All courses at a glance
Note: Please click on the name of the course in the first column for more details on that specific course.
| Name of the course | Duration (Days) | PDUs | Brief overview |
| Training courses home | |||
| Certification courses | |||
| PMP | 4 | 36 * | Preparation course for the Project Management Professional (PMP) certification by PMI. The participant earns credentials of 36 contact hours necessary for appearing for the PMP exam.
This workshop is very unique as it serves two purposes – being handled by a very experienced professional, it consists of case studies, discussions based on live examples to provide practical insights on project management and makes it easy to understand the PMBoK (Project Management Body of Knowledge). On the other hand, it provides very smart guidelines to make it easy for preparing for the exam. For more details on how preparation can be made easy refer to the following article: PMP Preparation – Minimising preparation time without compromising effectiveness |
| PgMP | Preparation course for the Program Management Professional (PgMP) certification by PMI.
This workshop is very unique as it serves two purposes – being handled by a very experienced professional, it consists of case studies, discussions based on live examples to provide practical insights on project management and makes it easy to understand the syllabus. |
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| CPRE | 3 | 24 | CPRE (Certified Professional in Requirements Engineering) is a certification in Requirements Engineering issued by the International Requirements Engineering Board (IREB), head-quartered in Germany. The CPRE syllabus has many commonalities with IIBA’s CBAP and PMI-PBA, but is more technical in nature. This course prepares the participants to take up the CPRE certification exam and clear it. |
| CBAP | 3 | 24 | CBAP (Certified Business Analysis Professional) is a certification from International Institute of Business Analysis (IIBA) and is meant to qualify professionals for the Business Analyst role. This 3-day workshop fulfils the contact hours requirements of IIBA, gears up the participants to take up the CBAP exam and clear the same. |
| PMI-ACP | 3 | 24 | PMI-ACP, the Professional agile certification from PMI is meant to qualify people for the Business Analyst role. This 3-day workshop fulfils the contact hours requirements of PMI, gears up the participants to take up the PMI-ACP exam and clear the same. |
| PMI-PBA | 3 | 24 | PMI-PBA, the Professional Business Analyst certification from PMI is meant to qualify people for the Business Analyst role. This 3-day workshop fulfils the contact hours requirements of PMI, gears up the participants to take up the PMI-PBA exam and clear the same. |
| For Future / New project managers | |||
| Foundations of Software Project Success | 1 | 8 | Based on the Framework of Software Project Success defined by ACE, FSPS is a one day workshop that walks the participants through the project management landscape covering basic and advanced success practices. The basic practices are drawn from the ISO 9001 / SEI CMMi framework while the advanced practices are drawn from the experience of leaders who have delivered large, complex, global projects successfully. |
| Introduction to Agile project management | 1 | 8 | Orientation course for software professionals to adopt agile practices. Covers XP, TDD and Scrum. Scrum is covered more in detail and the concepts covered in Scrum include the scrum roles, product backlog, sprints, burn down charts and so on. |
| For Practicing project managers | |||
| Aligning project schedule to estimation and scope | 2 | 16 | This is an advanced workshop for practicing project managers that teaches best practices in scope management, estimation and project scheduling. The workshop delivers several scope management best practices to stabilize requirements, MVC points estimation technique whose breakdown structure can easily be used as an input to a project schedule, both for agile and traditional projects. Thus, the workshop helps PMs to manage projects effectively using project schedules that are properly aligned to scope and effort estimates. The workshop is very specifically useful in executing fixed price development projects profitably. |
| Requirements engineering and management | 2 | 16 | Requirements Engineering and management has mainly 3 facets – Elicitation, modeling and documentation and change management. These three facets are combined into the same course with their relationship to software life cycle management in this 2-day course where the essentials are covered adequately. |
| Requirement Elicitation for clarity and completeness | 1 | 8 | Ensuring clarity and completeness of requirements gathered reduces requirement volatility in the project by at least half. This one day workshop teaches the participants to select the right stake holders to gather requirements, use the right elicitation technique among many taught and gather requirements to the right level of detail. This course is meant for project managers and Business Analysts who, after going through this course would be able to plan and organize requirement elicitation workshops and elicit requirements. |
| Requirements modeling and documentation for a 3-party concurrence | 1 | 8 | Achieving a common understanding of requirements among the 3 parties – stake holders, requirement elicitation team, and the development team is crucial for project success. Proper requirements documentation with the right modeling techniques and clear documentation with right level of details goes a long way in achieving this 3-party synch. This workshop gears up project managers with requirement modeling and documentation so that they can guide their team to achieve this 3-party synch and at the same time avoid unnecessary details and overheads in the requirements document. |
| Managing requirements and controlling scope creep | 1 | 8 | Requirement management in projects can be categorized into multiple levels. While absence of change control mechanisms can be termed a low maturity level, well defined mechanisms only partially enforced can be called a medium maturity level. Smart and insightful enforcement of change control mechanisms without harming the interest of customer is a high level of maturity. Proactive management of requirements to reduce volatility and planning to accommodate anticipated changes in a planned manner constitutes the highest level of maturity. This one day workshop walks the participants through all levels of maturity and gears them up to manage requirements effectively. |
| Increasing accuracy of software effort estimation | 1 | 8 | Effort estimation for software application development involves mainly two components – methodology and handling business pressures. This course teaches 4 methodologies – Function points, use case points, MVC points and Wide band Delphi and passes on many insights to manage business pressures so as to ensure accuracy of estimates. |
| Advanced planning and tracking for high pressure projects | 1 | 8 | Complex projects need strategies before planning and tracking. Project strategies have to be chosen based on an analysis of project dimensions and identifying the drivers, constraints and degrees of freedom. The planning in terms of resource planning, life cycle selection, task scheduling etc. needs to be done in an integrated manner in alignment with the chosen strategy. While the project dimensions, planning etc. are conceptually simple, applying them to deliver projects successfully requires insights. This course illustrates effective application of project strategies and planning with examples from real life successful projects and teaches the participants how to strategize, plan and track their projects for successful delivery. |
| Implementing risk management in high pressure projects | 1 | 8 | Risk management in software projects has two main elements – firstly the methodology and secondly the practice. Practice further involves two main elements – the motivation (Or conviction about) to practice and pragmatic ways for practicing it. This one day course teaches risk management from all the above perspectives passing on insights on how project managers can solve their problems with risk management and manage projects more effectively. |
| Efficient navigation of projects using MS Project schedules | 1 | 8 | Creating effective project schedules that is actually used to drive the project involves both skill and experience. Creating such schedules goes beyond matching the basics of tasks, durations, resources and milestones. The schedule has to align with the project strategy and has to align with the overall effort estimate, effort break-up for life cycle phases and task sequence has to reflect the life cycle chosen. There is much more to creating such an advanced schedule which is taught in this one day workshop that gears up the project managers to write effective schedules and drive projects with such schedules. |
| Project manager’s role in software test management | 1 | 8 | Managing the testing of software application is crucial to success of the project. Planning and development of test suite, proper documentation of test cases, usage of the testing tools in the right manner, eliminating exccess test cases, and decision making during the testing phase based on intermediate test results and so on constitute responsibilites of a project manager regarding software testing. This course teaches software testing from a project management perspective. |
| Reviving failing projects | 1 | 8 | Reviving failing projects is a competency by itself. It needs a deeper understanding of software engineering, processes and technical skills. Project revival involves a root cause analysis, implementing corrective actions that can not only revive the project but should also be feasible to be implemented in the present context. This workshop provides a structured root cause analysis mechanism and case studies to provide insights into implementation of corrective actions. |
| Managing SLA-driven projects | 1/2 | 4 | Managing SLA-driven projects requires more competencies than that required to manage projects with just accountability to deliverables. The approach towards customers, co-vendors and team management changes in SLA-driven projects and this course puts together several real life case studies to sensitize PMs to the nuances of SLA-driven projects |
| Agile and Scrum | |||
| Delivering software projects with Scrum | 1 | 8 | This is an orientation course for Scrum that covers all the essential practices of Scrum. Specifically, the course covers the difference between traditional life cycle model and Agile models, the Agile manifesto, The complete scrum life cycle with story point estimation, release planning, sprint planning, sprint execution, the three roles of Scrum, sprint retrospect, daily standup meetings and burn down charts and release tracking using burn up and burn down charts. The product backlog, the role of product owner in managing the product backlog, how to document backlog items in the form of user stories. |
| Basic Quality practices for Agile projects | 1 | 8 | Quite often, the agile teams tend to discard everything that is associated with CMMi as they have a dichotomous view of traditional v/s agile way of project management. In reality, agile methodologies differ from traditional project management mainly in life cycle model and does away with rigidities. However, agile projects still need quality practices such as configuration management, release management, reviews, testing and so on to ensure quality. All the upcoming software professionals need training in these topics and this course is specifically for agile teams. |
| Advanced practices for Agile projects | 2 | 16 | Successful delivery of software projects involves many challenges, especially in the estimation, requirements management and schedule / work allocation related ones. The traditional agile practices involved in Scrum addresses some challenges but not all. For instance, the frequent releases in sprints ensures that requirement changes are managed well. But, this does not mean that it gives a license not look for clarity and completeness of requirements up front. Very flexible and progressive elaboration of requirements can extend the number of sprints and escalate the project cost. Having no upfront clarity on requirements at least at a high level makes it difficult to estimate and sign up fixed price contracts and even if a fixed price contract is signed, then there would be a huge risk.
Secondly, the estimation technique involved in Scrum, namely story points, provides only relative sizing and it is difficult to arrive at accurate costing using this method. It requires an advanced method to estimate effort and cost upfront at the RFP level. Additionally, agile projects have a scope for using scheduling tools to optimize work allocation in a different way compared to traditional projects. In a nutshell, the agile projects need many additional advanced practices for successful delivery and this course teaches these advanced best practices for agile projects. |
| Being agile in traditional CMMi project environments | Complete adaptation of agile methods such as Scrum need a paradigm shift in the organizations including performance assessment / appraisals, objective and goal setting, HR policies have all need to be changed to suit the agile environment.
Many organizations find don’t take this large scale leap, but would still like to take the benefits of agile methodologies. This course focuses on customized agile methodologies that only need an incremental learning by the project team rather than a paradigm shift involving sweeping changes in the organization. |
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| Program management | |||
| Managing strategic outsourcing programs | Please contact us for details | ||
| Managing transition projects | Please contact us for details | ||
| Managing projects in a multi-vendor environment | Please contact us for details | ||
| Conducting project health-checks | Please contact us for details | ||
| Leadership programs | |||
| Seven habits of highly effective project managers | Please contact us for details | ||