iedpm-brochure- (1-20 modify) 10 july adviser, ministry of power dr. dalip singh ias (retd.) state...

A large multinational Indian company found I/EDPM programs so useful that they sent 4 persons

in 2012, 6 in 2013, 9 in 2014 and 30 in 2015 - Maximizing Value for Money

i2P2M's Revolutionary Approach to Learning and Development has transformed training viewed as an expenditure to investment with High ROI.

i2P2M has created a global benchmark by recording an astounding 4 times growth over the last 5 years. Globally, this is first time such a growth in executive education is witnessed.

EI

xecutive P roject M anagementD iploma innternational/

DISCOVER

NEW HORIZONS

Class of 2017

noitacude evitucexe ni

kramhcneb wen a gnittes - MP

DE/I

Globally has set a new benchmark in executive education(Fifteen uniqueness of I/EDPM program behind this achievement)

EDPMI /an experience never experienced before

Class of

3950

71

106

145

2011 2012 2013 2014 2015/16

170

2017(Exp.)

(a not for profit company)

setting a new benchmark in executive education globally

Knowledge - Competency - Leadership

Competency ProjectLedership

BuildingTeams

SustainableValues

TransparencyKnowledge

App

licat

ion

2

setting a new benchmarkin executive education

globally

Sharing improves formation of neural networks

i2P2M alumni of over 550 professionals,creating a sustainable network


In last 3 years, DRDO has nominated 35 senior level scientists. Participants of Class of 2016

Dr. Linda A Livingstone, Dean,The George Washington University School of Business, USA discussing the 15 uniqueness of the IEDPM program with Adesh Jain, Chairman, i2P2M

Group of participants from 40 companies

Christopher A. Smith, Assistant Secretary, U.S. Department of Energy speaking on Shale & Tight oil

Group of 18 ONGC Participants in Class of 2016

NHAI nominated 9 persons for IEDPM program in 2016

3


globally

EI

xecutive P roject M anagementD iploma innternational/

EDPMI /

International Institute of Projects & Program

Management (i2P2M) believes that knowledge is Scalar

i.e magnitude only. The development of competency, a

vector takes place only when knowledge is applied in

real live situations.

In June 2011, the part time International Executive

Diploma in Project Management (I/EDPM) was

launched which has created a new global benchmark in

executive education.

: 17 Days spread over 5 Months (June to October 2017) (India + USA)IEDPM

: 12 Days spread over 4 Months (June to September 2017) (India only)EDPM

New Delhi

M1: 28-29-30 JulyM2: 14-15-16 JulyM3: 04-05-06 AugM4: 17-18-19 Sept

Mumbai

M1: 23-24-25 JuneM2: 21-22-23 JulyM3: 18-19-20 AugM4: Combined in Delhi (17-18-19 Sept)

USA

9 -13 October

Enrollment open for Class of 2017

Breakthrough in Learning & Development

Schedule for Class of 2017

an experience never experienced before

Knowledge - Competency - Leadership EDPMI /an experience never experienced before

The fifteen uniqueness of our I/EDPM program has lifted

the BAR of excellence globally to an unparalleled level in

executive education.

Our program covers knowledge acquisition, competency

d e v e l o p m e n t , a s s e s s m e n t , p r e s e n t a t i o n s ,

recommendations, their acceptance by management and

implementation at work place.

We nurture leaders and bring out their best.

Knowledge

Application

Competency Leadership

SustainableValues

Transparency

BuildingTeams

I/ EDPM - an experience never experienced before

International / EDPM - a world-class product to nurture world-class project leaders. Be a part of this internationally acclaimed program

4


globally

i2P2M's revolutionary approach creating ripples world wide

Creating a new benchmark EDPMI /an experience never experienced before

"Why strategic execution fails? One factor is lack of understanding that all strategic initiatives are projects and programs..." - Harvard Business Review (HBR) South Asia May 2015

International Institute of Projects and Program Management (i2P2M), a not for profit company incorporated under Section 8 of the Companies Act, 2013 is a premier institution dedicated to providing world-class education in Project, Program and Portfolio (P3) Management.

i2P2M began its journey in 2011 with the Vision to provide the best possible project management executive education globally to executives and senior managers across all industries.

In last 6 years, i2P2M has realized its Vision with astounding success. 15 Uniqueness of I/EDPM's part time diploma program is at the core of this accomplishment. This was possible due to the continued encouragement and support from the eminent members of the Academic Industry Council (AIC) who are from academia, industry and government. i2P2M is also thankful to industry leaders for sharing their valuable experiences.

i2P2M has collaborated for its I/EDPM Program with the George Washington University, School of Business, Washington DC, USA which is the foremost university in project management discipline in USA.

The Academic Industry Council (AIC) of i2P2M has representatives from the best academic institutions of India, industry stalwarts as well as from government.


globally

Group Photo of the AIC Members & Special Invities AIC Meeting 2015 is in Progress

* 0 01 7Designations are as on 1. .201

ChairmanT K A Nair, Adviser to

Former Prime Minister of India

Member SecretaryAdesh Jain

Prof. S ChattopadhyayDirector, IIM,Calcutta

Prof. Ashish NandaDirector, IIM, Ahmedabad

Dr. Rajiv KumarSenior Fellow, Centre for Policy Reaserch

D S RawatSecretary General, ASSOCHAM

Raj PalEconomic Adviser, Ministry of Power

Dr. Dalip Singh IAS (retd.)State Election Commissioner, Haryana

(Special Invitee)

Ravi UppalMD & Group CEO, Jindal Steel & Power

Rajeev BhadauriaDirector Group HR, Jindal Steel & Power

Dr. Shyam GiridharadasAdjunct Professor, GWU, USA

Prof. Pankaj ChandraFormer Director, IIM, Bangalore

K VenkataramananChairman, L&T Hydro Carbon Engg.

Members of Academic Industry Council (AIC) of i2P2M *

5


globally

GWU School of Business and i2P2M - offering the best

in

association

with

i2P2M

Working Togetther In Executive Education EDPMI /an experience never experienced before

" I am privileged to have gone through the 4 modules of EDPM in India. For me, it was certainly an experience never experienced before. I strongly recommend that Senior level Officers in State Governments should go through this unique and one of its kind program in project and program management ."

- Dr. Rajendra Mishra, Principal Adviser, State Planning Commission Govt. of MP

" Was a mind boggling experience in getting exposure to the best possible inputs from GWSB faculty, NASA visit, Government Accountability Office, The World Bank and from Department of Energy. This opportunity comes once in a life time. 4 Modules in India made us well prepared to absorb all the inputs given here in USA."

- Dr. Abhijeet Tikkha, ONGC

(2010) Prof. Forman of The George Washington University

School of Business (GWSB)

(2012) Davendra Verma DDG, MOSPI, Govt. of India

receiving certificate of participation

(2015) (L-R) Shyam- GWSB, Krishnan- NASA & Adesh-i2P2M (2016) Peter Easely, The World Bank

The George Washington University School of Business (GW School of Business) is the Business School of GWU in Washington, D.C. A top-tier institution, GW School of Business (GWSB) has attracted some of the nation's most outstanding leaders from the academia, government and the business world.

Recognized as one of the country's best business schools, GWSB provides scholarly research, teaching excellence, and innovative curricula focused on responsible management in the global environment.

GWSB is one of the most prominent schools globally in the field of project management. GWSB has a well known Master of Science in Project Management Degree Program.

GWU is known to prepare the next generation of leaders

Adesh Jain handing over the Certificate in Project Management (CIPM) credential to Dr. Rajendra Mishra (2016).

49 participants of Class of 2016 in a group photo in the main hall of the George Washington University, School of Business, USA

6


globally


(2011) Dr. Nitish Sengupta, the first Chairman of the Academic Industry Council (AIC) receiving a memento from one of the participants

(2011) Dr. DV Kapur, founder CMD of NTPC seen with the participants from NTPC

(2015) Dr. Ashutosh Karnatak, Director (Projects), GAIL sharing his experience with the154 participants of IEDPM in 2015

(2014) DK Sarraf, CMD, ONGC Ltd. sharing his rich experience with the participants

(2013) In the center, TKA Nair who is currently Chairman of Academic Industry Council (AIC) addressing the participants. Dr. Shyam Giridhardas of GWSB is on his (R) and Adesh Jain on his (L)

(2016) In 2016, VP Mahawar, Director (Onshore), ONGC Ltd. shared his experience in managing complex projects. He is receiving Guru Dakshina from one of the participants

(2011) In 2011, NASA Administrator Charles F Bolden Jr. addressing the IEDPM Participants. It was a rare treat to listen to the Administrator who is an Astronaut and Head of NASA

(2013) Deborah Hein, Director of Business Development of International Centre for Complex Project Management (ICCPM), Australia shareed her experience on managing complex projects

Sharing experience and wisdom(Over 30 stalwarts from India & abort have shared their & wisdom since 2011)

Knowledge is power & application is energy

7


globally


(2011) Group Photo of the First Batch, Class of 2011. There were 39 participants from 23 organizations

(2012) Group Photo of the Second Batch that participated in the 5 day program at GWSB, USA

(2016) Christopher A. Smith, Assistant Secretary, U.S. Department of Energy speaking on Shale & Tight oil- a game changer

(2016) L to R Adesh Jain, Peter Easley, Dy. Chief of Procurement, The World Bank, Dr. Shyam Gridhardas of GWSB, USA

Participants from Nepal who attended i2P2M's program with Adesh Jain, Chairman, i2P2M

I/EDPM Participants in the Video Conference with the faculty of the George Washington University, USA

(2013) Group Photo of the Third Batch. There were 71 participants from 31 organizations

(2015) Group Photo of the Fifth Batch. There were 154 participants from 42 organizations

Historical moments

Together, we build a project oriented culture

8


globally

Exams create seriousness, transforming knowledge to competency

Making Difference EDPMI /an experience never experienced before

i2P2M

i2P2M’s Unique Revolutionary approach to Learning and Development (L&D)Transforms Training from Expenditure to Investment with High ROI.

i2P2M provides effective knowledge acquisition, knowledge evaluation and implementation of the knowledge at the workplace.

Knowing is not enough; we must apply - Goethe

i2P2M has Fifteen Unique Features

Ensures seriousness and acquisition of new knowledge

New Knowledge Exam cleared

Knowledge AcquiredExam (Test Knowledge acquired)

Write a report after every module showing how knowledge gained can be applied at the workplace

Think Innovatively Write Reports for applying the knowledge acquired

PROJECTREPORTS

PROJECTREPORTS

New Knowledge

i2P2M’s First Uniqueness - Test knowledge Acquired

i2P2M’s Second Uniqueness - Apply new knowledge

9


globally

Learn what to do and what not to do

Collective wisdom to evolve industry best practices EDPMI /an experience never experienced before

Stalwarts from the Industry Interaction with the Participants

Learn and interact with leading business leaders

Read two relevant project risk management articles and summarize your learnings from them

Share your learning

1

2

3

Major concerns of each participant categorize and prioritize concerns

Experts to facilitate to evolve guidelines

Seek solutions together

Consolidate lessons learned in the course

World Class Case Studies Group Discussion

Validation of Learning

P

Competency

KnowledgeSkills

i2P2M’s Third Uniqueness - Learn from success stories of leaders

i2P2M’s Fourth Uniqueness - Research & learning

i2P2M’s Fifth Uniqueness - Articulate your concerns in implementing projects

i2P2M’s Sixth Uniqueness - Learning from success stories

10


globally

Networking is most powerful


Group yields best outcome

Participants from the same company get together to discuss the best practices for their company in any of the 4 areas mentioned on left

Plan / Organize

Implement /Control

SkillsIntegrate /Close out

PROJECTREPORTS

PROJECTREPORTS

4

PROJECTREPORTS

PROJECTREPORTS

PROJECTREPORTS

PROJECTREPORTS

PROJECTREPORTS

PROJECTREPORTS

1 2 3

PROJECTREPORTS

PROJECTREPORTS

5

Module Reports

Writing a (CFR) - outlining few recommendations for implementation in their organization

Write Composite Final Report (CFR)

COMPOSITE FINAL REPORT


Think 'Holistically'

Transform knowledge to competency by implementing new ideas at workplace

i2P2M’s Seventh Uniqueness - Evolving best practices for their company

Be an internal consultant

Each participant makes a one page recommendation in Module 4 to bring change in the organization

i2P2M declares the 'Best Student of the Year' award based on their composite performance in the classincluding marks in various exams and reports. Winner gets i2P2M scholarship to attend the one week International Module at The George Washington University, USA in October

Performance countsG

S B

Group based presentation to company's senior management and PM experts and arrive at some common consensus to bring changes

Be a change agent

i2P2M’s Eighth Uniqueness - Make positive impact to organization working

i2P2M’s Ninth Uniqueness - Recognize excellence and reward

i2P2M’s Tenth Uniqueness - Early buying in of the senior management

i2P2M’s Eleventh Uniqueness - Experience consulting process

11


globally


To cause minimum disturbance in participants office work, the training is specifically held on Fri-Sat-Sun

Knowledge acquisition requires'DEDICATION' (sacrificing weekends)

Involvement of Senior Management

Management buying in & networking with fellow alumni

i2P2M’s Twelfth Uniqueness - Acceptance by management

Buying-in of the senior management

Participants to present recommendations to their Senior Management

Recommendations Accepted

Project Management Process

Composite Final Report (CFR)



Maximizing value for money

RecommendationsAccepted

Review of Recommendations

Implemented

Agreed Action Plan inconsultation with Management

Impact analysis of successful implementationof recommendations

Problems faced in Implementation

Share success stories,innovations and new ways of managing complex projects

New Ideas

Issues

Enrichment

Solutions

i2P2M

i2P2M Alumni

i2P2M’s Thirteenth Uniqueness - Facilitating implementation (Optional)

i2P2M’s Fourteenth Uniqueness - Communicate and share across alumni network

i2P2M’s Fifteenth Uniqueness - Learn without disrupting office work

12


globally

Making a Difference EDPMI /an experience never experienced before

Endorsement from companies, validation from participants

Oil & Natural Gas Corporation Ltd.

Indian Oil Corporation Ltd.

Adani Infra (India) Ltd.

Steel Authority of India Ltd.

Jindal Steel & Power Ltd.

Hindustan Petroleum Corpn. Ltd.

Neyveli Lignite Corpn. Ltd.

Central Power Research Institute

Defence Research & Dev. Organisation

BrahMos Aerospace (P) Ltd.

Bhakra Beas Management Board

Damodar Valley Corporation

Rural Electrification Corporation Ltd.

Lanco Infratech Ltd.

Coal India Ltd.

Jawaharlal Nehru Port Trust

Rail Vikas Nigam Ltd.

Engineers India Ltd.

Mumbai Port Trust

Paradip Port Trust

Telecommunications

Consultants (India) Ltd.

Rashtriya Chemicals & Fertilizers

Indraprastha Gas Limited

Celica Developer Pvt. Ltd.

Central Mine Planning & Design Institute Ltd

The Fertilisers And Chemicals Travancore Limited

Chennal Petroleum Corporation Limited

Institute of Management Technology

Ministry of Statistics and Programme Implementation

Adani Power Limited

Bharat Coking Coal Ltd

Eastern Coalfields Ltd

Egis India Consulting

Engineers Pvt. Ltd.

National Building Construction Corporation Ltd.

Power Grid Corporation of India Ltd.

Bharat Petroleum Corporation Ltd.

Ramky Infrastructure Ltd.

Water & Power Consultancy (India) Ltd.

Engineering Projects (India) Ltd.

Wartsila (India) Ltd.

Power Finance Corporation Ltd.

Airports Authority of India Ltd.

Bhabha Atomic Research Centre

Delhi Metro Rail Corporation

National Highways Authority of India

Indian Rare Earths Limited

Mahanadi Coalfields Limited

Housing & Urban Dev. Corpn. Ltd.

Gujarat Heavy Chemicals Ltd.

Some of the companies that have participated in the I/EDPM program(Class of 2011, 2012, 2013, 2014, 2015 and 2016)

13


globally


8273 64 69

61

11

80 75

4 4 10 1015 15

Coal India Ltd.

61

3

20.3

18.2

5

16.0 8.2

6.9

5.5

5.3

5.0

Improvementfactor from

5 to 20 times (Score out of 100)

R. C. F

66

77

3540

68

39

76

46

77

51

Western Coalfields Limited

1.9

1.9 1.7

1.6 1.5


1.5 to 2 times (Score out of 100)

Report on effectiveness of project management program pre and post CIPM exam assessment

stWe conduct a 30 minute test - Project Management Knowledge Quotient (PMKQ) comprising of 20 questions at the start of the 1 Module of I/EDPM to assess each participants current knowledge and then compare this with their performance in the 2.5 hour CIPM certicate exam after 3 days of extensive training on Totality of Project Management which extensively covers all areas of project management. The improvement seen is phenomenal - on average the knowledge domain of all participants goes up by a factor of 2.7 times.

The following results are for the Class of 2016 with 119 participants from 38 companies

Average improvement of 119 participants covering 38 companies of Class 2016 is in module 1 by a factor of Globally no other program can give you such a drastic 2.7 times.

improvement in 3 days

Benchmarking yields performance improvement

TMPre Test (PMKQ ) Score CIPM Exam Assessment Score Improvement by the factor of times x.x

x.x

Legend:

6164

1313

62

15

61

18

64

17

71

22

62

20

63

21

65

28

68

32

70

24

61

22

60

22

87

33

81

31

70

27

73

30

4.54.9

2.9

75

31

2.4

2.3

2.3

78

34

Bharat Coking Coal Ltd.

2.3

64

28

2.3

73

33

Central Coalfields

Limited

2.2

77

35

Eastern Coalfields

Limited

2.2

73

33

2.2

65

30

2.2 2.1

2.8 2.7

2.6

2.6

2.6 2.4

4.1 3.7

3.3 3

.2

3.1 3

65

28

Improvementfactor from 2 to 5 times

(Score out of 100)

Central Power Research Institute

Madhya Pradesh Paschim Kshetra

Vidyut Vitaran Company Ltd.

62

9

65

10

6064

72

32

8.2

6.9 6.5


6 to 32 times

(Score out of 100)

62 6768

1312

65

16

7175

19

74

19

66

18

60

19

60

1920

65

21

65

21

Western Coalfields Ltd.

62

63

24

73 71

25

6162 64

35

80

28 28 26 28

68

30

61

2735

74 68

33

Coal India Ltd.Bharat Coking Coal Ltd.

5.7

3.7

2.6 2

.6

2.3

2.3

2.3 2

.1

2.1

2.5

2.5 2.3 2.3

3.2

3.2

3.1 3

.1

3.1

5.2 5.2 5.0

4.1 3

.9

3.9

12 14

64

15

4.2

65

30

2.2

67

32

2.1

68

28

2.4

81

21

3.9

Improvementfactor from 2 to 6 times

(Score out of 100)

R. C. F

66

34

62

34

71

461.9 1.8 1.5

76

39

Central Coalfields Limited

1.9

70

38

Eastern Coalfields Limited

1.8


1.5 to 2 times

(Score out of 100)

Madhya Pradesh Paschim Kshetra

Vidyut Vitaran Company Ltd.

14


globally


Report on effectiveness of risk management program pre and post CrtPRM exam assessment

We conduct a 30 minute test - Risk Management Knowledge Quotient (RMKQ) comprising of 20 questions at the start of the 3rd Module of I/EDPM to assess each participants current knowledge and then compare this with their performance in the 2 hour CrtPRM certicate exam after 2 days of extensive training on Project Risk Management which extensively covers all areas of risk management including ISO31000. The improvement seen is phenomenal - on average the knowledge domain of all participants goes up by a factor of 2.9 times.

The following results are for the Class of 2016 with 119 participants from 38 companies.

Pre Test (RMKQ) Score CrtPRM Exam Assessment Score Improvement by the factor of times x.x

x.x

Legend:

The biggest risk is not to understand risk

Average improvement of 119 participants covering 38 companies of Class 2016 in module 3 is by a factor of Globally no other program can give 2.9 times.

you such a drastic improvement in 2 days

15


globally


Summary of the improvement factor of the 119 participants from 38 companies of the I/EDPM Class of 2016 (Module 1 & 3)

i2P2M has a unique approach to Learning & Development. At the beginning of Module 1 and 3, a 30 minute Pre Test (PMKQ for Module 1 and RMKQ for Module 3) is conducted for each participant to assess their current depth of knowledge. Based on the results, the faculty adjust the training program to an extent of 10% – 20% to tailor it with the participants Pre Test results.

i2P2M conducts the Certicate In Project Management (CIPM) credential 2.5 hour exam at the end of Module 1 and the Cer ticate in Project Risk Management (CrtPRM) credential 2 hour exam at the end of Module 3.

Based on last many years results, it was found that the improvement factor in learning the new state of the art concepts in line with contemporary trends is of the order of 3 times. It is HUGE gain in a short duration of 2 to 3 days of Training.

This effectiveness of Training assures the sponsoring organizations to derive the maximum value for money. i2P2M's unique methodology where we assess as where do we stand and then impart world class training is very much appreciated globally.

Performance assessment at a glance

Module 1- Totality of PM Module 3- Risk Management

S.N.

Airport Authority

Bharat Coking Coal

BEML

Bharat Petroleum

Central Coaleld

Celica

Coal India

Chennai Petroleum

Central Power Research

Delhi Metro

DRDO

Damodar Valley

Eastern Coaleld

Engineering Projects

FACT

GAIL

Gujrat Heavy Chemicals

HMEL

IFCI

Indraprastha Gas

Indian Oil

IREDA

JCB

Jindal Steel & Power

Mahanadi Coaleld

MP Govt (SPC)

MP Power Distribution

National Highway Authority

NHPC

NTPC

ONGC

Power Finance

RCF

RITES

Southern Eastern Coaleld

Satluj Vidyut

TCIL

Western Coaleld

13

34

28

40

33

3

10

4

13

46

30

10

35

18

15

30

22

31

33

17

21

15

32

28

22

4

28

20

22

27

31

33

11

24

35

15

39

51

21

14

46

28

39

28

13

2

15

19

32

18

38

9

12

28

24

35

21

33

21

35

10

27

19

34

34

20

19

30

22

28

12

26

16

25

34

19

65

71

71

68

76

64

67

64

64

74

67

66

70

62

68

71

63

80

81

68

65

74

65

61

60

66

66

62

60

68

65

73

62

61

65

62

62

75

64

78

65

77

73

61

82

73

61

76

65

69

77

61

62

73

61

81

87

64

63

75

68

65

60

64

64

62

71

70

75

72

61

70

66

80

68

77

4.9

2.3

2.3

1.9

2.2

20

8.2

18.0

4.6

1.7

2.2

6.9

2.2

3.4

4.1

2.4

2.8

2.6

2.6

3.8

3.0

5.0

2.1

2.3

2.7

16.0

2.3

3.1

3.2

2.6

2.4

2.2

5.6

2.9

1.9

5.3

1.7

1.5

3.1

5.0

1.5

2.4

2.0

2.3

5.2

32

4.2

3.9

2.1

3.7

1.8

6.9

5.7

2.6

2.6

2.3

3.9

2.1

3.1

2.1

6.5

2.3

3.2

3.2

1.9

3.1

3.2

2.3

3.0

2.6

5.2

2.4

4.1

2.5

1.8

4.0

Pre Test(PMKQ) out of 100

119 participants from 38 companies

Pre Test (RMKQ)

out of 100

CrtPRM ExamAssessment out of 100

CIPM ExamAssessmentout of 100

Improvement by a factor of

Improvementby a factor of

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

26

27

28

29

30

31

32

33

34

35

36

37

38

Module 3 - Project Risk Management

67

23

Pre Test (RMKQ) Score

After 2 days in CrtPRM Exam

Improvement by2.9 times

Average Improvement of the 119 participants of Class of 2016 from 38 companies is Globally no 2.9 times.other program can give you such drastic Improvement in 2 days.

Average Score of 119 participants CrtPRM Exam in %

Average Score of 119 participants Pre Test in %

Module 1 - Totality of Project Management

69

26

Pre Test (PMKQ) Score

After 3 days in CIPM Exam

Improvement by2.7 times

Average Improvement of the 119 participants of Class of 2016 from 38 companies is 2.7 times. Globally no other program can give you such drastic Improvement in 3 days.

Average Score of 119 participants CIPM Exam in %

Average Score of 119 participants Pre Test in %

Module 1

Totality of Project

Management

Module 2

Computer Based Real Time Prendo Simulation

• • Pactio | Spatium

Module 3

Project Risk Management and Human Capital

June July August

Used by

INSEAD

Simulations Performance Score Rating

Two project risk management related articles with summary

Risk ArticlesProject

Learn from success stories of leaders

World Class Case Studies

1

2

3 6

4

Major concerns of participants

in implementingprojects

Facilitated by

experts

Guideline to handle concerns

x5

1

2

3

i2P2M's revolutionary approach to learning & development is creating ripples worldwide16


globally

Validate Ideas EDPMI /an experience never experienced before

154

Module 4 Module 5

Program

September October

i2P2M declares the Best

Student of the program based on 1st three modules

Is awarded scholarship for the International

study tour

One hour presentation by group to their

management

Facilitating Implementation

by Expert

Composite final report with

recommendations

Some recommendations accepted

Submitted to

2P2M i

Facilitating Implementation

by Experts

GS B

To cause minimum disturbance in participants office work, the training is specifically held on

Fri-Sat-Sun once a month

Submitted to management

(Optional)

Suggested

Best Practices

(Group basis)

7

8

9

10

15

Join 2P2M alumnii

14

13

12

11

17Upgrade knowledge and apply to your workplace


globally


Maximizing Value for Money

Overview of I/EDPM(Fifteen uniqueness making it globally no. 1)

18


globally

PM1: Understanding the Totality of Project Management

This course covers the 8 Project Life Cycle Phases, 36 Knowledge Areas and 117 Concepts.

Ch

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Req

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P

lan

& D

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Knowledge Leverage

Deliver & Closeout

Conceptualize

Plan

Organize

Implement

Control

Integrate

The most comprehensive coverage of project management syllabus.

Module-1


International EDPM syllabus comprises of five modules

Understanding the Totality of Project Management

Managing change is becoming increasingly complex due to rapid technological advances and instant seamless exchange of

information globally. Goals and strategies can be successfully achieved through projects. Past experience must be tempered with

the future to manage changes pro-actively. We must take decisions consciously considering uncertainties. The challenge in

managing projects lies in accelerating the 'rate of reduction of uncertainties'.

We conduct a Pre Test of 30 minutes at the start of this Module to assess each participants current knowledge and then compare

with the results obtained by the participants on 3rd day in the CIPM Exam of 2.5 hours. The improvement in learning the new

concepts and best practices in the knowledge domain on average goes up by a factor of 2.7 times.

There are eight Project Life Cycle (PLC) phases – Conceptualize, Plan, Organize, Implement, Control, Integrate, Deliver and Closeout

and Knowledge Leverage. Each phase has been depicted using different colors of varying intensity showing the intensity of the work

during that phase.

Some of the 36 Knowledge Areas covered are: Stakeholder Management, Need Analysis, Business Case, Success Criteria,

Scope Definition, Time Management, Cost & Finance, Project Management Plan, Roles & Responsibilities, Risk & Opportunity,

Procurement, Quality, Information Management & Reporting, Contract Administration, Communication, Organization Structures,

Leadership, Motivation, Conflict Resolution, Team Performance, Negotiation, Change Management, Issue Management, Problem

Solving, Internal & External Interfaces, Health, Safety and Environment, Closeout, Post Project Evaluation, CSR etc.

Experience is not a substitute for continuous learning

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Module-1


First four modules in India and the fifth in USA

New Delhi

Mumbai

: 28-29-30 July 2017 (Fri-Sat-Sun)

: 23-24-25 June 2017 (Fri-Sat-Sun)

“Certificate In Project Management (CIPM) is a major step forward for the PM profession”

- Dr. Vladimir Voropajev, President, Russia Project Management Association (2007)

Report on Module 1

Is must and should be written by participants suggesting changes in their own work environment in view of inputs

gained in the Totality of Project Management module.

Target date for submitting the above report:

th th New Delhi:11 July 2017 Mumbai: 18 July 2017

PM1: Understanding the Totality of Project Management (contd.)

At the end of this module, participants will be given a comprehensive examination leading to the Certificate in Project Management

(CIPM) credential. Exam is of 2.5 hrs duration.

“Certificate In Project Management (CIPM) is unique and should become a must for professionals of an enterprise to create a common vocabulary”

- Dr. Hiroshi Tanaka, President, Project Management Association, Japan and PM Advocate of JGC Corpn. (2007)

“What makes Certificate In Project Management (CIPM) program world class is its comprehensive syllabus covering 8 project life cycles phases, 36 knowledge areas and 117 concepts with an extremely robust certification process. I myself have gone through the CIPM and in my opinion, it should be a pre-requisite for all PM professionals globally.”

- Prof. Dr. B. Nag, IIM Calcutta

Upgrade knowledge and apply at your workplace

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Module-2


PM2A: Real Time Simulation Workshops (14-15 July in New Delhi, 21-22 July in Mumbai)

Prendo was commissioned by Shell to design and develop a simulation of how typical spectrum of stakeholders behave during a

major project. The simulation brings to life the a universal leadership challenge of maximizing support across a range of parties

who have different interests, agendas and motives. The simulation is used across the globe with numerous industries.

A1 Simulation on Managing Stakeholders

New Delhi: July 14 Mumbai: July 21

Is Director of Prendo Simulations Ltd: With a specialism in simulating the challenges of leading

complex projects, Prendo's simulations are used at many of the world's top business schools,

including: Columbia, IMD, INSEAD, MIT Sloan, Oxford/Saïd and Wharton.

Guy has delivered hundreds of simulation workshops in over 30 countries around the world, with

organizations including: Bechtel, EDF Energy, Gazprom, Goldman Sachs, IBM, Morgan Stanley,

Oracle, Petrobras, Shell and the United Nations. He teaches on various MBA, EMBA and executive

programs at Cambridge, Columbia, MIT Sloan, etc.

Guy Giffin

- the simulations ensure profound understanding by giving users chance to see 'both INSIGHT cause and effect'.

FORESIGHT - the simulations provide hands on experience to reduce the risk of making mistakes in the real world.

EFFICIENCY - the simulations provide accelerated experiences ensuring fast, effective and accessible learning.

forcing claritywisdom transfer

rehearse“pre-mortems

intense experiencesfaster learning

INSIGHT

FORESIGHT

EFFICIENCY

Three compelling reasons to develop and use a Prendo Simulation

I/ EDPM Participants- Delhi Guy Giffin introducing the simulation program

Astounding enrollment growth rate of 30% annuallysetting a new benchmark

The only source of knowledge is experience. - Albert Einstein

Real Time Simulation and Experience Sharing

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Module-2


Prendo’s simulations are used by many global organizations and leading business schools, including:

A2 Simulation on Project Leadership

New Delhi: July 15 Mumbai: July 22

Prendo's Project Leadership simulation gives participants an intense experience of managing a complex project from planning

through to operation. Teams make a series of judgments about: the contract and procurement strategy, defining the scope and

changes, clarifying the project objectives, risk and stakeholder management, scheduling and resourcing. Crucially, the simulation

brings to life the importance of integrating all the relevant disciplines.

Is must and should be written by participants suggesting changes in their own work environment in view of learnings of simulation

and interaction with leaders


th th New Delhi: 9 August 2017 Mumbai: 16 August 2017

PM2B: Experience Sharing Session (16 July in New Delhi and 23 July in Mumbai)

Report on Module 2

We invite leaders from industry to share their success stories in implementing their projects with excellence. The uniqueness of this Experience Sharing Sessions is open dialogue between a resource person and the participants.

I/EDPM Participants - Delhi I/EDPM Participants - Mumbai

New Delhi

Mumbai

: 14-15-16 July 2017 (Fri-Sat-Sun)

: 21-22-23 July 2017 (Fri-Sat-Sun)

Expand your imagination, innovate and simulate the real world

Share your experience with leaders

PM2A: Real Time Simulation Workshops (contd.)

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Module-3


Project Risk Management, Human Capital and Authentic Leadership & Experience through Case Studies

Transparency reduces risk, hidden agenda increases risk

50% of project management is risk management

Transparency reduces, hidden agenda increases risk

PM3A: Advanced Project Risk Management (04-05 August, New Delhi and 18-19 August, Mumbai)

Projects are taken up to build the future and are full of uncertainties. Risk is, therefore, at the center stage of managing projects. Risk is associated with all aspects of a project - scope, time, cost, quality, communication, HR, contracts and integration. Risk can also be triggered by political, technical and social environment. Diverse interests of stakeholders contribute significantly to project risks. Few success stories in managing risks will also be covered.

We conduct a Pre Test of 20 minutes at the beginning of this Module to assess participant's current knowledge and then compare ndwith the results obtained by the participants in the CrtPRM Exam of 2 hours held on 2 day. On average the the improvement in

learning the new concepts and best practices in the knowledge domain on average goes up by a factor of 2.9 times.

At the end of this module, participants will be given a comprehensive examination leading to the Certificate in Project Risk Management (CrtPRM)

credential. Exam is of 2 hours duration.

Is Chairman, i2P2M. He holds B.E. in Electrical Engineering from the Indian Institute of Science, Bangalore and Masters of Engineering from Canada.

At the age of 33 years, was heading one of the divisions of BHEL. In 2005, he became the only non-European President of IPMA which comprises of 59 Member Associations from all the continents. In 2006, was made the Honorary Chairman of China Construction Project Management Committee (CPMC). Was invited twice in 2010 and 2012 to give presentations at the NASA - PM Challenge conference.

Was an Independent Director of NTPC Ltd. from 2009 to 2012. Was also a Member of the high powered MoU Task Force setup by Department of Public Enterprises, Government of India for six years (2006-2012).

Recognizing his global contribution in project management, Government of Turkey released a postal stamp (limited edition) in his honor in November 2010.

Adesh Jain

In short, he is a visionary leader shaping the PM profession globally.

Project RiskManagement

IntegrationManagement

Stakeholders

Contract

Scope

Cost

Human Resource

Communication

Quality

Time

Project Risk

Management

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Res

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Project and operational

Program

UncertaintyStrategic decisions

Decisionstransferring strategy

into action

Decisionsrequired for

implementation

Strategic

Hierarchy of Risks

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Module-3


Globally acclaimed to be most effective program in transforming knowledge to implementation at workplace

New Delhi

Mumbai

: 04-05-06 August 2017 (Fri-Sat-Sun)

: 18-19-20 August 2017 (Fri-Sat-Sun)

Complexity simplified by Authentic leadership

PM3B Human Capital and Authentic Leadership (0930 -1330 hrs: 06 August in New Delhi and 20 August in Mumbai)

Every person in the world has a unique E4 - Education, Experience, Emotions and Expectations which impacts their interaction in society and in managing projects. Unique E4 is like a distinct finger print. The challenge for planning and implementing projects, programs and portfolios is to integrate different E4s to supplement each other. This is the kernel of Team Building.

This half day module is the key in managing human capital which can be done through authentic leadership.

PM3C: Experience Sharing through Case Studies (1430 -1730 hrs: 06 August in New Delhi and 21 August in Mumbai)

Case Studies related to risk management will be discussed by the participants based on their organizations projects.

AX

#


th th New Delhi: 5 September 2017 Mumbai: 12 September 2017

Human capital is the currency to invest in and enhance the value of a precious resource available to organization - Human Resources. Like any investment capital, the goal of human capital is to maximize the value and minimize the risks.

What is exciting about this module is the strategic approach to human capital management. An insight will be provided as to how inspirational and authentic leaders can genuinely make positive transformational changes in organizations by managing their human capital more effectively, and effectively.

Taken from Adesh Jain’s concept presented at NASA’s PM Challenge in Orlando, USA February 22-23 2012 “Awakening of project consciousness through stakeholders buying in”

Is must and should be written by participants suggesting changes in their own work environment in view of learning in project risk

management and human capital module.

Report on Module 3

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Module-4


Globally has set a new benchmark in executive education

Advanced Project Management Concepts and Selected Case Studies

Together with emphasis on technical domain, managing projects also requires competencies in behavioral and contextual domains. The social context is increasingly becoming a major factor in implementing projects. Stakeholders buying in is the essence in starting a project and its implementation. This requires a great amount of understanding amongst various players and should result in a win-win situation amongst all the stakeholders.

A1 Critical Chain Project Management (CCPM)

Enunciated by Dr. Eli Goldratt, CCPM brings a new dimension in managing projects. It helps in leveraging Human behavior with

aggressive schedules and monitoring through buffers. Implementation of CCPM requires a great deal of trust amongst all the team

members cutting across the hierarchy of the management. It requires to develop time estimates based on the most aggressive

schedules without any padding kept at activity level. The buffers of individual activities can be clubbed to create a project buffer. The

essence of CCPM shall be discussed in the classroom.

A2 Contract and Procurement Management

A3 Complex Project Management

Cu

stom

er

Cost Benefit based Procurement

Resulting in Project Excellence

Con

sult

ant

Con

trac

tor

Other Stakeholders

Effective Contract Management

Complex project involves uncertainties, ambiguities, dynamic interfaces, political and external influences, integration at diverse locations, technology life cycle considerations, managing complex human behavior etc. A simple project could become complex and then out of control resulting into 'Fire Fighting'. An outline of defining complexities and 'how to deal with complexities' shall be discussed in this sub-module.

Contract and procurement management is at the centre stage of project implementation. Well defined strategies must be worked out 3prior to undertaking of projects to ensure smooth relationship amongst Customers, Consultants and Contractors (C ). All of them

must be passionately involved in completing the projects.

PM4A: Advanced Project Management Concepts (17 September, New Delhi)

Trust is the key element in aligning stakeholders.

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Module-4



rdNew Delhi & Mumbai participants: 3 October 2017

In this fourth module of the International Executive Diploma in Project Management (EDPM), we spend one full day in discussing the

complex case studies as to the application of best practices in managing projects and programs. The leaders who have managed

complexity with a great track record, will share their thoughts in this one day program.

This one day interactive session prepares the participants to go through the project management module of 5 days in USA with The

George Washington University, Goddard Space Flight Center (GSFC), The World Bank and the Government Accountability Office

(GAO).

This is a most beneficial day as it covers all the knowledge gained to its application in real life by understanding the competencies.

demonstrated by successful leaders.

PM4D: Discussion on Case Studies (19 September, New Delhi)

1. Infrastructure 2. Oil & Gas 3. Power 4. Defense 5. Manufacturing 6. Information Technology

Covering following sectors

PM4B: Estimation and Cost Management Contracting [0930 - 1330 hrs on 18 September, )New Delhi

Prof. Homayoun Khamooshi: Ph.D. in Management Science Lancaster University, 1994 is Chair of the internationally

known Master of Science in Project Management in George Washington University School of Business. Area of

Expertise: Project Planning and Scheduling and Management and Simulation.

Prof. Khamooshi of GW School of Business will give a comprehensive Case Study to the students in the first week of August. He will discuss

with all the participants (New Delhi and Mumbai) through Video Conference / WebEx. This will be a 30 minutes discussion to review

participants understanding of all concepts. It will be followed by 120 minutes case discussion. At the end a 90 minutes presentation on

estimation and cost management contracting will be made.

PM4C: Project Mindset - The Key to Competitiveness [1430 - 1730 hrs on 18 September, New Delhi)

The word ‘Project Mindset’ was coined and introduced by Adesh Jain in August 1999 in Stockholm while giving a one

day seminar with the same title as this module. In last 16 years, lot of development has taken place in defining ‘Project

Mindset’. This session will provide the participants with the latest conceptual framework in managing projects.

Is must and should be written by participants suggesting changes in their own work environment in view of learning in advanced

management concepts project, case studies, strategic project management and project mindset.

Report on Module 4

Participants satisfaction behind I/EDPM growth

New Delhi: 17-18-19 September 2017 (Sun-Mon-Tue)

Combined for New Delhi, Mumbai participants

Project mindset - view end before starting

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Module-5


Faculty par excellence

The George Washington University & NASA

Experience is not a substitute for quest for knowledge

PM5A: The George Washington University School of Business (09-10-11 October 2017, Washington D.C.)

Experience is not a substitute for quest for knowledge

Prof. Ernest Forman: D.Sc., The George Washington University, 1975 and MS, John Hopkins University. Area of Expertise: Decision Making; Resource Allocation and Forecasting Current Research: Executive Decision Making & Project Portfolio Management.

At the end of the module participants will have a good understanding of concepts and methods for making complex decisions in business and government for identifying objectives and alternatives; for setting priorities and for making group decisions. The candidates should be able to: • Structure complex decision problems • Identify alternatives • Identify constraints • Investigate sensitivity of decisions • Communicate recommendations and rationale • Deal with group decisions and conflict.

Executive Decision Making(10 October 2017) 0930-1230 hrs

Systems Thinking in Project Management(10 October 2017) 1330-1630 hrs

Advanced Supply Chain Management(11 October 2017) 1330-1630 hrs

Prof. Shivraj Kanungo: Ph.D., The George Washington University, 1993 and MS Southern Illinois University. Area of Expertise: IT Management; Software engineering; IS evaluation. Modeling approaches in Supply Chain Management; Optimization of Cost and Service.

At the end of this module participants will have an understanding of designing and implementing an effective supply chain system. The candidates should be able to: • Modeling approaches in supply chain management • Optimization of cost and service • Alternatives available to the manager given the economic situation • Competitive conditions, • Regulatory environment of the several transportation modes • Model location theory and logistics network and planning and design.

Prof. Shyam Giridharadas: is a Visiting Assistant Professor of Management for The George Washington University School of Business (GWSB). After 25 years of experience in top management consulting at McKinsey & Company and Prism Consulting International.

Are leaders born or cultivated? This question is frequently asked since Last many decades. By and large the consensus is in combining the two. Shyam with his enormous experience in leadership development would cover the major aspects in leadership development. At the end of this module, participants will learn the major attributes of a leader, authentic leadership and challenges in becoming leaders in one's own right. Authentic leadership is the master key to integrate multi cultural teams with diverse background.

Leadership Development(09 October 2017) 0930-1230 hrs

Strategic Project Management(09 October 2017) 1330-1630 hrs

Prof. Homayoun Khamooshi: Ph.D. in Management Science Lancaster University, 1994. Is Chair of their internationally known Master of Science in Project Management Program. Area of Expertise: Project Planning and Scheduling, Project Risk Analysis & Modeling.

At the end of this module participants will have an understanding of various elements of estimation techniques along with cost management with implications to contracting. The candidates should be able to: • Differentiate between project and program cost objectives and how these are used to assess the success and failure of projects and programs. • Understand the foundation of cost estimation for projects • EVM as an effective performance management system in managing technical projects and portfolios. • Design and develop an appropriate control system for managing costs.

Prof. Sanjay Jain: is an associate industry professor in the Department of Decision Sciences at the School of Business at the George Washington University (GW). At GW, he teaches graduate classes in the MS programs in Project Management and Business Analytics, and in MBA.

At the end of this module, participants will able to link conceptual framework of system thinking to effective project planning and execution. With the vast experience of the faculty, he would be able to give case examples of the successful projects to its interconnectivity with the system's thinking. One of the characteristics of system thinking is to link the 'whole' with 'parts' with constant feedback mechanism for taking corrective measures. System thinking also producer a common denominator for team players to plan and execute projects effectively & efficienclly.

Peter R. Easley, Esq – The World Bank, Washington DC. He is the senior Procurement Officer in the World Bank and a well known authority on Procurement and Contracting management. He is widely traveled with rich international experience.

At the end of this module participants will have a good understanding of procurement and contracting and its impact on success of the project. The candidates should be able to: • Discuss procurement and contracting processes and principles • Explain and critically evaluate the contract administration issues including contract terms, issue management, cost management, change order management • Understand programs, planning, sourcing and contractual design for diverse acquisitions • Understand the concept of negotiation for contracts and modifications.

Procurement and Contracting(11 October 2017) 0930 -1230 hrs

12 October 2017 (0800-1630 hrs)

PM6: Visit to NASA Goddard Space Flight Center and presentations from Senior officials from NASA (Confirmation awaited)

13 October 2017 (0930-1230 hrs)PM7: Interaction with Senior Officials from GAO

PM8: Speaker from Department of Energy(1330-1530 hrs)

PM9: Distribution of Certificates and Wrap up(1530-1630 hrs)

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Module-5


USA: 09 to 13 October 2017 (Mon to Fri)

Learn from the best

NASA - the epitome of project and program excellence

PM5B: Visit to NASA (12 October 2017, Maryland)

In 2011, 2012, 2013, 2014, 2015 & 2016 the site visit was to Goddard Space Flight Center, NASA, Maryland. It is expected that this could again be possible in 2017 through The George Washington University, USA

PM5C: Presentations from GAO and Department of Energy (13 October 2017, GWU Campus)

GAO Schedule Guide Best Practices by Ms. Karen Richey, Assistant Director, Applied Research and Methods Team, Government Accountability Office (GAO), USA and Presentation from Department of Energy (DoE) Officials, USA

Ÿ Deep Water E2P - Challenges and best Practices

Ÿ Shale and Tight Oil - A Game Changer

This report must be submitted by all participants. CFR covers the major learnings of participants throughout the entire program. It

also recommends a Plan of Action (PoA) to their management to improve the way projects are managed in their companies.

Target date for submitting Composite Final Report (CFR):

th15 January 2018

Is must and should be written by participants suggesting changes in their own work environment in view of learning from the topics

covered by the GW School of Business, Site visit and interaction with USA GAO and Department of Energy Officials, in context of

their organization.

thTarget date for submitting the above report: 30 November 2017

Report on Module 5

Composite Final Report (CFR)COMPOSTED FINAL REPORT

COMPOSTED FINAL REPORT

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Pioneering Project Management Certification & Diploma in Project Management

i2P2Min te rna t i ona l Ins t i t u t e o f Projects & Program Management

*L1, L2 and L3 are based on 8 Project Life Cycle Phases

Ch

an

ge

if

Re

qu

ire

d

Pla

n &

De

live

r

Knowledge Leverage

Deliver & Closeout

Conceptualize

Plan

Organize

Implement

Control

Integrate

L7 IEDPM Diploma

EDPM DiplomaL6

Special for IT professionalsL5

For project professionalsL4

All employees including project executivesL3

Executives from supporting functions like HR & AccountsL2

UndergraduatesL1

Legend for complete career path

Step by step reach the top

Certificate In Project

Risk Management

Certificate In Project

Management

Certificate In Earn Value

Management

Certificate In Agile Project Management

*

Introductory CertificateIn Project Management

*

Project Management Basics

*

L1

L2

L4

L3 L5

Know

ledge

IEDPM

EDPM

Estimation and Cost Management

Prendo Computer based Simulation

Complex Project Management

• Project Leadership• Stakeholder Management

used by

Contract and Procurement Management

Totality of Risk Management

Totality of Project Management

Human Capital & Authentic Leadership

Diploma in Project Management

International Executive Diploma in Project Management

Executive Diploma in Project ManagementL6

L7

Know

ledge

C

om

pet

ency

Le

ader

ship

5 day Training in USA(George Washington University

GAO & NASA)

Project Management Career Path

PM Certifications

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i2P2M's mission is to equip project leaders and managers to handle the complexity of tomorrow by acquiring the advanced knowledge conceptual framework and best practices through case studies, real time simulation and experience sharing.

In a short span of six years, i2P2M's revolutionary approach to Learning and Development in executive education has created ripples all over the world. Today, i2P2M's part time International/ Executive Diploma in Project Management (I/EDPM) has become globally the best across both academia and industry. I2P2M's 15 uniqueness in transforming knowledge gained in the classroom to its implementation at the work place is the master key for such an achievement.

i2P2M believes in participants acquiring latest Knowledge to Competency development by applying the knowledge gained at one's work place and demonstrating Leadership. i2P2M builds Knowledge, Competency and Leadership.

Step 2 Competency Development (Application at work place)

After every module, it is mandatory for each participant to write a report outlining their learning and some areas where they can apply their new learnings.

Each participant writes 4 reports for EDPM and one additional report for the USA component.

Every participant must also submit a Composite Final Report (CFR) recommending few major steps to be initiated in their department for better delivery of projects/ programs. It should be accepted by top management of their company.

Step 3 Leadership Demonstration

Implement the changes of the accepted recommendations within a given time frame by aligning stakeholders including team members and higher management.

Over the last 6 years, we have found signicant advantages accrued to companies by implementing recommendations given by the participants of the I/EDPM program.

Step 1 Knowledge Acquisitionnd4 months with 3 days per month on 2 Fri-Sat-Sun in India for EDPM and additional 5 days in USA for IEDPM.

A pretest is held at the beginning of the modules to assess the current depth of knowledge of each participant by administering a brief pretest known as Project Management Knowledge Quotient (PMKQ) in Module 1 and Risk Management Knowledge Quotient (RMKQ) in Module 3.

Ensuring the best faculty having wide industry and training experience to provide comprehensive inputs covering the entire gamut of project/program management.

Holding certication exams-CIPM and CrtPRM. On average, we have found that improvement is 2.7 to 2.9 times from the initial pretest.

PROJECTREPORTS

PROJECTREPORTS

4

PROJECTREPORTS

PROJECTREPORTS

PROJECTREPORTS

PROJECTREPORTS

PROJECTREPORTS

PROJECTREPORTS

1 2 3

PROJECTREPORTS

PROJECTREPORTS

5

Module Reports

Write Composite Final Report (CFR)



Project Management Process

Participants to present recommendations to their Senior Management

Recommendations Accepted

Organization (Aligning

Stakeholders)

Leadership role in

implementing accepted

recommendation

Successful Implementation

2.7 to 2.9 timesImprovement in

knowledge acquisition

(New Concepts + Best Practices)

Understanding the Totality of Project Management

Module-1

Real Time Computer Based Simulation Program

Module-2

Project Risk Management &Human Capital

Module-3

Advanced Project Management Concepts & Selected Case Studies

Module-4

Delivery of Contents based

on most comprehensive

SyllabusPre Test

Pre Test

Knowledge - Competency - Leadership

Broad summary

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Karen Richey (R) and Jason Lee (L) of Government Accountability Office (GAO) of USA. GAO has addressed IEDPM participants since program began in 2011.

Dr. Homi Khamooshi, Dean of Project Management Department, GWSB, USA explaining the concept of Earned Duration Estimate.

In light moments, faculty of George Washington University School of Business, the World Bank, Adesh Jain and invitiees at dinner get together

Adesh Jain introducing the Indian delegation on their visit to Goddard Space Flight Center (GSFC), NASA, Maryland on October 18, 2016

Peter Easley, Dy. Chief of Procurement, The World Bank addressing IEDPM participants

Group photograph at George Washington University School of Business, USA Premises

Group photograph of Class of 2016 IEDPM participants in George Washington University School of Business, USA

Group photograph of 119 participants of Class of 2016.

There is more power in unity than division

Some Glimpses EDPMI /an experience never experienced before

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Learning through inquisitiveness & questioning

“I am privileged to have gone through the entire IEDPM program. The IEDPM program is extremely well structured and delivered. No

wonder, it has become the best executive part time education program. IEDPM should become a must for all senior executives /

scientists”. - A K Agarwal, Jindal Steel & Power

Only one word - exceptional and unique programme. MUST for all.- Manish Aggarwal, Bharat Petroleum

Simply superb and incomparable. The learning was seamless and course content was superbly well designed and delivered. No

wonder, it is now globally no. 1.- Rakesh Prasad, Western CoalfieldWestern Coalfields Limited

I feel proud and privileged to come under the programme to enhance my skills to the level surpassing any international standard.

- Ranjit Kumar, JCB India

This is an excellent programme. Will help in improving efficiency of organization it adopted in right earnest manner. Truly an

experience never experienced before.- Dr.Rajendra Mishra, Madhya Pradesh Government

Overall the EDPM programme was an experience to be remembered throughout all my life.- Sudhakar Prasad, Eastern Coalfield

Eastern Coalfields Ltd

“Proud of be a ‘Shishya’ of i2P2M - an unique experience & most memorable”- J Phookan, Oil India

The Fifteen uniqueness of EDPM Programme has lifted the bar of excellence globally to an unparalleled level in field of

executive education. My hats off to Adesh Jain for his pioneering effor ts.- DC Patel, Indian Oil

IEDPM Programme was simply superb and privileged to be par t of this world class program. - R V Shahane, Gail

Unique and unforgettable experience. - Santiram Mandal, Gail

“The 5 month program could not have been better organized and delivered- it was Superb. Extremely knowledge intensive with its

roadmap to developing Competencies. It is I was privileged to be a par t of an experience which must be experienced by everyone.

it and I wish this unique oppor tunity to be given to my colleagues.”- TVNB Shankar, ONGC

The totality of project management has been very well impar ted- extremely in professional way with perfection. It is once in a

lifetime oppor tunity to be par t of this once in a lifetime learning experience.- Sandip Pal, ONGC

“The training program was very well designed covering all the key aspects of advanced project management. Exposure to these

such programs was very enriching, memorable and once a life time experience”

- D. Sai Baba, Director, (Projects). Ministry of Statistics and Programme Implementation

Ministry of

Statistics and Programme

Implementation

Wow! an awakening and enlightening programme covering in totality the hard and soft sides of project management inter twined

with philosophy and wisdom. - Yashpal Mehta, DMRC

I/EDPM learning programme will give boost to my career in managing projects and I am committed to implement the learnings in my

projects and will also train my team members. Was very lucky to be par t of it. - Ravi Kapoor, DMRC

Participant's feedback

1. IEDPM / EDPM Program is non residential.

2. Does not include Domestic / International Travel, Boarding, Lodging,

Conveyance at Delhi / USA and Visa Fee, USA.

3. Enrollment fee is payable to 'International Institute of Projects and Program

Management’.

4. Enrollment fee is non-refundable but a substitute is allowed prior to the

commencement of the program.

Terms and Conditions

Option 3

9-13 October 2017

Fee : INR 2.30 Lacs per person plus Service Tax

A student will acquire a Certificateof Completion from GW School of Business

(5 Days in USA only)

an experience never experienced before

EDPMI /

Option 1

17 Days across 5 Months (June to October 2017)


Eligible for International Executive Diploma in Project Management (IEDPM)

(12 Days in India)Delhi / Mumbai

(5 Days in USA)Ì

Option 2

12 Days across 4 Months (June to September 2017)


Eligible for Executive Diploma in Project Management (EDPM)

(12 Days in India only)Delhi / Mumbai

Adesh Jain, Chairman

International Institute of Projects & Program Management (i2P2M)nd2 Floor, A-48, Sector-5, Noida 201301, India

Tel: +91 9555324566, M: +91 9810322048, Office M:+91 9999684621

Email: [email protected] Web: www.i2p2m.com

CIN : U80302DL2008NPL178464

For more details contact:

Seats are limited. Admission is on 'First Come First Served' basis.

Registration Fee for the Class of 2017 is kept the same as in

the previous 6 years (2011-16)

Participants of Option 1 and 2 will also acquire the Certificate In

Project Management (CIPM) and Certificate in Project Risk

Management (CrtPRM). These well established Certificates add

Value to I/EDPM making it globally unique.

The thirteenth uniqueness is optional and not included in the fee.

100717-V2

iedpm-brochure- (1-20 modify) 10 july adviser, ministry of power dr. dalip singh ias (retd.) state...

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