.com

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 

 Inputs, Tools & Techniques, Outputs Determine Budget  Inputs, Tools & Techniques, Outputs Examples

th

7 day: 

Control Costs  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 5 o Workshop 4 8th day: o Project Quality Management:  Plan Quality  Inputs, Tools & Techniques, Outputs  Perform Quality Assurance  Inputs, Tools & Techniques, Outputs  Examples 9th day: 

o o o o

Perform Quality Control  Inputs, Tools & Techniques, Outputs Examples Test Your Knowledge 6 Workshop 5 Mid Program Assessment

10th day: o Project Human Resource Management  Develop Human Resource Plan  Inputs, Tools & Techniques, Outputs  Acquire Project Team  Inputs, Tools & Techniques, Outputs  Develop Project Team  Inputs, Tools & Techniques, Outputs  Manage Project Team  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 7 o Workshop 6 www.ProjacsTraining.com

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11th day: o Project Communications Management:  Identify Stakeholders  Inputs, Tools & Techniques, Outputs  Plan Communications  Inputs, Tools & Techniques, Outputs  Distribute Information  Inputs, Tools & Techniques, Outputs  Manage Stakeholders Expectations  Inputs, Tools & Techniques, Outputs  Report Performance  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 8 o Workshop 7 12th day: o Project Risk Management:  Plan Risk Management  Inputs, Tools & Techniques, Outputs  Identify Risks  Inputs, Tools & Techniques, Outputs  Perform Qualitative Risk Analysis  Inputs, Tools & Techniques, Outputs  Perform Quantitative Risk Analysis  Inputs, Tools & Techniques, Outputs  Examples 13th day: 

Plan Risk Responses  Inputs, Tools & Techniques, Outputs  Monitor & Control Risks  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 9 o Workshop 8 14th day: o Project Procurements Management www.ProjacsTraining.com

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   

Plan Procurements  Inputs, Tools & Techniques, Outputs Conduct Procurements  Inputs, Tools & Techniques, Outputs Administer Procurements  Inputs, Tools & Techniques, Outputs Examples

th

15 day: 

o o

o o

Close Procurements  Inputs, Tools & Techniques, Outputs Test Your Knowledge 10 Professional & Social Responsibility  Responsibility Core Value  Respect Core Value  Fairness Core Value  Honesty Core value Test Your Knowledge 11 Workshop 9

 Final Assessment


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Program Director:


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Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 7,950

560/ 560


Project Scope Management as per PMBOK Guide (PMK 529 Workshop 2) – Certified Program

13 – 14 December 2010 Cairo ‐ Egypt

Program Objectives: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no‐longer sufficient to deal with the complexities of modern project undertakings. In recent years, the Project Management Professional Certification “PMP” from the Project Management Institute “PMI” has become the most sought after certification in the world of project management professionals for those who are practicing project management in their work. As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management. This program will offer a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The program will offer also a good opportunity for those who are interested to go for the PMP exam where they will be fully acquainted about the process, tricks, tips and practice of the PMP exam. Upon the completion of the program, the candidates will be able to:  Understand the new concept of Project Management created by PMI.  Understand and practice the whole areas of knowledge in the PMBOK® "the latest version, 4th edition" and correlate them with the process groups of project management in addition to the Professional and Social Responsibility.  Understand the nature and tricks of the PMP Exam  Practice for the Exam.  Determine the gap areas that the participants may have.  Develop Confidence. Who Should Attend? Project managers, program managers and project management practitioners who are, or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance & marketing.


561/ 561


This program is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Program Outlines: 1st Day: o Project Scope Management:  Collect Requirements  Inputs, Tools & Techniques, Outputs  Define Scope  Inputs, Tools & Techniques, Outputs  Create WBS  Inputs, Tools & Techniques, Outputs  Examples nd 2 Day:  Verify Scope  Inputs, Tools & Techniques, Outputs  Control Scope  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 3 o Workshop 2

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:

US$ 1,950


562/ 562


530

Selecting Appropriate Project Delivery System to Meet Project Objectives: Contract Planning & Design to Prevent Disputes (CMC Workshop 3) – Certificate Program 13 –15 December 2010, Cairo / Egypt

NEW, REVISED INTRODUCTION & PURPOSE OF THE PROGRAM The main objective of the Certificate Program in Conflict and Dispute Management for Project Managers is to present effective systems firstly to avoid and, if this is not possible, to mitigate and manage the impact of a dispute and, in the final analysis, to resolve disputes and claims during the life cycle of a construction project. Due to the adversarial nature of relationships in the project environment today, and the potential for disputes to arise among the different parties, disputes are very common and can be considered the norm in today’s project environment. They can negatively impact project time, cost and quality. It is therefore of paramount importance to be prepared to handle such disputes through the use of effective dispute management systems and techniques, thereby mitigating their damaging effects on the time, cost and quality of the project. This program is divided into eight workshops, the first six of which constitute the general Certificate Program in Conflict and Dispute Management for Project Managers. The first two workshops give the Project Manager the general tools to understand, manage and resolve disputes. The first workshop emphasizes the human factors in dispute management, with the goal of improving communication and cooperation in the project environment. The second workshop addresses the negotiation and mediation skills needed to reach a durable resolution of the dispute, build good working relationships and avoid expensive litigation. It teaches techniques to successfully negotiate a win/win outcome, build trust among the different parties and improve communication, thus saving valuable time and money. The next four workshops address in detail the project environment through the main stages of Pre‐Contracting, Contract Administration, and Post‐Contract Completion. Pre‐contracting (Workshop 3) deals with the planning phase and how to identify and manage project risks, select the appropriate project delivery system and the best contractor, thus preventing disputes before they arise, and establish a system to manage them effectively if they do arise.


563/ 563


Outlines:


Overview This 21‐hour, 3‐day workshop is designed to help you fully realize the risks of disputes associated with a project during its different phases, and to define and fully understand the parties’ obligations to mitigate such risks. You will learn how to design the contract with measures to avoid the negative outcomes of such disputes. You will also learn how to select procurement strategies and procedures, along with how to select the best contractor for the project. A variety of case studies will be prevented. Outcomes: How to… ∙ Select the Most Appropriate Contract Strategy ∙ Design the Contract to Mitigate the Risk of Disputes ∙ Design a Dispute Resolution System ∙ Prepare Tendering Documents ∙ Analyze Bid and Award Contracts ∙ Select the Most Suitable Contractor Day 1 General Introduction to Contracting ∙ The Life Cycle of Projects ∙ Reasons for Construction Disputes: Consultants, Clients, Contractors, Sub‐Contractors ∙ Contractual Relationships ∙ The Parties’ Obligations ∙ Case Study Day 2 Selecting Contracting Strategies, Procurement Methods and the Impact on Disputes during the Project ∙ Standard Forms ∙ Stipulated Price Contracts ∙ Unit Price Contracts ∙ Cost Plus a Fee Contracts ∙ Design‐Build Contracts ∙ Construction Management Contracts ∙ Selecting an Appropriate Form of Procurement to Minimize Disputes ∙ Designing a Dispute Resolution System ∙ Case Study www.ProjacsTraining.com

564/ 564


Day 3 Contractor Selection  Preparation of Construction Documents ∙ General Aspects of Tendering and Bidding ∙ Pre‐Award Considerations ∙ Contractor’s Pre‐qualification, Value Engineering, Constructability Review Course Language: ∙ Tender Selection and Awarding ∙ Owner’s Responsibilities during Project Delivery Course Manual: ∙ Case Study ∙ Conclusion

Course Fee:


US$ 2,200


565/ 565


Project Scope and Time Management as per PMBOK Guide (PMK Workshop 2&3) – Certified Program 531


Program Objectives: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no‐longer sufficient to deal with the complexities of modern project undertakings. In recent years, the Project Management Professional Certification “PMP” from the Project Management Institute “PMI” has become the most sought after certification in the world of project management professionals for those who are practicing project management in their work. As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management. This program will offer a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The program will offer also a good opportunity for those who are interested to go for the PMP exam where they will be fully acquainted about the process, tricks, tips and practice of the PMP exam. Upon the completion of the program, the candidates will be able to:  Understand the new concept of Project Management created by PMI.  Understand and practice the whole areas of knowledge in the PMBOK® "the latest version, 4th edition" and correlate them with the process groups of project management in addition to the Professional and Social Responsibility.  Understand the nature and tricks of the PMP Exam  Practice for the Exam.  Determine the gap areas that the participants may have.  Develop Confidence. Who Should Attend? Project managers, program managers and project management practitioners who are, or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance & marketing. This program is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Program Outlines:  Workshop 2 www.ProjacsTraining.com

566/ 566


1st Day: o Project Scope Management:  Collect Requirements  Inputs, Tools & Techniques, Outputs  Define Scope  Inputs, Tools & Techniques, Outputs  Create WBS  Inputs, Tools & Techniques, Outputs  Examples 2nd Day: 

Verify Scope  Inputs, Tools & Techniques, Outputs  Control Scope  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 3 o Workshop 2 Workshop 3 rd 3 day: o Project Time Management:  Define Activities  Inputs, Tools & Techniques, Outputs  Sequence Activities  Inputs, Tools & Techniques, Outputs  Estimate Activity Resources  Inputs, Tools & Techniques, Outputs  Estimate Activity Durations  Inputs, Tools & Techniques, Outputs  Examples th 4 day:  Develop Schedule  Inputs, Tools & Techniques, Outputs  Control Schedule  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 4 o Workshop 3


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Program Director:


  







 


Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 2,500

568/ 568


Project Scope, Time &Quality Management as per PMBOK Guide (PMK Workshop 2,3 & 4) – Certified Program 532



569/ 569


 Workshop 2 1 Day: o Project Scope Management:  Collect Requirements  Inputs, Tools & Techniques, Outputs  Define Scope  Inputs, Tools & Techniques, Outputs  Create WBS  Inputs, Tools & Techniques, Outputs  Examples nd 2 Day:  Verify Scope  Inputs, Tools & Techniques, Outputs  Control Scope  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 3 o Workshop 2 Workshop 3 rd 3 day: o Project Time Management:  Define Activities  Inputs, Tools & Techniques, Outputs  Sequence Activities  Inputs, Tools & Techniques, Outputs  Estimate Activity Resources  Inputs, Tools & Techniques, Outputs  Estimate Activity Durations  Inputs, Tools & Techniques, Outputs  Examples th 4 day:  Develop Schedule  Inputs, Tools & Techniques, Outputs  Control Schedule  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 4 o Workshop 3 st


570/ 570




Day 5& 6 are weekend

Workshop 4 7th day: o Project Cost Management:  Estimate Costs  Inputs, Tools & Techniques, Outputs  Determine Budget  Inputs, Tools & Techniques, Outputs  Examples 8th day: 

Control Costs  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 5

Program Director:


  





Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Sudan, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services. During the period between1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya www.ProjacsTraining.com

571/ 571




 

project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power. In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions. Recently, he completed building a project management methodology for the ACC. During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development.

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 4,300

572/ 572


Achieving Project Objectives and Best Practice of Contract Planning and Administration (CMC Workshops 3 & 4) – 534 Certificate Program



573/ 573


communication among the parties in order to manage and minimize disputes and successfully achieve the cost, time and quality targets.


Overview This 21‐hour, 3‐day workshop is designed to help you fully realize the risks of disputes associated with a project during its different phases, and to define and fully understand the parties’ obligations to mitigate such risks. You will learn how to design the contract with measures to avoid the negative outcomes of such disputes. You will also learn how to select procurement strategies and procedures, along with how to select the best contractor for the project. A variety of case studies will be prevented. Outcomes: How to… ∙ Select the Most Appropriate Contract Strategy ∙ Design the Contract to Mitigate the Risk of Disputes ∙ Design a Dispute Resolution System ∙ Prepare Tendering Documents ∙ Analyze Bid and Award Contracts ∙ Select the Most Suitable Contractor Day 1 General Introduction to Contracting ∙ The Life Cycle of Projects ∙ Reasons for Construction Disputes: Consultants, Clients, Contractors, Sub‐Contractors ∙ Contractual Relationships ∙ The Parties’ Obligations ∙ Case Study Day 2 Selecting Contracting Strategies, Procurement Methods and the Impact on Disputes during the Project ∙ Standard Forms ∙ Stipulated Price Contracts ∙ Unit Price Contracts ∙ Cost Plus a Fee Contracts ∙ Design‐Build Contracts ∙ Construction Management Contracts ∙ Selecting an Appropriate Form of Procurement to Minimize Disputes ∙ Designing a Dispute Resolution System ∙ Case Study Day 3 www.ProjacsTraining.com

574/ 574


Contractor Selection  Preparation of Construction Documents ∙ General Aspects of Tendering and Bidding ∙ Pre‐Award Considerations ∙ Contractor’s Pre‐qualification, Value Engineering, Constructability Review ∙ Tender Selection and Awarding ∙ Owner’s Responsibilities during Project Delivery ∙ Case Study ∙ Conclusion

Day 4 and Day 5 Weekends


Overview This 21‐hour, 3‐day workshop is designed to systematically cover the subjects vital to training good contract and field administrators to manage time, cost, documentation, and disputes during this phase. A variety of case studies will be presented. Outcomes: How to… ∙ Estimate costs and analyze cash flow  Prepare project schedules and resource planning ∙ Review contract documents before construction ∙ Establish a responsibility matrix for this phase ∙ Control project documentation and cost, time and quality ∙ Communicate effectively during contract administration ∙ Prepare for project hand‐over Day 6  Cost Estimation Methods and Project Budgets  Cash Flow Analysis  Project Planning and Scheduling  Resource Management  Software Applications  Case Study Day 7 Project Documentation and Control Systems ∙ Contract administration in the field – roles of the parties ∙ Pre‐construction activities ∙ Keeping good records ∙ On‐site coordination meetings and communication ∙ Measures to Minimize Disputes ∙ Claim protection and mitigation www.ProjacsTraining.com

575/ 575


∙ Case Study Day 8 Effective Cost and Time Control ∙ Payments and payment certificates ∙ Procedures for change request processing and cost control ∙ Monitoring job progress and scheduling requirements ∙ Earned value and project control ∙ Monthly status reports ∙ Legal concerns in construction field administration ∙ Case study ∙ Conclusion Course Language: Course Manual: Course Fee: www.ProjacsTraining.com


US$ 3,500

576/ 576


Project Scope, Time, Quality and HR Management as per PMBOK Guide (PMK Workshop 2,3,4 & 5) – Certified Program 535



577/ 577


 Workshop 2 1 Day: o Project Scope Management:  Collect Requirements  Inputs, Tools & Techniques, Outputs  Define Scope  Inputs, Tools & Techniques, Outputs  Create WBS  Inputs, Tools & Techniques, Outputs  Examples nd 2 Day:  Verify Scope  Inputs, Tools & Techniques, Outputs  Control Scope  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 3 o Workshop 2 Workshop 3 rd 3 day: o Project Time Management:  Define Activities  Inputs, Tools & Techniques, Outputs  Sequence Activities  Inputs, Tools & Techniques, Outputs  Estimate Activity Resources  Inputs, Tools & Techniques, Outputs  Estimate Activity Durations  Inputs, Tools & Techniques, Outputs  Examples th 4 day:  Develop Schedule  Inputs, Tools & Techniques, Outputs  Control Schedule  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 4 o Workshop 3  Day 5& 6 are weekend st


578/ 578




Workshop 5 9th day: o Project Quality Management:  Plan Quality  Inputs, Tools & Techniques, Outputs  Perform Quality Assurance  Inputs, Tools & Techniques, Outputs  Examples Program Director:


  

Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. www.ProjacsTraining.com

579/ 579








 

He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Sudan, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services. During the period between1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power. In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions. Recently, he completed building a project management methodology for the ACC. During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development.

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 4,950

580/ 580


Project Scope, Time, Quality, Human Resources & Cost Management as per PMBOK Guide (PMK Workshop 2,3,4,5 & 6) – Certified Program 536


Program Objectives: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no‐longer sufficient to deal with the complexities of modern project undertakings. In recent years, the Project Management Professional Certification “PMP” from the Project Management Institute “PMI” has become the most sought after certification in the world of project management professionals for those who are practicing project management in their work. As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management. This program will offer a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The program will offer also a good opportunity for those who are interested to go for the PMP exam where they will be fully acquainted about the process, tricks, tips and practice of the PMP exam. Upon the completion of the program, the candidates will be able to:  Understand the new concept of Project Management created by PMI.  Understand and practice the whole areas of knowledge in the PMBOK® "the latest version, 4th edition" and correlate them with the process groups of project management in addition to the Professional and Social Responsibility.  Understand the nature and tricks of the PMP Exam  Practice for the Exam.  Determine the gap areas that the participants may have.  Develop Confidence. Who Should Attend? Project managers, program managers and project management practitioners who are, or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance & marketing. This program is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Program Duration: Three Weeks Program Outlines: www.ProjacsTraining.com

581/ 581


 Workshop 2 1 Day: o Project Scope Management:  Collect Requirements  Inputs, Tools & Techniques, Outputs  Define Scope  Inputs, Tools & Techniques, Outputs  Create WBS  Inputs, Tools & Techniques, Outputs  Examples nd 2 Day:  Verify Scope  Inputs, Tools & Techniques, Outputs  Control Scope  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 3 o Workshop 2 Workshop 3 rd 3 day: o Project Time Management:  Define Activities  Inputs, Tools & Techniques, Outputs  Sequence Activities  Inputs, Tools & Techniques, Outputs  Estimate Activity Resources  Inputs, Tools & Techniques, Outputs  Estimate Activity Durations  Inputs, Tools & Techniques, Outputs  Examples th 4 day:  Develop Schedule  Inputs, Tools & Techniques, Outputs  Control Schedule  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 4 o Workshop 3 st


582/ 582




Day 5& 6 are weekend



Workshop 5 9th day: o Project Quality Management:  Plan Quality  Inputs, Tools & Techniques, Outputs  Perform Quality Assurance  Inputs, Tools & Techniques, Outputs  Examples

Workshop 6 10th day: 

o o o o


11th day: o Project Human Resource Management  Develop Human Resource Plan www.ProjacsTraining.com

583/ 583


 Inputs, Tools & Techniques, Outputs  Acquire Project Team  Inputs, Tools & Techniques, Outputs  Develop Project Team  Inputs, Tools & Techniques, Outputs  Manage Project Team  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 7


584/ 584


Program Director:


  







 


Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 5,500

585/ 585


Best Practice of Successful Site Management, Project Close‐ Out and Avoiding Disputes (CMC Workshops 3, 4 & 5) – 537 Certificate Program



586/ 586




Overview This 21‐hour, 3‐day workshop is designed to help you fully realize the risks of disputes associated with a project during its different phases, and to define and fully understand the parties’ obligations to mitigate such risks. You will learn how to design the contract with measures to avoid the negative outcomes of such disputes. You will also learn how to select procurement strategies and procedures, along with how to select the best contractor for the project. A variety of case studies will be prevented. Outcomes: How to… ∙ Select the Most Appropriate Contract Strategy ∙ Design the Contract to Mitigate the Risk of Disputes ∙ Design a Dispute Resolution System ∙ Prepare Tendering Documents ∙ Analyze Bid and Award Contracts ∙ Select the Most Suitable Contractor Day 1 General Introduction to Contracting ∙ The Life Cycle of Projects ∙ Reasons for Construction Disputes: Consultants, Clients, Contractors, Sub‐Contractors ∙ Contractual Relationships ∙ The Parties’ Obligations ∙ Case Study Day 2 Selecting Contracting Strategies, Procurement Methods and the Impact on Disputes during the Project ∙ Standard Forms ∙ Stipulated Price Contracts ∙ Unit Price Contracts www.ProjacsTraining.com

587/ 587


∙ ∙ ∙ ∙ ∙ ∙

Cost Plus a Fee Contracts Design‐Build Contracts Construction Management Contracts Selecting an Appropriate Form of Procurement to Minimize Disputes Designing a Dispute Resolution System Case Study

Day 3 Contractor Selection  Preparation of Construction Documents ∙ General Aspects of Tendering and Bidding ∙ Pre‐Award Considerations ∙ Contractor’s Pre‐qualification, Value Engineering, Constructability Review ∙ Tender Selection and Awarding ∙ Owner’s Responsibilities during Project Delivery ∙ Case Study ∙ Conclusion


Overview This 21‐hour, 3‐day workshop is designed to systematically cover the subjects vital to training good contract and field administrators to manage time, cost, documentation, and disputes during this phase. A variety of case studies will be presented. Outcomes: How to… ∙ Estimate costs and analyze cash flow  Prepare project schedules and resource planning ∙ Review contract documents before construction ∙ Establish a responsibility matrix for this phase ∙ Control project documentation and cost, time and quality ∙ Communicate effectively during contract administration ∙ Prepare for project hand‐over Day 4  Cost Estimation Methods and Project Budgets  Cash Flow Analysis  Project Planning and Scheduling  Resource Management  Software Applications  Case Study www.ProjacsTraining.com

588/ 588


Day 5 & 6 are Weekend Day 7 Project Documentation and Control Systems ∙ Contract administration in the field – roles of the parties ∙ Pre‐construction activities ∙ Keeping good records ∙ On‐site coordination meetings and communication ∙ Measures to Minimize Disputes ∙ Claim protection and mitigation ∙ Case Study Day 8 Effective Cost and Time Control ∙ Payments and payment certificates ∙ Procedures for change request processing and cost control ∙ Monitoring job progress and scheduling requirements ∙ Earned value and project control ∙ Monthly status reports ∙ Legal concerns in construction field administration ∙ Case study ∙ Conclusion


Overview In this 21‐hour, 3‐day workshop you will analyse the issues when a dispute arises during construction and examine its time and cost impacts on a project, thus preventing the dispute from becoming a claim. The time and energy expended in addressing claims resulting from unresolved disputes, putting them forward and defending against them is out of all proportion to the cost/benefit expected. Thus it is very important that a more cost‐ effective procedure be put in place to resolve such disputes amicably by the parties before project close‐out. Contract close‐out is a very necessary part of project delivery. It should be managed effectively in order to finalise project costs. A variety of case studies will be presented. Outcomes: How to… ∙ Analyse Dispute Causes and Their Impact on Time and Cost ∙ Assess Parties’ Entitlements and Negotiate Settlements ∙ Mediate Disputes ∙ Close Out Contracts www.ProjacsTraining.com

589/ 589


Day 9 Dispute Causes and Their Impact ∙ Suspension of Work ∙ Re‐sequencing of Work ∙ Variation Orders ∙ Variations in Estimated Quantities ∙ Differing Site Conditions ∙ Defective Specifications and Drawings ∙ Acceleration of the Work ∙ Force Majeure ∙ Termination for Convenience ∙ Termination for Default and Re‐procurement ∙ Case Study Day 10 Cost Estimation for Variations and Delays ∙ Contract Stipulations to Calculate Cost of Variations ∙ Scheduling Provisions ∙ Emphasis on Network Analysis Techniques ∙ Techniques for Delay with Construction Project Management (CPM) ∙ Concurrent Delays ∙ Job Acceleration/Compression ∙ Case Study Day 11 Amicable Dispute Resolution by the Parties  Negotiation of disputes  Mediation of disputes Substantial Completion and Contract Close‐Out       


Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 4,700

590/ 590


Project Scope, Time, Quality, Human Resources, Cost & Communications Management as per PMBOK Guide (PMK Workshop 2, 3,4,5,6 & 7) – Certified Program 538


Program Objectives: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no‐longer sufficient to deal with the complexities of modern project undertakings. In recent years, the Project Management Professional Certification “PMP” from the Project Management Institute “PMI” has become the most sought after certification in the world of project management professionals for those who are practicing project management in their work. As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management. This program will offer a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The program will offer also a good opportunity for those who are interested to go for the PMP exam where they will be fully acquainted about the process, tricks, tips and practice of the PMP exam. Upon the completion of the program, the candidates will be able to:  Understand the new concept of Project Management created by PMI.  Understand and practice the whole areas of knowledge in the PMBOK® "the latest version, 4th edition" and correlate them with the process groups of project management in addition to the Professional and Social Responsibility.  Understand the nature and tricks of the PMP Exam  Practice for the Exam.  Determine the gap areas that the participants may have.  Develop Confidence. Who Should Attend? Project managers, program managers and project management practitioners who are, or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance & marketing.


591/ 591


This program is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Program Outlines:  Workshop 2 st 1 Day: o Project Scope Management:  Collect Requirements  Inputs, Tools & Techniques, Outputs  Define Scope  Inputs, Tools & Techniques, Outputs  Create WBS  Inputs, Tools & Techniques, Outputs  Examples nd 2 Day:  Verify Scope  Inputs, Tools & Techniques, Outputs  Control Scope  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 3 o Workshop 2 Workshop 3 rd 3 day: o Project Time Management:  Define Activities  Inputs, Tools & Techniques, Outputs  Sequence Activities  Inputs, Tools & Techniques, Outputs  Estimate Activity Resources  Inputs, Tools & Techniques, Outputs  Estimate Activity Durations  Inputs, Tools & Techniques, Outputs  Examples th 4 day:  Develop Schedule  Inputs, Tools & Techniques, Outputs  Control Schedule www.ProjacsTraining.com

592/ 592







o Examples o Test Your Knowledge 4 o Workshop 3 Day 5& 6 are weekend





Perform Quality Control  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 6 o Workshop 5 www.ProjacsTraining.com

593/ 593


o Mid Program Assessment 11th day: o Project Human Resource Management  Develop Human Resource Plan  Inputs, Tools & Techniques, Outputs  Acquire Project Team  Inputs, Tools & Techniques, Outputs  Develop Project Team  Inputs, Tools & Techniques, Outputs  Manage Project Team  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 7 Day 12 & 13 Are Weekend

 Workshop 7  14th Day: o Project Communications Management:  Identify Stakeholders  Inputs, Tools & Techniques, Outputs  Plan Communications  Inputs, Tools & Techniques, Outputs  Distribute Information  Inputs, Tools & Techniques, Outputs  Manage Stakeholders Expectations  Inputs, Tools & Techniques, Outputs  Report Performance  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 8

Final Assessment Program Director:



594/ 594


  







 



Course Language:

English/ Arabic

Course Manual:

English

Course Fee:

US$ 5,950

595/ 595


Project Scope, Time, Quality, Human Resources, Cost, Communications & Risk Management as per PMBOK Guide (PMK Workshop 2,3,4,5,6,7 & 8) – Certified Program 539



596/ 596


Program Outlines:  Workshop 2 st 1 Day: o Project Scope Management:  Collect Requirements  Inputs, Tools & Techniques, Outputs  Define Scope  Inputs, Tools & Techniques, Outputs  Create WBS  Inputs, Tools & Techniques, Outputs  Examples nd 2 Day:  Verify Scope  Inputs, Tools & Techniques, Outputs  Control Scope  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 3 o Workshop 2 Workshop 3 rd 3 day: o Project Time Management:  Define Activities  Inputs, Tools & Techniques, Outputs  Sequence Activities  Inputs, Tools & Techniques, Outputs  Estimate Activity Resources  Inputs, Tools & Techniques, Outputs  Estimate Activity Durations  Inputs, Tools & Techniques, Outputs  Examples th 4 day:  Develop Schedule  Inputs, Tools & Techniques, Outputs  Control Schedule  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 4 www.ProjacsTraining.com

597/ 597




o Workshop 3 Day 5& 6 are weekend





o o o o


11th day: o Project Human Resource Management www.ProjacsTraining.com

598/ 598




Develop Human Resource Plan  Inputs, Tools & Techniques, Outputs  Acquire Project Team  Inputs, Tools & Techniques, Outputs  Develop Project Team  Inputs, Tools & Techniques, Outputs  Manage Project Team  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 7 Day 12 & 13 Are Weekend


Final Assessment Workshop 8 15th day: o Project Risk Management:  Plan Risk Management  Inputs, Tools & Techniques, Outputs  Identify Risks www.ProjacsTraining.com

599/ 599


  

 Inputs, Tools & Techniques, Outputs Perform Qualitative Risk Analysis  Inputs, Tools & Techniques, Outputs Perform Quantitative Risk Analysis  Inputs, Tools & Techniques, Outputs Examples

th

16 day: 

Plan Risk Responses  Inputs, Tools & Techniques, Outputs  Monitor & Control Risks  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 9 Program Director:


  








600/ 600


 


Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 6,500

601/ 601


Advanced Annual Workshop: Project Execution & Control, Contract Management, Dispute Resolution and Claim 540 Preparation (CMC Workshops 3, 4, 5 & 6) Certificate Program


NEW, REVISED INTRODUCTION & PURPOSE OF THE PROGRAM: The main objective of the Certificate Program in Conflict and Dispute Management for Project Managers is to present effective systems firstly to avoid and, if this is not possible, to mitigate and manage the impact of a dispute and, in the final analysis, to resolve disputes and claims during the life cycle of a construction project. Due to the adversarial nature of relationships in the project environment today, and the potential for disputes to arise among the different parties, disputes are very common and can be considered the norm in today’s project environment. They can negatively impact project time, cost and quality. It is therefore of paramount importance to be prepared to handle such disputes through the use of effective dispute management systems and techniques, thereby mitigating their damaging effects on the time, cost and quality of the project. This program is divided into eight workshops, the first six of which constitute the general Certificate Program in Conflict and Dispute Management for Project Managers. The first two workshops give the Project Manager the general tools to understand, manage and resolve disputes. The first workshop emphasizes the human factors in dispute management, with the goal of improving communication and cooperation in the project environment. The second workshop addresses the negotiation and mediation skills needed to reach a durable resolution of the dispute, build good working relationships and avoid expensive litigation. It teaches techniques to successfully negotiate a win/win outcome, build trust among the different parties and improve communication, thus saving valuable time and money. The next four workshops address in detail the project environment through the main stages of Pre‐Contracting, Contract Administration, and Post‐Contract Completion. Pre‐contracting (Workshop 3) deals with the planning phase and how to identify and manage project risks, select the appropriate project delivery system and the best contractor, thus preventing disputes before they arise, and establish a system to manage them effectively if they do arise.


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Overview This 21‐hour, 3‐day workshop is designed to help you fully realize the risks of disputes associated with a project during its different phases, and to define and fully understand the parties’ obligations to mitigate such risks. You will learn how to design the contract with measures to avoid the negative outcomes of such disputes. You will also learn how to select procurement strategies and procedures, along with how to select the best contractor for the project. A variety of case studies will be prevented. Outcomes: How to… ∙ Select the Most Appropriate Contract Strategy ∙ Design the Contract to Mitigate the Risk of Disputes ∙ Design a Dispute Resolution System ∙ Prepare Tendering Documents ∙ Analyze Bid and Award Contracts ∙ Select the Most Suitable Contractor Day 1 General Introduction to Contracting ∙ The Life Cycle of Projects ∙ Reasons for Construction Disputes: Consultants, Clients, Contractors, Sub‐Contractors www.ProjacsTraining.com

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∙ Contractual Relationships ∙ The Parties’ Obligations ∙ Case Study Day 2 Selecting Contracting Strategies, Procurement Methods and the Impact on Disputes during the Project ∙ Standard Forms ∙ Stipulated Price Contracts ∙ Unit Price Contracts ∙ Cost Plus a Fee Contracts ∙ Design‐Build Contracts ∙ Construction Management Contracts ∙ Selecting an Appropriate Form of Procurement to Minimize Disputes ∙ Designing a Dispute Resolution System ∙ Case Study Day 3 Contractor Selection  Preparation of Construction Documents ∙ General Aspects of Tendering and Bidding ∙ Pre‐Award Considerations ∙ Contractor’s Pre‐qualification, Value Engineering, Constructability Review ∙ Tender Selection and Awarding ∙ Owner’s Responsibilities during Project Delivery ∙ Case Study ∙ Conclusion

Day 4 and Day 5 Weekends


Overview This 21‐hour, 3‐day workshop is designed to systematically cover the subjects vital to training good contract and field administrators to manage time, cost, documentation, and disputes during this phase. A variety of case studies will be presented. Outcomes: How to… ∙ Estimate costs and analyze cash flow  Prepare project schedules and resource planning ∙ Review contract documents before construction ∙ Establish a responsibility matrix for this phase ∙ Control project documentation and cost, time and quality www.ProjacsTraining.com

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∙ Communicate effectively during contract administration ∙ Prepare for project hand‐over Day 6  Cost Estimation Methods and Project Budgets  Cash Flow Analysis  Project Planning and Scheduling  Resource Management  Software Applications  Case Study Day 7 Project Documentation and Control Systems ∙ Contract administration in the field – roles of the parties ∙ Pre‐construction activities ∙ Keeping good records ∙ On‐site coordination meetings and communication ∙ Measures to Minimize Disputes ∙ Claim protection and mitigation ∙ Case Study Day 8 Effective Cost and Time Control ∙ Payments and payment certificates ∙ Procedures for change request processing and cost control ∙ Monitoring job progress and scheduling requirements ∙ Earned value and project control ∙ Monthly status reports ∙ Legal concerns in construction field administration ∙ Case study ∙ Conclusion


Overview In this 21‐hour, 3‐day workshop you will analyse the issues when a dispute arises during construction and examine its time and cost impacts on a project, thus preventing the dispute from becoming a claim. The time and energy expended in addressing claims resulting from unresolved disputes, putting them forward and defending against them is out of all proportion to the cost/benefit expected. Thus it is very important that a more cost‐ effective procedure be put in place to resolve such disputes amicably by the parties before project close‐out. www.ProjacsTraining.com

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Contract close‐out is a very necessary part of project delivery. It should be managed effectively in order to finalise project costs. A variety of case studies will be presented. Outcomes: How to… ∙ Analyse Dispute Causes and Their Impact on Time and Cost ∙ Assess Parties’ Entitlements and Negotiate Settlements ∙ Mediate Disputes ∙ Close Out Contracts Day 9 Dispute Causes and Their Impact ∙ Suspension of Work ∙ Re‐sequencing of Work ∙ Variation Orders ∙ Variations in Estimated Quantities ∙ Differing Site Conditions ∙ Defective Specifications and Drawings ∙ Acceleration of the Work ∙ Force Majeure ∙ Termination for Convenience ∙ Termination for Default and Re‐procurement ∙ Case Study Day 10 Cost Estimation for Variations and Delays ∙ Contract Stipulations to Calculate Cost of Variations ∙ Scheduling Provisions ∙ Emphasis on Network Analysis Techniques ∙ Techniques for Delay with Construction Project Management (CPM) ∙ Concurrent Delays ∙ Job Acceleration/Compression ∙ Case Study Day 11 & day 12 are week ends Day 13 Amicable Dispute Resolution by the Parties www.ProjacsTraining.com

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 Negotiation of disputes  Mediation of disputes Substantial Completion and Contract Close‐Out       




Day 14 Claims for Unforeseen Conditions at the Start of the Job  Contractor’s Obligation to Investigate the Site  Employer’s Obligation to Give Information About the Site  Unforeseen Behaviour or Conditions www.ProjacsTraining.com

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 Engineer’s Role in Mitigating Such Claims Claims for Variations  Variation Order Cost Estimates  Job Factors Affecting Productivity  Overhead and Profit  Reservation of Indirect Costs  Forms for Pricing Changes  Case Study Day 15 Evaluation of Claims Related to Project Scheduling ∙ Techniques for Proving Delay with CPM ∙ Concurrent Delays ∙ Acceleration/Job Compression ∙ Checklist for Use of CPM in Litigation ∙ Claims for Delay ∙ Claims for Disruption ∙ The Relationship Between Loss and Expense and Extensions of Time ∙ Damages for Delay ∙ Case Study Day 16 Counterclaims against the Contractor ∙ Set‐Off Claims by the Employer ∙ Liquidated Damage Claims by the Employer ∙ Claims by the Employer Arising from Defective Materials and Workmanship ∙ Claims by Sub‐Contractors for Money Arising from Delay and Disruption Caused by the Contractor Under the Contract Claim Resolution  Negotiation and Mediation to settle claims by the parties  Arbitration of claims  Litigation Course Language:  Case Study  Conclusion Course Manual: Course Fee: www.ProjacsTraining.com


US$ 5,700

608/ 608


Project Scope, Time, Quality, HR, Cost, Communication, Risk & Procurement Management as per PMBOK Guide ‐ (PMK Workshop 2,3,4,5,6,7,8 & 9) – Certified Program 541


Program Objectives: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no‐longer sufficient to deal with the complexities of modern project undertakings. In recent years, the Project Management Professional Certification “PMP” from the Project Management Institute “PMI” has become the most sought after certification in the world of project management professionals for those who are practicing project management in their work. As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management. This program will offer a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The program will offer also a good opportunity for those who are interested to go for the PMP exam where they will be fully acquainted about the process, tricks, tips and practice of the PMP exam. Upon the completion of the program, the candidates will be able to:  Understand the new concept of Project Management created by PMI.  Understand and practice the whole areas of knowledge in the PMBOK® "the latest version, 4th edition" and correlate them with the process groups of project management in addition to the Professional and Social Responsibility.  Understand the nature and tricks of the PMP Exam  Practice for the Exam.  Determine the gap areas that the participants may have.  Develop Confidence. Who Should Attend? Project managers, program managers and project management practitioners who are, or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance & marketing. This program is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Program Outlines:  Workshop 2 www.ProjacsTraining.com

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1st Day: o Project Scope Management:  Collect Requirements  Inputs, Tools & Techniques, Outputs  Define Scope  Inputs, Tools & Techniques, Outputs  Create WBS  Inputs, Tools & Techniques, Outputs  Examples 2nd Day: 

Verify Scope  Inputs, Tools & Techniques, Outputs  Control Scope  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 3 o Workshop 2 Workshop 3 rd 3 day: o Project Time Management:  Define Activities  Inputs, Tools & Techniques, Outputs  Sequence Activities  Inputs, Tools & Techniques, Outputs  Estimate Activity Resources  Inputs, Tools & Techniques, Outputs  Estimate Activity Durations  Inputs, Tools & Techniques, Outputs  Examples th 4 day:  Develop Schedule  Inputs, Tools & Techniques, Outputs  Control Schedule  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 4 o Workshop 3  Day 5& 6 are weekend www.ProjacsTraining.com

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o o o o


11th day: o Project Human Resource Management  Develop Human Resource Plan  Inputs, Tools & Techniques, Outputs  Acquire Project Team www.ProjacsTraining.com

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 Inputs, Tools & Techniques, Outputs  Develop Project Team  Inputs, Tools & Techniques, Outputs  Manage Project Team  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 7 Day 12 & 13 Are Weekend


Final Assessment Workshop 8 15th day: o Project Risk Management:  Plan Risk Management  Inputs, Tools & Techniques, Outputs  Identify Risks  Inputs, Tools & Techniques, Outputs  Perform Qualitative Risk Analysis  Inputs, Tools & Techniques, Outputs www.ProjacsTraining.com

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Perform Quantitative Risk Analysis  Inputs, Tools & Techniques, Outputs Examples

th

16 day: 

Plan Risk Responses  Inputs, Tools & Techniques, Outputs  Monitor & Control Risks  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 9

Workshop 9 17th day: o Project Procurements Management  Plan Procurements  Inputs, Tools & Techniques, Outputs  Conduct Procurements  Inputs, Tools & Techniques, Outputs  Administer Procurements  Inputs, Tools & Techniques, Outputs  Examples 18th day: 

o o

o o




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Program Director:


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Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 7,200

614/ 614


Project Time Management as per PMBOK Guide (PMK Workshop 3) – Certified Program 542

15 – 16 December 2010 Cairo ‐ Egypt


615/ 615


1stday: o Project Time Management:  Define Activities  Inputs, Tools & Techniques, Outputs  Sequence Activities  Inputs, Tools & Techniques, Outputs  Estimate Activity Resources  Inputs, Tools & Techniques, Outputs  Estimate Activity Durations  Inputs, Tools & Techniques, Outputs  Examples 2nd day: 

Develop Schedule  Inputs, Tools & Techniques, Outputs  Control Schedule  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 4 o Workshop 3


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Program Director:


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Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 1,950

617/ 617


Project Time and Quality Management as per PMBOK 543 Guide (PMK Workshop 3, 4) – Certified Program


Program Objectives: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no‐longer sufficient to deal with the complexities of modern project undertakings. In recent years, the Project Management Professional Certification “PMP” from the Project Management Institute “PMI” has become the most sought after certification in the world of project management professionals for those who are practicing project management in their work. As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management. This program will offer a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The program will offer also a good opportunity for those who are interested to go for the PMP exam where they will be fully acquainted about the process, tricks, tips and practice of the PMP exam. Upon the completion of the program, the candidates will be able to:  Understand the new concept of Project Management created by PMI.  Understand and practice the whole areas of knowledge in the PMBOK® "the latest version, 4th edition" and correlate them with the process groups of project management in addition to the Professional and Social Responsibility.  Understand the nature and tricks of the PMP Exam  Practice for the Exam.  Determine the gap areas that the participants may have.  Develop Confidence. Who Should Attend? Project managers, program managers and project management practitioners who are, or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance & marketing. This program is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Program Outlines: Workshop 3 st 1 day: o Project Time Management: www.ProjacsTraining.com

618/ 618


    

Define Activities  Inputs, Tools & Techniques, Outputs Sequence Activities  Inputs, Tools & Techniques, Outputs Estimate Activity Resources  Inputs, Tools & Techniques, Outputs Estimate Activity Durations  Inputs, Tools & Techniques, Outputs Examples

nd

2 day: 

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Develop Schedule  Inputs, Tools & Techniques, Outputs  Control Schedule  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 4 o Workshop 3 Day 3& 4 are weekend


Control Costs  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 5 Program Director:



619/ 619


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Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 2,950

620/ 620


Project Time Management, Quality and HR as per PMBOK Guide (PMK Workshop 3,4,5) – Certified Program 544


Program Objectives: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no‐longer sufficient to deal with the complexities of modern project undertakings. In recent years, the Project Management Professional Certification “PMP” from the Project Management Institute “PMI” has become the most sought after certification in the world of project management professionals for those who are practicing project management in their work. As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management. This program will offer a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The program will offer also a good opportunity for those who are interested to go for the PMP exam where they will be fully acquainted about the process, tricks, tips and practice of the PMP exam. Upon the completion of the program, the candidates will be able to:  Understand the new concept of Project Management created by PMI.  Understand and practice the whole areas of knowledge in the PMBOK® "the latest version, 4th edition" and correlate them with the process groups of project management in addition to the Professional and Social Responsibility.  Understand the nature and tricks of the PMP Exam  Practice for the Exam.  Determine the gap areas that the participants may have.  Develop Confidence. Who Should Attend? Project managers, program managers and project management practitioners who are, or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance & marketing. This program is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Program Outlines: Workshop 3 www.ProjacsTraining.com

621/ 621


1st day: o Project Time Management:  Define Activities  Inputs, Tools & Techniques, Outputs  Sequence Activities  Inputs, Tools & Techniques, Outputs  Estimate Activity Resources  Inputs, Tools & Techniques, Outputs  Estimate Activity Durations  Inputs, Tools & Techniques, Outputs  Examples 2nd day: 



Develop Schedule  Inputs, Tools & Techniques, Outputs  Control Schedule  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 4 o Workshop 3 Day 3& 4 are weekend



Workshop 5 www.ProjacsTraining.com

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7th day: o Project Quality Management:  Plan Quality  Inputs, Tools & Techniques, Outputs  Perform Quality Assurance  Inputs, Tools & Techniques, Outputs  Examples Program Director:


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Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Sudan, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services. During the period between1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power. In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions. Recently, he completed building a project management methodology for the ACC. During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, www.ProjacsTraining.com

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currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development. Course Language:

Course Fee:

Course Manual:


US$ 3,500


624/ 624


Advanced Topics in Project Time Management, Quality, HR and Cost Management Workshop as per PMBOK Guide (PMK Workshop 3, 4, 5, 6) – Certified Program 545



625/ 625


Workshop 3 1 day: o Project Time Management:  Define Activities  Inputs, Tools & Techniques, Outputs  Sequence Activities  Inputs, Tools & Techniques, Outputs  Estimate Activity Resources  Inputs, Tools & Techniques, Outputs  Estimate Activity Durations  Inputs, Tools & Techniques, Outputs  Examples nd 2 day:  Develop Schedule  Inputs, Tools & Techniques, Outputs  Control Schedule  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 4 o Workshop 3  Day 3& 4 are weekend st




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o o o o


9th day: o Project Human Resource Management  Develop Human Resource Plan  Inputs, Tools & Techniques, Outputs  Acquire Project Team  Inputs, Tools & Techniques, Outputs  Develop Project Team  Inputs, Tools & Techniques, Outputs  Manage Project Team  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 7 Program Director:



627/ 627


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Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 4,950

628/ 628


Project Time, Quality, Human Resources and Cost Management Workshop as per PMBOK Guide (PMK Workshop 3, 4, 5, 6, 7) – Certified Program 546



629/ 629


Program Outlines: Workshop 3 st 1 day: o Project Time Management:  Define Activities  Inputs, Tools & Techniques, Outputs  Sequence Activities  Inputs, Tools & Techniques, Outputs  Estimate Activity Resources  Inputs, Tools & Techniques, Outputs  Estimate Activity Durations  Inputs, Tools & Techniques, Outputs  Examples nd 2 day:  Develop Schedule  Inputs, Tools & Techniques, Outputs  Control Schedule  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 4 o Workshop 3  Day 3& 4 are weekend


Control Costs  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 5 www.ProjacsTraining.com

630/ 630




o o o o


9th day: o Project Human Resource Management  Develop Human Resource Plan  Inputs, Tools & Techniques, Outputs  Acquire Project Team  Inputs, Tools & Techniques, Outputs  Develop Project Team  Inputs, Tools & Techniques, Outputs  Manage Project Team  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 7 Day 10 & 11 Are Weekend

 Workshop 7  12th Day: o Project Communications Management: www.ProjacsTraining.com

631/ 631


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Identify Stakeholders  Inputs, Tools & Techniques, Outputs  Plan Communications  Inputs, Tools & Techniques, Outputs  Distribute Information  Inputs, Tools & Techniques, Outputs  Manage Stakeholders Expectations  Inputs, Tools & Techniques, Outputs  Report Performance  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 8

Final Assessment Program Director:


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632/ 632


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Course Language:

English/ Arabic

Course Manual:

English

Course Fee:

US$ 5,950

633/ 633


Project Time, Quality, HR, Cost, Communication and Risk Management as per PMBOK Guide (PMK Workshop 3,4,5,6,7,8) – Certified Program 547



634/ 634


Program Outlines: Workshop 3 st 1 day: o Project Time Management:  Define Activities  Inputs, Tools & Techniques, Outputs  Sequence Activities  Inputs, Tools & Techniques, Outputs  Estimate Activity Resources  Inputs, Tools & Techniques, Outputs  Estimate Activity Durations  Inputs, Tools & Techniques, Outputs  Examples nd 2 day:  Develop Schedule  Inputs, Tools & Techniques, Outputs  Control Schedule  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 4 o Workshop 3  Day 3& 4 are weekend


Control Costs  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 5 www.ProjacsTraining.com

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o o o o



 Workshop 7  12th Day: o Project Communications Management: www.ProjacsTraining.com

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

Identify Stakeholders  Inputs, Tools & Techniques, Outputs  Plan Communications  Inputs, Tools & Techniques, Outputs  Distribute Information  Inputs, Tools & Techniques, Outputs  Manage Stakeholders Expectations  Inputs, Tools & Techniques, Outputs  Report Performance  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 8

Final Assessment Workshop 8 13th day: o Project Risk Management:  Plan Risk Management  Inputs, Tools & Techniques, Outputs  Identify Risks  Inputs, Tools & Techniques, Outputs  Perform Qualitative Risk Analysis  Inputs, Tools & Techniques, Outputs  Perform Quantitative Risk Analysis  Inputs, Tools & Techniques, Outputs  Examples 14th day: 




637/ 637


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Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 6,500

638/ 638


Project Time, Quality, HR, Cost, Communication, Risk and Procurement Management as per PMBOK Guide (PMK Workshop 3,4,5,6,7,8, 9) – Certified Program 548



639/ 639


Workshop 3 1 day: o Project Time Management:  Define Activities  Inputs, Tools & Techniques, Outputs  Sequence Activities  Inputs, Tools & Techniques, Outputs  Estimate Activity Resources  Inputs, Tools & Techniques, Outputs  Estimate Activity Durations  Inputs, Tools & Techniques, Outputs  Examples nd 2 day:  Develop Schedule  Inputs, Tools & Techniques, Outputs  Control Schedule  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 4 o Workshop 3  Day 3& 4 are weekend st



Workshop 5 www.ProjacsTraining.com

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7th day: o Project Quality Management:  Plan Quality  Inputs, Tools & Techniques, Outputs  Perform Quality Assurance  Inputs, Tools & Techniques, Outputs  Examples


o o o o



 Workshop 7  12th Day: o Project Communications Management:  Identify Stakeholders  Inputs, Tools & Techniques, Outputs www.ProjacsTraining.com

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Plan Communications  Inputs, Tools & Techniques, Outputs  Distribute Information  Inputs, Tools & Techniques, Outputs  Manage Stakeholders Expectations  Inputs, Tools & Techniques, Outputs  Report Performance  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 8



Workshop 9 15th day: o Project Procurements Management  Plan Procurements  Inputs, Tools & Techniques, Outputs  Conduct Procurements  Inputs, Tools & Techniques, Outputs www.ProjacsTraining.com

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Administer Procurements  Inputs, Tools & Techniques, Outputs Examples

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Program Director:


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Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 6,950

644/ 644


Managing & Controlling Time, Cost, Dispute Management & Communication: Contract Administration (CMC Workshop 4) – Certificate Program 549


NEW, REVISED INTRODUCTION & PURPOSE OF THE PROGRAM: The main objective of the Certificate Program in Conflict and Dispute Management for Project Managers is to present effective systems firstly to avoid and, if this is not possible, to mitigate and manage the impact of a dispute and, in the final analysis, to resolve disputes and claims during the life cycle of a construction project. Due to the adversarial nature of relationships in the project environment today, and the potential for disputes to arise among the different parties, disputes are very common and can be considered the norm in today’s project environment. They can negatively impact project time, cost and quality. It is therefore of paramount importance to be prepared to handle such disputes through the use of effective dispute management systems and techniques, thereby mitigating their damaging effects on the time, cost and quality of the project. Contract Administration (Workshop 4) deals with managing and controlling time, cost and quality and project documentation to meet project objectives, and how to develop effective communication among the parties in order to manage and minimize disputes and successfully achieve the cost, time and quality targets.


Overview This 21‐hour, 3‐day workshop is designed to systematically cover the subjects vital to training good contract and field administrators to manage time, cost, documentation, and disputes during this phase. A variety of case studies will be presented. Outcomes: www.ProjacsTraining.com

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How to… ∙ Estimate costs and analyze cash flow  Prepare project schedules and resource planning ∙ Review contract documents before construction ∙ Establish a responsibility matrix for this phase ∙ Control project documentation and cost, time and quality ∙ Communicate effectively during contract administration ∙ Prepare for project hand‐over Day 1  Cost Estimation Methods and Project Budgets  Cash Flow Analysis  Project Planning and Scheduling  Resource Management  Software Applications  Case Study Day 2 Project Documentation and Control Systems ∙ Contract administration in the field – roles of the parties ∙ Pre‐construction activities ∙ Keeping good records ∙ On‐site coordination meetings and communication ∙ Measures to Minimize Disputes ∙ Claim protection and mitigation ∙ Case Study Day 3 Effective Cost and Time Control ∙ Payments and payment certificates ∙ Procedures for change request processing and cost control ∙ Monitoring job progress and scheduling requirements ∙ Earned value and project control ∙ Monthly status reports ∙ Legal concerns in construction field administration ∙ Case study Course Language: ∙ Conclusion Course Manual:

Course Fee:


US$ 2,750


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550

Project Contract Administration & Close‐Out, and Dispute Analysis & Assessment (CMC Workshop 4 & 5) – Certificate Program NEW, REVISED INTRODUCTION & PURPOSE OF THE PROGRAM Needs &benefits: The main objective of the Certificate Program in Conflict and Dispute Management for Project Managers is to present effective systems firstly to avoid and, if this is not possible, to mitigate and manage the impact of a dispute and, in the final analysis, to resolve disputes and claims during the life cycle of a construction project. Those three workshops address in detail the project environment through the main stages of, Contract Administration, and Post‐Contract Completion. Contract Administration (Workshop 4) deals with managing and controlling time, cost and quality and project documentation to meet project objectives, and how to develop effective communication among the parties in order to manage and minimize disputes and successfully achieve the cost, time and quality targets. Workshop 5 deals with managing disputes during this phase, analyzing dispute causes and their impact on cost and time, and amicable dispute resolution by the parties themselves to produce a successful project close‐out without lingering disputes or unforeseen costs. Course Director:

Prof. Sami M. Fereig, B.Sc. (Hons), M.Sc., M.A.Sc., Ph.D., P.Eng. Prof. Sami Fereig has Forty years’ experience in structural engineering, construction engineering and management, and construction dispute management. He has practised in both North America and the Middle East, and is actively involved in construction contract administration and project and dispute management with a number of organizations, including public‐ and private‐sector companies in www.ProjacsTraining.com

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engineering and construction. He is the Director of the Certificate Conference in Conflict and Dispute Management for Project Managers at Conrad Grebel University College at the University of Waterloo, Canada. He is also a professor of civil engineering and construction management at Kuwait University, and has numerous publications in his various areas of specialization. He is a member of the ADR Institute of Ontario and the Professional Engineers of Ontario. WORKSHOP 4 Overview This 21‐hour, 3‐day workshop is designed to systematically cover the subjects vital to training good contract and field administrators to manage time, cost, documentation, and disputes during this phase. A variety of case studies will be presented. Outcomes: How to… ∙ Estimate costs and analyze cash flow  Prepare project schedules and resource planning ∙ Review contract documents before construction ∙ Establish a responsibility matrix for this phase ∙ Control project documentation and cost, time and quality ∙ Communicate effectively during contract administration ∙ Prepare for project hand‐over Day 1  Cost Estimation Methods and Project Budgets  Cash Flow Analysis  Project Planning and Scheduling  Resource Management  Software Applications  Case Study Day 2 & Day 3 weekends Day 4 Project Documentation and Control Systems ∙ Contract administration in the field – roles of the parties ∙ Pre‐construction activities ∙ Keeping good records www.ProjacsTraining.com

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∙ On‐site coordination meetings and communication ∙ Measures to Minimize Disputes ∙ Claim protection and mitigation ∙ Case Study Day 5 Effective Cost and Time Control ∙ Payments and payment certificates ∙ Procedures for change request processing and cost control ∙ Monitoring job progress and scheduling requirements ∙ Earned value and project control ∙ Monthly status reports ∙ Legal concerns in construction field administration ∙ Case study ∙ Conclusion WORKSHOP 5 Overview In this 21‐hour, 3‐day workshop you will analyse the issues when a dispute arises during construction and examine its time and cost impacts on a project, thus preventing the dispute from becoming a claim. The time and energy expended in addressing claims resulting from unresolved disputes, putting them forward and defending against them is out of all proportion to the cost/benefit expected. Thus it is very important that a more cost‐effective procedure be put in place to resolve such disputes amicably by the parties before project close‐out. Contract close‐out is a very necessary part of project delivery. It should be managed effectively in order to finalise project costs. A variety of case studies will be presented. Outcomes: How to… ∙ Analyse Dispute Causes and Their Impact on Time and Cost ∙ Assess Parties’ Entitlements and Negotiate Settlements ∙ Mediate Disputes ∙ Close Out Contracts Day 6 Dispute Causes and Their Impact ∙ Suspension of Work www.ProjacsTraining.com

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∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙

Re‐sequencing of Work Variation Orders Variations in Estimated Quantities Differing Site Conditions Defective Specifications and Drawings Acceleration of the Work Force Majeure Termination for Convenience Termination for Default and Re‐procurement Case Study

Day 7 Cost Estimation for Variations and Delays ∙ Contract Stipulations to Calculate Cost of Variations ∙ Scheduling Provisions ∙ Emphasis on Network Analysis Techniques ∙ Techniques for Delay with Construction Project Management (CPM) ∙ Concurrent Delays ∙ Job Acceleration/Compression ∙ Case Study Day 8 Amicable Dispute Resolution by the Parties  Negotiation of disputes  Mediation of disputes Substantial Completion and Contract Close‐Out       



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551

Project Supervision, Control, Close‐Out, and Final Settlement (CMC Workshops 4, 5 & 6) – Certificate Program NEW, REVISED INTRODUCTION & PURPOSE OF THE PROGRAM

Needs &benefits: The main objective of the Certificate Program in Conflict and Dispute Management for Project Managers is to present effective systems firstly to avoid and, if this is not possible, to mitigate and manage the impact of a dispute and, in the final analysis, to resolve disputes and claims during the life cycle of a construction project. Those three workshops address in detail the project environment through the main stages of, Contract Administration, and Post‐Contract Completion. Contract Administration (Workshop 4) deals with managing and controlling time, cost and quality and project documentation to meet project objectives, and how to develop effective communication among the parties in order to manage and minimize disputes and successfully achieve the cost, time and quality targets. Workshop 5 deals with managing disputes during this phase, analyzing dispute causes and their impact on cost and time, and amicable dispute resolution by the parties themselves to produce a successful project close‐out without lingering disputes or unforeseen costs. Post‐Contract Completion (Workshop 6) deals with any disputes that have not been settled at close‐out. You will learn how to assess and analyse claims and damages due to different elements of disputes, including delay and scope variations, so as to reach an amicable settlement in order to save litigation time and cost. You will also learn how to present alternative dispute resolution options, and understand the consequences if the parties resort to arbitration and litigation. Course Director:

Prof. Sami M. Fereig, B.Sc. (Hons), M.Sc., M.A.Sc., Ph.D., P.Eng. Prof. Sami Fereig has Forty years’ experience in structural engineering, construction engineering and management, and construction dispute management. He has practised in both North America and the Middle East, and is actively involved in www.ProjacsTraining.com

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construction contract administration and project and dispute management with a number of organizations, including public‐ and private‐sector companies in engineering and construction. He is the Director of the Certificate Conference in Conflict and Dispute Management for Project Managers at Conrad Grebel University College at the University of Waterloo, Canada. He is also a professor of civil engineering and construction management at Kuwait University, and has numerous publications in his various areas of specialization. He is a member of the ADR Institute of Ontario and the Professional Engineers of Ontario. WORKSHOP 4 Overview This 21‐hour, 3‐day workshop is designed to systematically cover the subjects vital to training good contract and field administrators to manage time, cost, documentation, and disputes during this phase. A variety of case studies will be presented. Outcomes: How to… ∙ Estimate costs and analyze cash flow  Prepare project schedules and resource planning ∙ Review contract documents before construction ∙ Establish a responsibility matrix for this phase ∙ Control project documentation and cost, time and quality ∙ Communicate effectively during contract administration ∙ Prepare for project hand‐over Day 1  Cost Estimation Methods and Project Budgets  Cash Flow Analysis  Project Planning and Scheduling  Resource Management  Software Applications  Case Study Day 2 & Day 3 weekends Day 4 Project Documentation and Control Systems ∙ Contract administration in the field – roles of the parties www.ProjacsTraining.com

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∙ Pre‐construction activities ∙ Keeping good records ∙ On‐site coordination meetings and communication ∙ Measures to Minimize Disputes ∙ Claim protection and mitigation ∙ Case Study Day 5 Effective Cost and Time Control ∙ Payments and payment certificates ∙ Procedures for change request processing and cost control ∙ Monitoring job progress and scheduling requirements ∙ Earned value and project control ∙ Monthly status reports ∙ Legal concerns in construction field administration ∙ Case study ∙ Conclusion WORKSHOP 5 Overview In this 21‐hour, 3‐day workshop you will analyse the issues when a dispute arises during construction and examine its time and cost impacts on a project, thus preventing the dispute from becoming a claim. The time and energy expended in addressing claims resulting from unresolved disputes, putting them forward and defending against them is out of all proportion to the cost/benefit expected. Thus it is very important that a more cost‐effective procedure be put in place to resolve such disputes amicably by the parties before project close‐out. Contract close‐out is a very necessary part of project delivery. It should be managed effectively in order to finalise project costs. A variety of case studies will be presented. Outcomes: How to… ∙ Analyse Dispute Causes and Their Impact on Time and Cost ∙ Assess Parties’ Entitlements and Negotiate Settlements ∙ Mediate Disputes ∙ Close Out Contracts Day 6 www.ProjacsTraining.com

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Dispute Causes and Their Impact ∙ Suspension of Work ∙ Re‐sequencing of Work ∙ Variation Orders ∙ Variations in Estimated Quantities ∙ Differing Site Conditions ∙ Defective Specifications and Drawings ∙ Acceleration of the Work ∙ Force Majeure ∙ Termination for Convenience ∙ Termination for Default and Re‐procurement ∙ Case Study Day 7 Cost Estimation for Variations and Delays ∙ Contract Stipulations to Calculate Cost of Variations ∙ Scheduling Provisions ∙ Emphasis on Network Analysis Techniques ∙ Techniques for Delay with Construction Project Management (CPM) ∙ Concurrent Delays ∙ Job Acceleration/Compression ∙ Case Study Day 8 Amicable Dispute Resolution by the Parties  Negotiation of disputes  Mediation of disputes Substantial Completion and Contract Close‐Out       

Contract Requirements Commissioning and Handing‐Over Substantial Completion Preparation of Punch List Starting of Systems Case Study Conclusion www.ProjacsTraining.com

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WORKSHOP 6 Overview In this 21‐hour, 3‐day workshop you will learn how to deal with contract claims since most projects are modified and changes are made within and outside the scope of work, in some instances delaying or accelerating the pace of work which may result in a claim if the dispute is not settled. This workshop is designed to provide expert, practical information and advice for the parties to analyze and understand the issues that arise when a claim is made, and also how to prepare and negotiate a settlement and produce a counterclaim if needed. The work‐ shop will help you to resolve such claims in a more effective manner and avoid lengthy and expensive litigation. A variety of case studies will be presented. Outcomes: How to…  Address claims for unforeseen conditions at the start of the job  Assess claims for variations  Evaluate claims related to project scheduling  Counterclaim against the contractor  Resolve claims Day 9 & Day 10 Weekends Day 11:

Claims for Unforeseen Conditions at the Start of the Job  Contractor’s Obligation to Investigate the Site  Employer’s Obligation to Give Information About the Site  Unforeseen Behaviour or Conditions  Engineer’s Role in Mitigating Such Claims Day 12 Claims for Variations  Variation Order Cost Estimates  Job Factors Affecting Productivity  Overhead and Profit  Reservation of Indirect Costs  Forms for Pricing Changes  Case Study Day 13 www.ProjacsTraining.com

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Evaluation of Claims Related to Project Scheduling ∙ Techniques for Proving Delay with CPM ∙ Concurrent Delays ∙ Acceleration/Job Compression ∙ Checklist for Use of CPM in Litigation ∙ Claims for Delay ∙ Claims for Disruption ∙ The Relationship Between Loss and Expense and Extensions of Time ∙ Damages for Delay ∙ Case Study Counterclaims against the Contractor ∙ Set‐Off Claims by the Employer ∙ Liquidated Damage Claims by the Employer ∙ Claims by the Employer Arising from Defective Materials and Workmanship ∙ Claims by Sub‐Contractors for Money Arising from Delay and Disruption Caused by the Contractor Under the Contract Claim Resolution  Negotiation and Mediation to settle claims by the parties  Arbitration of claims  Litigation  Case Study  Conclusion

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 4,700

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Project Quality Management as per PMBOK Guide (PMK Workshop 4) – Certified Program 552



657/ 657


1st day: o Project Cost Management:  Estimate Costs  Inputs, Tools & Techniques, Outputs  Determine Budget  Inputs, Tools & Techniques, Outputs  Examples 2nd day: 



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Program Director:


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Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 1,950

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Project Quality, HR and Cost Management as per PMBOK Guide (PMK Workshop 4,5 &6) – Certified Program 554



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Workshop4 1st day: o Project Cost Management:  Estimate Costs  Inputs, Tools & Techniques, Outputs  Determine Budget  Inputs, Tools & Techniques, Outputs  Examples nd 2 day:  Control Costs  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 5 Workshop5 3th day: o Project Quality Management:  Plan Quality  Inputs, Tools & Techniques, Outputs  Perform Quality Assurance  Inputs, Tools & Techniques, Outputs  Examples Workshop6 4th day: 

o o o o


5th day: o Project Human Resource Management  Develop Human Resource Plan  Inputs, Tools & Techniques, Outputs  Acquire Project Team  Inputs, Tools & Techniques, Outputs www.ProjacsTraining.com

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Develop Project Team  Inputs, Tools & Techniques, Outputs  Manage Project Team  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 7


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Program Director:


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Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 2,950

663/ 663


The Original Project Management Professional Program – 555 Preparing for PMP Certificate – Certified Program 19 – 23 December 2010 Cairo/Egypt Need & Benefit: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no‐longer sufficient to deal with the complexities of modern project undertakings. In recent years, the Project Management Professional Certification from the Project Management Institute “PMI” has become the most sought after certification in the world of project management professionals. To earn PMI’s PMP credential, you must demonstrate the required ‘long term commitment” to project management professionalism and pass a rigorous, 200‐question exam covering the five project management process groups and nine knowledge areas in PMI’s Guide to Project Management Body of Knowledge (PMBoK)® 4th edition. At the end of this course, participants will gain the following: - Understand the nature and tricks of the PMP Exam -


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Develop Confidence

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Tips for the Exam

Who Should Attend? Project Managers and program Managers who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with www.ProjacsTraining.com

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effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Course Director: Eng. Ali Kortam, PMP,CCE,CPM,PSP

 Over 23 years of practical experiences in Civil – Architect (5 star) – HVAC – Electromechanical ‐ Deep Foundations ‐ Infrastructure – Petroleum, all in international reputable companies such as : ABB (Switzerland) – Arab Contractors (U.A.E.) – Saudi Condreco (Greece/K.S.A) – SAMAREC (K.S.A) – Bin Ladin (K.S.A) – Emyco(Egypt) starting from site engineer to Top Management positions (Currently: Board of Directors in ABB)  As an international approved lecturer from IHRDC in U.S.A., Eng. Ali conducted very successful training courses/seminars all over the world: U.S.A, Europe, Middle and Far East with a very well successful record at most reputable enterprises such as: Emirates Bank (U.A.E). – MIS (Oil field) U.A.E. – Saudi Telecom (K.S.A) – El Gawal (K.S.A) – Saudi Aramco (K.S.A) – ADMA (U.A.E.) – World Bank_ILO (Egypt) – Touristic G. Committee (K.S.A) – Ministry of Defense (K.S.A) – Saudi AirLines (K.S.A) – El Watania Industries (K.S.A). –Chamber of Commerce (K.S.A.) – Qatar COOL (Qatar)‐ El Zaka House (Kuwait) – Arabian Bemco (U.A.E) – ASGC (U.A.E.) – Hospitality Mgmt Services (U.A.E.) – Tawam Hospital (U.A.E.) – Ministry of Water and Electricity (K.S.A) – G. Authority of Civil Aviation (K.S.A) – ISE (Economic offset (K.S.A) – AMANA (U.A.E.) – Airways Engineering (K.S.A) and other hundreds of enterprises and as part time – assistant professor doctor at American University – Engineering Services. Professional Certificates:    


Current Position:

‐ PA – Projects Controller – Local Division _ Egypt (8 Companies) (Metals, Minerals, Petrochemicals, Oil&Gas, Contracting, Sugar, Industrial Process, Turbo Charger)

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Currently: Process Automation (8Companies)‐ Project Control Manager‐ Local Division _ ABB _Egypt

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Board Member in ABB Senior Project Management Consultant with PROJACS Joined PMI in Brussels in butting PMP Exams within 14 Experts selected from all over the world Special Capabilities:


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8. International Grader for AACEI_U.S.A – Global Exams 9. Papers in International Annual Meetings _Last one selected as 1 of 4 best papers Year 2009 in project Management in Toronto, Canada AACEI Chapter 10. Assistant Professor Dr. in the American University In Cairo – Part time Course Curriculum Day One Course Introduction  Natue of the PMP Exam  History of the PMP Certification and Exam  Latest Developments in the Exam process  Test procedure  Application Process and Requirements  The nature and Type of Questions  Recertification and the Professional Development Program Framework of Project Management  Introduction  The Project Management Context  Project Management Process Groups Project Integration Management  Develop Project Charter  Project Scope Statement (Preliminary)  Develop Project Management Plan  Direct and Manage Project Execution  Monitor and Control Project Work  Integrated Change Control  Close Project Day Two Project Scope Management  Scope Planning  Scope Definition  Create WBS  Scope Verification  Scope Change Control Project Time Management  Activity Definition  Activity Duration Estimation www.ProjacsTraining.com

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Activity Sequencing Schedule Development Schedule Control

Day Three Project Cost Management  Cost Estimate  Cost budgeting  Cost Control Project Quality Management  Quality Planning  Perform Quality Assurance  Perform Quality Control Day Four Project Human Resource Management  Human Resource Planning  Acquire Project Team  Develop Project Team  Manage Project Team Project Communications Management  Communications Planning  Information Distribution  Performance Reporting  Manage Stakeholders Project Management Professional Responsibility  Responsibility of the Project Manager  Ethical Practices in Project Management Day Five Project Risk Management  Risk Management Planning  Risk Identification  Qualitative Risk Analysis  Quantitative Risk Analysis  Risk response planning  Risk monitoring and Control www.ProjacsTraining.com

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Project Procurement Management  Plan Purchases and Acquisitions  Plan Contracting  Request Seller Responses  Select sellers  Contract administration  Contract Closure Tips for the Exam

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 2,750

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556

Landscape Design and Construction 19‐23 December 2010, Cairo ‐ Egypt

Need & Benefit 1‐ Landscape Design process: Introduction to the professional field of landscape architecture & Environmental design. The basic elements of landscape design. (landform – Plants – Buildings – Pavements – water elements – site structure)will be examined. The objective of the course is to understand the vocabulary, significance, characteristics, potential uses, and design guidelines for all the physical design elements.  Introduction  Landscape design element (Plants)  Landscape design element (Landform)  Landscape design element (Building)  Landscape design element (water)  Landscape design element (site structure & and street furniture) 2‐ Landscape Construction (Materials & Techniques ): Materials and techniques for the construction of landscape elements and structures, relationship of design character and construction, development of product literature files and specification format techniques will be examined.  Grading techniques  Site drainage  Fences, Screens & walls  Pavements  Pools & Fountains  Outdoor lighting  Irrigation technique  Planting Who should attend? www.ProjacsTraining.com

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Architect & Civil engineer who work on site could attend the course. Course Director Prof. Mostafa Mohamed Gabr - Professor of urban Design, college of Engineering‐Alexandria University & Arab academy for Science and Technology‐Alexandria‐Egypt. - PHD in Landscape Design. Edinburgh University, U.K.,MC Arch (Housing & Solar Energy), B.sc in Arch. Alexandria University. - Lecturer, in area of architecture and Landscape Architecture for more than 25 years in Egypt and Arab countries. - Published numbers of papers in national and international journals and attend several conferences. Published two books on Post Occupancy Evaluation, and Plant Types. - Won several architectural competitions in the field of architecture, planning and Landscape design (20 prize). - Designed and supervised several projects (over 120)in the area of urban design, public buildings, residential and planning. Course Curriculum: Day One Introduction:‐ - Definition. - Scale. - Landscape interpretation. - Historical Brief. - Elements of Landscape Design. - Environmental architecture fields. - Environmental Design stages. - Landscape as professional. Landform:‐ - Significance. - Expression of Landform. - Landform types. - Functional Uses of Landform. www.ProjacsTraining.com

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Exercises. Day two Plant Material:‐ - significance. - Functional uses. - Visual plants characteristics. - Aesthetic uses of plants material. - Planting design Process. Water:‐ - General Characteristics. - General use of water. - Visual uses of water. Exercises. Day three Buildings:‐ - Building cluster. - Buildings & types of spaces. - Design Guideline. Pavement:‐ - Functional and compositional uses. - Design Guideline. - Basic pavement materials. Exercises. Day Four Landscape Construction:‐ Civil work: - Grading. - Site drainage - Retaining walls, fences,& gates. - Pavement. Planting work: - Nursery Technique. - Planting Technique. www.ProjacsTraining.com

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Irrigation. Electro‐mechanical work: - Lighting. - Pools & Fountains. Day Five Design Process:‐ - Project Acceptance. - Research & analysis. - Design construction drawings. - Construction. Course Language: - Post‐Construction evaluation & maintenance. Course Manual: Examples. Course Fee:


US$ 2,750


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Project Quality, HR, Cost and Communications Management as per PMBOK Guide (PMK Workshop 4,5,6 & 7) – Certified Program 557

19 ‐26 December 2010, Cairo ‐ Egypt

Program Objectives: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing, change requests and global competition. As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management. This ten days course will focus on the project quality, human resource, cost, communications and risk management and highlight the processes necessary to manage them effectively to be able to achieve the project objectives. The course will offer a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The course will offer also a good opportunity for those who are interested to go for the PMP exam www.pmi.org where they will be fully acquainted about the process, tricks, tips and practice of the PMP exam within this area of knowledge Upon the completion of the course, the candidates will be able to:  Project quality management processes  Plan quality  Perform quality assurance  Perform quality control  Project human resource management processes  Develop human resource plan  Acquire project team  Develop project team  Manage project team  Project cost management processes  Estimate costs process  Determine budget process www.ProjacsTraining.com

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Control costs process Earned value technique Payback period Net present value Internal rate of return Project communications management processes Identify stakeholders Plan communications Distribute information Manage stakeholder expectations Report performance. Project risk management processes Plan risk management Identify risks Perform qualitative risk analysis Perform quantitative risk analysis Plan risk responses Monitor and control risks Practice the concerned areas of knowledge in this course for the PMP Exam. Develop Confidence. Tips for the Exam Who Should Attend? Project managers, program managers and project management practitioners who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Course Outlines: Workshop 4 1st day: o Project Cost Management:  Estimate Costs  Inputs, Tools & Techniques, Outputs www.ProjacsTraining.com

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Determine Budget  Inputs, Tools & Techniques, Outputs Examples

nd

2 day: 


Workshop 5 3rd day: o Project Quality Management:  Plan Quality  Inputs, Tools & Techniques, Outputs  Perform Quality Assurance  Inputs, Tools & Techniques, Outputs  Examples


o o o o


Day 5& day 6 are weekends 7th day: o Project Human Resource Management  Develop Human Resource Plan  Inputs, Tools & Techniques, Outputs  Acquire Project Team  Inputs, Tools & Techniques, Outputs  Develop Project Team  Inputs, Tools & Techniques, Outputs  Manage Project Team www.ProjacsTraining.com

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o Examples o Test Your Knowledge 7


Program Director:


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Mr. Khalil is a senior corporate developer working for PROJACS International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known www.ProjacsTraining.com

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government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Sudan, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services. During the period between1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power. In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions. Recently, he completed building a project management methodology for the ACC. During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development.

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:

US$ 4,300


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Project Quality, HR, Cost, Communications and Risk Management as per PMBOK Guide (PMK Workshop 4, 5, 6, 7 &8) – Certified Program 558

19 ‐28 December 2010, Cairo ‐ Egypt

Program Objectives: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing, change requests and global competition. As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management. This ten days course will focus on the project quality, human resource, cost, communications and risk management and highlight the processes necessary to manage them effectively to be able to achieve the project objectives. The course will offer a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The course will offer also a good opportunity for those who are interested to go for the PMP exam www.pmi.org where they will be fully acquainted about the process, tricks, tips and practice of the PMP exam within this area of knowledge Upon the completion of the course, the candidates will be able to:  Project quality management processes  Plan quality  Perform quality assurance  Perform quality control  Project human resource management processes  Develop human resource plan  Acquire project team  Develop project team  Manage project team  Project cost management processes  Estimate costs process  Determine budget process www.ProjacsTraining.com

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                    

Control costs process Earned value technique Payback period Net present value Internal rate of return Project communications management processes Identify stakeholders Plan communications Distribute information Manage stakeholder expectations Report performance. Project risk management processes Plan risk management Identify risks Perform qualitative risk analysis Perform quantitative risk analysis Plan risk responses Monitor and control risks Practice the concerned areas of knowledge in this course for the PMP Exam. Develop Confidence. Tips for the Exam Who Should Attend? Project managers, program managers and project management practitioners who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Course Duration: Ten Days Course Outlines: Workshop 4 1st day: www.ProjacsTraining.com

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o Project Cost Management:  Estimate Costs  Inputs, Tools & Techniques, Outputs  Determine Budget  Inputs, Tools & Techniques, Outputs  Examples 2nd day: 




o o o o


5th day: o Project Human Resource Management  Develop Human Resource Plan  Inputs, Tools & Techniques, Outputs  Acquire Project Team  Inputs, Tools & Techniques, Outputs  Develop Project Team  Inputs, Tools & Techniques, Outputs www.ProjacsTraining.com

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

Manage Project Team  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 7

 Day 6&7 Weekend  Workshop 7  8th Day: o Project Communications Management:  Identify Stakeholders  Inputs, Tools & Techniques, Outputs  Plan Communications  Inputs, Tools & Techniques, Outputs  Distribute Information  Inputs, Tools & Techniques, Outputs  Manage Stakeholders Expectations  Inputs, Tools & Techniques, Outputs  Report Performance  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 8


Plan Risk Responses  Inputs, Tools & Techniques, Outputs www.ProjacsTraining.com

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Monitor & Control Risks  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 9

Program Director:


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Mr. Khalil is a senior corporate developer working for PROJACS International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Sudan, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services. During the period between1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power. In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions. Recently, he completed building a project management methodology for the ACC. www.ProjacsTraining.com

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 During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development.

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 5,950

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560

Project Quality, HR, Cost, Communications, Risk and Procurement Management as per PMBOK Guide (PMK Workshop 4, 5, 6, 7, 8 & 9) – Certified Program

19‐30 December 2010, Cairo ‐ Egypt

Program Objectives: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing, change requests and global competition. As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management. This ten days course will focus on the project quality, human resource, cost, communications and risk management and highlight the processes necessary to manage them effectively to be able to achieve the project objectives. The course will offer a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The course will offer also a good opportunity for those who are interested to go for the PMP exam www.pmi.org where they will be fully acquainted about the process, tricks, tips and practice of the PMP exam within this area of knowledge Upon the completion of the course, the candidates will be able to:  Project quality management processes  Plan quality  Perform quality assurance  Perform quality control  Project human resource management processes  Develop human resource plan  Acquire project team  Develop project team  Manage project team www.ProjacsTraining.com

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                       

Project cost management processes Estimate costs process Determine budget process Control costs process Earned value technique Payback period Net present value Internal rate of return Project communications management processes Identify stakeholders Plan communications Distribute information Manage stakeholder expectations Report performance. Project risk management processes Plan risk management Identify risks Perform qualitative risk analysis Perform quantitative risk analysis Plan risk responses Monitor and control risks Practice the concerned areas of knowledge in this course for the PMP Exam. Develop Confidence. Tips for the Exam Who Should Attend? Project managers, program managers and project management practitioners who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Course Duration: Twelve Days Course Outlines: www.ProjacsTraining.com

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Workshop 4 1st day: o Project Cost Management:  Estimate Costs  Inputs, Tools & Techniques, Outputs  Determine Budget  Inputs, Tools & Techniques, Outputs  Examples 2nd day: 




o o o o


5th day: o Project Human Resource Management  Develop Human Resource Plan  Inputs, Tools & Techniques, Outputs  Acquire Project Team  Inputs, Tools & Techniques, Outputs www.ProjacsTraining.com

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Develop Project Team  Inputs, Tools & Techniques, Outputs  Manage Project Team  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 7

 Day 6&7 Weekend  Workshop 7  8th Day: o Project Communications Management:  Identify Stakeholders  Inputs, Tools & Techniques, Outputs  Plan Communications  Inputs, Tools & Techniques, Outputs  Distribute Information  Inputs, Tools & Techniques, Outputs  Manage Stakeholders Expectations  Inputs, Tools & Techniques, Outputs  Report Performance  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 8

Final Assessment Workshop 8 9th day: o Project Risk Management:  Plan Risk Management  Inputs, Tools & Techniques, Outputs  Identify Risks  Inputs, Tools & Techniques, Outputs  Perform Qualitative Risk Analysis  Inputs, Tools & Techniques, Outputs  Perform Quantitative Risk Analysis  Inputs, Tools & Techniques, Outputs  Examples 10th day: www.ProjacsTraining.com

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o o

o o



Program Director:

Mohammed Khalil, B.Sc., PMP  Mr. Khalil is a senior corporate developer working for PROJACS International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. www.ProjacsTraining.com

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 He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001.  He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999.  Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Sudan, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services.  During the period between1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power.  In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions.  Recently, he completed building a project management methodology for the ACC.  During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development.

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 6,500

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Complete Project Management, Planning, Scheduling and Cost Control Program ‐ Preparing for PMP and PSP Certificates – Certified Program ‫والتخطيط‬ ‫المشاريع‬ ‫إدارة‬ ‫في‬ ‫التخصص‬ ‐ ‫الشامل‬ ‫المشاريع‬ ‫إدارة‬ ‫برنامج‬ ‫عالميا‬ ‫معتمد‬ – ‫والتحكم‬ ‫والجدولة‬ 561 19 – 30 December 2010, Cairo ‐ Egypt

Need & Benefits:

Since 1956, AACE International (the Association for the Advancement of Cost Engineering) has provided its members with the resources they need to enhance their performance and ensure continued growth and success. The AACE International program's intent is to recognize specialists who meet a demanding set of planning and scheduling criteria. The PSP certification will distinguish you as a Planning and Scheduling Professional who has the knowledge and skills that impact the bottom line. AACE's PSP certification provides an exam and experience validation that lets employers identify those who meet the program’s competency standards. Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no‐longer sufficient to deal with the complexities of modern project undertakings. In recent years, the Project Management Professional Certification from the Project Management Institute “PMI” has become the most sought after certification in the world of project management professionals. To earn PMI’s PMP credential, you must demonstrate the required ‘long term commitment” to project management professionalism and pass a rigorous, 200‐question exam covering the five project management process groups and nine knowledge areas in PMI’s Guide to Project Management Body of Knowledge (PMBoK)® 4th edition. Course objective:


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This training course will provide participants with a through background in the concepts of Planning and Scheduling Engineering and Construction projects. The course addresses how to identify, monitor, and balance information crucial for the successful management of projects. It will discuss the development of a baseline performance management plan (PMP) for the project that will allow the efficient compilation and the timely generation of quantitative performance comparisons. . The comparisons highlight significant performance departures ("actual vs. baseline") and allow for preventive and early remedial and corrective actions. The Practical sessions will provide hands‐on experience. Workshops create and track sample project from planning phase till controlling phase (updating). At the end of this course, participants will gain the following: - Understand the nature and tricks of the PMP Exam -


-


-


-


-

Develop Confidence

-

Tips for the Exam

Who should attend? This course is targeted for Chief Executive Officers, Finance Managers, Human Resources Managers, Project Managers, Engineers and Planners, Information Technology Managers. Project Managers and program Managers who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This course is of particular importance to executives, managers and supervisors in government and industry who are www.ProjacsTraining.com

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concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Course Director

Eng. Ali Kortam, PMP,CCE,CPM,PSP

 Over 23 years of practical experiences in Civil – Architect (5 star) – HVAC – Electromechanical ‐ Deep Foundations ‐ Infrastructure – Petroleum, all in international reputable companies such as : ABB (Switzerland) – Arab Contractors (U.A.E.) – Saudi Condreco (Greece/K.S.A) – SAMAREC (K.S.A) – Bin Ladin (K.S.A) – Emyco(Egypt) starting from site engineer to Top Management positions (Currently: Board of Directors in ABB)  As an international approved lecturer from IHRDC in U.S.A., Eng. Ali conducted very successful training courses/seminars all over the world: U.S.A, Europe, Middle and Far East with a very well successful record at most reputable enterprises such as: Emirates Bank (U.A.E). – MIS (Oil field) U.A.E. – Saudi Telecom (K.S.A) – El Gawal (K.S.A) – Saudi Aramco (K.S.A) – ADMA (U.A.E.) – World Bank_ILO (Egypt) – Touristic G. Committee (K.S.A) – Ministry of Defense (K.S.A) – Saudi AirLines (K.S.A) – El Watania Industries (K.S.A). –Chamber of Commerce (K.S.A.) – Qatar COOL (Qatar)‐ El Zaka House (Kuwait) – Arabian Bemco (U.A.E) – ASGC (U.A.E.) – Hospitality Mgmt Services (U.A.E.) – Tawam Hospital (U.A.E.) – Ministry of Water and Electricity (K.S.A) – G. Authority of Civil Aviation (K.S.A) – ISE (Economic offset (K.S.A) – AMANA (U.A.E.) – Airways Engineering (K.S.A) and other hundreds of enterprises and as part time – assistant professor doctor at American University – Engineering Services. Professional Certificates:    


Current Position:  Board Member in ABB  Senior Project Management Consultant with PROJACS


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 Joined PMI in Brussels in butting PMP Exams within 14 Experts selected from all over the world

Mohammed Khalil, B.Sc., PMP  Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training.  He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001.  He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 4th Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999.  Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services.  During the period between 1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power.  In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions.  Recently, he completed building a project management methodology for the ACC.  During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project


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management methodology for the international centre for real estate development. Course Outline: Day One  Course Introduction  Nature of the PSP Exam  Test procedure  Application Process and Requirements  The Nature and Type of Questions  Introduction to Project Management Fundamentals  Project definitions and characteristics  Project life cycles and Project Management life cycle  Enterprise Project Structure (EPS) and Organizational Breakdown Structure (OBS)  Work breakdown structure (WBS)& work packages and Activity Identification  Time Management environment  Network planning tools and techniques  Estimating Activity Durations  Program Evaluation and review Technique (PERT)  Critical path method (CPM)  Working with Activities  Activity Types (milestone – Level of effort..)  Workshops Day Two     


Day Three


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Precedence Diagram Method (PDM) / Activity on Node (AON) Schedule Development Calculations Constraints Types Working with Calendars Update the Schedule Monte Carlo Simulation Professional Project Reports Solved Examples Workshops on Precedence Diagram Method

Day Four         


Day Five  Real 5 Hours Exam simulation Day Six & Seven are weekends Day Eight Introduction for PMP  Natue of the PMP Exam  History of the PMP Certification and Exam  Latest Developments in the Exam process  Test procedure  Application Process and Requirements  The nature and Type of Questions  Recertification and the Professional Development Program Framework of Project Management www.ProjacsTraining.com

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 Introduction  The Project Management Context  Project Management Process Groups Project Integration Management  Develop Project Charter  Project Scope Statement (Preliminary)  Develop Project Management Plan  Direct and Manage Project Execution  Monitor and Control Project Work  Integrated Change Control  Close Project Day Nine Project Scope Management  Scope Planning  Scope Definition  Create WBS  Scope Verification  Scope Change Control Project Time Management  Activity Definition  Activity Duration Estimation  Activity Sequencing  Schedule Development  Schedule Control Day Ten Project Cost Management  Cost Estimate  Cost budgeting  Cost Control Project Quality Management  Quality Planning  Perform Quality Assurance  Perform Quality Control www.ProjacsTraining.com

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Day Eleven Project Human Resource Management  Human Resource Planning  Acquire Project Team  Develop Project Team  Manage Project Team Project Communications Management  Communications Planning  Information Distribution  Performance Reporting  Manage Stakeholders Project Management Professional Responsibility  Responsibility of the Project Manager  Ethical Practices in Project Management Day Twelve Project Risk Management  Risk Management Planning  Risk Identification  Qualitative Risk Analysis  Quantitative Risk Analysis  Risk response planning  Risk monitoring and Control Project Procurement Management  Plan Purchases and Acquisitions  Plan Contracting  Request Seller Responses  Select sellers  Contract administration Course Language:  Contract Closure Course Manual: Tips for the Exam Course Fee:


US$ 5,300


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Project Human Resources Management as per PMBOK Guide (PMK Workshop 5) – Certified Program 562

21 December 2010 Cairo ‐ Egypt

Program Objectives: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no‐longer sufficient to deal with the complexities of modern project undertakings. In recent years, the Project Management Professional Certification “PMP” from the Project Management Institute “PMI” has become the most sought after certification in the world of project management professionals for those who are practicing project management in their work. As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management. This program will offer a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The program will offer also a good opportunity for those who are interested to go for the PMP exam where they will be fully acquainted about the process, tricks, tips and practice of the PMP exam. Upon the completion of the program, the candidates will be able to:  Understand the new concept of Project Management created by PMI.  Understand and practice the whole areas of knowledge in the PMBOK® "the latest version, 4th edition" and correlate them with the process groups of project management in addition to the Professional and Social Responsibility.  Understand the nature and tricks of the PMP Exam  Practice for the Exam.  Determine the gap areas that the participants may have.  Develop Confidence. Who Should Attend? Project managers, program managers and project management practitioners who are, or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance & marketing. This program is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Program Director:


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Program Outlines: 1st day: o Project Quality Management:  Plan Quality Course Language:  Inputs, Tools & Techniques, Outputs Course Manual:  Perform Quality Assurance  Inputs, Tools & Techniques, Outputs www.ProjacsTraining.com

Course Fee:


US$ 1,100

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Examples


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563

Project Human Resources and Cost Management as per PMBOK Guide (PMK Workshop 5 & 6) – Certified Program

21‐23 December 2010, Cairo ‐ Egypt

Program Objectives: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing, change requests and global competition. As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management. This three days course will focus on the project human resource and cost, management highlighting the processes necessary to manage them effectively to be able to achieve the project objectives. The course will offer a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The course will offer also a good opportunity for those who are interested to go for the PMP exam www.pmi.org where they will be fully acquainted about the process, tricks, tips and practice of the PMP exam within this area of knowledge. Upon the completion of the course, the candidates will be able to:  Project human resource management processes  Develop human resource plan  Acquire project team  Develop project team  Manage project team  Project cost management processes  Estimate costs process  Determine budget process  Control costs process www.ProjacsTraining.com

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      

Earned value technique Payback period Net present value Internal rate of return Practice the project HR and cost management for the PMP Exam. Develop Confidence. Tips for the Exam

Who Should Attend? Project managers, program managers and project management practitioners who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Certified PMPs attending this course will earn 15 PDUs which will help them to renew their PMP credential. Course Duration: Three Days Program Director:

Mohammed Khalil, B.Sc., PMP  Mr. Khalil is a senior corporate developer working for PROJACS International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training.  He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Cer tificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001.  He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition www.ProjacsTraining.com

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





 

into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Sudan, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services. During the period between1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power. In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions. Recently, he completed building a project management methodology for the ACC. During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development.

Course Outlines: Workshop 5 1st day: o Project Quality Management:  Plan Quality  Inputs, Tools & Techniques, Outputs  Perform Quality Assurance  Inputs, Tools & Techniques, Outputs  Examples

Workshop 6 2nd day: www.ProjacsTraining.com

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

o o o o


3rd day: o Project Human Resource Management  Develop Human Resource Plan  Inputs, Tools & Techniques, Outputs  Acquire Project Team  Inputs, Tools & Techniques, Outputs  Develop Project Team  Inputs, Tools & Techniques, Outputs  Manage Project Team  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 7


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Contract Close‐Out, Dispute and Resolution for Project & Contract Managers: Claim and Alternative Dispute Resolution 564 (CMC Workshop 5) ‐ Certificate Program 21 ‐23 DECEMBER 2010 CAIRO/EGYPT

NEW, REVISED INTRODUCTION & PURPOSE OF THE PROGRAM The main objective of the Certificate Program in Conflict and Dispute Management for Project Managers is to present effective systems firstly to avoid and, if this is not possible, to mitigate and manage the impact of a dispute and, in the final analysis, to resolve disputes and claims during the life cycle of a construction project. Due to the adversarial nature of relationships in the project environment today, and the potential for disputes to arise among the different parties, disputes are very common and can be considered the norm in today’s project environment. They can negatively impact project time, cost and quality. It is therefore of paramount importance to be prepared to handle such disputes through the use of effective dispute management systems and techniques, thereby mitigating their damaging effects on the time, cost and quality of the project. Workshop 5 deals with managing disputes during this phase, analyzing dispute causes and their impact on cost and time, and amicable dispute resolution by the parties themselves to produce a successful project close‐out without lingering disputes or unforeseen costs.


Overview In this 21‐hour, 3‐day workshop you will analyse the issues when a dispute arises during construction and examine its time and cost impacts on a project, thus preventing the dispute from becoming a claim. The time and energy expended in addressing claims resulting from unresolved disputes, putting them forward and defending against them is out of all proportion to the cost/benefit expected. Thus it is very important that a more cost‐ effective procedure be put in place to resolve such disputes amicably by the parties before project close‐out. Contract close‐out is a very necessary part of project delivery. It should be managed effectively in order to finalise project costs. A variety of case studies will be presented.


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Outcomes: How to… ∙ Analyse Dispute Causes and Their Impact on Time and Cost ∙ Assess Parties’ Entitlements and Negotiate Settlements ∙ Mediate Disputes ∙ Close Out Contracts Day 1 Dispute Causes and Their Impact ∙ Suspension of Work ∙ Re‐sequencing of Work ∙ Variation Orders ∙ Variations in Estimated Quantities ∙ Differing Site Conditions ∙ Defective Specifications and Drawings ∙ Acceleration of the Work ∙ Force Majeure ∙ Termination for Convenience ∙ Termination for Default and Re‐procurement ∙ Case Study Day 2 Cost Estimation for Variations and Delays ∙ Contract Stipulations to Calculate Cost of Variations ∙ Scheduling Provisions ∙ Emphasis on Network Analysis Techniques ∙ Techniques for Delay with Construction Project Management (CPM) ∙ Concurrent Delays ∙ Job Acceleration/Compression ∙ Case Study Day 3 Amicable Dispute Resolution by the Parties  

Negotiation of disputes Mediation of disputes www.ProjacsTraining.com

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Substantial Completion and Contract Close‐Out       

Contract Requirements Commissioning and Handing‐Over Substantial Completion Preparation of Punch List Starting of Systems Case Study Conclusion Course Language:

English/ Arabic

Course Manual:

English

Course Fee:

US$ 2, 200


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Project Human Resources, Cost, Communications and Risk Management as per PMBOK Guide (PMK Workshop 5,6,7,8) – Certified Program 566

21‐28 December 2010, Cairo‐Egypt

Program Objectives: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing, change requests and global competition. As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management. This ten days course will focus on the project human resource, cost, communications, risk and procurements management and highlight the processes necessary to manage them effectively to be able to achieve the project objectives. The course will offer a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The course will offer also a good opportunity for those who are interested to go for the PMP exam www.pmi.org where they will be fully acquainted about the process, tricks, tips and practice of the PMP exam within this area of knowledge. Upon the completion of the course, the candidates will be able to:  Project human resource management processes  Develop human resource plan  Acquire project team  Develop project team  Manage project team  Project cost management processes  Estimate costs process  Determine budget process  Control costs process  Earned value technique www.ProjacsTraining.com

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                       

Payback period Net present value Internal rate of return Project communications management processes Identify stakeholders Plan communications Distribute information Manage stakeholder expectations Report performance. Project risk management processes Plan risk management Identify risks Perform qualitative risk analysis Perform quantitative risk analysis Plan risk responses Monitor and control risks Project procurements management processes Plan procurements Conduct procurements Administer procurements Close procurements Practice for the Exam. Develop Confidence. Tips for the Exam

Who Should Attend? Project managers, program managers and project management practitioners who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Certified PMPs attending this course will earn 40 PDUs which will help them to renew their PMP credential. Course Duration: Ten Days Course Outlines: www.ProjacsTraining.com

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Workshop 5 1st day: o Project Quality Management:  Plan Quality  Inputs, Tools & Techniques, Outputs  Perform Quality Assurance  Inputs, Tools & Techniques, Outputs  Examples

Workshop 6 2nd day: 

o o o o



 Day 4 &5 Weekend  Workshop 7  6rd Day: o Project Communications Management:  Identify Stakeholders  Inputs, Tools & Techniques, Outputs www.ProjacsTraining.com

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






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 Mr. Khalil is a senior corporate developer working for PROJACS International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training.  He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001.  He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999.  Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Sudan, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services.  During the period between1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power.  In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions.  Recently, he completed building a project management methodology for the ACC.  During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project Course Language: English/ Arabic management methodology for the international centre for real estate development. Course Manual: English

Course Fee:

US$ 4,300


712/ 712


567

Project Close‐Out and Post‐Contract Completion, Claims & Counterclaims Successful Resolution (CMC Workshops 5 & 6) – Certificate Program 21 ‐28 DECEMBER 2010 CAIRO/EGYPT

NEW, REVISED INTRODUCTION & PURPOSE OF THE PROGRAM The main objective of the Certificate Program in Conflict and Dispute Management for Project Managers is to present effective systems firstly to avoid and, if this is not possible, to mitigate and manage the impact of a dispute and, in the final analysis, to resolve disputes and claims during the life cycle of a construction project. Due to the adversarial nature of relationships in the project environment today, and the potential for disputes to arise among the different parties, disputes are very common and can be considered the norm in today’s project environment. They can negatively impact project time, cost and quality. It is therefore of paramount importance to be prepared to handle such disputes through the use of effective dispute management systems and techniques, thereby mitigating their damaging effects on the time, cost and quality of the project. Workshop 5 deals with managing disputes during this phase, analyzing dispute causes and their impact on cost and time, and amicable dispute resolution by the parties themselves to produce a successful project close‐out without lingering disputes or unforeseen costs.

Post‐Contract Completion (Workshop 6) deals with any disputes that have not been settled at close‐out. You will learn how to assess and analyse claims and damages due to different elements of disputes, including delay and scope variations, so as to reach an amicable settlement in order to save litigation time and cost. You will also learn how to present alternative dispute resolution options, and understand the consequences if the parties resort to arbitration and litigation.


Overview In this 21‐hour, 3‐day workshop you will analyse the issues when a dispute arises during construction and examine its time and cost impacts on a project, thus preventing the dispute from becoming a claim. The time and energy expended in addressing claims resulting from unresolved disputes, putting them forward and defending against them is out www.ProjacsTraining.com

713/ 713


of all proportion to the cost/benefit expected. Thus it is very important that a more cost‐ effective procedure be put in place to resolve such disputes amicably by the parties before project close‐out. Contract close‐out is a very necessary part of project delivery. It should be managed effectively in order to finalise project costs. A variety of case studies will be presented. Outcomes: How to… ∙ Analyse Dispute Causes and Their Impact on Time and Cost ∙ Assess Parties’ Entitlements and Negotiate Settlements ∙ Mediate Disputes ∙ Close Out Contracts Day 1 Dispute Causes and Their Impact ∙ Suspension of Work ∙ Re‐sequencing of Work ∙ Variation Orders ∙ Variations in Estimated Quantities ∙ Differing Site Conditions ∙ Defective Specifications and Drawings ∙ Acceleration of the Work ∙ Force Majeure ∙ Termination for Convenience ∙ Termination for Default and Re‐procurement ∙ Case Study Day 2 Cost Estimation for Variations and Delays ∙ Contract Stipulations to Calculate Cost of Variations ∙ Scheduling Provisions ∙ Emphasis on Network Analysis Techniques ∙ Techniques for Delay with Construction Project Management (CPM) ∙ Concurrent Delays ∙ Job Acceleration/Compression ∙ Case Study Day 3 www.ProjacsTraining.com

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Amicable Dispute Resolution by the Parties  Negotiation of disputes  Mediation of disputes Substantial Completion and Contract Close‐Out       


Day 4 &Day 5 are weekend


Overview In this 21‐hour, 3‐day workshop you will learn how to deal with contract claims since most projects are modified and changes are made within and outside the scope of work, in some instances delaying or accelerating the pace of work which may result in a claim if the dispute is not settled. This workshop is designed to provide expert, practical information and advice for the parties to analyze and understand the issues that arise when a claim is made, and also how to prepare and negotiate a settlement and produce a counterclaim if needed. The work‐ shop will help you to resolve such claims in a more effective manner and avoid lengthy and expensive litigation. A variety of case studies will be presented. Outcomes: How to…  Address claims for unforeseen conditions at the start of the job  Assess claims for variations  Evaluate claims related to project scheduling www.ProjacsTraining.com

715/ 715


 

Counterclaim against the contractor Resolve claims

Day 6 Claims for Unforeseen Conditions at the Start of the Job  Contractor’s Obligation to Investigate the Site  Employer’s Obligation to Give Information About the Site  Unforeseen Behaviour or Conditions  Engineer’s Role in Mitigating Such Claims Claims for Variations  Variation Order Cost Estimates  Job Factors Affecting Productivity  Overhead and Profit  Reservation of Indirect Costs  Forms for Pricing Changes  Case Study Day 7 Evaluation of Claims Related to Project Scheduling ∙ Techniques for Proving Delay with CPM ∙ Concurrent Delays ∙ Acceleration/Job Compression ∙ Checklist for Use of CPM in Litigation ∙ Claims for Delay ∙ Claims for Disruption ∙ The Relationship Between Loss and Expense and Extensions of Time ∙ Damages for Delay ∙ Case Study Day 8 Counterclaims against the Contractor ∙ Set‐Off Claims by the Employer ∙ Liquidated Damage Claims by the Employer ∙ Claims by the Employer Arising from Defective Materials and Workmanship ∙ Claims by Sub‐Contractors for Money Arising from Delay and Disruption Caused by the Contractor Under the Contract Claim Resolution  Negotiation and Mediation to settle claims by the parties  Arbitration of claims  Litigation Course Language:  Case Study  Conclusion Course Manual:


www.ProjacsTraining.com Course Fee:

US$ 3, 300

716/ 716


568

Post‐Contract Completion and After Project Close‐Out – Claim Preparation and Settlement (CMC Workshop 6) – Certificate Program 26 –28 December 2010 Cairo /Egypt

NEW, REVISED INTRODUCTION & PURPOSE OF THE PROGRAM The main objective of the Certificate Program in Conflict and Dispute Management for Project Managers is to present effective systems firstly to avoid and, if this is not possible, to mitigate and manage the impact of a dispute and, in the final analysis, to resolve disputes and claims during the life cycle of a construction project. Due to the adversarial nature of relationships in the project environment today, and the potential for disputes to arise among the different parties, disputes are very common and can be considered the norm in today’s project environment. They can negatively impact project time, cost and quality. It is therefore of paramount importance to be prepared to handle such disputes through the use of effective dispute management systems and techniques, thereby mitigating their damaging effects on the time, cost and quality of the project. This program is divided into eight workshops, the first six of which constitute the general Certificate Program in Conflict and Dispute Management for Project Managers. The first two workshops give the Project Manager the general tools to understand, manage and resolve disputes. The first workshop emphasizes the human factors in dispute management, with the goal of improving communication and cooperation in the project environment. The second workshop addresses the negotiation and mediation skills needed to reach a durable resolution of the dispute, build good working relationships and avoid expensive litigation. It teaches techniques to successfully negotiate a win/win outcome, build trust among the different parties and improve communication, thus saving valuable time and money. Post‐Contract Completion (Workshop 6) deals with any disputes that have not been settled at close‐out. You will learn how to assess and analyse claims and damages due to different elements of disputes, including delay and scope variations, so as to reach an amicable settlement in order to save litigation time and cost. You will also learn how to present alternative dispute resolution options, and understand the consequences if the parties resort to arbitration and litigation.


717/ 717




Day 1 Claims for Unforeseen Conditions at the Start of the Job  Contractor’s Obligation to Investigate the Site  Employer’s Obligation to Give Information About the Site  Unforeseen Behaviour or Conditions  Engineer’s Role in Mitigating Such Claims Claims for Variations  Variation Order Cost Estimates  Job Factors Affecting Productivity  Overhead and Profit  Reservation of Indirect Costs  Forms for Pricing Changes  Case Study Day 2 Evaluation of Claims Related to Project Scheduling ∙ Techniques for Proving Delay with CPM ∙ Concurrent Delays ∙ Acceleration/Job Compression ∙ Checklist for Use of CPM in Litigation ∙ Claims for Delay www.ProjacsTraining.com

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∙ Claims for Disruption ∙ The Relationship Between Loss and Expense and Extensions of Time ∙ Damages for Delay ∙ Case Study Day 3 Counterclaims against the Contractor ∙ Set‐Off Claims by the Employer ∙ Liquidated Damage Claims by the Employer ∙ Claims by the Employer Arising from Defective Materials and Workmanship ∙ Claims by Sub‐Contractors for Money Arising from Delay and Disruption Caused by the Contractor Under the Contract Claim Resolution  Negotiation and Mediation to settle claims by the parties  Arbitration of claims  Litigation Course Language:  Case Study  Conclusion

Course Manual:

Course Fee:


US$ 2, 500


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Project Human Resources, Communication, Cost, Procurement and Risk Management as per PMBOK Guide – (PMK Workshops 5, 6, 7, 8 & 9) – Certified Program 569

21‐30 December 2010, Cairo‐Egypt

Program Objectives: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing, change requests and global competition. As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management. This ten days course will focus on the project human resource, cost, communications, risk and procurements management and highlight the processes necessary to manage them effectively to be able to achieve the project objectives. The course will offer a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The course will offer also a good opportunity for those who are interested to go for the PMP exam www.pmi.org where they will be fully acquainted about the process, tricks, tips and practice of the PMP exam within this area of knowledge. Upon the completion of the course, the candidates will be able to:  Project human resource management processes  Develop human resource plan  Acquire project team  Develop project team  Manage project team  Project cost management processes  Estimate costs process  Determine budget process  Control costs process  Earned value technique www.ProjacsTraining.com

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                       

Payback period Net present value Internal rate of return Project communications management processes Identify stakeholders Plan communications Distribute information Manage stakeholder expectations Report performance. Project risk management processes Plan risk management Identify risks Perform qualitative risk analysis Perform quantitative risk analysis Plan risk responses Monitor and control risks Project procurements management processes Plan procurements Conduct procurements Administer procurements Close procurements Practice for the Exam. Develop Confidence. Tips for the Exam

Who Should Attend? Project managers, program managers and project management practitioners who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Certified PMPs attending this course will earn 40 PDUs which will help them to renew their PMP credential. Course Duration: Ten Days Course Outlines: www.ProjacsTraining.com

721/ 721


Workshop 5 1st day: o Project Quality Management:  Plan Quality  Inputs, Tools & Techniques, Outputs  Perform Quality Assurance  Inputs, Tools & Techniques, Outputs  Examples

Workshop 6 2nd day: 

o o o o



 Day 4 &5 Weekend  Workshop 7  6rd Day: o Project Communications Management:  Identify Stakeholders  Inputs, Tools & Techniques, Outputs www.ProjacsTraining.com

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




Workshop 9 9th day: o Project Procurements Management  Plan Procurements  Inputs, Tools & Techniques, Outputs  Conduct Procurements www.ProjacsTraining.com

723/ 723


 

 Inputs, Tools & Techniques, Outputs Administer Procurements  Inputs, Tools & Techniques, Outputs Examples

10th day: 

o o

o o


 Final Assessment Program Director:




Mr. Khalil is a senior corporate developer working for PROJACS International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Sudan, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services. www.ProjacsTraining.com

724/ 724


 During the period between1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power.  In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions.  Recently, he completed building a project management methodology for the ACC.  During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development.

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 4,300

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Project Cost Management as per PMBOK Guide (PMK 570 Workshop 6) – Certified Program



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1st day: 

o o o o


2nd day: o Project Human Resource Management  Develop Human Resource Plan  Inputs, Tools & Techniques, Outputs  Acquire Project Team  Inputs, Tools & Techniques, Outputs  Develop Project Team  Inputs, Tools & Techniques, Outputs  Manage Project Team  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 7


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Program Director:


  







 

Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Sudan, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services. During the period between1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power. In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions. Recently, he completed building a project management methodology for the ACC. During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development. Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 1,950

728/ 728


571

Project Cost and Communication Management as per PMBOK Guide (PMK Workshops 6, 7) – Certified Program

22‐26 December 2010 Cairo – Egypt

Program Objectives: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing, change requests and global competition. As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management. This five days course will focus on Project cost and communications, and risk management highlighting the processes necessary to manage them effectively to be able to achieve the project objectives. The course will offer a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The course will offer also a good opportunity for those who are interested to go for the PMP exam www.pmi.org where they will be fully acquainted about the process, tricks, tips and practice of the PMP exam within this area of knowledge. Upon the completion of the course, the candidates will be able to:  Project cost management processes  Estimate costs process  Determine budget process  Control costs process  Earned value technique  Payback period  Net present value  Internal rate of return www.ProjacsTraining.com

729/ 729


       

Project communications management processes Identify stakeholders Plan communications Distribute information Manage stakeholder expectations Report performance. Develop Confidence. Tips for the Exam

Who Should Attend? Project managers, program managers and project management practitioners who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Certified PMPs attending this course will earn 20 PDUs which will help them to renew their PMP credential. Course Duration: five Days. Program Director:




Mr. Khalil is a senior corporate developer working for PROJACS International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known www.ProjacsTraining.com

730/ 730






 

government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Sudan, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services. During the period between1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power. In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions. Recently, he completed building a project management methodology for the ACC. During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development.

Course Outlines: Workshop 6 1st day: 

o o o o


2nd day: o Project Human Resource Management  Develop Human Resource Plan  Inputs, Tools & Techniques, Outputs  Acquire Project Team  Inputs, Tools & Techniques, Outputs  Develop Project Team www.ProjacsTraining.com

731/ 731


 Inputs, Tools & Techniques, Outputs  Manage Project Team  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 7

 Day 3 &4 Weekend  Workshop 7  5rd Day: o Project Communications Management:  Identify Stakeholders  Inputs, Tools & Techniques, Outputs  Plan Communications  Inputs, Tools & Techniques, Outputs  Distribute Information  Inputs, Tools & Techniques, Outputs  Manage Stakeholders Expectations  Inputs, Tools & Techniques, Outputs  Report Performance  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 8

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 2,750

732/ 732


Project Communication, Cost and Risk Management as per PMBOK Guide ‐ (PMK Workshops 6,7 & 8) – 572 Certified Program

22 – 28 December 2010, Cairo‐Egypt

Program Objectives: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing, change requests and global competition. As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management. This seven days course will focus on the project cost, communications and risk management and highlight the processes necessary to manage effectively their processes to be able to achieve the project objectives. The course will offer a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The course will offer also a good opportunity for those who are interested to go for the PMP exam www.pmi.org where they will be fully acquainted about the process, tricks, tips and practice of the PMP exam within this area of knowledge. Upon the completion of the course, the candidates will be able to:  Project cost management processes  Estimate costs process  Determine budget process  Control costs process  Earned value technique  Payback period  Net present value  Internal rate of return  Project communications management processes www.ProjacsTraining.com

733/ 733


               

Identify stakeholders Plan communications Distribute information Manage stakeholder expectations Report performance. Project risk management processes Plan risk management Identify risks Perform qualitative risk analysis Perform quantitative risk analysis Plan risk responses Monitor and control risks Practice project cost, communications and risk management for the Exam. Determine the gap areas that the participants may have. Develop Confidence. Tips for the Exam

Who Should Attend? Project managers, program managers and project management practitioners who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Certified PMPs attending this course will earn 25 PDUs which will help them to renew their PMP credential. Course Duration: Seven Days Course Outlines: Workshop 6 1st day: 

Perform Quality Control  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 6 www.ProjacsTraining.com

734/ 734


o Workshop 5 o Mid Program Assessment 2nd day: o Project Human Resource Management  Develop Human Resource Plan  Inputs, Tools & Techniques, Outputs  Acquire Project Team  Inputs, Tools & Techniques, Outputs  Develop Project Team  Inputs, Tools & Techniques, Outputs  Manage Project Team  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 7


Final Assessment Workshop 8 6th day: o Project Risk Management:  Plan Risk Management www.ProjacsTraining.com

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   

 Inputs, Tools & Techniques, Outputs Identify Risks  Inputs, Tools & Techniques, Outputs Perform Qualitative Risk Analysis  Inputs, Tools & Techniques, Outputs Perform Quantitative Risk Analysis  Inputs, Tools & Techniques, Outputs Examples

th

7 day: 


Program Director:




Mr. Khalil is a senior corporate developer working for PROJACS International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Sudan, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services. www.ProjacsTraining.com

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 During the period between1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power.  In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions.  Recently, he completed building a project management methodology for the ACC.  During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development.

Course Language:

English/ Arabic

Course Manual:

English


Course Fee:

US$ 2,950

737/ 737


Project Communication, Cost, Procurement and Risk Management as per PMBOK Guide – (PMK Workshops 6, 7, 8 & 9) – Certified Program 573

22 – 30 December 2010 Cairo‐Egypt

Program Objectives: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing, change requests and global competition. As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management. This nine days course will focus on the project cost, communications, risk and procurements management and highlight the processes necessary to manage them effectively to be able to achieve the project objectives. The course will offer a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The course will offer also a good opportunity for those who are interested to go for the PMP exam www.pmi.org where they will be fully acquainted about the process, tricks, tips and practice of the PMP exam within this area of knowledge. Upon the completion of the course, the candidates will be able to:  Project cost management processes  Estimate costs process  Determine budget process  Control costs process  Earned value technique  Payback period  Net present value  Internal rate of return  Project communications management processes  Identify stakeholders  Plan communications www.ProjacsTraining.com

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               

Distribute information Manage stakeholder expectations Report performance. Project risk management processes Plan risk management Identify risks Perform qualitative risk analysis Perform quantitative risk analysis Plan risk responses Monitor and control risks Project procurements management processes Plan procurements Conduct procurements Administer procurements Close procurements Practice project cost, communications, risk and procurements management for the Exam.  Develop Confidence.  Tips for the Exam

Who Should Attend? Project managers, program managers and project management practitioners who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Certified PMPs attending this course will earn 35 PDUs which will help them to renew their PMP credential. Course Duration: Nine Days Course Outlines: Workshop 6 1st day: 

Perform Quality Control www.ProjacsTraining.com

739/ 739


 o o o o


Examples Test Your Knowledge 6 Workshop 5 Mid Program Assessment

2nd day: o Project Human Resource Management  Develop Human Resource Plan  Inputs, Tools & Techniques, Outputs  Acquire Project Team  Inputs, Tools & Techniques, Outputs  Develop Project Team  Inputs, Tools & Techniques, Outputs  Manage Project Team  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 7


Final Assessment www.ProjacsTraining.com

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Workshop 8 6th day: o Project Risk Management:  Plan Risk Management  Inputs, Tools & Techniques, Outputs  Identify Risks  Inputs, Tools & Techniques, Outputs  Perform Qualitative Risk Analysis  Inputs, Tools & Techniques, Outputs  Perform Quantitative Risk Analysis  Inputs, Tools & Techniques, Outputs  Examples 7th day: 



Close Procurements  Inputs, Tools & Techniques, Outputs o Test Your Knowledge 10 o Professional & Social Responsibility  Responsibility Core Value www.ProjacsTraining.com

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 Respect Core Value  Fairness Core Value  Honesty Core value o Test Your Knowledge 11 o Workshop 9  Final Assessment

Program Director:








Mr. Khalil is a senior corporate developer working for PROJACS International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Sudan, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services. During the period between1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power. In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the


742/ 742


water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions.  Recently, he completed building a project management methodology for the ACC.  During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development.


743/ 743


Project Communications Management as per PMBOK Guide (PMK Workshop 7) Certified Program 574

26 December 2010, Cairo ‐ Egypt

Program Objectives: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no‐longer sufficient to deal with the complexities of modern project undertakings. In recent years, the Project Management Professional Certification “PMP” from the Project Management Institute “PMI” has become the most sought after certification in the world of project management professionals for those who are practicing project management in their work. As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management. This program will offer a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The program will offer also a good opportunity for those who are interested to go for the PMP exam where they will be fully acquainted about the process, tricks, tips and practice of the PMP exam. Upon the completion of the program, the candidates will be able to:  Understand the new concept of Project Management created by PMI.  Understand and practice the whole areas of knowledge in the PMBOK® "the latest version, 4th edition" and correlate them with the process groups of project management in addition to the Professional and Social Responsibility.  Understand the nature and tricks of the PMP Exam  Practice for the Exam.  Determine the gap areas that the participants may have.  Develop Confidence. Who Should Attend? Project managers, program managers and project management practitioners who are, or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance & marketing. This program is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Program Outlines: 1st day: www.ProjacsTraining.com

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o Project Communications Management:  Identify Stakeholders  Inputs, Tools & Techniques, Outputs  Plan Communications  Inputs, Tools & Techniques, Outputs  Distribute Information  Inputs, Tools & Techniques, Outputs  Manage Stakeholders Expectations  Inputs, Tools & Techniques, Outputs  Report Performance  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 8


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Program Director:


  







 


Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 1,100

746/ 746


575

Project Communications and Risk Management as per PMBOK Guide (PMK Workshops 7, 8) – Certified Program


Program Objectives: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing, change requests and global competition. As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management. This three day course will focus on the project communications & risk management and highlight the processes required to manage effectively the project communications & risks to achieve the project’s objectives. The course will offer a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The course will offer also a good opportunity for those who are interested to go for the PMP exam www.pmi.org where they will be fully acquainted about the process, tricks, tips and practice of the PMP exam within this area of knowledge. Upon the completion of the course, the candidates will be able to:  Project communications management processes  Communication skills.  Identify stakeholders  Plan communications  Distribute information  Manage stakeholder expectations  Report Performance.  Plan risk management  Identify risks  Perform qualitative risk analysis  Perform quantitative risk analysis  Plan risk responses www.ProjacsTraining.com

747/ 747


   

Monitor and control risks Practice communications & risk management for the Exam. Develop Confidence. Tips for the Exam

Who Should Attend? Project managers, program managers and project management practitioners who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Certified PMPs attending this course will earn 15 PDUs which will help them to renew their PMP credential. Course Duration: Three Days . Course Outlines: Workshop 7     

Communication loop Communications barriers Communication activity potential dimensions Communication skills Pre‐assessment Project communications management processes:



Identify stakeholders: o Inputs:  Project charter  Procurement documents  Enterprise environmental factors  Organizational process assets o Tools & Techniques:  Stakeholder analysis  Expert judgment o Outputs: www.ProjacsTraining.com

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 







Stakeholder register Stakeholder management strategy Plan communications o Inputs:  Stakeholder register  Stakeholder management strategy  Enterprise environmental factors  Organizational process assets o Tools & Techniques  Communication requirements analysis  Communication technology  Communication models  Communication methods o Outputs:  Communications management plan  Project document updates Distribute information o Inputs:  Project management plan  Performance reports  Organizational process assets o Tools & Techniques:  Communication methods  Information distribution tools o Outputs:  Organization process assets updates Manage stakeholder expectations o Inputs:  Stakeholder register  Stakeholder management strategy  Project management plan  Issue log www.ProjacsTraining.com

749/ 749


 



  

Change log Organizational process assets o Tools & Techniques:  Communication methods  Interpersonal skills  Management skills o Outputs:  Organizational process assets updates  Change requests  Project management plan updates  Project document updates Report performance o Inputs:  Project management plan  Work performance information  Work performance measurements  Budget forecasts  Organizational process assets o Tools & Techniques:  Variance analysis  Forecasting methods  Communication methods  Reporting systems o Outputs:  Performance reports  Organizational process assets updates  Change requests Test your knowledge Workshop Assessment

Workshop 8: Two Days  Introduction www.ProjacsTraining.com

750/ 750


 

Project risk management processes Plan risk management



o Inputs:  Project scope statement  Cost management plan  Schedule management plan  Communications management plan  Enterprise environmental factors  Organizational process assets o Tools & Techniques:  Planning meetings and analysis o Outputs:  Risk management plan Identify risks: o Inputs:  Risk management plan  Activity cost estimates  Activity duration estimates  Scope baseline  Stakeholder register  Cost management plan  Schedule management plan  Quality management plan  Project documents  Enterprise environmental factors  Organizational process assets o Tools & Techniques:  Documentation reviews  Information gathering techniques  Checklist analysis  Assumptions analysis  Diagramming techniques www.ProjacsTraining.com

751/ 751


 





SWOT analysis Expert judgment o Outputs:  Risk register Perform qualitative risk analysis o Inputs:  Risk register  Risk management plan  Project scope statement  Organizational process assets o Tools & Techniques:  Risk probability and impact assessment  Probability and impact matrix  Risk data quality assessment  Risk categorization  Risk urgency assessment  Expert judgment o Outputs:  Risk register updates Perform quantitative risk analysis o Inputs:  Risk register  Risk management plan  Cost management plan  Schedule management plan  Organizational process assets o Tools & Techniques:  Data gathering and representation techniques  Quantitative risk analysis and modeling techniques  Expert judgment www.ProjacsTraining.com

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



o Outputs:  Risk register updates Plan risk responses o Inputs:  Risk register  Risk management plan o Tools & Techniques:  Strategies for negative risks or threats  Strategies for positive risks or opportunities  Contingent response strategies  Expert judgment o Outputs:  Risk register updates  Risk related contract decisions  Project management plan updates  Project document updates Monitor and control risks o Inputs:  Risk register  Project management plan  Work performance information  Performance reports o Tools & Techniques:  Risk reassessment  Risk audits  Variance and trend analysis  Technical performance measurement  Reserve analysis  Status meetings o Outputs:  Risk register updates www.ProjacsTraining.com

753/ 753


   

  

Organization process assets updates Change requests Project management plan updates Project document updates Test your knowledge Workshop Assessment

Program Director:








Mr. Khalil is a senior corporate developer working for PROJACS International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Sudan, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services. During the period between1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power. In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the www.ProjacsTraining.com

754/ 754


water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions.  Recently, he completed building a project management methodology for the ACC.  During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development.

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:

US$ 2,250


755/ 755


576

Project Communication, Risk and Procurement Management as per PMBOK Guide ‐ (PMK Workshops 7, 8, 9) – Certified Program


Program Objectives: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing, change requests and global competition. As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management. This five days course will focus on the project communications, risk and procurements management, highlighting the processes necessary to manage them effectively to be able to achieve the project objectives. The course will offer a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The course will offer also a good opportunity for those who are interested to go for the PMP exam www.pmi.org where they will be fully acquainted about the process, tricks, tips and practice of the PMP exam within this area of knowledge. Upon the completion of the course, the candidates will be able to:  Project communications management processes  Identify stakeholders  Plan communications  Distribute information  Manage stakeholder expectations  Report performance.  Project risk management processes  Plan risk management  Identify risks  Perform qualitative risk analysis www.ProjacsTraining.com

756/ 756


          

Perform quantitative risk analysis Plan risk responses Monitor and control risks Project procurements management processes Plan procurements Conduct procurements Administer procurements Close procurements. Practice the concerned areas of knowledge for the PMP Exam. Develop Confidence. Tips for the Exam

Who Should Attend? Project managers, program managers and project management practitioners who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Certified PMPs attending this program will earn 25 PDUs which will help them to renew their PMP credential. Course Duration: Five Days Course Outlines:  1st Day: Workshop 7  Project communications management processes:  Identify stakeholders: o Inputs:  Project charter  Procurement documents  Enterprise environmental factors  Organizational process assets o Tools & Techniques:  Stakeholder analysis  Expert judgment o Outputs: www.ProjacsTraining.com

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 Stakeholder register  Stakeholder management strategy  Plan communications o Inputs:  Stakeholder register  Stakeholder management strategy  Enterprise environmental factors  Organizational process assets o Tools & Techniques  Communication requirements analysis  Communication technology  Communication models  Communication methods o Outputs:  Communications management plan  Project document updates  Distribute information o Inputs:  Project management plan  Performance reports  Organizational process assets o Tools & Techniques:  Communication methods  Information distribution tools o Outputs:  Organization process assets updates  Manage stakeholder expectations o Inputs:  Stakeholder register  Stakeholder management strategy  Project management plan  Issue log  Change log  Organizational process assets o Tools & Techniques:  Communication methods www.ProjacsTraining.com

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 Interpersonal skills  Management skills o Outputs:  Organizational process assets updates  Change requests  Project management plan updates  Project document updates  Report performance o Inputs:  Project management plan  Work performance information  Work performance measurements  Budget forecasts  Organizational process assets o Tools & Techniques:  Variance analysis  Forecasting methods  Communication methods  Reporting systems o Outputs:  Performance reports  Organizational process assets updates  Change requests Workshop 8:  2nd Day:  Project risk management processes  Plan risk management o Inputs:  Project scope statement  Cost management plan  Schedule management plan  Communications management plan  Enterprise environmental factors  Organizational process assets o Tools & Techniques:  Planning meetings and analysis www.ProjacsTraining.com

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o Outputs:  Risk management plan  Identify risks: o Inputs:  Risk management plan  Activity cost estimates  Activity duration estimates  Scope baseline  Stakeholder register  Cost management plan  Schedule management plan  Quality management plan  Project documents  Enterprise environmental factors  Organizational process assets o Tools & Techniques:  Documentation reviews  Information gathering techniques  Checklist analysis  Assumptions analysis  Diagramming techniques  SWOT analysis  Expert judgment o Outputs:  Risk register  Perform qualitative risk analysis o Inputs:  Risk register  Risk management plan  Project scope statement  Organizational process assets o Tools & Techniques:  Risk probability and impact assessment  Probability and impact matrix  Risk data quality assessment  Risk categorization www.ProjacsTraining.com

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 





 Risk urgency assessment  Expert judgment o Outputs:  Risk register updates rd 3 Day: Perform quantitative risk analysis o Inputs:  Risk register  Risk management plan  Cost management plan  Schedule management plan  Organizational process assets o Tools & Techniques:  Data gathering and representation techniques  Quantitative risk analysis and modeling techniques  Expert judgment o Outputs:  Risk register updates Plan risk responses o Inputs:  Risk register  Risk management plan o Tools & Techniques:  Strategies for negative risks or threats  Strategies for positive risks or opportunities  Contingent response strategies  Expert judgment o Outputs:  Risk register updates  Risk related contract decisions  Project management plan updates  Project document updates Monitor and control risks o Inputs:  Risk register  Project management plan www.ProjacsTraining.com

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 Work performance information  Performance reports o Tools & Techniques:  Risk reassessment  Risk audits  Variance and trend analysis  Technical performance measurement  Reserve analysis  Status meetings o Outputs:  Risk register updates  Organization process assets updates  Change requests  Project management plan updates  Project document updates Workshop 9  4th Day:  Project procurements management processes  Plan procurements o Inputs:  Scope baseline  Requirements documentation  Teaming agreements  Risk register  Risk related contract decisions  Activity resource requirements  Project schedule  Activity cost estimates  Cost performance baseline  Enterprise environmental factors  Organizational process assets o Tools & Techniques:  Make‐or‐buy analysis  Expert judgment  Contract types o Outputs: www.ProjacsTraining.com

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 Procurement management plan  Procurement statement of work  Make‐ or buy decisions  Procurement documents  Source selection criteria  Change requests  Conduct procurements o Inputs:  Project management plan  Procurement documents  Source selection criteria  Qualified seller list  Seller proposals  Project documents  Make‐or‐buy decisions  Teaming agreements  Organizational process assets o Tools & Techniques:  Bidder conference  Proposal evaluation techniques  Independent estimates  Expert judgment  Advertising  Internet search  Procurement negotiations o Outputs:  Selected sellers  Procurement contract award  Resource calendars  Change requests  Project management plan updates  Project document updates th  5 Day:  Administer procurements o Inputs:  Procurement documents www.ProjacsTraining.com

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 Project management plan  Contract  Performance reports  Approved change request  Work performance information o Tools & Techniques:  Contract change control system  Procurement performance reviews  Inspections and audits  Performance reporting  Payment systems  Claims administration  Records management system o Outputs:  Procurement documentation  Organization process assets updates  Change requests  Project management plan updates  Close procurements o Inputs:  Project management plan  Procurement documentation o Tools & Techniques  Procurement audits  Negotiated settlements  Records management system o Outputs:  Closed procurements  Organization process assets updates  Workshops  Test your knowledge Final Assessment Program Director: www.ProjacsTraining.com

764/ 764









 

Mr. Khalil is a senior corporate developer working for PROJACS International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 3rd Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Sudan, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services. During the period between1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power. In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions. Recently, he completed building a project management methodology for the ACC. During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development.


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Electrical Installations and Power System Dynamics and Control 577

26– 30 December 2010, Cairo / Egypt

Objectives: The scope of this electrical installation training course is to provide the engineers and user of electrical plants with a quick reference, immediate‐use working tool. This is not intended to be a theoretical document, nor a technical catalogue, but, in addition to the latter, aims to be of help in the correct definition of equipment, in numerous practical installation situations. The dimensioning of an electrical plant requires knowledge of different factors relating to, for example, installation utilities, the electrical conductors, dynamics and control. This electrical installation course, however, aims to supply, in a single document, tables for the quick definition of the main parameters of the components of an electrical plant and for the selection of the protection devices for a wide range of installations. Some application examples are included to aid comprehension of the selection tables. During the course, an intensive investigation of the above‐explained subjects will be conducted to the trainees. Upon completion of the course the engineer/technician will be fulfilled and understand concept of the management of electrical power system installation, dynamic and control. The course will be conducted through lectures, presentations, and practical examples through the different sessions. Need & Benefit: By the end of this course the participants will;  Know more information of power system construction and operation.  Know the new technology of electrical installation systems.  Know the new technology of the feeder's selection.  Know and understanding how to manage the generation and transmission systems.  Understanding power factor correction methods.  Understanding control and protection of power system.  Know and practice power system short circuit current calculation.  Know the protection against both direct and indirect contact  Understanding the safety requirements of power systems. www.ProjacsTraining.com

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 Know good ideas of the earthing methods. Who Should Attend: Senior and junior engineers concerned with the electrical power system installation, generation and transmission managements. Also, the technicians working in the large industrial applications. Also high qualified technician who are involved with the operation, control and protection advanced technology. Course Director: Prof. El‐Sayed Shehabeldin Prof. Shehabeldin is a senior consultant with PROJACS who obtained his PhD from Cambridge University in electrical engineering. Dr. Shehab_eldin is expert in training fields and has been doing training and consultation for more than twenty years in both Arab and non Arab worlds. He is specialized in Electrical Switchgears and Protection including modern computerized automation. He has lectured extensively in the field of power system protection and switchgears, LV, MV and HV modern circuit breakers, operation, maintenance and testing, power transformers operation, protection, testing, maintenance and modern electrical power system processing and automation. He has more than 50 published papers and some educational books in electrical engineering. He received many awards from England and some of the Arab countries during his academic and practical experience. Course Curriculum: 1. Introduction  Standards  General aspects  IEC Standards for electrical installation 2. Feeders Installation  Introduction  Installation and dimensioning of cables  Current carrying capacity and methods of installation www.ProjacsTraining.com

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Installation not buried in the ground Installation in ground Voltage drop Losses Protection against overload Protection against short‐circuit Neutral and protective conductors

3. Electrical Equipments Installation and Protection  Protection and switching of lighting circuits  Protection and switching of generators  Protection and switching of motors  Protection and switching of transformers 4. Power Factor Correction  General aspects  Power factor correction method  Circuit‐breakers for the protection and switching of capacitor banks 5. Protection of Human Beings  General aspects: effects of current on human beings  Distribution systems  Protection against both direct and indirect contact  TT system  TN system  IT system  Residual current devices  Maximum protected length for the protection of human beings 6. Calculation of Short‐circuit Current  General aspects  Fault typologies  Determination of the short‐circuit current: “short‐circuit  power method”  Calculation of the short‐circuit current  Calculation of the short‐circuit power at the fault point  Calculation of the short‐circuit current  Examples  Determination of the short‐circuit current Ik downstream of a  cable as a function of the upstream one www.ProjacsTraining.com

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Algebra of sequences General aspects Positive, negative and zero sequence systems Calculation of short‐circuit currents with the algebra of sequences Positive, negative and zero sequence short‐circuit impedances of electrical equipment Formulas for the calculation of the fault currents as a function of the electrical parameters of the plant Calculation of the peak value of the short‐circuit current Considerations about UPS contribution to the short‐circuit

7. Power System Dynamics‐Operation, Control and Protection  Introduction  Operation  Load demands  Load Sharing  Control  Voltage control  Frequency control  Frequency load dispatching  Abnormal condition and troubleshooting  Electrical faults  Earthing and earth fault  Phase faults  Internal faults  Protection  Winding protection  Interturn fault protection of stator winding  Over load protection  Overcurrent protection  Back up earth fault protection  Over voltage protection  Unbalanced loading  Rotor faults  Asynchronous running  Over heating  Mechanical faults  Complete protection scheme  Field suppression. www.ProjacsTraining.com

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 Generator Protection against system disturbance  Typical Generator Protection  Generator transformer protection.

Course Language :

English/Arabic

Course Manual:

English

Course Fee :

US$ 2,750


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Project Planning, Scheduling & Cost Control Professional – Preparing for PSP Certificate – Certified Program 578

‫عالميا‬ ‫معتمد‬ ‐ PSP ‫لشھادة‬ ‫تحضيري‬ ‫برنامج‬ – ‫المشاريع‬ ‫وضبط‬ ‫وجدولة‬ ‫تخطيط‬ 26 December – 30 December 2010, Cairo‐Egypt

Introduction: Since 1956, AACE International (the Association for the Advancement of Cost Engineering) has provided its members with the resources they need to enhance their performance and ensure continued growth and success. The AACE International program's intent is to recognize specialists who meet a demanding set of planning and scheduling criteria. The PSP certification will distinguish you as a Planning and Scheduling Professional who has the knowledge and skills that impact the bottom line. AACE's PSP certification provides an exam and experience validation that lets employers identify those who meet the program’s competency standards.

Need & Benefit: This five days training course will provide participants with a through background in the concepts of Planning and Scheduling Engineering and Construction projects. The course addresses how to identify, monitor, and balance information crucial for the successful management of projects. It will discuss the development of a baseline performance management plan (PMP) for the project that will allow the efficient compilation and the timely generation of quantitative performance comparisons. . The comparisons highlight significant performance departures ("actual vs. baseline") and allow for preventive and early remedial and corrective actions. The Practical sessions will provide hands‐on experience. Workshops create and track sample project from planning phase till controlling phase (updating). Who should attend? This course is targeted for Chief Executive Officers, Finance Managers, Human Resources Managers, Project Managers, Engineers and Planners, Information Technology Managers. Course Director: Eng. Magda Abdel Azim EL Talawy,PMP  Master of Science in computer (Artificial Intelligence)  Diploma in Project Management, American University in Cairo. www.ProjacsTraining.com

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Project Management Professional (PMP) credential from the Project Management Institute (PMI), USA.  Head of Information System, Training, Technical Support sectors (TACTS) in the National Company for Construction & Development (NCCD).  Lecturer, training expert in the field of project management, information technology for: o The American University in Cairo (AUC) ‐ Engineering Services. o Leadership & Management Development Center (LMDC.) o Information System, Training, Technical Support sectors (TACTS).  Occupied several technical and management positions in research centers and construction companies.  More than 30 years cross‐functional expertise in the following fields: Information technology, project management, construction, consulting& training. Course Curriculum Day One 

Course Introduction  Nature of the PSP Exam  Test procedure  Application Process and Requirements  The Nature and Type of Questions  Introduction to Project Management Fundamentals  Project definitions and characteristics  Project life cycles and Project Management life cycle  Enterprise Project Structure (EPS) and Organizational Breakdown Structure (OBS)  Work breakdown structure (WBS)& work packages and Activity Identification  Time Management environment  Network planning tools and techniques  Estimating Activity Durations  Program Evaluation and review Technique (PERT)  Critical path method (CPM)  Working with Activities  Activity Types (milestone – Level of effort..)  workshops


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Day Three         

Precedence Diagram Method (PDM) / Activity on Node (AON) Schedule Development Calculations Constraints Types Working with Calendars Update the Schedule Monte Carlo Simulation Professional Project Reports Solved Examples Workshops on Precedence Diagram Method

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Day Five 

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:

US$ 2,750

Real 5 Hours Exam simulation www.ProjacsTraining.com

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579

Strategic Planning, Decision Making and Leadership Skills for Managers and Executives 26 ‐ 30 December 2010 Cairo / Egypt Introduction: Strategic planning and decision making are two important responsibilities in the managerial process likewise the many other fundamental ones that interrelate, interact and integrate to achieve the organization objectives. In this course we will investigate how strategic planning is crucial to start a new business and/or develop an existing one; good planning minimizes the risks and losses and clears the way for improvement, growth and profitability of the organization which eventually meet the desired satisfaction of the shareholders, the staff and customers. The skillfulness of making "Right" decisions is also a management responsibility that many managers have difficulty carrying out. We will thoroughly discuss the systematic stages that increase the good decisions and decrease the bad ones. At the end of the course, the trainees will be extensively enlightened about these two vital skills and will become eager to employ their new findings in their professional and personal life. The course will be conducted using a power point presentation and is enhanced by case studies, self assessment questionnaires, real life examples and practical applications throughout the course sessions.

Who Should Attend Top managers who would like to refresh their information in this topic/Junior managers and supervisors Potential future managers/ key employees involved in planning and decision making as well as new Entrepreneurs.

Course Director:

Ghada William, PhD : www.ProjacsTraining.com

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University Professor and Senior Management and Training Consultant  Over 15 years of experience in Human Resources Development and managerial training including assessing training needs, designing, implementing, evaluating, and monitoring training programs. Beside her academic profession as Ass. Professor of Human Resources Management, she was involved, as management consultant, in several technical assistance projects. She also participated in planning and formulating, monitoring and evaluating several TA projects. In addition to planning and moderating many workshops for different TA projects. Course Outline Day #1 1. Introduction  Management wheel at the market place displaying the major elements in the business process.  Strategic planning and decision making as essential elements in the managerial process.  The link between strategic planning and decision making and how both integrate within the fundamental organizational tasks. 2. What is Strategy?  General Definition  Its' benefits at work place  Its' benefits in the personal life Day #2 3. Setting a strategic plan  The involved parties.  Using Environmental and SWOT analysis.  Creating / developing / updating the mission, values, vision and goals.  Using consultants from outside the company.  When and how often should the planning be made? www.ProjacsTraining.com

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Day #3 4. Preparing the strategic plan 5. Implementing the plan‐  Reviewing and monitoring the plan.  Deviating from the plan. Day #4 -

Background and leadership theories. Leaders vs. Managers. Leadership styles. Leadership competency model. Group work

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Developing leadership effectivness. Lesson from leaders. Your Leadership Style & Strengths Using power and influence to get things done Movie How to motivate subordinate. Exercises

Day #5:


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Total Productive Maintenance TPM vs. Reliability Centered Maintenance RCM ‐ The Right Maintenance Strategy 26‐30 December, 2010 – Cairo, Egypt

Need & Benefit Increased competition in a global market has forced decision makers to become more cost conscious. The application of new technology and the implementation of new business practices mean that effective maintenance of plant and equipment requires greater technical and managerial skill. Contemporary maintenance strategies, when properly introduced, can lead to cost effective maintenance and achieve sharper maintenance policies, slimmer budgets, increased availability and a more motivated workforce. Reliability‐Centered Maintenance (RCM) is a systematic approach for defining maintenance tasks for engineered systems. It has been successfully applied in several industries, most notably in the chemical, petroleum, manufacturing, aviation, and electric utility industries. It enforces organizations to systematically evaluate maintenance needs based on an understanding of system function and the types of equipment failures that can cause losses of system functions Total productive maintenance (TPM) is the systematic execution of maintenance by all employees through small group activities. The dual goals of TPM are zero breakdowns and zero defects; which obviously improves equipment efficiency rates and reduces costs through maximization of Equipment Effectiveness and added‐value, total elimination of waste related to Equipment, high involvement of people selecting designing, operating and maintaining Equipment, optimal management of the Industrial Safety and Environment Protection parameters. This course provides an introduction to the principles, method of application and tools used in each of the above strategies. The course highlights the benefits that the proper application of an RCM and/or a TPM program will produce. The content can be readily assimilated by maintenance and operations personnel at all levels It includes cases that allow participants opportunity to provide first‐hand understanding of the steps an analyst would perform. Who should attend This course is intended for Operations Managers, Plant Managers and Engineers, senior and middle level Maintenance Managers, senior and middle level Production Managers, www.ProjacsTraining.com

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Quality Managers and Technical Managers who are going to be responsible for directing the application of RCM, for auditing its results and for providing resources to apply the process, people who participate in RCM review and anyone who needs an introduction to the RCM process. Course Director Dr. Eng. Mahmoud SABRY Senior Consultant with Projacs  CEM Certified Energy Manager, from Association of Energy Engineers U.S.A.  Ph. D., Instrumentation, Measurement and automation, Cean University in France.  Head of Electric Power Control and management Specialty in Metallurgical Institute for Higher Studies (Tims).  Lecturer; Training Expert (more than 25 years experiences) and Researcher in the Fields of Electrical Engineering; Maintenance and Engineering Management.  Lecturer, Training Expert (delivered and designed more than 250 training programs) and Technical and Management Consultant for Organizations in Egypt, Libya, U.A.E., Arabia Saudi, Algeria, France and Holland.  Occupied Several Technical and Management Positions in Heavy Industries in Egypt, Operation, Maintenance and Management of Electrical Departments.  Worked as Consultant for Heavy, Medium and Small Industries, France.  Worked as Management Expert (project and contract management, technical specifications and proposal and bids evaluation) for the Egyptian Energy Saving Project. Have Several Researches and Industrial Reports in the Domains of Automatic Control, Measuring systems, Energy Saving and Modernization of Old Industries, Maintenance of High, Medium and Low Voltage Equipment; Maintenance Management and Technical Management. Course Curriculum Day One Modern Maintenance Strategies  Overview of Maintenance Strategies, RCM and TPM  Why RCM is different  What you should expect from TPM  Who should do RCM www.ProjacsTraining.com

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Back to the basics

Day Two Reliability & Maintainability  Selecting systems for RCM analysis; the decision process  Simple Reliability  Putting the Reliability into RCM  Where to find reliability information in your organisation  Reliability & Maintainability  How to use reliability information for maintenance Day Three Performing RCM  Planning and Preparation. Failure Management Strategies  Age Exploration  System selection ‐ criticality analysis  FMEA ‐ failure modes and effects analysis  System function and functional failures  Failure modes, effects and FMECA  Root Cause Problem Elimination  RCM Software Review Day Four RCM Software Applications Basics of TPM  Main differences between "traditional" TPM and today's TPM.  Overall Equipment Effectiveness (OEE) and associated added value.  The 6 Big Losses associated with Plant and Equipment. Day Five Losses, Productivity and Quality  Classification of Losses related to Equipment  Losses due to set‐ups, start‐up, changeover and machines idling.  The TPM approach to zero‐breakdowns  Poor productivity and reduced machine speed/capacity.  Eliminating poor quality. Zero‐defects and Poka‐Yoke methods www.ProjacsTraining.com

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Waste of manpower next to Machines and Equipment. Basic principles of Autonomous Maintenance

Course Language :

English/ Arabic

Course Manual:

English

Course Fee


US$ : 2750

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Project Risk Management as per PMBOK Guide ‐ (PMK Workshop 8) – Certified Program 581


Program Objectives: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no‐longer sufficient to deal with the complexities of modern project undertakings. In recent years, the Project Management Professional Certification “PMP” from the Project Management Institute “PMI” has become the most sought after certification in the world of project management professionals for those who are practicing project management in their work. As per PMI Standards, the knowledge & skills needed for the project management professionals are derived from 9 Areas of Knowledge which are: Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk and Procurements Management. This program will offer a good opportunity for the participants to share their experience and enhance their knowledge and skills in project management. The program will offer also a good opportunity for those who are interested to go for the PMP exam where they will be fully acquainted about the process, tricks, tips and practice of the PMP exam. Upon the completion of the program, the candidates will be able to:  Understand the new concept of Project Management created by PMI.  Understand and practice the whole areas of knowledge in the PMBOK® "the latest version, 4th edition" and correlate them with the process groups of project management in addition to the Professional and Social Responsibility.  Understand the nature and tricks of the PMP Exam  Practice for the Exam.  Determine the gap areas that the participants may have.  Develop Confidence. Who Should Attend? Project managers, program managers and project management practitioners who are, or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance & marketing. This program is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Program Outlines: 1st day: www.ProjacsTraining.com

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o Project Risk Management:  Plan Risk Management  Inputs, Tools & Techniques, Outputs  Identify Risks  Inputs, Tools & Techniques, Outputs  Perform Qualitative Risk Analysis  Inputs, Tools & Techniques, Outputs  Perform Quantitative Risk Analysis  Inputs, Tools & Techniques, Outputs  Examples 2nd day: 

Plan Risk Responses  Inputs, Tools & Techniques, Outputs  Monitor & Control Risks  Inputs, Tools & Techniques, Outputs o Examples o Test Your Knowledge 9 Course Language:

English/ Arabic

Course Manual:

English

Course Fee:


US$ 1,950

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Program Director:


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Project Procurement Management as per PMBOK Guide (PMK Workshop 9) – Certified Program 583



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1st day: o Project Procurements Management  Plan Procurements  Inputs, Tools & Techniques, Outputs  Conduct Procurements  Inputs, Tools & Techniques, Outputs  Administer Procurements  Inputs, Tools & Techniques, Outputs  Examples 2nd day: 

o o

o o




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Program Director:


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CMMS Computerized Maintenance Management Systems Advanced Techniques 584 12 – 16 December 2010, Dubai – UAE Need & Benefits This course is intended to show a strategy in implementation a Computer Maintenance Management System for the participants looking for ways to evolve and computerized their management system. The training program provides attendees with an insight of what might be the present state of organization within their Maintenance Department. Then give them an opportunity to see what is available through implementing a Computer Maintenance Management System to reach for the desired level of organization and to review the tools it will take in closing the gap. The course will provides attendees with the methods; process and techniques used in Computer Maintenance Management Systems needed for achieving and sustaining a successful implementation of a system within their Maintenance Departments. During the course, attendees will have the opportunity to review an “Interactive Computer Maintenance Planning and Management Systems” and using laptop computers to join in a practical session. Who Should Attend? This course is targeted for all companies interested and using Computer Maintenance Management System & Planning. Recommended attendees should include Maintenance Managers, Maintenance Supervisors, Maintenance Engineers, Maintenance Planning and Scheduling Engineers, Maintenance Team Leaders and Purchasing Managers Course Director

Dr. Abubakr Abd El‐Wahab In addition to being Associate Professor at faculty of engineering, Dr. Abd El‐Wahab is also a consultant to industry and Projacs International Company. He has more than 25 years experience in maintenance, Computer Maintenance Management System, troubleshooting, maintenance planning and scheduling, and computer maintenance management system CMMS, pumps operation, valves, vibration analysis and measurements, rotating equipment condition monitoring, alignment & balancing. Dr. Abubakr is involved in several research projects. Dr. Abubakr holds a Ph.D. in Mechanical Engineering from Aston University in Birmingham, United Kingdom, 1985. Dr. Abubakr, as a associated professor in the www.ProjacsTraining.com

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department of mechanical engineering, is involved in developing and designing the related curriculum and the training teaching materials. He is participating in customized training to the engineers and technicians of many industries. He used to participate in all educational, administration, curriculum development, industrial cooperation, cooperative training, and continuous education. He was granted Four Years Scholarship and O.R.S award from the UK Government. He used to attend scientific conferences. He published more than 25 scientific articles and papers in local and international conferences and journals. Professor Abubakr administrates many technical programs and acts as an expert witness in court cases and litigation involving machine deterioration or failure. Course Curriculum Day One - Introduction - The basic maintenance department’s function and objectives - Different maintenance strategy - Breakdown, Reactive, by default - Preventive Maintenance PM, - Predictive Maintenance PDM, - Reliability Based Maintenance - Total Productive maintenance - Computer application to select the optimum maintenance strategy - Document previous work experiences for Breakdown maintenance - CMMS functions & benefits - Why many CMMS's fail Day Two - CMMS Historical Facts - Justify Need for CMMS, CMMS Historical Facts ROI - CMMS team ‐ members of the Core team - Steps to implement CMMS - Setting up CMMS Masters: Departments, Site, Failure Codes, Asset, BOM , Supplier / Contractors , Cost Centers, Job Plan, Safety Instruction and MISC - CMMS Modules - Employee /Personnel/Labor/People module - Spare parts Module, Purchasing Module and Inventory Module - Register new part - Assign New Part to Sub Store - New Part Information: - Max. Level, Min. Level, Standard Price, Bin Number, Reorder Level, Reorder quantity and Lead Time www.ProjacsTraining.com

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- List of Assigned Parts - Attribute Group - Bin Number Day Three - Work Request module - Planning of spare parts (Maintenance Material Control) - Stock holding costs - Stock ordering costs - Lead time elements - Economical order quantity EOQ - Computer applications in maintenance material control, - Materials requirements planning (MRP) - Equipment/ Asset Module - Equipment register - Equipment Numbering Scheme - Measurement points - Location hierarchy - Meter & Alarm - Safety procedures - Track associated costs - Machine replacement analysis (MRA) module - Life cycle costing analysis LCCA module - Allocate maintenance work module - Interactive practical applications Day Four - Work Orders Module - Work Order Types - Preventive Maintenance Module - PM Number - PM Task Number - PM Frequency - Details of various periods - Trades required - Procedures required - Estimated job times - Entering Task Feedback or History - Scheduling Module - Maintenance project management and planning module - Evaluating Time‐Cost Trade‐off - Optimum maintenance sequencing module www.ProjacsTraining.com

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- Interactive practical applications Day Five - CMMS Reports module - Backlog ratio - Over age Backlog Schedule - Compliance - Estimating Accuracy - PM and Emergency Indices - Overtime - Productivity of the maintenance workforce Indicators - Maintenance cost - Balance Sheet - Getting Started With CMMS - Interactive practical applications - Questions/Discussion and Wrap‐up Course Language: Course Manual: Course Fee: www.ProjacsTraining.com


US$ 2,750

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585

Effective Leadership, Motivating People and Stress Management for Excellent Business Operation 19 – 23 December 2010, Dubai / UAE th

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Introduction: This is a five‐day interactive executive workshop. It focuses on a number of key corporate areas: effective leadership, motivating people, and stress management. These advanced skills are fundamental for successful managers in today’s organizations. The three areas of leadership, motivation, and stress management are interrelated and complementary for successful and effective managers and combining them in one course is particularly necessary and highly practical and rewarding. Method of Delivery: Every training session will utilize a number of training techniques. These sessions will be highly interactive; they will be exciting while at the same time highly informative and thought provoking. - An introductory case study (video, paper based, story telling, and illustrations) - Group games and team building exercises - Case Studies - Group and individual presentations - Role Plays. - Diagnostic tests and feedback. Course Director

Dr. Raed Awamleh Management Consultant & Trainer. Professor in Management & Dean Academic Affairs, University of Wollongong www.ProjacsTraining.com

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PhD in Business Administration. Major: Organizational Behaviour. Minors: Information Systems & Sociology. University of Mississippi, Oxford, MS, USA.  MBA. Major: Finance. Mercer University, Atlanta, GA, USA.  BBA (Management). Yarmouk University, Irbid, Jordan  Dean Academic Affairs, UOWD, Professor, College of Graduate Studies  Middle East Editor, Journal of Internet Banking and Commerce.  Member, Academy of International Business  Lead Assessor. King Abdullah II Excellent Award. Royal Court, Amman, Jordan.  Lead Assessor. Dubai Excellence in Government Award. Executive Office, Dubai, UAE.  Planner & Facilitator of Corporate Management Programs ‐ Strategic Planning & Management, Executive Leadership, and Communications. Program Curriculum: DAY ONE:  Leadership versus Management: A New Definition  The Management Process and Roles  Leadership Skills: Innate or Acquired?  The Leadership Styles and Dispositions: A Psychometric Test  Can Leaders Adapt and Change?  DeBono’s Five Thinking Hats. DAY TWO:     

Fundamentals of Motivation: Human Nature The Pyrimad of Maslow Satisfaction versus Happiness The Motivation Tools The Leadership Role in Job Satisfaction

DAY THREE:  Types of Stress www.ProjacsTraining.com

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 Functional versus dysfunctional stress  Organizational sources of stress  Personal sources for stress  Type A and Type B People: A Test  Workload Issues versus Personal Inclination  Coping Strategies  Taking control  Encouraging Constructive Participation  Handling Disruptive Behavior DAY FOUR:       

The Seven Successful Habits Self Management Kissing the Frog? Eating an Elephant? How and What to Delegate Effectively Perfect vs. Excellent? Developing your Personal Action Plan Following Up

DAY FIVE:    

The Corporate Culture Factor: Cases from around the Globe The Power Game Course Language: In Search of Excellence Course Manual: Feedback, Reflections, and Wrap Up

Course Fee:


US$ 2,750


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586

Managing Multiple Projects – Certified Program 19 ‐23 December 2010 Dubai‐UAE

Need & Benefit Organizations that are project driven are faced with the challenge of effective management of inter‐dependant, varied priority, varied value, multi‐players, shared‐resources, short and long term, multiple‐accountability, shared‐authority, variable risk level and dynamic projects. Therefore, it is not enough to deliver single projects successfully. Leaders are focusing on the effectiveness of whole organizations, and the delivery of a web of changing and interacting projects to achieve the aims of their organizations. This call for a systematic approach for successful delivery of those projects: Management of Multiple Projects. As a result of this course, attendees will be able to:  Explain Multiple Project Management specifics and how it differs from the Traditional Project Management.  Identify the benefits their organization will gain from implementing Multiple Project Management techniques.  Obtain a systematic approach for implementing Multiple Project Management techniques at their organization. In addition, there will be a case study on implementing Enterprise Project Management at an organization. Who Should Attend? This course is targeted for Chief Executive Officers, Finance Managers, Human Resources Managers, Project Managers, Engineers and Planners, Information Technology Managers. In What Industries Government, Real State Development, Aerospace, Defense, Engineering and Construction, Manufacturing and Industrial, Oil and Gas\Petrochemical, Power and Water Utility Plants, Education and Training, Retail, Banking, Financial Services, Information Technology, Telecommunication, Automotive, Media Production, E‐Business Enablers, Marketing and Sales, Pharmaceuticals, Environmental Management, Hospitality Management, Shipbuilding and Repair Yards. www.ProjacsTraining.com

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Course Directors Dr. Mohamed Askar The design management for construction projects course will be taught by Professor Mohamed Askar. In addition to being Head of The Building Construction Engineering and Management Department, Faculty of Engineering, Dr. Askar is also a consultant to the construction industry and Projacs International Company. He has more than 20 years experiences (through his own construction contracting company, real estate company, and engineering consultation office) in construction engineering and management, financial management, design management, maintenance and repair operations, value engineering, methods improvement applications, training industry personnel, B.O.T. projects, contracts and specifications, heavy construction equipment, quality systems, productivity improvement systems, strategic analysis and planning, building finishing works, new technologies in building construction, project management professionals (PMP), etc. Dr. Askar is involved in several research projects. Dr. Askar holds a Ph.D. in Construction Engineering (robots at construction sites) from Dortmund/Cottbus University in Germany. 1996. Dr. Askar, as the head of the construction department at the university, is involved in developing and designing the related curriculum and the training teaching materials. He is participating in customized training to the engineers and technicians of many industries. He used to participate in all educational, administration, curriculum development, industrial cooperation, cooperative training, and continuous education. He used to attend scientific conferences. He published more than 25 scientific articles and papers in local and international conferences and journals. Professor Askar administrates many construction projects and programs in Kuwait, Kingdom of Saudi Arabia, United Arab Emirate, Yemen, Libya, Syria and Egypt. Dr. Askar acts as a consultant in the World Bank projects in Egypt. He is a member in the Committee for the Preparation of the Egyptian Project Management Code and in many international affiliations.

Course Curriculum Day One  Project Management Key Concepts o Projects and Operations o Current Trends o What Projects Exist Within an Organization o Why Projects Fail? o PM Key Concepts  Project Life Cycle and PM Phases o Project Phases o Project Life Cycle o Project Management Processes


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Initiating Projects o Purpose of initiating Projects o The Project Charter o Project Kick Off Meeting

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Planning Projects o Propose of Planning Projects o The Work Breakdown Structure o Develop the Project Plan

Day Two  Planning Project, Continued o Develop the Resource Plan o Cost Estimating and Cost Budgeting o Establishing The Project Team o Communication Plan o Procurement Plan o Risk Management Plan o The Project Management Plan  Implementing Projects o Executing Projects  Purpose of Executing Projects  Scope Verification  Distributing Project Information  Project Team  Quality Assurance  Contract Administration  Purpose of Controlling Projects  Updating The Project Schedule  Performance Measurement Using Earned Value  Change Control  Closing Projects o Purpose of Closing Projects o Identify Inputs and Outputs, Tools and Technique  Organizational Impacts Of Project Management o HR Requirements o Functional, Matrix and Projectized Organization www.ProjacsTraining.com

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

Role of Project Manager o Project Manager Roles o Project Manager Responsibilities o Project Manager Skills

Day Three  Multi‐PM and Single Project PM o Difference Between MPM and SPM o Criteria for selecting Projects in MPM Grouping o Benefits of MPM  Portfolio Management  Resource Management  Collaboration  Organization Wide Planning  Process Management  The Project Management Office o PMO Functions o PMO Positions o Keys To Successful PMO Deployment  Enterprise Project Management Solutions o EPMS Functions o Objectives of EPMS o Can EPMS Save On Project Spending? o Selecting An EPMS solution  Project Management Education o Areas of PM training o Who needs PM Training? o How to setup PM Training Program?  Project Management Maturity o Level 1: Ad Hoc o Level 2: Consistent o Level 3: Integrated o Level 4: Comprehensive o Level 5: Optimizing Day Four & Five Workshops Implementing Multi‐ Project Management Information System www.ProjacsTraining.com

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Creating MPM Database Creating Project Templates Create A New Project Single Project Reporting Multi‐ Project Reporting Updating the Project Plan

Course Language :

English

Course Manual

English

Course Fee

:

US$ : 2750


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587

The Original Project Management Professional Program – Preparing for PMP Certificate – Certified Program 26 – 30 December 2010 Dubai‐ UAE Need & Benefit: Today’s ever‐changing business environment requires new approaches to Project Management, which has become an important tool for dealing with time‐to‐market, resources, limitations, downsizing and global competition. As markets and project organizations become more dynamic, administrative and technical skills alone are no‐longer sufficient to deal with the complexities of modern project undertakings. In recent years, the Project Management Professional Certification from the Project Management Institute “PMI” has become the most sought after certification in the world of project management professionals. To earn PMI’s PMP credential, you must demonstrate the required ‘long term commitment” to project management professionalism and pass a rigorous, 200‐question exam covering the five project management process groups and nine knowledge areas in PMI’s Guide to Project Management Body of Knowledge (PMBoK)® 4th edition. At the end of this course, participants will gain the following: - Understand the nature and tricks of the PMP Exam -


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Develop Confidence www.ProjacsTraining.com

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Tips for the Exam

Who Should Attend? Project Managers and program Managers who are or will be involved in the areas of engineering, production, data processing, research and development, construction, corporate planning, finance and marketing. This course is of particular importance to executives, managers and supervisors in government and industry who are concerned with effectively managing ventures and projects where cost, schedule and performance of programs must meet rigid requirements. Course Director: Mohammed Khalil, B.Sc., PMP

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Mr. Khalil is a senior corporate developer working for Projacs International since 2004. He has over than 30 years experience in Project Management, Human Resource Development and Training. He received his B.Sc. in Electrical Power and Machine Engineering in 1976 and has been awarded the Project Management Professional “PMP” Certificate from the Project Management Institute “PMI”, Pennsylvania, USA in 2001. He is currently the VP of Special Projects of PMI MENA where he has been a charter and a board member since October 1998. He was assigned by PMI as volunteer member of the International Committee for verifying the translation of the Project Management Body of Knowledge “PMBOK” Guide 4th Edition into Arabic language. He is a regular attendant for the Annual International Leadership Meeting organized by PMI since 1999. Mr. Khalil is a certified instructor from Ten Step International. He conducted a number of in‐house and public management courses for some well‐known government and private corporations in Jordan, Abu Dhabi, Dubai, Riyadh, Al Jubail, Jeddah, Kuwait, Bahrain, Qatar, Egypt, Muscat, Tunisia and London with more than 15,000 contact hours of tutoring different topics of project management and offering project management consultancy services. During the period between 1979 to 1986, Mr. Khalil participated in executing a number of national projects through the Arab Contractors, such as New Salheya project for reclaiming and cultivating 56,000 feddans of the desert land, installing the medium voltage network required for feeding the industrial zone in Sadat city with electrical power. In the field of human resource development, he worked as a lecturer for Saudi ARAMCO project conducted by the American university during 1977 and 1978. He also worked as the maintenance training programs’ supervisor for the water desalination plants in K.S.A where he participated in qualifying the Saudi Technicians and Engineering for occupying leading positions. Recently, he completed building a project management methodology for the ACC. www.ProjacsTraining.com

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 During the year 2005, Mr. Khalil led a multi‐national team for restructuring Dubai Electricity & Water Authority "DEWA" and designed their project management methodology as per the PMI International Project Management Standards. And, currently Mr. Khalil is involved in developing a project management methodology for the international centre for real estate development. Course Curriculum Day One Course Introduction  Natue of the PMP Exam  History of the PMP Certification and Exam  Latest Developments in the Exam process  Test procedure  Application Process and Requirements  The nature and Type of Questions  Recertification and the Professional Development Program Framework of Project Management  Introduction  The Project Management Context  Project Management Process Groups Project Integration Management  Develop Project Charter  Project Scope Statement (Preliminary)  Develop Project Management Plan  Direct and Manage Project Execution  Monitor and Control Project Work  Integrated Change Control  Close Project Day Two Project Scope Management  Scope Planning  Scope Definition  Create WBS  Scope Verification  Scope Change Control Project Time Management www.ProjacsTraining.com

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    

Activity Definition Activity Duration Estimation Activity Sequencing Schedule Development Schedule Control

Day Three Project Cost Management  Cost Estimate  Cost budgeting  Cost Control Project Quality Management  Quality Planning  Perform Quality Assurance  Perform Quality Control Day Four Project Human Resource Management  Human Resource Planning  Acquire Project Team  Develop Project Team  Manage Project Team Project Communications Management  Communications Planning  Information Distribution  Performance Reporting  Manage Stakeholders Project Management Professional Responsibility  Responsibility of the Project Manager  Ethical Practices in Project Management Day Five Project Risk Management  Risk Management Planning  Risk Identification  Qualitative Risk Analysis  Quantitative Risk Analysis  Risk response planning www.ProjacsTraining.com

Course Language:

English/ Arabic

Course Manual:

English

Course Fee:

US$ 802/ 2,750

802


 Risk monitoring and Control Project Procurement Management  Plan Purchases and Acquisitions  Plan Contracting  Request Seller Responses  Select sellers  Contract administration  Contract Closure Tips for the Exam www.ProjacsTraining.com

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588

Emotional Intelligence, Innovation, Creativity & Dealing with Change

6‐10 December 2010 , Lebanon

Needs & Benefits

This training will introduce participants to the concept of emotional intelligence, innovation and creativity. Beside that, it covers the subject related to dealing with change, why change occurs and all the factors that impact business operations and have an effect on enterprises. These varied topics will give participants an overview of emotional intelligence and its link to creativity and dealing with change. Above all, the purpose of this workshop is to help participants assess their skills, recognize their own potential and weaknesses as well as manage their emotions and behaviors in the most appropriate manners. In brief, this training will also help people to improve their knowledge and understanding on how to better handle interpersonal relationships in the most effective way using self‐test, background check, informational skills and etc.


It is going to be a 5‐days seminar through which participants will brainstorm and work together in order to better assimilate the concept of change and its impact on people and organizations. Beside that, the program will help people to assess themselves using self‐test. It will also help participants to have a broader understanding about change and the challenges facing them nowadays. Accordingly, some practical exercises and group work activities will be assigned to them in order to change their perception about how business should be improved and personal competence must be developed.


This specific seminar will equip participants with all the skills required for emotional intelligence, innovation, creativity and dealing with change. By end of this workshop, participants will have a better perception on how to improve work performance and achieve higher productivity and results. We believe that emotional intelligence determines people’s potential for learning the various skills based on key elements e.g. self‐awareness, motivation, self‐regulation, empathy, flexibility and adeptness in relationships.

Who should attend?

This seminar will be animated by a certified trainer and qualified professional expert in the field of Human Resources and Management Consultancy Services. It will take place in Lebanon between 6‐ 10 December 2010. We expect the target audience to represent supervisory and middle management levels. Any person who is highly interested in developing these areas is eligible to attend this program.

Course Curriculum:

DAY 1:


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Emotional Intelligence

o Introduce the concept of Emotional Intelligence (EI). o Highlight the differences between EI, EQ, and IQ. o Explain the key elements embedded in EI Concept. o Identify the main characteristics of high and low EQ. o Learn how to increase your EQ. DAY 2:

Creativity & Innovation

o Define the concept of creativity and innovation. o Explain the link between creativity, Innovation and EI. o Describe the various types of creativity acquired by people. o Identify the ways to stimulate own creativity to achieve better results. o Learn how to be creative and reach creativity while performing the job. DAY 3:

Dealing with Change

o Define the concept of change and its impact on people and organizations. o Explain the forces driving the need for major changes in Organizations. o Describe people reactions and emotional response to change. o Highlight the dimensions of change and their impacts on business operations. o Clarify the importance of positive individual and organizational change. DAY 4:

Managing Performance & Improving Behavior

o Highlight the key factors to ensure true success. o Learn how to commit and communicate to achieve better results. o Enhance your self‐efficacy and better manage your performance. o Identify main challenges faced and seek constructive feedback. o Prepare a development plan and ensure continuous learning. DAY 5:

Presentations & Feedback

o o o

Deliver short presentations about selected topics. Provide some tips on how to increase understanding of oneself and others. Give and receive feedback about the training program.


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Course Director

Dr. Rima Shaar is a graduate of the American University of Beirut (AUB), Faculty of Arts & Sciences. She has received a Bachelor Degree in Public Administration in February 1992 (Dean’s Honor List in Feb. 92); then earned a Master’s Degree in Management from also AUB in 1994. In 1999, she has completed a Ph.D. degree in Human Resources from Alabama, USA (with Distinction). In April 2001, Dr. Shaar has attended the International HR Management Program with the Society for Human Resource Management (SHRM) in Chicago as well as the HR Generalist Program in June 2002 (Pennsylvania). In June 2003, she has pursued the “Strategic Decision Making & HR Advanced Program” jointly with SHRM and Wharton Business School. Beside that, she has successfully passed in September 2003, the ISO 9000:2000 Series Lead Auditor written examinations with SGS United Kingdom Ltd, Systems & Certification. In June 2004, Dr. Shaar has attended the “Executive Leadership Program” with Cornell in collaboration with SHRM (Louisiana). In February 2005, she has earned the CPHRG (Certified Professional in Human Resources Generalist) from the Institute for Human Resource Management Education (IHRME), Arizona.

Since 2000, Dr. Shaar has designed and developed series of seminars and training programs for a number of highly reputed institutions and training companies in the Middle East area related to soft skills i.e. Performance Management & Appraisal, Communication & Supervisory Skills, Time Management, Decision Making & Strategic Management, Leadership Skills, Change Management, Ethics, Coaching, Strategic Thinking & Planning, Risk Management, Setting SMART Goals, Emotional Intelligence, Knowledge Management, Customer Service and HR for Non‐HR Managers, Career Planning & Development, etc. Beside that, Dr. Shaar has regularly attended SHRM Annual Conferences & Exhibitions since 2000. She was assigned the moderator for SHRM International Lounge in 2005 (California).

Dr. Shaar has about 19 years of varied experience in Management Consulting, HR Advisory Services, Training & Development, Education, Customer Service, Auditing, Telecom and Banking. Worked with Deloitte & Touche in the Middle East as Regional HR Manager as well as handled several projects and special assignments jointly with Team International & World Bank, USAID, UNDP, Morgan Group International, AUB, Lebanese American University (LAU), Fransabank, BankMED (Lebanon), Able Logistics (Dubai, UAE), Comium Telecom (Lebanon), Du Telecom (UAE), Council for Development & Reconstruction (Lebanon), Chevron (Kuwait), IMCO (Kuwait), Petroleum Training Center (PTC), Al‐ Homaizi Co. known as Kout Food Group (Kuwait), Al‐Khazna Insurance Co. (UAE), Amana Group (UAE), Du Telecom (UAE), Jordan Applied University, King Hussein Cancer Center (Jordan), Ministry of Housing & Public Works (Bahrain) as well as Qatar Gas & Qatar Petroleum.

Dr. Shaar is a certified Trainer and Consultant by worldwide international organizations in both Management & HR fields. She is an active member in good standing with the Society for Human Resource Management (SHRM) and the American Society for Training & Development (ASTD). Beside that, she is an HR Lecturer (on part‐time basis) at AUB since 2000.

In addition to that, Dr. Shaar has served as Advisor at AUB for the Student Representative Committee (SRC) between October 2004 & July 2005. In the past years, Dr. Shaar was also nominated as Advisor to re‐launch the Entrepreneurial Club in OSB (AUB) between October 2005 and July 2006. She was also the Coordinator for the Human Resources and Strategic Career Planning Program between 2000 and 2007. During the past years, she has launched series of HR Conferences with Morgan Group International in Kuwait, Jordan, Bahrain and Lebanon. Beside that, Dr. Shaar is assigned the Coordinator and Lead Instructor by Morgan Group for SHRM Certification Program in the Middle East Region. At last, Dr. Shaar publishes in the “Daily Star” Newspaper [Section Business Star], special articles related to “Business Ethics” & “Human Capital Manageme


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Performance Focused Leadership 20‐24 December 2010, Lebanon

589

Needs & Benefits

Business managers aspiring to senior positions and those at a senior level are expected to deliver high levels of performance. This training offers to participants a variety of substantial information about effective performance focused leadership from concept to application. This training will cover issues related to leadership and performance such as: 1) how to deliver business development successfully in an organization, 2) how to have the confidence to apply leading management techniques in pursuit of success. This training encourages delegates to explore techniques of business analysis leading to better performance in their organizations.


It is going to be a 5‐days seminar through which participants will brainstorm and work together in order to better understand and apply the concepts of performance and leadership in the workplace. It will also help participants to update and develop their knowledge, skills and attitude through several case studies, videos, valuable exercises and group think activities that will be assigned to them during this workshop.


This seminar will tackle the topics related to performance and leadership. In addition to that, it is expected to improve the participants’ know‐how and core competencies in area related to conducting business and taking decisions that will lead to improve the performance of organizations. By the end of this program, the participants will have a better understanding of how to lead people using best practices in a way to improve the performance their organizations. Valuable tips will be offered to participants to improve their work performance and to efficiently use their companies’ resources.

Who should attend?

This seminar will be animated by a professor who is also a qualified professional expert in the field of Organizational Management and of Human Resource Management training and consultancy services. It will take place in Lebanon between December 20‐24, 2010. We expect the target audience to represent the management as well as the top‐management levels of the companies. However, any person who has an interest to develop his/her skills in these specific areas is eligible to attend this program.


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Course Curriculum: Day One Managing the Organizational Context

Define the concept of management and its applications. Discuss the changing environment of the organizations. Describe the uncertainty context that faces organizations. Discuss how to allocate objectives for employees. Provide valuable tips on how to manage the companies’ resources strategically.

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Day Two Tools for Improving Performance

Discuss the concept of organizational performance. Explain the importance of strategy in managing the performance of organizations. Describe the necessary tools required for taking performance‐friendly decisions. Explain how to manage conflict in order to improve organizational performance.

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Day Three Leadership Skills: From Concept to Application

Introduce the concept of leadership and its applications. Explain the link between performance and focused leadership. Provide leadership tools that make business perform better. Display the various leadership styles in managing people in organizations.

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Day Four Performance Evaluation

Explain the importance of evaluating performance in organizations. Describe methods of performance evaluation in organizations. Explain the tools of performance evaluation that are necessary in organizations. Review the company’s strategic leadership role in managing performance.

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Deliver short Presentations about selected topics. Provide some helpful guidelines on how to lead people and organizations towards better performance. Receive feedback about the training program.

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Course Director Dr Akram Al Ariss is a French/Lebanese Professor of Management & Human Resource Management (HRM) at Champagne School of Management (France). He is affiliated with DECEre, Norwich Business School, University of East Anglia (United Kingdom). He is associated with the Pennsylvania State University (PENNSTATE), Human Resource Management. Originally from Lebanon, Dr Al Ariss has a PhD in Management from the Norwich Business School (United Kingdom). In 2003 he successfully finished a Masters from the prestigious Ecole des Mines in France in International Management. In 2002 he obtained a Bachelor in Engineering from the Lebanese American University. He is certified by CEGOS (Paris) in public communication. He has an extensive experience in management consultancy and training in multinational organizations such as Hewlett‐Packard (Beirut), Alcatel‐Lucent (Paris), Assad Said Corp (Kingdom of Saudi Arabia), and RATP (Paris) and participated in a large number of management workshops and conferences throughout the world. He has worked on large scale projects in Europe with budgets more than 500 Million Euros. Dr Al Ariss has lectured in well‐esteemed management training programs (for professionals) across Europe such as in Paris (EPITECH) and Germany (Europe‐Institute). Dr Akram Al Ariss is interested in interdisciplinary approaches to teaching and researching Management and HRM. He has written several book chapters and scientific journal articles on issues related to international HRM in the Middle East and in Europe including in the top‐ management journal Thunderbird International Business Review. Dr Al Ariss has been recently appointed the co‐authoring of Dessler’s book Human Resource Management for the Arab World, (published by Pearson). He has written also in well‐known European professional magazines such as Communicator in Germany. www.ProjacsTraining.com

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590

The PROJACS All New Complete Leadership Program Strategic & Performance Leadership Developments and Organizational Mentoring

20‐31 December 2010, Lebanon

Needs & Benefits

Business managers aspiring to senior positions and those at a senior level are expected to deliver high levels of performance. This training offers to participants a variety of substantial information about effective performance focused leadership from concept to application. This training will cover issues related to leadership and performance such as: 1) how to deliver business development successfully in an organization, 2) how to have the confidence to apply leading management techniques in pursuit of success. This training encourages delegates to explore techniques of business analysis leading to better performance in their organizations. Talents and knowledge constitute the most important asset of an organization. This training offers to participants an opportunity to learn about effective ways for managing talents and knowledge in the context of an organization. It will tackle the principles and applications of mentoring, talent management, career management, and knowledge management. This training will show how an effective mentoring can improve the performance of an organization. This training will allow the participants to better lead their organizations using best practices of talent and knowledge management.


It is going to be a seminar through which participants will brainstorm and work together in order to better understand and apply the concepts of performance and leadership in the workplace. It will also help participants to update and develop their knowledge, skills and attitude through several case studies, videos, valuable exercises and group think activities that will be assigned to them during this workshop.


This seminar will tackle the topics related to performance and leadership. In addition to that, it is expected to improve the participants’ know‐how and core competencies in area related to conducting business and taking decisions that will lead to improve the performance of organizations. By the end of this program, the participants will have a better understanding of how to lead people using best practices in a way to improve the www.ProjacsTraining.com

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performance their organizations. Valuable tips will be offered to participants to improve their work performance and to efficiently use their companies’ resources.

Who should attend?

This seminar will be animated by a professor who is also a qualified professional expert in the field of Organizational Management and of Human Resource Management training and consultancy services. It will take place in Lebanon between December 20‐24, 2010. We expect the target audience to represent the management as well as the top‐management levels of the companies. However, any person who has an interest to develop his/her skills in these specific areas is eligible to attend this program. This seminar will tackle also the topics related to mentoring, talent, and knowledge management. In addition to that, it is expected to improve the participants’ know‐how and core competencies in managing human resources, careers, and information that will lead to improve the performance of their organizations. By the end of this program, the participants will have a better understanding of how to do mentoring and manage people and information using best practices in a way to improve the performance their organizations. Course Curriculum: Day One Managing the Organizational Context

    

Define the concept of management and its applications. Discuss the changing environment of the organizations. Describe the uncertainty context that faces organizations. Discuss how to allocate objectives for employees. Provide valuable tips on how to manage the companies’ resources strategically.

Day Two Tools for Improving Performance

   

Discuss the concept of organizational performance. Explain the importance of strategy in managing the performance of organizations. Describe the necessary tools required for taking performance‐friendly decisions. Explain how to manage conflict in order to improve organizational performance.

Day Three Leadership Skills: From Concept to Application

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Introduce the concept of leadership and its applications. Explain the link between performance and focused leadership. Provide leadership tools that make business perform better. Display the various leadership styles in managing people in organizations.

Day Four www.ProjacsTraining.com

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Performance Evaluation

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Explain the importance of evaluating performance in organizations. Describe methods of performance evaluation in organizations. Explain the tools of performance evaluation that are necessary in organizations. Review the company’s strategic leadership role in managing performance.


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Deliver short Presentations about selected topics. Provide some helpful guidelines on how to lead people and organizations towards better performance. Receive feedback about the training program.

Day Eight Organizational Structures  Define the concept of organizational structure and its applications.  Discuss the changing environment of the organizational structures.  Describe the uncertainty context that faces organizational structures.  Discuss how a well‐designed organizational structure can help to allocate objectives for employees. Day Nine Organizational Mentoring  Discuss the concept of organizational mentoring and its applications.  Explain the importance of mentoring in improving the performance of organizations.  Describe the necessary tools required for implementing mentoring in an organization.  Explain how to improve organizational mentoring. Day Ten Talent and Career Management  Introduce the concepts of talent and career management and their applications.  Explain the link between performance and talent management.  Provide several talent and career management tools that make business perform better.  Display the various talent and career management styles in organizations. Day Eleven Knowledge Management  Explain the importance of knowledge in organizations.  Describe the methods of knowledge management in organizations. www.ProjacsTraining.com

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Explain the tools of knowledge management in organizations. Review the company’s strategic role in managing knowledge.

Day Twelve Presentations & Feedback  Deliver short Presentations about selected topics.  Provide some helpful guidelines on how to mentor employees. Receive feedback about the training program.


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591

Organizational Mentoring ‐ Creating a Knowledge Based Organization Structure 27‐31 December 2010, Lebanon

Needs & Benefits

Talents and knowledge constitute the most important asset of an organization. This training offers to participants an opportunity to learn about effective ways for managing talents and knowledge in the context of an organization. It will tackle the principles and applications of mentoring, talent management, career management, and knowledge management. This training will show how an effective mentoring can improve the performance of an organization. This training will allow the participants to better lead their organizations using best practices of talent and knowledge management.


It is going to be a 5‐days seminar through which participants will brainstorm and work together in order to better understand and apply the concepts of mentoring as well as talent and knowledge management in the workplace. It will also help participants to update and develop their knowledge, skills and attitude through several case studies, videos, valuable exercises and group think activities that will be assigned to them during this workshop.


This seminar will tackle the topics related to mentoring, talent, and knowledge management. In addition to that, it is expected to improve the participants’ know‐how and core competencies in managing human resources, careers, and information that will lead to improve the performance of their organizations. By the end of this program, the participants will have a better understanding of how to do mentoring and manage people and information using best practices in a way to improve the performance their organizations.

Who should attend?

This seminar will be animated by a professor who is also a qualified professional expert in the field of Organizational Management and of Human Resource Management training and consultancy services. It will take place in Lebanon between December 27‐31, 2010. We expect the target audience to represent the management as well as the top‐management levels of the companies. However, any person who has an interest to develop his/her skills in these specific areas is eligible to attend this program.


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Course Curriculum: Day One Organizational Structures

Define the concept of organizational structure and its applications. Discuss the changing environment of the organizational structures. Describe the uncertainty context that faces organizational structures. Discuss how a well‐designed organizational structure can help to allocate objectives for employees.

   

Day Two Organizational Mentoring

Discuss the concept of organizational mentoring and its applications. Explain the importance of mentoring in improving the performance of organizations. Describe the necessary tools required for implementing mentoring in an organization. Explain how to improve organizational mentoring.

   

Day Three Talent and Career Management

Introduce the concepts of talent and career management and their applications. Explain the link between performance and talent management. Provide several talent and career management tools that make business perform better. Display the various talent and career management styles in organizations.

   

Day Four Knowledge Management

Explain the importance of knowledge in organizations. Describe the methods of knowledge management in organizations. Explain the tools of knowledge management in organizations. Review the company’s strategic role in managing knowledge.

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Deliver short Presentations about selected topics. Provide some helpful guidelines on how to mentor employees. Receive feedback about the training program.

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Project Leadership and Team Building 592

(Workshop 2) *‫عالميا‬ ‫معتمد‬ – ‫المشاريع‬ ‫إدارة‬ ‫عمل‬ ‫فرق‬ ‫وبناء‬ ‫القيادية‬ ‫المھارات‬ 5 – 7 December 2010, Doha/Qatar

Overview This three‐day workshop will help you develop the personal and professional skills needed to lead your project team. You will learn how to create a shared vision and how to keep your team aligned with that vision through storytelling. The workshop covers vital general management skills such as motivation, feedback, and delegation. Other topics include how to develop agreement on roles and responsibilities, when to emphasize task behaviors over relationship behaviors, how to build a team that sees itself as a team, and dealing with a difficult team member. Approximately 70% of class time is devoted to casework and experiential learning. Among other activities, you will complete a leadership skills inventory and develop a personal action plan for use when you return to work.

Key Learning Objectives Upon completion, you will be better able to: • Define the characteristics of an effective leader • Use “vision” as a project management tool • Create a motivating work environment • Provide useful feedback to team members • Delegate and assign activities appropriately • Recognize a high performance team • Communicate more effectively with your team • Surface and deal with conflict Who should attend? These programs are designed for individuals who have or expect to have responsibility for leading or managing a project, subproject, or project phase. Newcomers will learn new skills. More experienced managers will enhance their ability to apply what they already know.

Program Director :

William R. Duncan William R. Duncan is a principal of PMP, a US project management consulting firm. He currently serves as Director of Standards for the American Society for Advancement of Project Management, a position he has held since asapm was founded in 2000. Previously, he was Director of Standards for the Project Management Institute (PMI), Inc. (USA) from 1992‐1998.


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Mr. Duncan has over thirty years of management and consulting experience including five years with a major international consulting firm. He was the primary author of the 1994 and 1996 versions of A Guide to the Project Management Body of Knowledge, the most widely used project management standard in the world. In addition, his “process model” of project management was used to organize ISO 10006, Guidelines for quality in project management. He continues to volunteer in support of the project management profession. Mr. Duncan is a member of the directorate for the Operational Level Coordination Initiative (OLCI) which includes representatives from major corporations, key academic institutions with project management degree programs, and all of the major professional associations. He recently developed the initial draft of Performance‐Based Competency Standards for Project Managers for the Global Performance Based Standards for Project Management Personnel Initiative. He is also supporting the efforts of the International Project Management Association (IPMA) to upgrade its International Competency Baseline which is the foundation of IPMA’s Four Level Certification program. Mr. Duncan has also worked as an expert witness on project management practices for a major USA firm. He speaks widely throughout the world on topics such as Organizational Competence in Project Management™, Project Dynamics: the Law of Unintended Consequences, Project Recovery, Project Portfolio Management, Project Risk Management, and Performance‐Based Competency Standards. He has helped clients in North America, Latin America, Europe, Middle East, and Asia improve their organizational competence in project management. Major clients include Allied Signal, Camp Dresser & McKee, Codelco, Entergy Corporation, First Data Resources, FT Interactive Data, Guangdong Development Bank, Investors Group, Liberty Mutual Insurance, Manitoba Telephone, Polaroid, PSM Russia, RSA Security, Schlumberger, Shenzhen Cyberway, Sybase, and Texas Instruments. He is a 1970 graduate of Brown University, and has done post‐graduate work at Boston University and Northeastern. Specific, recent two consulting engagements include: • Development of a project manager competency model and career ladder for a large engineering consulting firm. • Facilitation of a project start‐up workshop for a consumer products company. As a result of the workshop, the organization was able to cut nearly two months off the expected project duration — saving nearly $1,000,000.

Course Curriculum: Day One Introduction Leadership, management, and team building Characteristics of a leader Leadership essentials

Visioneering When to develop a vision, when not to Levels of vision: corporate to project


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Getting your team to buy into the vision






Course Language: English

:

Course Manual:

English English

Course Fee : US$ :

2200


Day Three Dealing with Conflict Issues, problems, and conflicts Attitudes toward conflict Respect as style and respect as behavior Escalation of commitment \Selecting and using different conflict resolution approaches Dealing with difficult behavior



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English


593

Project Negotiation, Leadership and Team Building (MCPM Workshop 2 & 3) – Certified Program 5 ‐9 December, 2010 Doha / Qatar

Project Negotiations (Workshop 2) 5 – 7 December 2010, Doha / Qatar Overview Negotiation is often the best — and sometimes the only — way to develop effective, lasting solutions to many kinds of project problems. This two‐day program builds the skills you need to craft constructive agreements between the project team and the other stakeholders. Participative exercises will help you master basic concepts: getting agreement vs. eliminating differences and positions vs. interests. You will also learn when to negotiate, how to prepare for a negotiation, how to manage the aggressive negotiator, and how to deal with “everyday” negotiations. Case studies include both internal negotiations and contract negotiations. Approximately 70% of class time is devoted to casework and experiential learning. During hands‐on exercises, you will work as part of a team to apply the techniques of win‐win negotiating to a series of increasingly challenging project negotiations.




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Project Leadership and Team Building (Workshop 3) 8 – 9 December 2010, Doha / Qatar Overview This three‐day program will help you develop the personal and professional skills needed to lead your project team. You will learn how to create a shared vision and how to keep your team aligned with that vision through storytelling. The program covers vital general management skills such as motivation, feedback, and delegation. Other topics include how to develop agreement on roles and responsibilities, when to emphasize task behaviors over relationship behaviors, how to build a team that sees itself as a team, and dealing with a difficult team member. Approximately 70% of class time is devoted to casework and experiential learning. Among other activities, you will complete a leadership skills inventory and develop a personal action plan for use when you return to work.


Detailed Topical Outline Day Four Introduction Leadership, management, and team building Characteristics of a leader Leadership essentials




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Day Five Delegation Delegation vs. assignment Using Oncken’s Five Level Delegation Model Understanding stretch goals



Who should attend? These programs are designed for individuals who have or expect to have responsibility for leading or managing a project, subproject, or project phase. Newcomers will learn new skills. More experienced managers will enhance their ability to apply what they already know.

Course Director : William R. Duncan William R. Duncan is a principal of PMP, a US project management consulting firm. He currently serves as Director of Standards for the American Society for Advancement of Project Management, a position he has held since asapm was founded in 2000. Previously, he was Director of Standards for the Project Management Institute (PMI), Inc. (USA) from 1992‐1998. Mr. Duncan has over thirty years of management and consulting experience including five years with a major international consulting firm. He was the primary author of the 1994 and 1996 versions of A Guide to the Project Management Body of Knowledge, the most widely used project management


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standard in the world. In addition, his “process model” of project management was used to organize ISO 10006, Guidelines for quality in project management. He continues to volunteer in support of the project management profession. Mr. Duncan is a member of the directorate for the Operational Level Coordination Initiative (OLCI) which includes representatives from major corporations, key academic institutions with project management degree programs, and all of the major professional associations. He recently developed the initial draft of Performance‐Based Competency Standards for Project Managers for the Global Performance Based Standards for Project Management Personnel Initiative. He is also supporting the efforts of the International Project Management Association (IPMA) to upgrade its International Competency Baseline which is the foundation of IPMA’s Four Level Certification program. Mr. Duncan has also worked as an expert witness on project management practices for a major USA firm. He speaks widely throughout the world on topics such as Organizational Competence in Project Management™, Project Dynamics: the Law of Unintended Consequences, Project Recovery, Project Portfolio Management, Project Risk Management, and Performance‐Based Competency Standards. He has helped clients in North America, Latin America, Europe, Middle East, and Asia improve their organizational competence in project management. Major clients include Allied Signal, Camp Dresser & McKee, Codelco, Entergy Corporation, First Data Resources, FT Interactive Data, Guangdong Development Bank, Investors Group, Liberty Mutual Insurance, Manitoba Telephone, Polaroid, PSM Russia, RSA Security, Schlumberger, Shenzhen Cyberway, Sybase, and Texas Instruments. He is a 1970 graduate of Brown University, and has done post‐graduate work at Boston University and Northeastern. Specific, recent two consulting engagements include: • Development of a project manager competency model and career ladder for a large engineering consulting firm. Facilitation of a project start‐up workshop for a consumer products company. As a result of the workshop, the organization was able to cut nearly two months off the expected project duration — saving nearly $1,000,000


Course Fee

English

US$ 2,950


825/ 825


594

Project Negotiation, Contracting, Leadership and Team Building (MCPM Workshop 2, 3 & 4) – Certified Program 5 – 13 December 2010, Doha/Qatar

(Workshop 2) Project Leadership and Team Building 5 – 7 December 2010, Doha/Qatar Overview This three‐day program will help you develop the personal and professional skills needed to lead your project team. You will learn how to create a shared vision and how to keep your team aligned with that vision through storytelling. The program covers vital general management skills such as motivation, feedback, and delegation. Other topics include how to develop agreement on roles and responsibilities, when to emphasize task behaviors over relationship behaviors, how to build a team that sees itself as a team, and dealing with a difficult team member. Approximately 70% of class time is devoted to casework and experiential learning. Among other activities, you will complete a leadership skills inventory and develop a personal action plan for use when you return to work.


Detailed Topical Outline Day One Introduction Leadership, management, and team building


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Characteristics of a leader Leadership essentials










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(Workshop 3) Project Negotiations 8 – 9 December 2010, Doha/Qatar Overview Negotiation is often the best — and sometimes the only — way to develop effective, lasting solutions to many kinds of project problems. This two‐day program builds the skills you need to craft constructive agreements between the project team and the other stakeholders. Participative exercises will help you master basic concepts: getting agreement vs. eliminating differences and positions vs. interests. You will also learn when to negotiate, how to prepare for a negotiation, how to manage the aggressive negotiator, and how to deal with “everyday” negotiations. Case studies include both internal negotiations and contract negotiations. Approximately 70% of class time is devoted to casework and experiential learning. During hands‐on exercises, you will work as part of a team to apply the techniques of win‐win negotiating to a series of increasingly challenging project negotiations.


Detailed Topical Outline Day four Introduction What, when, and why to negotiate Elements of a successful negotiation Types of negotiations Win‐lose vs. win‐win negotiation


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Dangerous assumptions about working relationships The process of negotiation


Day Five Conducting the Negotiation “Tactics” is not a four‐letter word Choosing your attitude and style Dealing with your emotions Asking questions the right way Ultimatums: when they are okay Common errors: starting too high or too low, splitting the difference




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(Workshop 4) Contracting for Project Managers 12 – 13 December 2010, Doha/Qatar Overview Time‐to‐market pressures have caused many companies to make more use of contractors. This in turn has created a demand for increased knowledge and enhanced skills for project managers in the area of contract and contractor management: • The items being procured are more diverse, and thus the contract terms and conditions are more diverse as well. • Multiple items are typically procured for each project, and thus project managers may need to coordinate five or six contractors on a single project. • Contractors are often geographically dispersed, frequently even in another country, and thus more difficult to monitor. This two‐day program is designed to help project managers develop the skills needed to manage in this environment. This program will help you meet your project success criteria through better control of how the seller’s work is done. Approximately 70% of classroom time is devoted to hands‐ on exercises and directed discussion.

Key Learning Objectives Upon completion, you will be able to: • Identify the basic elements of a contract • List the eight factors that cause most contracts disputes • Differentiate common contract types • Prepare or assess a statement of work • Understand common contract terms and conditions

Detailed Topical Outline Day Eight Introduction Projects, procurement, and contracts Understanding the buyer‐seller relationship The four key elements of a valid contract


Business Issues: Assurances for both parties www.ProjacsTraining.com

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Product performance guarantees Financial guarantees: payment and performance bonds Warranties: coverage, responsibilities, damages Limitation of liability

Day Nine Procurement Planning Procurement management plan Types of procurement documents Preparing the procurement documents: what to include, what to omit



Recap and review Case study: South of the Border Telephone Company Who should attend? These programs are designed for individuals who have or expect to have responsibility for leading or managing a project, subproject, or project phase. Newcomers will learn new skills. More experienced managers will enhance their ability to apply what they already know.

Course Director : William R. Duncan William R. Duncan is a principal of PMP, a US project management consulting firm. He currently serves as Director of Standards for the American Society for Advancement of Project Management, a position he has held since asapm was founded in 2000. Previously, he was Director of Standards for the Project Management Institute (PMI), Inc. (USA) from 1992‐1998.


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Mr. Duncan has over thirty years of management and consulting experience including five years with a major international consulting firm. He was the primary author of the 1994 and 1996 versions of A Guide to the Project Management Body of Knowledge, the most widely used project management standard in the world. In addition, his “process model” of project management was used to organize ISO 10006, Guidelines for quality in project management. He continues to volunteer in support of the project management profession. Mr. Duncan is a member of the directorate for the Operational Level Coordination Initiative (OLCI) which includes representatives from major corporations, key academic institutions with project management degree programs, and all of the major professional associations. He recently developed the initial draft of Performance‐Based Competency Standards for Project Managers for the Global Performance Based Standards for Project Management Personnel Initiative. He is also supporting the efforts of the International Project Management Association (IPMA) to upgrade its International Competency Baseline which is the foundation of IPMA’s Four Level Certification program. Mr. Duncan has also worked as an expert witness on project management practices for a major USA firm. He speaks widely throughout the world on topics such as Organizational Competence in Project Management™, Project Dynamics: the Law of Unintended Consequences, Project Recovery, Project Portfolio Management, Project Risk Management, and Performance‐Based Competency Standards. He has helped clients in North America, Latin America, Europe, Middle East, and Asia improve their organizational competence in project management. Major clients include Allied Signal, Camp Dresser & McKee, Codelco, Entergy Corporation, First Data Resources, FT Interactive Data, Guangdong Development Bank, Investors Group, Liberty Mutual Insurance, Manitoba Telephone, Polaroid, PSM Russia, RSA Security, Schlumberger, Shenzhen Cyberway, Sybase, and Texas Instruments. He is a 1970 graduate of Brown University, and has done post‐graduate work at Boston University and Northeastern. Specific, recent two consulting engagements include: • Development of a project manager competency model and career ladder for a large engineering consulting firm. Facilitation of a project start‐up workshop for a consumer products company. As a result of the workshop, the organization was able to cut nearly two months off the expected project duration — saving nearly $1,000,000.


Course Fee


English

US$ 3,950

832/ 832


Project Negotiations 596

(Workshop 3)

*‫عالميا‬ ‫معتمد‬ – ‫المشاريع‬ ‫إدارة‬ ‫في‬ ‫التفاوض‬ ‫ومھارات‬ ‫أساليب‬

8 – 9 April 2010, Doha/Qatar Overview Negotiation is often the best — and sometimes the only — way to develop effective, lasting solutions to many kinds of project problems. This two‐day workshop builds the skills you need to craft constructive agreements between the project team and the other stakeholders. Participative exercises will help you master basic concepts: getting agreement vs. eliminating differences and positions vs. interests. You will also learn when to negotiate, how to prepare for a negotiation, how to manage the aggressive negotiator, and how to deal with “everyday” negotiations. Case studies include both internal negotiations and contract negotiations. Approximately 70% of class time is devoted to casework and experiential learning. During hands‐on exercises, you will work as part of a team to apply the techniques of win‐win negotiating to a series of increasingly challenging project negotiations.



Program Technical Director :



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Mr. Duncan has over thirty years of management and consulting experience including five years with a major international consulting firm. He was the primary author of the 1994 and 1996 versions of A Guide to the Project Management Body of Knowledge, the most widely used project management standard in the world. In addition, his “process model” of project management was used to organize ISO 10006, Guidelines for quality in project management. He continues to volunteer in support of the project management profession. Mr. Duncan is a member of the directorate for the Operational Level Coordination Initiative (OLCI) which includes representatives from major corporations, key academic institutions with project management degree programs, and all of the major professional associations. He recently developed the initial draft of Performance‐Based Competency Standards for Project Managers for the Global Performance Based Standards for Project Management Personnel Initiative. He is also supporting the efforts of the International Project Management Association (IPMA) to upgrade its International Competency Baseline which is the foundation of IPMA’s Four Level Certification program. Mr. Duncan has also worked as an expert witness on project management practices for a major USA firm. He speaks widely throughout the world on topics such as Organizational Competence in Project Management™, Project Dynamics: the Law of Unintended Consequences, Project Recovery, Project Portfolio Management, Project Risk Management, and Performance‐Based Competency Standards. He has helped clients in North America, Latin America, Europe, Middle East, and Asia improve their organizational competence in project management. Major clients include Allied Signal, Camp Dresser & McKee, Codelco, Entergy Corporation, First Data Resources, FT Interactive Data, Guangdong Development Bank, Investors Group, Liberty Mutual Insurance, Manitoba Telephone, Polaroid, PSM Russia, RSA Security, Schlumberger, Shenzhen Cyberway, Sybase, and Texas Instruments. He is a 1970 graduate of Brown University, and has done post‐graduate work at Boston University and Northeastern. Specific, recent two consulting engagements include: • Development of a project manager competency model and career ladder for a large engineering consulting firm. • Facilitation of a project start‐up workshop for a consumer products company. As a result of the workshop, the organization was able to cut nearly two months off the expected project duration — saving nearly $1,000,000. •


Preparing for the Negotiation Surveying the environment Your interests, their interests, shared interests Constraints and assumptions


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Anticipating problems Using a trade‐off matrix Constructing the facts Who are the stakeholders?






:

Course Manual:

English English

Course Fee : US$ :

1950

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English


Contracting Techniques, Project Leadership and Team Building Skills for Project Managers (MCPM Workshops 3 & 4) – Certified Program 597 ‫عالميا‬ ‫معتمد‬ – ‫المشاريع‬ ‫ادارة‬ ‫في‬ ‫التفاوض‬ ‫وأساليب‬ ‫التعاقدية‬ ‫التقنيات‬ 8 – 13 April 2010, Cairo / Egypt

Overview Negotiation is often the best — and sometimes the only — way to develop effective, lasting solutions to many kinds of project problems. This two‐day workshop builds the skills you need to craft constructive agreements between the project team and the other stakeholders. Participative exercises will help you master basic concepts: getting agreement vs. eliminating differences and positions vs. interests. You will also learn when to negotiate, how to prepare for a negotiation, how to manage the aggressive negotiator, and how to deal with “everyday” negotiations. Case studies include both internal negotiations and contract negotiations. Approximately 70% of class time is devoted to casework and experiential learning. During hands‐on exercises, you will work as part of a team to apply the techniques of win‐win negotiating to a series of increasingly challenging project negotiations. Time‐to‐market pressures have caused many companies to make more use of contractors. This in turn has created a demand for increased knowledge and enhanced skills for project managers in the area of contract and contractor management: • The items being procured are more diverse, and thus the contract terms and conditions are more diverse as well. • Multiple items are typically procured for each project, and thus project managers may need to coordinate five or six contractors on a single project. • Contractors are often geographically dispersed, frequently even in another country, and thus more difficult to monitor. This workshop is also designed to help project managers develop the skills needed to manage in this environment. This workshop will help you meet your project success criteria through better control of how the seller’s work is done. Approximately 70% of classroom time is devoted to hands‐on exercises and directed discussion

Key Learning Objectives Upon completion, you will be able to: • Determine whether to negotiate • Describe the phases of a negotiation • Use a structured process to negotiate • Deal with an aggressive negotiator • Craft agreements that preserve your relationship with your counterpart • List ten useful tactics for negotiating • Identify the basic elements of a contract


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• • • •

List the eight factors that cause most contracts disputes Differentiate common contract types Prepare or assess a statement of work Understand common contract terms and conditions



William R. Duncan William R. Duncan is a principal of PMP, a US project management consulting firm. He currently serves as Director of Standards for the American Society for Advancement of Project Management, a position he has held since asapm was founded in 2000. Previously, he was Director of Standards for the Project Management Institute (PMI), Inc. (USA) from 1992‐1998. Mr. Duncan has over thirty years of management and consulting experience including five years with a major international consulting firm. He was the primary author of the 1994 and 1996 versions of A Guide to the Project Management Body of Knowledge, the most widely used project management standard in the world. In addition, his “process model” of project management was used to organize ISO 10006, Guidelines for quality in project management. He continues to volunteer in support of the project management profession. Mr. Duncan is a member of the directorate for the Operational Level Coordination Initiative (OLCI) which includes representatives from major corporations, key academic institutions with project management degree programs, and all of the major professional associations. He recently developed the initial draft of Performance‐Based Competency Standards for Project Managers for the Global Performance Based Standards for Project Management Personnel Initiative. He is also supporting the efforts of the International Project Management Association (IPMA) to upgrade its International Competency Baseline which is the foundation of IPMA’s Four Level Certification program. Mr. Duncan has also worked as an expert witness on project management practices for a major USA firm. He speaks widely throughout the world on topics such as Organizational Competence in Project Management™, Project Dynamics: the Law of Unintended Consequences, Project Recovery, Project Portfolio Management, Project Risk Management, and Performance‐Based Competency Standards. He has helped clients in North America, Latin America, Europe, Middle East, and Asia improve their organizational competence in project management. Major clients include Allied Signal, Camp Dresser & McKee, Codelco, Entergy Corporation, First Data Resources, FT Interactive Data, Guangdong Development Bank, Investors Group, Liberty Mutual Insurance, Manitoba Telephone, Polaroid, PSM Russia, RSA Security, Schlumberger, Shenzhen Cyberway, Sybase, and Texas Instruments.


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He is a 1970 graduate of Brown University, and has done post‐graduate work at Boston University and Northeastern. Specific, recent two consulting engagements include: • Development of a project manager competency model and career ladder for a large engineering consulting firm. Facilitation of a project start‐up workshop for a consumer products company. As a result of the workshop, the organization was able to cut nearly two months off the expected project duration — saving nearly $1,000,000.

Course Curriculum: Day One Introduction What, when, and why to negotiate Elements of a successful negotiation Types of negotiations Win‐lose vs. win‐win negotiation Dangerous assumptions about working relationships The process of negotiation





Day 3&4 Are Week end www.ProjacsTraining.com

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Day Five Introduction Projects, procurement, and contracts Understanding the buyer‐seller relationship The four key elements of a valid contract


Business Issues: Assurances for both parties Product performance guarantees Financial guarantees: payment and performance bonds Warranties: coverage, responsibilities, damages Limitation of liability

Day Six Procurement Planning Procurement management plan Types of procurement documents Preparing the procurement documents: what to include, what to omit






English

Course Manual:

English English

Course Fee : US$ :

2950

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598

Advanced Project Management Techniques, Leadership Skills, Team Buildings & Contracting for Project Managers (MCPM Workshops 3, 4 & 5) – Certified Program *‫عالميا‬ ‫معتمد‬ – ‫والتعاقد‬ ‫التفاوض‬ ‫ومھارات‬ ، ‫المشاريع‬ ‫إدارة‬ ‫في‬ ‫متقدمه‬ ‫مواضيع‬ 8– 16 April 2010, Doha/Qatar

Overview: Negotiation is often the best — and sometimes the only — way to develop effective, lasting solutions to many kinds of project problems. This two‐day workshop builds the skills you need to craft constructive agreements between the project team and the other stakeholders. Participative exercises will help you master basic concepts: getting agreement vs. eliminating differences and positions vs. interests. You will also learn when to negotiate, how to prepare for a negotiation, how to manage the aggressive negotiator, and how to deal with “everyday” negotiations. Case studies include both internal negotiations and contract negotiations. Approximately 70% of class time is devoted to casework and experiential learning. During hands‐on exercises, you will work as part of a team to apply the techniques of win‐win negotiating to a series of increasingly challenging project negotiations. Time‐to‐market pressures have caused many companies to make more use of contractors. This in turn has created a demand for increased knowledge and enhanced skills for project managers in the area of contract and contractor management: • The items being procured are more diverse, and thus the contract terms and conditions are more diverse as well. • Multiple items are typically procured for each project, and thus project managers may need to coordinate five or six contractors on a single project. • Contractors are often geographically dispersed, frequently even in another country, and thus more difficult to monitor. This workshop is also designed to help project managers develop the skills needed to manage in this environment. This workshop will help you meet your project success criteria through better control of how the seller’s work is done. Approximately 70% of classroom time is devoted to hands‐on exercises and directed discussion. Moreover, this workshop covers a variety of advanced topics that will help you improve your ability to satisfy your stakeholders’ success criteria. You will learn cost‐effective techniques for quality improvement, the strengths and weaknesses of popular project scheduling software, and how to plan and facilitate an after‐action review session. In addition, you will learn how to apply the concepts of Organizational Competence in Project Management: a new, creative, and more flexible approach to the traditional concept of organizational project management maturity. The workshop also includes a module on project dynamics which explains how various aspects of a project interact in often unpredictable ways.

Key Learning Objectives www.ProjacsTraining.com

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Upon completion, you will be able to: • Determine whether to negotiate • Describe the phases of a negotiation • Use a structured process to negotiate • Deal with an aggressive negotiator • Craft agreements that preserve your relationship with your counterpart • List ten useful tactics for negotiating • Identify the basic elements of a contract • List the eight factors that cause most contracts disputes • Differentiate common contract types • Prepare or assess a statement of work • Understand common contract terms and conditions • Evaluate and improve the performance of an individual project • Apply Six Sigma and Total Quality Management concepts to your project • Assess corrective action using systems thinking concepts • Facilitate project planning sessions and other meetings • Conduct an effective After Action Review (lessons learned session) • List the key assumptions of critical path calculations • Explain why the critical path method almost always significantly underestimates the most likely project duration • Apply DRAG (Devaux’s Removed Activity Gauge) to reduce project duration • Appraise your organization’s overall project management competence • Analyze programs and other types of project portfolios for strategic fit


Program Director :



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Mr. Duncan has over thirty years of management and consulting experience including five years with a major international consulting firm. He was the primary author of the 1994 and 1996 versions of A Guide to the Project Management Body of Knowledge, the most widely used project management standard in the world. In addition, his “process model” of project management was used to organize ISO 10006, Guidelines for quality in project management. He continues to volunteer in support of the project management profession. Mr. Duncan is a member of the directorate for the Operational Level Coordination Initiative (OLCI) which includes representatives from major corporations, key academic institutions with project management degree programs, and all of the major professional associations. He recently developed the initial draft of Performance‐Based Competency Standards for Project Managers for the Global Performance Based Standards for Project Management Personnel Initiative. He is also supporting the efforts of the International Project Management Association (IPMA) to upgrade its International Competency Baseline which is the foundation of IPMA’s Four Level Certification program. Mr. Duncan has also worked as an expert witness on project management practices for a major USA firm. He speaks widely throughout the world on topics such as Organizational Competence in Project Management™, Project Dynamics: the Law of Unintended Consequences, Project Recovery, Project Portfolio Management, Project Risk Management, and Performance‐Based Competency Standards. He has helped clients in North America, Latin America, Europe, Middle East, and Asia improve their organizational competence in project management. Major clients include Allied Signal, Camp Dresser & McKee, Codelco, Entergy Corporation, First Data Resources, FT Interactive Data, Guangdong Development Bank, Investors Group, Liberty Mutual Insurance, Manitoba Telephone, Polaroid, PSM Russia, RSA Security, Schlumberger, Shenzhen Cyberway, Sybase, and Texas Instruments. He is a 1970 graduate of Brown University, and has done post‐graduate work at Boston University and Northeastern. Specific, recent two consulting engagements include: • Development of a project manager competency model and career ladder for a large engineering consulting firm. Facilitation of a project start‐up workshop for a consumer products company. As a result of the workshop, the organization was able to cut nearly two months off the expected project duration —saving nearly $1,000,000.


Preparing for the Negotiation Surveying the environment Your interests, their interests, shared interests Constraints and assumptions Anticipating problems Using a trade‐off matrix


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Constructing the facts Who are the stakeholders?




Day Five Introduction Projects, procurement, and contracts Understanding the buyer‐seller relationship The four key elements of a valid contract



Day Six Procurement Planning Procurement management plan Types of procurement documents Preparing the procurement documents: what to include, what to omit


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Day Seven Introduction The World of Project Management: other views from around the globe Credentialing approaches: strengths and weaknesses


Day Eight Advanced Scheduling Review of key concepts and definitions Scheduling as an iterative process Understanding “control” as a positive construct



Addressing the Weaknesses of CPM Merge bias


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Monte Carlo analysis Using Devaux’s Reduced Activity Gauge (DRAG) to shorten project duration

Day Nine Quality Concepts in Project Management ISO 9000 series and ISO 10006 Fundamentals of Six Sigma and TQM


Ethics and culture Understanding ethical choices: choosing when there are no good options Managing across cultural divides.

Course Language: English Course Manual:

English English

Course Fee : US$ :

4400


English

845/ 845


Contracting for Project Managers 599

(Workshop 4) *‫عالميا‬ ‫معتمد‬ – ‫المشاريع‬ ‫لمدراء‬ ‫الحديثة‬ ‫التعاقدية‬ ‫التقنيات‬ 12 – 13 December 2010, Doha/Qatar

Overview Time‐to‐market pressures have caused many companies to make more use of contractors. This in turn has created a demand for increased knowledge and enhanced skills for project managers in the area of contract and contractor management: • The items being procured are more diverse, and thus the contract terms and conditions are more diverse as well. • Multiple items are typically procured for each project, and thus project managers may need to coordinate five or six contractors on a single project. • Contractors are often geographically dispersed, frequently even in another country, and thus more difficult to monitor. This two‐day workshop is designed to help project managers develop the skills needed to manage in this environment. This workshop will help you meet your project success criteria through better control of how the seller’s work is done. Approximately 70% of classroom time is devoted to hands‐ on exercises and directed discussion.

Key Learning Objectives Upon completion, you will be able to: • Identify the basic elements of a contract • List the eight factors that cause most contracts disputes • Differentiate common contract types • Prepare or assess a statement of work • Understand common contract terms and conditions Who should attend? These programs are designed for individuals who have or expect to have responsibility for leading or managing a project, subproject, or project phase. Newcomers will learn new skills. More experienced managers will enhance their ability to apply what they already know.

Program Director :



846/ 846


Mr. Duncan has over thirty years of management and consulting experience including five years with a major international consulting firm. He was the primary author of the 1994 and 1996 versions of A Guide to the Project Management Body of Knowledge, the most widely used project management standard in the world. In addition, his “process model” of project management was used to organize ISO 10006, Guidelines for quality in project management. He continues to volunteer in support of the project management profession. Mr. Duncan is a member of the directorate for the Operational Level Coordination Initiative (OLCI) which includes representatives from major corporations, key academic institutions with project management degree programs, and all of the major professional associations. He recently developed the initial draft of Performance‐Based Competency Standards for Project Managers for the Global Performance Based Standards for Project Management Personnel Initiative. He is also supporting the efforts of the International Project Management Association (IPMA) to upgrade its International Competency Baseline which is the foundation of IPMA’s Four Level Certification program. Mr. Duncan has also worked as an expert witness on project management practices for a major USA firm. He speaks widely throughout the world on topics such as Organizational Competence in Project Management™, Project Dynamics: the Law of Unintended Consequences, Project Recovery, Project Portfolio Management, Project Risk Management, and Performance‐Based Competency Standards. He has helped clients in North America, Latin America, Europe, Middle East, and Asia improve their organizational competence in project management. Major clients include Allied Signal, Camp Dresser & McKee, Codelco, Entergy Corporation, First Data Resources, FT Interactive Data, Guangdong Development Bank, Investors Group, Liberty Mutual Insurance, Manitoba Telephone, Polaroid, PSM Russia, RSA Security, Schlumberger, Shenzhen Cyberway, Sybase, and Texas Instruments. He is a 1970 graduate of Brown University, and has done post‐graduate work at Boston University and Northeastern. Specific, recent two consulting engagements include: • Development of a project manager competency model and career ladder for a large engineering consulting firm. • Facilitation of a project start‐up workshop for a consumer products company. As a result of the workshop, the organization was able to cut nearly two months off the expected project duration — saving nearly $1,000,000. •

Course Curriculum: Day One Introduction Projects, procurement, and contracts Understanding the buyer‐seller relationship The four key elements of a valid contract

Business Issues: Conduct of the work Specifications and the Statement of Work (SOW) Is the price reasonable?


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Advantages and disadvantages of different contract types Potential scheduling problems Payment terms








Course Manual:

English English

Course Fee : US$ :

1950

848/ 848


Advanced Project Management Topics & Contracting for Project Managers (MCPM Workshop 4 &5) – Certified Program 600 *‫عالميا‬ ‫معتمد‬ – ‫المشاريع‬ ‫إدارة‬ ‫في‬ ‫متقدمه‬ ‫عمل‬ ‫وورشة‬ ‫الناجحة‬ ‫التعاقدية‬ ‫األدوات‬ 12 – 16 DECEMBER 2010, CAIRO / EGYPT

Overview Time‐to‐market pressures have caused many companies to make more use of contractors. This in turn has created a demand for increased knowledge and enhanced skills for project managers in the area of contract and contractor management: • The items being procured are more diverse, and thus the contract terms and conditions are more diverse as well. • Multiple items are typically procured for each project, and thus project managers may need to coordinate five or six contractors on a single project. • Contractors are often geographically dispersed, frequently even in another country, and thus more difficult to monitor. This workshop is designed to help project managers develop the skills needed to manage in this environment. This workshop will help you meet your project success criteria through better control of how the seller’s work is done. Approximately 70% of classroom time is devoted to hands‐on exercises and directed discussion. This workshop also covers a variety of advanced topics that will help you improve your ability to satisfy your stakeholders’ success criteria. You will learn cost‐effective techniques for quality improvement, the strengths and weaknesses of popular project scheduling software, and how to plan and facilitate an after‐action review session. In addition, you will learn how to apply the concepts of Organizational Competence in Project Management: a new, creative, and more flexible approach to the traditional concept of organizational project management maturity. The workshop also includes a module on project dynamics which explains how various aspects of a project interact in often unpredictable ways

Key Learning Objectives Upon completion, you will be able to: • Identify the basic elements of a contract • List the eight factors that cause most contracts disputes • Differentiate common contract types • Prepare or assess a statement of work • Understand common contract terms and conditions • Evaluate and improve the performance of an individual project • Apply Six Sigma and Total Quality Management concepts to your project • Assess corrective action using systems thinking concepts


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• • • •

Facilitate project planning sessions and other meetings Conduct an effective After Action Review (lessons learned session) List the key assumptions of critical path calculations Explain why the critical path method almost always significantly underestimates the most likely project duration • Apply DRAG (Devaux’s Removed Activity Gauge) to reduce project duration • Appraise your organization’s overall project management competence • Analyze programs and other types of project portfolios for strategic fit Who should attend? These programs are designed for individuals who have or expect to have responsibility for leading or managing a project, subproject, or project phase. Newcomers will learn new skills. More experienced managers will enhance their ability to apply what they already know.


William R. Duncan William R. Duncan is a principal of PMP, a US project management consulting firm. He currently serves as Director of Standards for the American Society for Advancement of Project Management, a position he has held since asapm was founded in 2000. Previously, he was Director of Standards for the Project Management Institute (PMI), Inc. (USA) from 1992‐1998. Mr. Duncan has over thirty years of management and consulting experience including five years with a major international consulting firm. He was the primary author of the 1994 and 1996 versions of A Guide to the Project Management Body of Knowledge, the most widely used project management standard in the world. In addition, his “process model” of project management was used to organize ISO 10006, Guidelines for quality in project management. He continues to volunteer in support of the project management profession. Mr. Duncan is a member of the directorate for the Operational Level Coordination Initiative (OLCI) which includes representatives from major corporations, key academic institutions with project management degree programs, and all of the major professional associations. He recently developed the initial draft of Performance‐Based Competency Standards for Project Managers for the Global Performance Based Standards for Project Management Personnel Initiative. He is also supporting the efforts of the International Project Management Association (IPMA) to upgrade its International Competency Baseline which is the foundation of IPMA’s Four Level Certification program. Mr. Duncan has also worked as an expert witness on project management practices for a major USA firm. He speaks widely throughout the world on topics such as Organizational Competence in Project Management™, Project Dynamics: the Law of Unintended Consequences, Project Recovery, Project Portfolio Management, Project Risk Management, and Performance‐Based Competency Standards. He has helped clients in North America, Latin America, Europe, Middle East, and Asia improve their organizational competence in project management. Major clients include Allied Signal, Camp Dresser & McKee, Codelco, Entergy Corporation, First Data Resources, FT Interactive Data, Guangdong Development Bank, Investors Group, Liberty Mutual Insurance, Manitoba Telephone, Polaroid, PSM Russia, RSA Security, Schlumberger, Shenzhen Cyberway, Sybase, and Texas Instruments.


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He is a 1970 graduate of Brown University, and has done post‐graduate work at Boston University and Northeastern. Specific, recent two consulting engagements include: • Development of a project manager competency model and career ladder for a large engineering consulting firm. • Facilitation of a project start‐up workshop for a consumer products company. As a result of the workshop, the organization was able to cut nearly two months off the expected project duration — saving nearly $1,000,000.

Course Curriculum: Day One Introduction Projects, procurement, and contracts Understanding the buyer‐seller relationship The four key elements of a valid contract





Contract Management High priority contracting risks Improving communication between buyer and seller


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Breach of contract Payment processing and payment disputes


Day Three Introduction The World of Project Management: other views from around the globe Credentialing approaches: strengths and weaknesses


Day Four Advanced Scheduling Review of key concepts and definitions Scheduling as an iterative process Understanding “control” as a positive construct



Addressing the Weaknesses of CPM Merge bias Monte Carlo analysis Using Devaux’s Reduced Activity Gauge (DRAG) to shorten project duration

Day Five Quality Concepts in Project Management ISO 9000 series and ISO 10006 Fundamentals of Six Sigma and TQM

Project Dynamics: the Law of Unintended Consequences The project as a system: flows and feedback loops


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Understanding Brooks’ Law

Ethics and culture Understanding ethical choices: choosing when there are no good options Managing across cultural divides Course Language: English


Course Manual:

English English

Course Fee : US$ :

3200

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Advanced Project Management Topics Workshop (MCPM Workshop 5) – Certified Program 601 *‫عالميا‬ ‫معتمد‬ – ‫الناجحة‬ ‫المشاريع‬ ‫إدارة‬ ‫في‬ ‫متقدمة‬ ‫لمواضيع‬ ‫عمل‬ ‫ورشة‬ 14 – 16 December 2010, Doha/Qatar Overview This three‐day workshop covers a variety of advanced topics that will help you improve your ability to satisfy your stakeholders’ success criteria. You will learn cost‐effective techniques for quality improvement, the strengths and weaknesses of popular project scheduling software, and how to plan and facilitate an after‐action review session. In addition, you will learn how to apply the concepts of Organizational Competence in Project Management: a new, creative, and more flexible approach to the traditional concept of organizational project management maturity. The workshop also includes a module on project dynamics which explains how various aspects of a project interact in often unpredictable ways. Key Learning Objectives

Upon completion, you will be able to: • Evaluate and improve the performance of an individual project • Apply Six Sigma and Total Quality Management concepts to your project • Assess corrective action using systems thinking concepts • Facilitate project planning sessions and other meetings • Conduct an effective After Action Review (lessons learned session) • List the key assumptions of critical path calculations • Explain why the critical path method almost always significantly underestimates the most likely project duration • Apply DRAG ( Devaux’s Removed Activity Gauge) to reduce project duration • Appraise your organization’s overall project management competence • Analyze programs and other types of project portfolios for strategic fit


Program Technical Director : www.ProjacsTraining.com

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William R. Duncan William R. Duncan is a principal of PMP, a US project management consulting firm. He currently serves as Director of Standards for the American Society for Advancement of Project Management, a position he has held since asapm was founded in 2000. Previously, he was Director of Standards for the Project Management Institute (PMI), Inc. (USA) from 1992‐1998. Mr. Duncan has over thirty years of management and consulting experience including five years with a major international consulting firm. He was the primary author of the 1994 and 1996 versions of A Guide to the Project Management Body of Knowledge, the most widely used project management standard in the world. In addition, his “process model” of project management was used to organize ISO 10006, Guidelines for quality in project management. He continues to volunteer in support of the project management profession. Mr. Duncan is a member of the directorate for the Operational Level Coordination Initiative (OLCI) which includes representatives from major corporations, key academic institutions with project management degree programs, and all of the major professional associations. He recently developed the initial draft of Performance‐Based Competency Standards for Project Managers for the Global Performance Based Standards for Project Management Personnel Initiative. He is also supporting the efforts of the International Project Management Association (IPMA) to upgrade its International Competency Baseline which is the foundation of IPMA’s Four Level Certification program. Mr. Duncan has also worked as an expert witness on project management practices for a major USA firm. He speaks widely throughout the world on topics such as Organizational Competence in Project Management™, Project Dynamics: the Law of Unintended Consequences, Project Recovery, Project Portfolio Management, Project Risk Management, and Performance‐Based Competency Standards. He has helped clients in North America, Latin America, Europe, Middle East, and Asia improve their organizational competence in project management. Major clients include Allied Signal, Camp Dresser & McKee, Codelco, Entergy Corporation, First Data Resources, FT Interactive Data, Guangdong Development Bank, Investors Group, Liberty Mutual Insurance, Manitoba Telephone, Polaroid, PSM Russia, RSA Security, Schlumberger, Shenzhen Cyberway, Sybase, and Texas Instruments. He is a 1970 graduate of Brown University, and has done post‐graduate work at Boston University and Northeastern. Specific, recent two consulting engagements include: • Development of a project manager competency model and career ladder for a large engineering consulting firm. Facilitation of a project start‐up workshop for a consumer products company. As a result of the workshop, the organization was able to cut nearly two months off the expected project duration — saving nearly $1,000,000.

Course Curriculum: Day One Introduction The World of Project Management: other views from around the globe Credentialing approaches: strengths and weaknesses


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Day Two Advanced Scheduling Review of key concepts and definitions Scheduling as an iterative process Understanding “control” as a positive construct



Addressing the Weaknesses of CPM Merge bias Monte Carlo analysis Using Devaux’s Reduced Activity Gauge (DRAG) to shorten project duration

Day Three Quality Concepts in Project Management ISO 9000 series and ISO 10006 Fundamentals of Six Sigma and TQM


Ethics and culture Understanding ethical choices: choosing when there are no good options Managing across cultural divides Course Language: English


English

Course Manual:

English English

Course Fee : US$ :

2200

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Technical Report Writing 19‐21 December 2010, Manama/ Bahrain

602

Objectives Reports play an important duty in the life of a professional engineers and senior technicians. It is a link between the writer and colleagues and clients world‐wide. Engineers and senior technicians are often judged by the quality of their reports, a poorly composed document will not reflect engineers technical expertise or the reputation of their organization. To do their jobs successfully, they must write reports that are both technically correct and easy to read. This five‐day course aims to create a noticeable improvement in the standard of written reports through an intensive program of advice, tutoring and practical exercises. It includes how to meet the needs of readers with different levels of technical knowledge and how to deal with terminology, abbreviations, diagrams, graphs, references, etc. Upon successful completion of this training program the participants shall be able to:  Defining the objectives of technical report  Identify the process for writing  Structuring arguments and information  Decide what type of document needed to write a report.  Recognize the steps involved in preparing a report  Gathering the data to writing the rough draft  Dealing with non‐essential information  Prepare Catalog and Brochures  Collecting Business Information  Using appendices  Using Specifications and Standards Who should attend? The training program is designed and targeted to senior technicians who use technical report in everyday work and need improvement in the standard of written reports.

Course Curriculum Day One :  Types of reports  Categories of audiences for a technical report  Technical problem statements www.ProjacsTraining.com

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               

Previous reports/literature searches Sources of data and Inconsistent & Incomplete data Basic report formats The executive summary Outlines, checklists, Cloning Generic Report Elements Constructive string saving Sections of a technical report Descriptive, Analytical, Comparative, Conclusive, Persuasive, Summaries Purpose of each element Summaries/Reiteration References & Bibliographies Indices and Appendices Page and figure numbers White Space

Day Two:  General report form  Business letter  Letter cover  Letter of complaint  Response to a letter of complaint  Letter of request  Response to a letter of request  Letter or application for employment or admission  Designing a good resume (C.V)  Word Choices  Active Voice and Action Words  Technical Terms and Jargon  Common Mistakes  Style and Grammar Checkers  Consistency in Terms and Style Day Three:  Orienting the non‐specialist readers  Orienting the specialist readers  The short informal reports  The long informal reports  The formal reports  Proofreading  Covers, Bindings, Color and Logos  Maps and Aerial Photographs  Graphs www.ProjacsTraining.com

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  

Schematics, Flow Diagrams Tables and Highlighting the Important Stuff Avoiding Clutter & Confusion

Day Four:  Color, Line Weight and Style  Linking Text and Graphics  Numbering Figures & Graphs  Audience Analysis  Reading Level  Sentence Length  Writing Reports on the Computer  Word Processors  Paints and photo editor  Spreadsheets  Desktop Publishing  Power point  AutoCAD Day Five:  Visual Aids  Types of visual aids and their uses  Designing the visual aids  Convention of visual perception  Using internet and fax to send and receive reports  Applications  Case Studies  Workshop  Questions/Discussion and Conclusion Course Director Professor Abu Bakr Abdelwahab Abu Bakr Abdul wahab, is a professor of mechanical engineering and has an extensive teaching and consulting experience. He has more than 20 years experience in root cause, vibration analysis, condition monitoring, maintenance planning and scheduling, mechanical maintenance, rotary machines, operation, troubleshooting of pumps, compressor, valves, fire fighting works in many consulting and training centers. He worked as a head of mechanical engineering department in Yanbu industrial college under the administration of Royal Commission for Jubail and Yanbu in Saudi Arabia. He is now a senior consultant with Projacs. He developed and delivered many courses on subjects such as design, computer applications, operation, maintenance, scheduling, troubleshooting and technical report writing. These courses include root cause analysis, www.ProjacsTraining.com

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maintenance planning and scheduling, troubleshooting expert system, vibration analysis and measurements, rotating equipment condition monitoring, alignment & balancing, pumps, compressors, valves, computer maintenance management system CMMS, fire fighting systems. Dr. Abuubakr, as rotating equipment consultant, participated in many consulting work such as design, testing, inspection for many different projects. Dr. Abuubakr holds a Ph.D. in Mechanical Engineering from Aston University in Birmingham, United Kingdom, 1985. Dr. Abubakr was granted Four Years Scholarship in addition to the O.R.S award from the UK Government. He published more than 25 scientific articles and papers in local and international conferences and journals. Professor Abubakr acts as an expert witness in court cases and litigation involving machine deterioration or failure.


Course Manual:

English English

Course Fee : US$ 2750


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603

Construction Site Management and Supervision – Advanced Techniques ‫اإلنشائية‬ ‫المشاريع‬ ‫مواقع‬ ‫على‬ ‫واإلشراف‬ ‫اإلدارة‬ ‫في‬ ‫التطورات‬ ‫احدث‬ 26‐30 December 2010, Manama /Bahrain

Overview This 5‐day course is designed to systematically cover the subjects vital to training good contract administrators to manage time, cost, documentation, and effective project control. You will also analyse the issues when a dispute arises during the contract administration phase and examine its time and cost impacts on a project, thus preventing the dispute from becoming a claim. Thus it is very important that a more cost‐effective procedure be put in place to manage and resolve such disputes amicably by the parties before contract close‐ out. Contract close‐out is a very necessary part of project delivery and should be managed effectively in order to finalise project costs. A variety of case studies will be presented. Outcomes: How to… ∙ Prepare and Review contract documents ∙ Risk Mitigation ∙ Establish a responsibility matrix. ∙ Control project documentation and cost, time and quality ∙ Communicate effectively during contract administration ∙ Analyse dispute causes and their impact on time and cost ∙ Analyze and prevent claims ∙ Assess parties’ entitlements and negotiate settlements ∙ Use alternative dispute resolution to resolve claims ∙ Close out contracts DAY 1 Role of the Parties and Project Documentation ∙ Legal Concerns in Contract Administration ∙ Risk Mitigation ∙ Contract Administration– Roles of the Parties ∙ Pre‐Construction Activities ∙ Keeping Good Records ∙ On‐Site Coordination Meetings and Communication ∙ Case Study www.ProjacsTraining.com

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DAY 2 Effective Project Control ∙ Payments and Payment Certificates ∙ Procedures for Change Request Processing and Cost Control ∙ Monitoring Job Progress and Scheduling Requirements ∙ Earned Value and Project Control ∙ Monthly Status Reports ∙ Case Study DAY 3 Dispute Causes and Their Impact ∙ Suspension of Work ∙ Re‐sequencing of Work ∙ Variation Orders ∙ Variations in Estimated Quantities ∙ Differing Site Conditions ∙ Defective Specifications and Drawings ∙ Acceleration of the Work ∙ Force Majeure ∙ Termination for Convenience ∙ Termination for Default and Re‐procurement Claims for Unforeseen Conditions at the Start of the Job  Contractor’s Obligation to Investigate the Site  Employer’s Obligation to Give Information About the Site  Unforeseen Behaviour or Conditions  Engineer’s Role in Mitigating Such Claims Claims for Variations  Variation Order Cost Estimates  Job Factors Affecting Productivity  Overhead and Profit  Reservation of Indirect Costs  Forms for Pricing Changes  Case Study DAY 4 Managing Variations and Schedule Slippage ∙

Contract Stipulations to Calculate Cost of Variations www.ProjacsTraining.com

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∙ Scheduling Provisions ∙ Emphasis on Network Analysis Techniques ∙ Techniques for Delay with Construction Project Management (CPM) ∙ Concurrent Delays ∙ Job Acceleration/Compression ∙ Case Study DAY 5  Measures to Minimize Disputes  Claim Protection and Mitigation Amicable Dispute Resolution by the Parties  Negotiation of Disputes  Mediation of Disputes LITIGATION Substantial Completion and Contract Close‐Out       


Course Language :

English/Arabic

Course Manual:

English

Course Fee :


US$ 2,750

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