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which courses
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Over 75 courses available for public or on-site delivery

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Business
B u Analysis/Requirements ........ 6
AAgile and Scrum.....................................16
PProject
r Management ............................26
SSharePoint
h and Microsoft ...................36
VVirtualization
i ..........................................48
Red
Re
R e Hat .....................................................50
SSoftware
o Testing ....................................52
EEnterprise
n Architecture........................57
NNetworking..............................................58
NEW: Financial Classes....................60
N
HHealthcare IT...........................................66
Training over the
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To Register: call toll-free 877-800-5221 1
How ASPE Training Works
Our classes are taught in every major city nationwide. All classes are fast-paced
and skills-based. Our goal is to get employees equipped and back to work quickly
All training carries a
so they see an immediate boost in productivity. 100% Money-Back
ASPE offers three distinctive brands of training:
Guarantee.
ASPE’s Software Development Life Cycle branch Who we are, what we do
provides real-world, unbiased, pragmatic
training and consulting on all aspects of We are a unique high-tech training firm providing
the software development life cycle. Our you with the tools, skills, knowledge, and method
catalog includes courses in Agile Methods, to transform complex business challenges into
Project Management, Requirements & Business Analysis, Software Testing, and strategic capabilities. We provide training and consulting
Enterprise Architecture. on all aspects of the software development life cycle,
complex programming, database management, business
intelligence, and IT infrastructure topics. ASPE covers
ASPE’s IT Division is a national leader in all your critical skills gaps with both a complete North
providing skills-based training solutions on American public course schedule and a highly regarded
SharePoint, Microsoft topics, and much more. customized on-site training practice.
With our skills-based curriculum catalog of
nearly 100 courses, you get a practical, ASPE quickly and economically equips your team to
no-nonsense learning approach with materials that provide tools and techniques perform difficult tasks at maximum efficiency. Employees
you can immediately use on the job. empowered with skills to perform well do not just excel in
their jobs and careers; they also propel their companies to
new levels of success.
Hamilton Technologies trains the nation’s decision-makers
in financial technology fields. In response to growing
Live, Instructor-Led Training Over the
needs for high-level training in the Financial and
Investment fields, Hamilton has teamed with some of
the top experts in specific areas of the Financial sector
Alexander Hamilton
Financial T echnologies to develop and teach “need to know” subjects for ASPE offers live virtual training. Attend online courses
a n A S P E Tr a i n i n g C o m p a n y
firms across the country.
from anywhere in the USA or Canada, and get the same
knowledge as classroom training, INCLUDING:
Live expert instruction: Instructors are live and can
answer all your questions in real time. Communicate with
the instructor both electronically and verbally with our
“We are gratified by how often our customers technology.
thank us for really responding to THEM. In this Courseware: Internet classes use the same courseware as
environment, when you need flexibility and our classroom courses. We provide each student with all
economy, our new live-taught “Virtual” courses materials as in a normal class — delivered directly to you.
save you travel costs and fees, while delivering Labs: The critical component, hands-on group activities in
breakout sessions utilize the power of Cisco’s WebEx tools.
the same instructor-led experience as in the
Breakout sessions are conducted just as in a classroom
classroom. We’ve also expanded our catalog setting.
to include cutting edge training on today’s Peer Interaction: Even in the virtual environment, you gain
financial tools and topics. Please tell us what valuable knowledge interacting with peers in class, in
else you need!” breakout sessions, and during course lectures. Our internet
training courses are run by industry professionals with real-
— David Mantica world experience who love to teach.
President, ASPE
www.ASPE-SDLC.com/VCL.html
2 Register online: www.aspeinc.com

US & Canada Course Catalog
Business Analysis/Requirements Extreme SQL Server 2005 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

Business Analyst Fundamentals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 SQL Server 2005 Reporting Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
Business Analyst Boot Camp . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Virtualization
Developing and Confirming Effective Business Requirements . . . . . . . . . . . . . . . 10
Developing Requirements with Use Cases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Hands-On Mastering Microsoft Hyper-V: Installation and Administration. . . . . . 48
Fundamentals of Business Process Analysis and Design . . . . . . . . . . . . . . . . . . . 12 Implementing Virtualization in the Enterprise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
CBAP Certification Prep Boot Camp. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 VMware Infrastructure 3: Installing and Configuring V3.5 (Virtual Course) . . . . . 49
Designing & Facilitating Joint Application Development (JAD) Workshops . . . . 14
Building the Logical Data Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Red Hat
Requirements Management Workshop . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Red Hat Linux Essentials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Developing and Writing Testable Business Requirements . . . . . . . . . . . . . . . . . . 15 Red Hat Linux System Administration & RHCT Exam . . . . . . . . . . . . . . . . . . . . . . 50
Red Hat Linux Networking and Security Administration . . . . . . . . . . . . . . . . . . . . 51
Agile Methods RHCE Rapid Track Course and RHCE Exam . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Transitioning from Waterfall to Agile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Collaborating & Communicating Agile Requirements . . . . . . . . . . . . . . . . . . . . . . 17 Software Testing
Agile Project Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Developing Software Testing Techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
Agile & High-Speed Software Testing Techniques . . . . . . . . . . . . . . . . . . . . . . . . 20 Planning Effective Software Testing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Agile Essentials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 The Test Automation Workshop. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Agile for Executives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 Web Testing Core Fundamentals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Agile Boot Camp: A Scrum Hybrid Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Software Testing Certification (International Certification from SQE). . . . . . . . . . 55
Hands-On Lean Agile Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Proactive User Acceptance Testing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
Certified ScrumMaster Workshop . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Estimating and Controlling Testing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
Project Management Enterprise Architecture

®
The Project Management Professional (PMP ) Certification Exam Boot Camp . . . . . 26 Roadmap to Service-Oriented Architecture (SOA) . . . . . . . . . . . . . . . . . . . . . . . . . 57
The Program Management (PgMP®) Certification Prep Course . . . . . . . . . . . . . . 28
Hands-On IT Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Networking
Hands-On Power Excel for Project Managers . . . . . . . . . . . . . . . . . . . . . . . . 30 Hands-On Networking Fundamentals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
Mastering Microsoft Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Unified Communications with Office Communication Server . . . . . . . . . . . . . . . . 59
Managing Outsource/Offshore Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Introduction to Business Intelligence. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Financial
Rapid Project Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 The Financial Modeling in Excel Boot Camp . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
The Project, Business, and Management Professional’s Toolkit . . . . . . . . . . . . . . 33 The Turbocharged Financial Analyst . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
Managing Real World Projects and Processes with Metrics . . . . . . . . . . . . . . . 33 Advanced Financial Modeling with Excel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
Finance for Non-Financial Executives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
Microsoft® Training Transitioning from GAAP To IFRS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
Utilizing SharePoint for Project Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Foreign Exchange Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Hands-On Microsoft SharePoint 2007 Administration . . . . . . . . . . . . . . . . . . . . . 38
Forensic Accounting: Spotting Financial Fraud . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Mastering Effective SharePoint Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
The Four-Day MBA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
Hands-On Mastering SharePoint Customization . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Data-Driven Decision Making . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
Integrating SharePoint For Business Intelligence & Knowledge Management . . . . 41
Global Supply Chain Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
The Three-Day Windows Server 2008 Skill-Building Training Lab . . . . . . . . . . . . 42
Delivering and Financing Infrastructure Projects . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Hands-On Windows Server 2008 (5-day class) . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Hands-On Windows Helpdesk Support. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 Healthcare IT
Hands-On Microsoft Windows Vista . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
Selecting & Implementing an Electronic Health . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
Managing & Supporting Windows Server 2003 . . . . . . . . . . . . . . . . . . . . . . . . . . 45
Record System for Medical Practices and Hospitals
Hands-On Microsoft Exchange 2007 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

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Business Analysis / Requirements
Business Analyst Brief Course Overview:
Fundamentals I. The Business Analysis Profession

• Understanding the Business Analyst role
and function
2-DAY CLASS | COURSE 2000 • The role and competencies of the
Business Analyst
• Distinguishing novice and expert
Master an “essential skill toolkit” to thrive as a Business Business Analysts
• The profession of business analysis
Analyst. All content aligns with the IIBA® BOK.
Practice Session: You will perform an activity to explore
Develop critical business analyst skills differences in behavioral style, and model a few key
techniques for effective teamwork.
Business Analysts provide an essential function by assessing and analyzing the business
environment, defining the scope of business problems, capturing project requirements, II. Communication in the Business Analysis
designing high-value solution approaches, and ensuring that the defined scope meets the Context
customer’s needs, goals, objectives, and expectations. This practical workshop will provide • The three most important communication skills
participants with fundamental analysis tools and techniques, including methods to understand for business analysis
• The five biggest challenges Business Analysts
the business environment, define a problem using a systematic approach, and influence and
confront
inform project stakeholders at all levels. You will gain pragmatic solutions to sustain stakeholder • Soliciting information
engagement throughout the project lifecycle, including questioning, listening, business need • Clarifying information
identification, problem solving, presentation, validation, and acceptance of the effective solution. • Communication and miscommunication
• Validating information
Analyze business problems and identify Practice Session: Work in small groups to choose
requirements for the correct solutions appropriate techniques for communicating with your
stakeholders and soliciting information and contributions
Delays, cancellations and defects in systems development projects stem in large part from our from all levels of the organization.
inability to understand project requirements and the environment in which they exist, as well
as our inability to communicate those requirements clearly enough to enlist the collaboration III. Business Analysis and Problem Solving
• Why problem solving is key to business analysis
and commitment of all core project stakeholders. The accumulating evidence is unequivocal: • Analyzing symptoms and causes
most serious problems associated with projects are related directly to requirements. • Identifying and defining the problem
• Developing solutions
In-class workshops and group exercises • Understanding the people side of problem
solving
give you immediate practice
Practice Session: Guided by the instructor, work in
Working in groups, you and your peers will refine strategies to help your organization better
teams to analyze problems, define root causes, and
define project scope and requirements. Specifically, you will: practice problem-solving techniques rooted in your
team’s collaboration skills.
• Evaluate the essential skills of a Business Analyst • Practice soliciting and validating information from
• Explore and understand common differences in project stakeholders
IV. Leadership for Business Analysis
work and communication styles and how they • Assess the feasibility of a project • Understanding what leadership is and why
affect interactions on a project • Hone your problem identification, definition, and Business Analysts need it
• Analyze the business environment in which your solving capabilities • Influencing and negotiating with stakeholders
project occurs • Review documentation formats • Continuous learning
• Practice project initiation techniques to clarify • Determine how best to present your findings to • Adapting to change
project scope business stakeholders, and prepare for effective • Managing stress
• Work as a team to document project scope using interactions
context diagramming • Assess communication effectiveness Practice Session: Build key leadership skills by
• Understand activity decomposition and modeling • Improve and sustain stakeholder engagement competing in a team learning exercise.
with simple graphical methods

Course Fee:
SEE FULL OUTLINE REGISTER!
Individual: $1195 Group (3 or more): $995
GSA Rate: Individual: $896.25, Group: $746.25
V. Business and IT Knowledge and VIII. Requirements Communication
This course is guaranteed. See page 67 for details.
the Business Analyst • Requirements communication
• The business domain: what it is, defined
what’s relevant to business analysis • Determining the appropriate We’re teaching near you:
• The IT domain: what it is, what’s requirements presentation format Salt Lake City, UT May 5-6, 2009
relevant to business analysis • Creating the requirements Kansas City, MO May 11-12, 2009
• The systems development package Cleveland, OH May 13-14, 2009
lifecycle and the focus on IT and • Presenting the requirements Dallas, TX May 27-28, 2009
business domains • Conducting a formal requirements Chicago, IL June 1-2, 2009
review Reston, VA June 1-2, 2009
Practice Session: Work with your team • Obtaining consensus and signoff Oklahoma City, OK June 3-4, 2009
to improve your understanding of how the of requirements Phoenix, AZ June 16-17, 2009
business and IT domains integrate in the Albuquerque, NM June 16-17, 2009
Business Analyst role, and how they fit Practice Session: Working with a set Virtual Training July 7-10, 2009
into the systems development life cycle. of functional requirements, determine San Diego, CA July 13-14, 2009
which communication approach best Denver, CO July 14-15, 2009
VI. Enterprise Analysis meets stakeholders needs. Then Atlanta, GA July 23-24, 2009
• Enterprise analysis defined practice organizing and presenting clear Minneapolis, MN July 28-29, 2009
• The role of the Business Analyst requirements documentation. Jacksonville, FL August 11-12, 2009
in enterprise assessment Houston, TX August 12-13, 2009
• Describing the business IX. Adding Value as a Business Columbus, OH August 18-19, 2009
environment Analyst Seattle, WA August 20-21, 2009
• Describing requirements scope • Managing role conflicts San Francisco, CA September 8-9, 2009
• Assessing feasibility • Resolving holes and duplications St. Louis, MO September 9-10, 2009
Philadelphia, PA September 10-11, 2009
• Pre-project versus in-project • Solving the right problems
Portland, OR September 16-17, 2009
enterprise analysis • Be a catalyst for change: everyday
Washington, DC September 28-29, 2009
evangelism for Business Analysts
Raleigh, NC October 1-2, 2009
Practice Session: Your instructor will • Moving on to requirements Des Moines, IA October 8-9, 2009
introduce a hypothetical but realistic engineering Boston, MA October 22-23, 2009
case project, and your team will put your • The path of least resistance San Antonio, TX October 26-27, 2009
skills to the test as you conduct a guided Phoenix, AZ October 28-29, 2009
assessment, describe scope, identify Practice Session: In a facilitated Sacramento, CA November 2-3, 2009
opportunities, and present “highest value” discussion, share your own experiences Detroit, MI November 2-3, 2009
recommendations. and get tips and tricks from the instructor Indianapolis, IN November 10-11, 2009
on how to identify immediate opportunities Reston, VA November 17-18, 2009
VII. Project Initiation and Analysis: The to apply your new skills in your own Austin, TX November 19-20, 2009
Business Analyst’s Key workplace. Denver, CO December 1-2, 2009
Contributions Columbus, OH December 1-2, 2009
• Defining and documenting Oklahoma City, OK December 1-2, 2009
project scope "The pace of the instructor’s Tampa, FL December 15-16, 2009
• Decomposing the application presentation was great.
domain Everything covered was
• Analyzing and documenting key IIBA CDUs
very relevant to what I will
processes
• Eliciting functional requirements be doing. The hands-on labs 13.5 12 14
• Modeling the desired state helped me tremendously in
retaining all the information."
Practice Session: You will review a
project charter, then define and document — Patrice Low, Business Analyst, ®
scope. Use models, diagrams, and Teleflora, OK

requirements to develop a new process
design.

Business Analyst Brief Course Overview:
Boot Camp I. The Business Analysis Profession

It’s only in recent years that business analysis has begun to be
recognized as a profession in its own right. While people have been
4-DAY CLASS | COURSE 2425 performing the Business Analyst role in organizations for several
decades, differing definitions of the role abound.
• The profession of Business Analysis
• Understanding the Business Analyst role and function
Full-Spectrum Business Analyst Training • The business and IT domains, and how they are relevant to
Business Analysts
and Skills Development in just Four Days • The competencies of the Business Analyst
• Distinguishing novice and expert Business Analysts
Practice real-world tools and techniques for • The six most important business
analyst skills
immediate application Practice Session for this chapter:
This four-day course will give you hands-on experience with the latest proven techniques for 1. Business Analysis Definition & Functional Competencies
identifying a project’s scope, developing and discovering requirements and use cases, and
II. Business Case and Foundations of Requirements
documenting them expertly. Lively lectures combined with insightful demonstrations and realistic Engineering
practice exercises will provide you with the competence and confidence to improve project This section presents an overview of the challenges inherent in
projects in general, and specific problems typically encountered with
outcomes through better requirements elicitation and use case development. You’ll gain a
IT project requirements. We also examine some common terms and
thorough understanding of the challenges faced in defining correct requirements, practical concepts in requirements engineering.
approaches for eliciting and documenting requirements, and strategies for managing requirements • Facts and figures about IT project success, failure, and
throughout the project life cycle. If you play a role in defining project scope, capturing requirements, requirements errors
• The high cost of requirements errors
or managing project scope, you can’t afford to miss this course! • Key terms in requirement engineering
• Strategy for requirements development
• Characteristics of effective requirements
Develop critical Business Analyst skills • Levels of requirements
Business Analysts provide an essential function by assessing and analyzing the business Practice Sessions for this chapter:
environment, defining the scope of business problems, capturing project requirements, 1. Define Key Terms, Are These Requirements?
designing high-value solution approaches, and ensuring that the defined scope meets the 2. Levels of Requirements
customer’s needs, goals, objectives, and expectations. This practical workshop will provide
III. Enterprise Analysis
participants with fundamental analysis tools and techniques, including methods to understand the One of the most overlooked functions of a Business Analyst is the
business environment, define a problem using a systematic approach, and influence and inform enterprise assessment, which can also yield some of the most
valuable findings of a project.
project stakeholders at all levels. You will gain pragmatic solutions to sustain stakeholder
• Enterprise analysis defined
engagement throughout the project lifecycle, including questioning, listening, business need • The role of the Business Analyst in enterprise assessment
identification, problem solving, presentation, validation, and acceptance of the effective solution. • Describing the business environment
• Sources of requirements and their risks
• Types of requirements and how to classify them
In-class workshops and group exercises give you • Three useful tools for developing requirements
immediate practice you’ll find useful immediately Practice Sessions for this chapter:
1. Case Project Enterprise Analysis
• Evaluate BA roles and competencies • Work as a team to establish appropriate level of 2. Types of Requirements
• Analyze business environments detail in a use case 3. Classify Stakeholder Input
• Practice project initiation techniques to clarify • Review requirements elicitation and use-case
IV. Project Initiation
project scope discovery methods
What most people think of as business analysis is central to project
• Practice eliciting information from project • Produce well-written use case narratives initiation. Because of the depth of skill these activities require, most
stakeholders • Understand how use cases are linked for large and/ Business Analysts demand separate training to develop true mastery.
• Learn to elicit and manage requirements on a or complex systems This course module therefore provides an overview and introduction
realistic business case project • Learn how use cases can improve your software to three crucial business analysis activities by demonstrating common
• Develop business model components such as a con- testing and QA process tools for identifying and documenting project scope, for modeling
text diagram, activity diagram, and use case model • Improve your ability to write effective statements current and desired states, and for stakeholder identification.
• Work as a team to analyze artifacts and documents of requirements • Understanding product vision and project scope
to discover functional requirements • Generate a plan for bringing these methods back to • Identifying and describing project stakeholders
• Modeling the business
• Identify and extract important functional and non- your organization
function requirements from a process model

Course Fee: Individual: $2195 Group (3 or more): $1995
SEE FULL OUTLINE REGISTER! GSA Rate: Individual: $1646.25, Group: $1496.25
• Identifying systems and actors all project requirements. Analysts must know how
• Determining scope to organize the use cases for readability and how to We’re teaching near you:
• Understanding use cases document other requirements hinted at in the use cases,
Des Moines, IA May 4-7, 2009
• Identifying project use cases as well as how to assure use case quality. Vancouver, BC May 5-8, 2009
• Decomposing to the mid-level view • Use case quality Philadelphia, PA May 5-8, 2009
• Documenting project scope • Common use case traps and pitfalls Madison, WI May 11-14, 2009
• Requirements quality Denver, CO May 18-21, 2009
Practice Sessions for this chapter: • Common problems with requirements Atlanta, GA May 18-21, 2009
1. Modeling the Business • Requirements inspection, analysis, Miami, FL May 19-22, 2009
2. Actor/Goal Identification improvement Sacramento, CA June 9-12, 2009
3. Context Diagramming • Validating requirements through reviews and Indianapolis, IN June 15-18, 2009
4. Use Case Diagramming inspections
Minneapolis, MN June 16-19, 2009
5. Activity Diagramming Portland, OR June 22-25, 2009
6. Complete the Project Scope Definition Practice Sessions for this chapter: Houston, TX June 23-26, 2009
Document 1. Check Use Case Quality Toronto, ON June 23-26, 2009
Columbus, OH June 23-26, 2009
2. Analyze Requirements
San Francisco, CA July 13-16, 2009
V. Eliciting Functional and Non-functional 3. Refine Requirements Kansas City, MO July 13-16, 2009
Requirements Phoenix, AZ July 14-17, 2009
Savvy business analysts and project team members VIII. Creating the Requirements Specification Cleveland, OH July 20-23, 2009
have a variety of techniques for finding the functional Once we’ve worked with stakeholders to define their Baltimore, MD July 21-24, 2009
and non-functional requirements on their projects. functional and non-functional requirements and to Raleigh, NC July 27-30, 2009
This section introduces several of the most powerful document, refine, and organize the requirements, we Grand Rapids, MI August 3-6, 2009
and effective analysis techniques and discusses their have to package those requirements into a specification. Hartford, CT August 4-7, 2009
use in requirements elicitation. As various techniques • Organizing requirements Memphis, TN August 10-13, 2009
Washington, DC August 17-20, 2009
are covered, the workshop explores how to capture • Documenting requirements with the Software
Boston, MA August 18-21, 2009
and document the requirements, including effective Requirements Specification (SRS) Austin, TX August 24-27, 2009
requirements analysis and traceability. • Understanding design constraints Cincinnati, OH August 25-28, 2009
• Eliciting requirements: an overview • Identifying other requirements Tulsa, OK September 1-4, 2009
• Modeling the processes Detroit, MI September 14-17, 2009
Practice Sessions for this chapter:
• Interviewing the stakeholders Dallas, TX September 15-18, 2009
1. Review a Requirements Specification Reston, VA September 21-24, 2009
• Discovering, documenting requirements
2. Complete a Requirements Specification Birmingham, AL September 22-25, 2009
• Documenting and tracing requirements
Document Denver, CO Sept. 29-Oct. 2, 2009
• Developing quality attribute requirements
St. Louis, MO October 5-8, 2009
Practice Sessions for this chapter: IX. Requirements Communication and Oklahoma City, OK October 5-8, 2009
1. Process Flowchart Management Tampa, FL October 13-16, 2009
2. Interviewing Simulation After user requirements have been discovered and Seattle, WA October 13-16, 2009
Philadelphia, PA October 19-22, 2009
3. CRUD Matrix/CRUD Function Requirements documented, they have to be validated with business
Columbus, OH October 27-30, 2009
customers, users, and management. Communicating Atlanta, GA November 2-5, 2009
VI. Documenting Requirements with Use Cases these functional and non-functional requirements Chicago, IL November 3-6, 2009
This section of the workshop focuses on how to apply involves much more than information sharing; at its best, Columbia, MD November 9-12, 2009
the knowledge you’ve gained so far to writing a use case. it’s a process of negotiation, validation, and consensus Irvine, CA November 9-12, 2009
It also examines more complex aspects of uses cases, building. That process continues throughout the Portland, OR November 16-19, 2009
including the includes and extends relationships and development lifecycle as the Business Analyst works Milwaukee, WI November 17-20, 2009
use-case linkages in larger systems. with users and other stakeholders to manage the project Richmond, VA December 7-10, 2009
• Usage narratives requirements. Minneapolis, MN December 7-10, 2009
Kansas City, MO December 7-10, 2009
• Use case briefs • Requirements communication defined
Phoenix, AZ December 8-11, 2009
• Anatomy of a use case • Determining the appropriate requirements Houston, TX December 14-17, 2009
• Use case scenarios presentation format Jacksonville, FL December 15-18, 2009
• Writing effective use case descriptions • Creating the requirements package
• Understanding includes and extends • Presenting the requirements
• Linking uses cases for larger or more complex • Conducting a formal requirements review
systems • Obtaining consensus and signoff of IIBA CDUs
requirements
Practice Sessions for this chapter:
1. Write a Usage Narrative
• A process for managing change 28 24.5 28
• Managing your own requirements
2. Write a Use Case Brief
engineering skills
3. Write a Fully Dressed Use Case
4. Identify Use Case Relationships Practice Sessions for this chapter:
1. Present Requirements to Stakeholders
VII. Improving Use Case and Requirements Quality 2. Create a Real-World Application Plan
Merely writing use cases is not sufficient for capturing

Developing and Confirming Course Fee:

Effective Business GSA Rate: Individual: $896.25, Group: $746.25
Requirements
2-DAY CLASS | COURSE 2100 We’re teaching near you:
Nail down project requirements the first time! Seattle, WA May 6-7, 2009
Gather clear and concise business Reston, VA May 14-15, 2009
Denver, CO June 2-3, 2009
requirements before the project starts
Raleigh, NC June 25-26, 2009
This two-day course gives you hands-on experience with the latest proven techniques for Philadelphia, PA July 9-10, 2009
gathering requirements. Lively lectures, insightful demonstrations and realistic practice Dallas, TX July 9-10, 2009
exercises give you the competence and confidence to improve project outcomes through Boston, MA August 6-7, 2009
better requirements elicitation. Professionals will gain a thorough understanding of the Detroit, MI August 24-25, 2009
challenges faced in defining correct requirements, practical approaches for eliciting and Omaha, NE September 14-15, 2009
documenting requirements, and strategies for managing requirements throughout the
Chicago, IL September 24-25, 2009
project life cycle.
Portland, OR October 1-2, 2009
Atlanta, GA October 15-16, 2009
Brief Course Overview: SEE FULL OUTLINE REGISTER! Cleveland, OH November 9-10, 2009
Des Moines, IA November 16-17, 2009
San Diego, CA December 1-2, 2009
I. The Business Case for Requirements • Techniques for eliciting customer Indianapolis, IN December 9-10, 2009
Engineering requirements
• The goal of a project • Analyzing and reviewing documents and
• Facts and figures about project success artifacts
and failure • Modeling processes, analyzing gaps
and generating questions
• Types of requirements errors and their
frequency • Interviewing the stakeholders Bring this class onsite:
• The high cost of requirements errors • Identifying data requirements If you have ten or more students, an on-site is a cost-
• Establishing requirements traceability effective option. Call toll-free for details: 877-800-5221.
II. Foundations of Requirements Development • Capturing the requirements You can also request that we bring a class to your city:
• The Business Analysis Body of Visit www.ASPE-SDLC.com/course_request
Knowledge V. Use Cases: A First Look
• Definitions of terms, Types of • The benefits of use cases
requirements • Use case basics, Finding use cases
• Characteristics of well-written • Building a use case model
requirements
• Deriving requirements from a use case
• The requirements development roadmap
• Tracing requirements from use cases
• Requirements and the development life
cycle
• Enterprise analysis VI. Reviewing and Refining Requirements
• Writing requirements
III. Project Initiation • Reducing ambiguity, Validating
requirements through reviews and
• Defining goals and objectives inspections
• Identifying stakeholders and user • Analyzing requirements for validity,
classes consistency and effectiveness IIBA CDUs
• Identifying constraints and benefits • Refining requirements
• Specifying exclusions, Modeling the system
scope
13 12 14
VII. Creating a Requirements Specification
• Documenting requirements in the Initiate
phase • Organizing and classifying requirements
• Documenting requirements: the
Software Requirements Specification
IV. Eliciting Functional and Non-functional (SRS) ®
Requirements
• Documenting traceability
• Problems with requirements elicitation

Developing Course Fee:
Requirements with GSA Rate: Individual: $896.25, Group: $746.25
Use Cases
2-DAY CLASS | COURSE 2200 Brief Course Overview: SEE FULL OUTLINE REGISTER!
Master the power of use cases to develop I. Review of Requirements Development with • Avoiding use case traps and pitfalls: advice and
examples
requirements, improve software quality, and Use Cases
• Definitions of terms • Validating use cases through reviews and
solidify the links in system development • Levels and types of requirements inspections
• Characteristics of effective requirements
• Requirements, use cases, and the Practice Session
Practice real-world tools and techniques development life cycle Your team will review another team’s use case using
• Review and assess use case quality a quality checklist. You’ll then have the opportunity to
for immediate application. • Identify requirements associated with a use refine your own team’s use case based on feedback
This two-day course will give you hands-on experience with the latest techniques case from another team.
• Use cases and Agile methods
for developing expert use cases, discovering all types of requirements, and V. Use Cases and Other Requirements
documenting them. Lively lectures, insightful demonstrations, and realistic Practice Session • Deriving non-functional requirements: business
With your instructor, revisit key concepts of rules, data definitions, interfaces, and quality
practice exercises give you the competence and confidence to improve your
requirements engineering and then review poorly attributes
project outcomes through better requirements right away. Gain a thorough written requirements to discover characteristics • Relating use cases to other requirements
understanding of common pitfalls, challenges, practical approaches, and of effective requirements. Work with your team to • Identifying design constraints
review and analyze several use cases and extract • Documenting requirements and use case
strategies for applying use case methodology to projects in your organization. If traceability
possible requirements from those sample use cases.
you play a role in defining scope, capturing requirements, or consuming them as a
II. IT Project Initiation and Use Cases Practice Session
developer, tester, or user, you can’t afford to miss this course.
• Project scope and stakeholders: how they Your team will work together to derive and capture
relate to use cases non-functional requirements from the use case you
have already refined. Then your instructor will work
We’re teaching near you: • Actor/goal definition and use cases
• Event identification with the class to develop and document traceability
• User stories for agile development between the requirements and the use cases for our
Tampa, FL May 12-13, 2009 • Use case briefs and usage narratives course project.
San Francisco, CA May 20-21, 2009 • The use case diagram
Cleveland, OH June 3-4, 2009 VI. Use Cases and Testing
Practice Session • Benefits of early test case development
Memphis, TN June 4-5, 2009
Examine a hypothetical but realistic business and • Relating use cases to test cases
Portland, OR July 28-29, 2009 one of its emergent projects. You’ll work in a small • Automated tools: reducing test procedure
Chicago, IL July 28-29, 2009 group to practice determining whether the use case development time and testing time
Phoenix, AZ August 5-6, 2009 approach is appropriate, identifying the use cases
using the actor/goal identification method, and writing Demonstration
Miami, FL August 12-13, 2009 Your instructor will demonstrate the use of a popular
user stories and use case briefs for the case project.
Austin, TX September 10-11, 2009 You will also practice diagramming the actors and automated use case documentation tool and will
Columbus, OH September 16-17, 2009 the use cases. then use it to develop a partial set of test procedures
Denver, CO October 5-6, 2009 for our case project.
III. Documenting Requirements with Use Cases
Minneapolis, MN October 21-22, 2009 VII. Use Cases and Design Elements
• The use case preamble: the big picture
Philadelphia, PA November 4-5, 2009 • Describing the normal course (i.e., main • What are design elements?
Seattle, WA November 18-19, 2009 success scenario) • The relationship between a use case and
Raleigh, NC December 3-4, 2009 • Identifying and describing extension scenarios design elements
• Identifying includes (sub-function use cases) • Functional decomposition for finding design
Des Moines, IA December 15-16, 2009 elements
and extends relationships (extension use cases)
• Linking uses cases for larger or more complex • Specifying design elements from a use case
systems • Validating requirements from user stories, use
cases, and interface design
IIBA CDUs Practice Session
You’ll work with your team to write a fully dressed use Practice Session
13.5 12 14 case for our case project, including a preamble, the
main success scenario, and the extension scenarios.
With your team, you’ll analyze the use case you’ve
already written to identify and specify required design
You’ll also have a chance to write an included (or elements. Working with your instructor, develop
sub-function) use case and an extension use case. a prototype for an interface design for a use case
from our case project and use it to validate the
IV. Improving Use Case Quality requirements.
• Characteristics of well-written use cases
• Recognizing common problems with use cases

Course Fee:
Fundamentals of Business Individual: $1195 Group (3 or more): $995
Process Analysis & GSA Rate: Individual: $896.25, Group: $746.25

Design Brief Course Overview: SEE FULL OUTLINE REGISTER!

2-DAY CLASS | COURSE 2350
I. Building the Enterprise Model workflow model
Model, automate, manage, and optimize your In this section you will apply knowledge and skills to • Describe key steps and approach to build a
create a value chain model and gain the approach to workflow model
processes to increase productivity and meet conduct a high level assessment of the business. • Introduce different diagramming conventions
• Overview of business strategy • Describe approach to develop and integrate
essential compliance and customer service needs • Identify and document the value chain processes process and workflow models
This process modeling course provides the skills and knowledge essential for • Assess the business opportunities, threats, • Describe current state implementation and
weaknesses and opportunities document activities and roles
applying the most effective techniques in modeling a business for analysis of • Integrate logical and physical process models
the current state and for the design of the future state. The application of the II. Create high level business process model
techniques will be presented as part of an overall framework identifying key • Decompose the value chain mega processes Group Activity: Model current state implementation
and create a major process model of selected sub process. Participants will receive
deliverables and the major steps from modeling and analyzing the current state information on the current state implementation of
• Document major process properties
to the design of the future state. The measure of performance of the program • Identify and document business events the selected business process to create work flow
is for the participants to reach the level of proficiency needed to apply the • Describe major process technology and models at different levels of details. Participants will also
organizational enablers integrate both logical and physical process models. The
techniques and analytical framework in their work assignments. • Align major processes to Critical Success Factors required work products are work flow models, tasks and
roles, and updates to the process model.
Group Activity: Create a major process model.
We’re teaching near you: The participants are asked to examine additional details VI. Conduct in-depth analysis of performance
on a number of value chain processes and from the In this section you will learn the approach and steps
Raleigh, NC May 4-5, 2009 information gathered the participants will be asked to for conducting a detailed analysis of the current state
produce work products. performance, acquire the knowledge and skills to
Columbus, OH May 13-14, 2009 identify root causes from the information provided by the
Sacramento, CA May 27-28, 2009 III. Analysis of major process performance different models, and gain knowledge of the approach
Detroit, MI June 2-3, 2009 • Align major process performance measures and and basis of approach and steps for determination of
performance targets to Critical Success Factors the breadth and depth of the modeling and analysis.
Jacksonville, FL June 3-4, 2009
• Identify and rank performance gaps • Select sub process performance measures
Dallas, TX June 11-12, 2009 • Identify and classify root causes of and performance targets
Chicago, IL June 25-26, 2009 performance gaps • Align sub process measures and targets to
Oklahoma City, OK July 15-16, 2009 • Select value opportunities and value drivers major process and the support of the business
• Establish root causes of performance deviations
Washington, DC July 27-28, 2009 Group Activity: Conduct analysis of the performance of • Gather and analyze performance data
Phoenix, AZ August 20-21, 2009 a major process • Conduct detailed analysis of performance at
Atlanta, GA August 25-26, 2009 • Determination of process criticality elementary process and physical activity
• Selection of critical major processes for analysis levels
Seattle, WA September 9-10, 2009
• Selection of critical performance measures
Kansas City, MO September 22-23, 2009 Group Activity: Analysis of sub process performance
and performance targets
Chicago, IL October 7-8, 2009 • Documentation of performance gaps • Selection of performance measures and
Houston, TX October 21-22, 2009 • Identify value opportunities and value drivers performance targets
• Gathering of elementary process and activity
Portland, OR November 4-5, 2009 performance data
IV. Create current state logical process model
Columbia, MD November 18-19, 2009 • Decompose major process into • List problems
Reston, VA December 1-2, 2009 sub-processes • Use of different models for conducting the
• Break process transformation into: process analysis of performance
St. Louis, MO December 1-2, 2009
logic and enablers • Identification of root causes
• Expand definition of business events and
their properties VII. Design the future state
• Define properties of elementary process and • Select value opportunities and create a
discrete events value proposition
IIBA CDUs • Describe overall, iterative development approach • Complete the event/response matrix
• Describe the decisions involved in design of
14 12 14 Group Activity: Create current state logical process future state
model. Information will be distributed on the details of • Create functional specifications
a major process transformation and the participants
will be asked to decompose the given process into sub Group Activity: Future State design
processes and elementary processes. The exercise requires the participants to analyze
the previous root causes analysis to select value
V. Create model of current state implementation opportunities and create a value proposition, In
of a business process addition, they participants will be asked to create a
• Introduce the concepts and application of a future state process design.

The Certified Business Course Fee:

Analysis Professional (CBAP) GSA Rate: Individual: $1646.25, Group: $1496.25

Certification Prep Boot Camp

We’re teaching near you:
Washington, DC May 4-7, 2009
Certified Business Analysis Professional Phoenix, AZ May 12-15, 2009
Atlanta, GA June 2-5, 2009
(CBAP) certification preparation in a 4-day Miami, FL June 16-19, 2009
comprehensive program! Reston, VA July 20-23, 2009
Seattle, WA July 28-31, 2009
According to the International Institute of Business Analysis (IIBA™), “A Certified Business
Analysis Professional (CBAP™) is a recognized expert in identifying the business needs Tampa, FL August 3-6, 2009
of an organization in order to determine business solutions. CBAPs are acknowledged as Chicago, IL August 11-14, 2009
“competent individuals performing an increasingly recognized role as a vital component of Cleveland, OH September 14-17, 2009
any successful project.” The CBAP program is intended to comply with the International Albuquerque, NM September 22-25, 2009
Standards Organization (ISO) 17204 standard for certifying the competence of personnel. The Indianapolis, IN October 27-30, 2009
CBAP designation is a mark of distinction for intermediate and advanced-level practitioners, Oklahoma City, OK October 27-30, 2009
recognizing their demonstration of the knowledge and skills necessary for effectiveness, and Austin, TX November 3-6, 2009
a professional level of competence in business analysis principles and practices. Raleigh, NC November 10-13, 2009
Philadelphia, PA December 1-4, 2009
Sacramento, CA December 8-11, 2009
Brief Course Overview: SEE FULL OUTLINE REGISTER!
Get the Complete CBAP 2.0 Study Guide

G
I. Welcome to the Boot Camp!
IV. The Business Analysis • Based on BABOK 2.0
• Components of the CBAP certification
Knowledge Areas • Over 500 Practice Test Questions
• Introduction to the CBAP examination
• Philosophy of the CBAP exam • Enterprise analysis • Full Knowledge Area Review
• Overview of CBAP exam content • Requirements planning and
management
• Build Your Own Exam
• Overview of the CBAP Boot Camp
• Requirements elicitation visit www.ASPE-SDLC.com/CBAP_guide.html
II. CBAP Certification: The • Requirements analysis and
Credentials documentation
• Requirements communication The release date for the new version of the Business
• The International Institute of Business
• Solution assessment and validation Analysis Body of Knowledge® (BABOK) 2.0 is March 31,
Analysis
• The CBAP certification 2009. The official launch of the Certified Business Analysis
V. Fundamentals of Business
• The CBAP certification application Professional™ (CBAP) exam based on the new version is
Analysis
process August 1, 2009. The final date to take the exam based on
• The CBAP examination process • Communication skills
• The professional code of conduct • Leadership skills version 1.6 is July 31, 2009. For more info on the CBAP exam,
• The CBAP examination structure • Problem solving skills visit Certification. ASPE will begin using the BABOK v2.0
• Business and IT domain knowledge starting with our August public courses.
III. Business Analysis Overview • Other general knowledge
• What is business analysis? • Glossary and terminology
• The role and competencies of the IIBA CDUs
business analyst VI. A Guide to Success on the CBAP
• The Systems Development Life Cycle Examination 28 31 28
(SDLC) • Review of key topics
• The Project Management Life Cycle • Key tips to remember for the CBAP
and the process groups • Final test hints and tricks
• Project roles and competencies • Practice CBAP examination ®
• Requirements engineering basics • Your personal preparation plan

• Levels of requirements
• Systems, processes, and actors

Designing and Facilitating GSA Rate: Individual: $896.25, Group: $746.25
Joint Application Development Brief Course Overview: SEE FULL OUTLINE
• Prioritizing
REGISTER!
I. Introduction to Facilitation
(JAD) Workshops • The importance of creating climate

• Facilitation skills
• Problem solving
• Exercises
• Presentation skills
2-DAY CLASS | COURSE 2300 • Active listening skills IV. Preparing for the Workshop
• Tools of the trade • Building the agenda
A comprehensive hands-on guide to conducting • Tricks of the trade • Integrating the tools
• Considering the mechanics
JAD/group sessions II. The Dynamics of JAD Workshops • Setting up the room
• People motivators
Effective facilitation is easy to watch, but hard to do. Even when you know your • People principles V. Facilitating the JAD Workshop -
agenda and meeting plans, it takes specialized skills to stay on topic, handle • Problem people and dealing with them Demonstration/Class Exercises
disruption, keep people on task, and achieve consensus. Planning the mechanics of • The group life cycle • Starting the Workshop
Requirements Workshops requires additional knowledge of requirements gathering, • Identifying Business & Systems Roles
idea generation, and information capture. Learn all the tips, tricks and shortcuts III. Key Techniques: Brainstorming/ • Establishing the Business Purpose
Cardstorming/Creativity Techniques • Scope Identification
used by world-class organizations to accelerate information gathering. YOU WILL:
• Rules • Identifying the Context and Actors
• Learn how to build meeting structures that avoid most pitfalls. • Process • Chunking for Further Analysis
• Deal with the difficult people and problems that plague meetings. • Creativity methods
• Use creative techniques to mine participants’ knowledge. • Clarifying, combining, evaluating VI. Additional Uses of the Tools
• Employ deft techniques to obtain consensus.
• Extract, document and prioritize requirements efficiently in group settings
IIBA CDUs
• Maximize effectiveness and make the best use of business customers’
time through skillful techniques. 14 12 14

Building the Logical GSA Rate: Individual: $896.25, Group: $746.25

Brief Course Overview:

Data Model Section I. Introduction of key concepts
2-DAY CLASS | COURSE 2695 Section II. Process modeling overview

Section III. Introduction to data modeling principles
Section IV. Describe the components of a Data Model
Apply Proven Techniques for Data Modeling Section V. Creating the Conceptual Data Model
Section VI. Building the Logical or Fully Attributed Model
and Improve Business Processes Section VII. Refining the Data Model
Section VIII. Mapping processes and data
After this class, you will be able to:
Section IX. Transition to design
• Understand and apply data modeling principles and applications
Hands-On Labs
• Identify the logical components of a data model & overall development approach 1. Identify and document data model components
• Implement the approach and techniques to create the Conceptual and 2. Describe significant properties of the components
fully attributed models 3. Create initial Entity Relationship Diagram (ERD)
• Follow the efficient and effective approach to build a data model in 4. Identify and apply business rules
5. Define scope of data modeling effort
parallel with defining the data requirements of the business processes
6. Conceptual data model components and ERD
• Build the data model in an iterative fashion starting with the top down 7. Initial documentation of properties of data model components
model and refining the definitions and components to provide the basis 8. Refinement of initial scope based on integrating process and model views
for an efficient design 9. Create the fully attributed data model
• Map process and data to ensure consistent business need descriptions 10. Refine the data model
• Apply the steps and approach to execute the transition to design

• Apply data modeling techniques to support process re-engineering efforts
14
Requirements GSA Rate: Individual: $896.25, Group: $746.25
Management Workshop Brief Course Overview:

Section I. Where does Requirements
SEE FULL OUTLINE
• Introducing the process
REGISTER!
2-DAY CLASS | COURSE 2755 Management begin? • A Change Request Template

• What is Requirements Development? • Keeping a Change Request Log
• What is Requirements Management? • Roles in the Change Process
Beyond Requirements — Managing Requirements, • BABoK and PMBoK — Where does
Section VI. Measure and Report on
Scope/Requirements Management fit?
Requirements Activity
Scope and Change throughout the Project Lifecycle Section II. Getting to Baseline • Project vs. Product Metrics
• Importance of accurate requirements • Tracking Requirements Status
Understanding the real scope of any project is vital to controlling the project. As a • Start the project team on the same page
Section VII. User Acceptance Testing
project manager or business analyst, it is key to first document the initial scope of the Section III. Overview of the major activi- • Implementing User Acceptance Testing
project and then direct, monitor and control the scope through Requirements Manage- ties of Requirements Management • Writing a UAT test plan
ment techniques. Learning these techniques provide the ability to more easily control the • Traceability • Gaining sign-off
• 3 examples of matrices • Successful Implementation!!!
quality issues, costs, time and risks associated with on-going scope creep associated • Introduction to Change Control
• Intro to the next section — overview Section VIII. Let’s Talk Tools
with requirements changes. • Software tools — What’s available?
Section IV. Define Scope Creep — The • Review resources availabl
Understanding Requirements Management and Case for Scope Management
• What is Scope Management? Section IX. Challenges in Requirements
how it affects scope and project success • The cost of NOT having it Management
Have you ever seen a project that launched without any change from original scope? By • What challenges have you faced in
Section V. Scope Changes the past 6 months?
understanding that change is going to happen, you have a better chance of a success- • What tools or techniques will help?
• Controlling Scope Creep
ful project launch. You will find that by implementing a Change Control Process you • Implementing Change Control • Driving your organization\
increase substantially the chances of project success and stakeholder satisfaction.
This course will attack the issues of requirements changes and the impending scope
creep that results if left unabated. 14

This course is delivered as on-site training only. Call ASPE toll-free
Developing & Writing Testable for more details on bringing this course to your team: 877-800-5221
Business Requirements Brief Course Overview: SEE FULL OUTLINE
2-DAY CLASS | COURSE 3325 I. Why Are Good Business V. Analyzing Information
Requirements Needed? • Extracting useful requirements
• Vagueness of customer • Understanding constraints
specifications
Gather clear and concise business • Understanding customer needs VI. Use Cases
• Prototypes
• Error in specifications
requirements prior to project start — Proven • Models
II. How to extract Good Business • Existing applications
Processes for Development, Delivery and Requirements from the VII. Company Buy-In
Specification • Presenting process to
Support • Getting an understanding of user management
needs • Achieving corporate buy-in
During this results-oriented workshop, you’ll better understand the user’s needs, • Need for Functional • Project schedules
overcome semantic obstacles, and better use the resources you have available. You’ll Requirements
VIII. Measuring Progress
also learn how to identify and involve key personnel, as well as clearly define where III. Sources of Information • Capturing metrics
• Who has information?
and when they are important to a project. We’ll examine the crucial steps you need to • Measuring to manage
• How do we get them involved?
take. Learn how to set and measure milestones throughout the entire process. You’ll also • Reduction in rework
• Defining the gathering process
learn how to apply new methodologies to create a solid strategy for gathering clear and IX. Putting It All Together to Improve
IV. Gathering Information
concise business requirements prior to the start of project design. Productivity
• Scheduling
• Managing effective meetings
In-class exercises help you identify and examine first-hand problems that you may • Educing required information
be experiencing. Through group effort, you and your peers will discuss ways your
department or company should be handling their problems upfront and how those early
stages can be improved.
14
Agile Methods
Transitioning from Course Fee: Individual: $1295 Group (3 or more): $1095

Waterfall to Agile Brief Course Overview: SEE FULL OUTLINE REGISTER!
2-DAY CLASS | COURSE 4815 2. Agile Practice

I. Fundamentals of Agility
• Development, the customer, and QA
Exercise 1 - What are the biggest project issues
• Product increments
Becoming more agile in your organization — you and your organization face?
• Everyone is responsible for quality
A. Agile Essentials • Quality is designed into the product/process
This is your Agile method foundation course. • The Agile Manifesto
Key Agile Practice: Strong Unit testing practice
• The Agile Lifecycle
(Zero Quality Control, Test-Driven development)
Agile methods can help you — Overcome the • Learning and Adaptation
• Collaboration Exercise 6 - Explore the triple constraints
challenges and plan your transition strategy • Customer Focus
E. Command and Control
• Self-Directed Teams
1. Waterfall Practice
There are significant benefits available with Agile methods that can address the high • Lean Principles
• Project manager assigns work to the team
risks, unknowns, and uncertainties that beset contemporary projects. These complexities • Progressive Requirements Elaboration
• Command process is not collaborative
can best be addressed with a flexible and adaptable model that faces the problems and Exercise 2 - What aspects of agility have you • The project plan is ‘etched in stone’
already incorporated into your organization? • Assumes project execution is linear
provides the tools to change the way work is done and address the issues head on. In
II. Waterfall and Case Studies • Top-down methodology usually followed
this course, you will experience several case study scenarios that typify the attributes A. Adaptive Planning • Variances are usually considered negative
of most projects in your organization, each providing a recognition point as we explore 1. Waterfall practice 2. Agile Practice
and discuss the hurdles to Agile. Learn to overcome these hurdles and interweave your • The project manager • Self organizing team selects its own work
• Shielding developers & customers • Project manager is a facilitator and a coach
traditional practices with Agility to develop the best software for your organization. • Design evolution
• Building silos of responsibility
• Documents as primary communication • Collaboration between the team and client
• Lessons Learned at project end • Mistakes as a component of learning
2. Agile practice Key Agile Practice and Skill: The daily standup
We’re teaching near you: • The Agile coach
Exercise 7 - Self-organizing team
• Continuous collaboration
Des Moines, IA May 4-5, 2009 • Self-directed teams F. “Big Bang” versus Incremental Delivery
• Regular feedback and retrospectives 1. Waterfall Practice
Houston, TX June 4-5, 2009 • Customer sees working product at the end
Exercise 3 - Adaptive planning
Jacksonville, FL July 13-14, 2009 • The Processes Change Averse:
B. Requirements
• The entire feature set
Columbus, OH August 10-11, 2009 1. Waterfall Practice
• Risk management
Reston, VA September 9-10, 2009 • JAD Sessions
2. Agile Practice
• Q &A
Austin, TX October 7-8, 2009 • Highest priority features are developed first
• All requirements documented, signed off
• Highest risk factors
Phoenix, AZ November 2-3, 2009 • Changes to requirements downstream
• Working elements of the product
• All requirements are a #1 priority
Minneapolis, MN December 10-11, 2009 • Discovery and new requirements
2. Agile Practice
• User stories Key Agile Skills: Agile Risk Management
• Prioritizing the feature list Exercise 8 - A well executed waterfall approach?
Bring this class onsite: Key Agile Skills: Gemba visits and story cards
III. Transition Strategies
If you have ten or more students, an on-site is a cost- Exercise 4 - Benefits of progressive elaboration A. All or Nothing
effective option. Call toll-free for details: 877-800-5221. C. Scope Creep Exercise 9 - The enclosed Excel “case studies”
You can also request that we bring a class to your city: 1. Waterfall Practice
• Assessing changes from baseline B. Traction with Agility
Visit www.ASPE-SDLC.com/course_request
• Documenting the change process Exercise 10 - Issues in your organization
• Customer signoff is required
C. Overcoming Resistance
• Change Control Board meetings
• Predictive planning
2. Agile Practice
• Command and control management
• Change as Progressive Elaboration
• Reliance on corrective action
• Changes are added to the backlog
• Agility is nothing but ‘galloping scope creep’
• Adjustments in schedule
• Jobs may change or be eliminated
14 • The customer adjusts priorities
Exercise 5 - Adaptability defuses scope-creep
• The WIIFM syndrome
Exercise 11 - Resistance in your organization
D. Quality
1. Waterfall Practice VI. Course Wrap-Up
• Developers perform Unit testing only Exercise 12 - Prioritize your own Agile concepts
• Code is thrown ‘over the wall’ for QA testing
• System testing in a monolithic ‘QA Slam’
• QA is responsible for quality

Agile Methods
Collaborating & GSA Rate: Individual: $971.25, Group: $821.25

Communicating Agile Brief Course Overview: SEE FULL OUTLINE REGISTER!
Requirements I. Agile Overview

• Project Charter
• Project Roles
Class Exercise – Engage in a story-writing
workshop as a means of building a product
backlog for your sample project. Participate in
2-DAY CLASS | COURSE 2580 • Project Planning prioritizing your product backlog and present
• Communication the highest priority stories to the class.
Save time and develop better software II. Project Initiation VI. Estimating and Planning
that really meets users’ needs • Project Charter
• Project Roles
• Relative vs. Actual Estimating
• Using Story Points
• Project Planning • Planning Poker (Grenning 2002)
Gathering requirements for • Communication • Five Levels of Planning in Agile
an agile project Class Exercise – Working in small teams, you
• Estimating Team Velocity
Project failures are often due to poor requirements gathering, analysis and will establish a project charter including goals Class Exercise – Using the estimating tech-
planning. Traditional requirements documents may not contain complete and objectives for a sample project. You will niques taught using story points, you’ll enjoy
and accurate requirements due to rapidly changing business environments. participate in defining key roles for project team a few rounds of Planning Poker, a fun and
Agile requirements gathering, by moving detailed requirements closer to members and set clear expectations for project very effective method of relative estimating,
implementation, allows for rapid response to change. “Collaborating & communication. with your team to establish estimates for your
Communicating Agile Requirements” will show you how to gather and highest priority stories.
manage these requirements. III. Focus on the Customer
• Customer Involvement VII. Release Plan
• Customer Roles • Iteration Estimates
We’re teaching near you: • Creating and Using Personas • Prioritization Revisited
Denver, CO May 4-5, 2009 • Constraints • Ownership and Participation
• Communication
Salem, OR May 18-19, 2009
Class Exercise – Within your teams you
Houston, TX May 20-21, 2009
will brainstorm some customer roles for your Class Exercise – Establish a release plan
Oklahoma City, OK June 10-11, 2009 example project. From the brainstorming, you for their sample project incorporating priority,
Philadelphia, PA June 22-23, 2009 will consolidate the larger list of roles into key estimates and velocity as appropriate.
Reston, VA July 7-8, 2009 roles that will be the focus of your sample
Kansas City, MO July 20-21, 2009 project, For each of the key roles, each team VIII. Use Cases
Sacramento, CA August 13-14, 2009 will create personas and share them with the • Use Case Advantages
Virtual Training August 17-20, 2009 class. • Use Case elements
Austin, TX August 24-25, 2009 • Success Path
IV. User Stories • Alternate Paths
Portland, OR September 1-2, 2009
• INVEST Model (Bill Wake, ~2003) • Exceptions
Chicago, IL September 17-18, 2009
• Goals and Objectives
Columbia, MD October 13-14, 2009 • Acceptance Criteria and Class Exercise – Teams will discuss and
Phoenix, AZ October 28-29, 2009 Acceptance Tests document use cases, including alternate paths
Tampa, FL November 16-17, 2009 • Non-user Stories and exceptions, for some of their high priority
Seattle, WA November 19-20, 2009 stories. As a class we’ll discuss the relation-
Cleveland, OH December 1-2, 2009 Class Exercise – Led by the instructor, the ship between use cases and stories, and how
San Francisco, CA December 9-10, 2009 class will come up with some user stories they complement each other.
for a sample project. We will discuss how to
determine as a team what is appropriate for IX. Iteration Plan and Execution
your user stories to be effective. • Iteration Planning
IIBA CDUs • Defining “Done”
V. Product Backlog • Test-Driven, Test Often
14 12 14 • Who owns the Product Backlog?
• Functional and Non-functional
• Demonstrate Working Software
(Delivered Requirements)
Requirements • Inspect and Adapt applied to
• Story-Writing Workshop Requirements
• Prioritizing the Product Backlog
• Maintaining the Product Backlog X. Retrospective on Communicating
Requirements

Agile Methods
Agile Project Management

2 -DAY CLASS | COURSE 4170 Brief Course Overview:
Learn to lead agile software projects that adapt to I: Understanding Agile
Agile embraces a set of principles that drive more effective software
change & discovery, improve collaboration, drive development. Agile focuses on the customer, embraces the ever chang-
ing nature of business environments and encourages human interaction
innovation and deliver on-time business value in delivering outstanding software.
• Why Agile?
• Agile Manifesto
Creating Agile Projects – It’s More Than a Buzzword. • Agile Principles
• Agile Methodologies
Agile methods are taking the IT and software development worlds by storm. Why? Because they’re • Agile Benefits
effective and they better align with the realities of software development projects’ changing
II: Forming the Agile Team
requirements, ever more challenging technologies, highly compressed schedules and evolving Agile Teams embrace cross-functional collaboration and understand
teams. This workshop teaches you how to adapt and respond to all of these challenges within your that the individual succeeds only when the team succeeds. Now we
software projects. discuss how to form the Agile Team.
• Team Roles and Responsibilities
• Expectations
Software Projects Require More Than Traditional • Self Organization
• Communication
Project Management Techniques. llI: The Agile Coach
This workshop focuses on bringing non-traditional methods to bear within your software projects. Agile Project Managers use a combination of skills and techniques
to manage and coach their teams to success. The Agile PM is most
With projects consistently failing at a +60% level for the past 10 plus years, it’s clear that interested in discovering what actual problems need to be solved and
traditional techniques aren’t working all that well. We’ll explore how to blend traditional and then do whatever it takes to allow the team to move forward. In this we
non-traditional PM techniques to enhance your project success and delivery of real business value. cover the following:
We’ll examine Agility as it relates to estimating, planning, risk management, change and release • Role of the Agile PM or Coach
• Agile Project Management
management. • Tips for working with Agile Teams
• Communication
Cutting Edge Ideas IV: Agile Planning
This workshop is based on leading edge tools and techniques from some of the principles leading The Agile framework embraces a methodical process of planning with 5
levels of detail. Rather than mistakenly getting to the details too soon of
the Agile revolution. We’ll explore concepts from: ever-changing requirements, Agile planning helps us focus on the right
• Agile Estimation & Planning - Cohn level of detail for the right priorities at the appropriate time.
• Project Planning
• Agile & Iterative Development - Larman • 5 Levels of Planning
• Agile Project Management - Highsmith • Product Vision
• Extreme Programming - Beck
• Lean Software Development - Poppendieck Class Exercise — Working in small teams, you will “design the box” in
order to establish a vision for a sample project. Participate in identifying
• Retrospectives - Kerth key selling points, features, operating requirements, etc.
• Scrum - Schwaber & Beedle
V: Focus on the Customer
It is critical that the customer be the focus of a product throughout the
In-Class Practice Session Overview development life cycle. Every requirement should bring some value to
the customer. Therefore, prior to defining requirements, it is important to
This class is a stimulating combination of class interaction, case studies, group exercises define the customer.
and workshops. Each is designed to allow you to easily grasp new concepts and techniques. • Customer Involvement
Specifically, you will cover: • User Roles
• Creating and Using Personas
• Examine risk and release readiness metrics across Agile methodologies • Constraints
• Agile Planning at five levels
• Wideband / Planning poker release planning simulation Class Exercise — Within your teams you will brainstorm some
customer roles for your example project. From the brainstorming, you
• Estimation techniques with Story points and Ideal days will consolidate the larger list of roles into key roles that will be the focus
• Scrum negotiation simulation for release content prioritization of your sample project.
• Coaching workshop focused on discovering your own personal “Coaching Style?”
Vl: Creating the Product Backlog
• Self Directed teams and their interactions
The Product Backlog is the complete list of requirements for the
• Monitoring and tracking project status using Agile techniques like Burn down product. It consists of User Stories, Foundational Stories and other work
charts and measuring Velocity

Over 5,000 People Have Attended This Class! Course Fee:
GSA Rate: Individual: $ 971.25, Group: $ 821.25
items the team must complete. Stories capture all of the Class Exercise — Each team will establish a release
detailed requirements, but require enough information to
estimate and plan.
plan for their sample project incorporating priority, We’re teaching near you:
estimates and velocity as appropriate. We’ll discuss how
• The Product Backlog real experiences of fixed time and fixed feature projects
Kansas City, MO May 7-8, 2009
• User Stories can work with an Agile release plan. Washington, DC May 11-12, 2009
• INVEST Model (Bill Wake, 2003) Sacramento, CA May 18-19, 2009
• Acceptance Criteria X: Detailed Requirements Philadelphia, PA May 21-22, 2009
• Foundational Stories Prior to entering into the development of a story, require- Minneapolis, MN May 28-29, 2009
• Product Themes ments need to be discussed in more detail. The instructor Austin, TX June 1-2, 2009
will introduce several methods.
Class Exercise — In small teams identified previously, Indianapolis, IN June 8-9, 2009
• Unused Requirements
you will engage in a story-writing workshop as a means of • Adapting to Change
Seattle, WA June 11-12, 2009
building a product backlog for your sample project. • Use Cases and Test Cases Tampa, FL June 17-18, 2009
• Alternative methods Raleigh, NC June 25-26, 2009
Vll: Prioritizing the Product Backlog Columbus, OH July 7-8, 2009
Prioritization often excludes the development team and Xl: Iteration Planning and Execution Columbia, MD July 9-10, 2009
fails to account for technical expertise the team provides An iteration is a fixed amount of time in which stories/ Denver, CO July 16-17, 2009
in determining dependencies, impact, risk and the requirements will be developed, tested and ready for
sequencing. You’ll explore methods of prioritization and Miami, FL July 21-22, 2009
release. Project Managers need to understand how to
how PMs can help the business and development groups engage the team to effectively break out the tasks, hours St. Louis, MO July 27-28, 2009
collaborate together to determine the right priorities. and assignments for the Iteration. Virtual Training July 27-30, 2009
• Prioritization Themes • Capacity Louisville, KY August 3-4, 2009
• Decision Matrix • Engaging the Team Portland, OR August 10-11, 2009
• Kano Analysis • Planning and Executing the Iteration Chicago, IL August 20-21, 2009
• Preventing Fire Alarms
Tulsa, OK August 27-28, 2009
• Maintaining the Product Backlog Xll: Measuring and Communicating Progress
Dallas, TX August 27-28, 2009
An important aspect of Agile Project Management is
Class Exercise — Utilizing the prioritization techniques measuring progress and communicating that progress Raleigh, NC September 2-3, 2009
discussed, you will prioritize the Product Backlog for your to the team, customers, management and stakeholders. Kansas City, MO September 10-11, 2009
sample project taking into account the dependencies, risk We will discuss: Minneapolis, MN September 15-16, 2009
and impact of your user stories. • Taskboards Houston, TX September 24-25, 2009
• Story/Task cards Phoenix, AZ September 29-30, 2009
VIIl: Estimating • Metrics San Francisco, CA October 1-2, 2009
Among the greatest challenges in developing software • Burndown Charts
and delivering against stakeholder expectations is Philadelphia, PA October 5-6, 2009
• Agile Tools
estimating accurately and subsequently planning how Reston, VA October 15-16, 2009
those expectations can be met. Agile cannot make Xlll: Retrospectives Atlanta, GA October 22-23, 2009
that challenge disappear, but offers some very helpful Retrospective are one of the key Agile practices and is Seattle, WA October 26-27, 2009
tools that enable teams to set and meet the appropriate the inspect and adapt mechanism for the team. Project Tallahassee, FL November 2-3, 2009
expectations. Managers help the team identify what is working, what Oklahoma City, OK November 4-5, 2009
• Relative vs. Actual Estimating is not working and what specific areas need to be
• Introduction to Story Points
San Diego, CA November 9-10, 2009
improved.
• Using Story Points Columbus, OH November 11-12, 2009
• Elements of the Retrospective
• Planning Poker (Grenning 2002) • Facilitating Retrospectives Austin, TX November 12-13, 2009
• Tips for effective Retrospectives Denver, CO December 3-4, 2009
Class Exercise — Using the estimating techniques Portland, OR December 7-8, 2009
taught using story points, enjoy a few rounds of Plan- Class Exercise — The instructor will facilitate a Ret- Detroit, MI December 8-9, 2009
ning Poker, a fun and very effective method of relative rospective for the class allowing participants to provide Indianapolis, IN December 10-11, 2009
estimating. feedback for the course in addition to demonstrating how Washington, DC December 14-15, 2009
a Retrospective should be run.
lX: Release Planning
The release plan identifies a goal for the stories that will XlV: Adopting Agile Project Management
be included for a release of the software. Through the We bring everything together and discuss specific
prior processes, the team will have prioritized the stories implementation strategies, how to overcome resistance
and estimated the team velocity. These key elements will and several additional tips to effectively manage projects 14 12
come together to give the team a level of confidence that in an Agile environment. Topics covered include:
they can deliver the necessary requirements for a product • Agile Process Overview
release in what is normally a fixed timeframe. • Overcoming Resistance and Getting Started
• Velocity • Agile Calendar of Events
• Schedule vs. Feature Based Planning • Challenges to Adoption
• Building the Release Plan • Team Roadmap Exercise
• Communication

Agile Methods
Course Fee:
Agile & High-Speed Individual: $1295 Group (3 or more): $1095
Software Testing Brief Course Overview: SEE FULL OUTLINE REGISTER!
Techniques I. Introduction to Agile Testing

Artifacts, roles, and activities will be examined
look to automation as a support solution.
• Early consideration
• Agile Test Automation Support
and compared against agile methods. The focal
2-DAY CLASS | COURSE 3350 point for stimulating stakeholder and develop- • Purpose and Goals
ment team discussions centers around the ‘XP • Utilization and Oversight
Story Card’ and the many facets that it contains
Transitioning sound traditional test practices into an (requirements, test, estimate of effort and value, VI. Designing Agile Tests
with a profound focus on risk). The hardest thing about testing is design..
Agile Development Environment • Modern SDLC Compression Time Knowing what to test, how much to test (or not
• Traditional to Agility Shift – Challenges test), requires experience, knowledge, and trust.
This course is a step-by-step approach to transition your traditional test practices to • Balancing Risk with Test Intensity A few methods are particularly adept to Agility
an agile approach. Utilizing the goals of Agile, the program will help to transition, • Effective Stakeholder Communications (Exploratory, Pairwise, and Pareto (80:20)). The
implement and monitor testing in the High-Speed Agile Testing environment. development of tests in concert with require-
II. The Agile Test Team ment stories is also a highly effective means to
This workshop turns traditional testing classes upside down. Instead of discussing In traditional teams people had roles which maintaining a tight connection between these
traditional techniques that break down when the pressure is on or taking a purist relied upon a carefully orchestrated dance two elements.
with delivery. Yet roles should revolve around • Method Selection
view towards testing, we’ll look for ways to maximize each testing investment • Establish Balance
responsibilities, not just obligatory tasks. The
to ensure the most critical areas are properly covered: working with stakeholders role as test specialist carries with it guidance, • Calibration
to ensure that they fully understand and support inevitable trade-offs, and using oversight, coaching, direction and support. • Adapting
flexible techniques that spend more time testing and less time talking about it. Business owners are called upon to provide
exposure to priorities. The development team is VII. Measuring Test Results
allowed to ply technical delivery knowledge and As projects took longer to deliver, the need for
We’re teaching near you: stay focused on the matters at hand.
• Participants
reporting becomes an essential part of the proj-
ect management process. With Agile methods,
• Roles & Expertise the need to provide low cost, light weight test
Seattle, WA May 12-13, 2009 reporting is important. The focus shifts from a
• Operational Dynamics
Phoenix, AZ June 2-3, 2009 summation of errors discovered to testing as an
Portland, OR July 14-15, 2009 III. Thinning (Lean) Test for Rapid Agility instrumental part of delivery.
To accept change requires transition. A critical • Light Weighting Reporting
Atlanta, GA August 4-5, 2009 • Status Reporting
examination of tasks, documents and interaction
Austin, TX September 22-23, 2009 with the project team need to be looked at in • Progress Reporting
Cincinnati, OH October 22-23, 2009 depth. We will seek out ways to exploit the • Demonstration
seven foundation points of lean as our first step • Sprint/Iteration Retrospective
Houston, TX November 9-10, 2009 towards increasing service delivery speed.
Columbia, MD December 2-3, 2009 • Lean Principals VIII. Managing Agile Test Efforts
• Test Candidate Elements Testing isn’t just a job, it’s a specialist role.
• Trade-Off Considerations Getting people to do things that are outside
Bring this class onsite: of their normally expected role, and who are
If you have ten or more students, an on-site is a cost- IV. Iteration 0 – Agile Test Planning hardened with years of custom is not easy, but
While the project is going through a focused it is doable. “Managing” is not something that is
effective option. Call toll-free for details: 877-800-5221.
and abbreviated planning period, so is testing. often discussed in Agile circles, but the need to
You can also request that we bring a class to your city: provide watchful and compassionate oversight
With core justification and chartering events we
Visit www.ASPE-SDLC.com/course_request proactively provide a planning component within is essential for testing to be meaningful.
the overall project vision. Unlike past test plans, • Test Specialist Role
it is lean, rapid, and collaboratively developed. • Test Coaching in the Team
Time, business value and risk are important • What is Agile “Managing”?
aspects that are presented and strongly rely on
team participation. IX. Planning for Repetition and Reuse
• Where to Start Afterthoughts are expensive, time consuming
14 • What to Use and often creative a significant degree of test
• What is Involved suite unreliability. Repetition and reuse starts
within the sprint/iteration and is carried forward
V. Using Automation Support through the development project period and into
®
Automation is a means to an end. In order to future (post-delivery cycles).
be able to carry out our duties in a deliberate, • Testing in the Small
coordinated and expedient fashion, we must • Build-Up to 24/7
• Regression Testing – Forward Sprints

Agile Methods
Agile Essentials GSA Rate: Individual: $971.25, Group: $821.25

2-DAY CLASS | COURSE 5000 Brief Course Overview: SEE FULL OUTLINE
I. Introduction VII. Phases and Activities

• Agile processes embody iterative / • Planning, then Staging
A brick-by-brick approach to incremental development
• Tackling uncertainty
VIII. Agile Testing
• Testing versus debugging
making your SDLC Agile II. Key Aspects of Agile Development • Unit tests
• Iterative / Incremental Development IX. End of iteration activities
• Self-organizing, empowered teams • Demonstrate functionality
To incorporate an Agile methodology or practice into your SDLC with an
III. Agile Versus Plan-Driven • Evaluate functionality
expectation of shredding the rigid discipline of your current method is a sure Development X. Aspects
path to failure. The common misconception is that Agility means lack of • Environment • People factors and project staffing
• Management • Communication skills
order, which is not the case. Agility in software requires strong discipline.
IV. Management of Agile XI. “Up Front” Activities
In order to successfully implement Agility, you must have a solid foundation • Coaches and facilitators • Prototyping, Risk Management
in the practices and procedures you wish to adapt and learn how to follow • Customer interaction
XII. Examination of Agile Processes
those practices correctly while tying them to rigid quality goals. V. Agile Requirements • Scrum
• Use cases • Extreme Programming
• User stories
Define the principles, advantages, and disadvantages of Agile XIII. Technical Management
VI. Agile Planning • Configuration
development. Get first-hand experience by organizing and participating • Planning is the major difference • Testing and Quality Assurance
in an Agile team. Put the concepts you learn to practice instantly in the between agile and plan-driven
development. XIV. Team
classroom project. Understand and learn how to take advantage of the • Requirement backlog • Structure and roles
opportunities for Agile. Finally get a detailed understanding and practice • Responsibilities
the collaboration and communication needed between customer and

developers for Agile to succeed.
14 12
Agile Methods
Course Fee:
Agile for Executives This course is delivered as on-site training only. Call
ASPE toll-free for more details on bringing this course
to your team: 877-800-5221
1-DAY CLASS | COURSE AFE
This one-day course presents a step-by-step approach to Agile for Brief Course Overview: SEE FULL OUTLINE
Executives. This course can also be expanded to five days.
As a result of this course, managers and executives will: Section I: Agile Overview Section III: Communication
• Understand Agile Practices and Principles • Why Agile? • Transparency
• Obtain valuable information from industry surveys identifying • Agile Benefits - including • Main Path
industry data, survey results • Team Level
compelling Agile benefits realized by companies worldwide
and personal experience • Across teams - horizontal
• Gain insight into effective metrics for managing Agile team performance • Agile Principles as well as vertical
• Dispel the myth that mid and long term planning are abandoned with Agile • Agile Teams communication
• Appreciate how teams and management can build trust more quickly
• Discuss the transition from command and control to empower and Section II: Process Framework Section IV: Executive Role
inspire style of leadership • Vision • Empower and Inspire
• Explore how to help teams to create a cadence that will enable them to succeed • Roadmap • Remove Obstacles
• Understand tools and techniques for promoting transparency in • Release • Measure Effectively
• Iteration • Trust
communication at all levels
• Daily
• Identify some of the common pitfalls Agile teams may encounter

Agile Methods
Course Fee:
Agile Boot Camp: Individual: $1695 Group (3 or more): $1495
A Scrum Hybrid Approach This course is guaranteed. See page 67 for details.

3-DAY CLASS | COURSE 4710B
I. Agile Introduction and Overview VIII. Release Planning
• Why Agile • Utilizing velocity
Learn How to Make Agility Happen • Agile Methods • Continuous Integration
This three-day workshop will immerse you in the broader aspects of Agile software. There’s • Agile Benefits • Regular cadence
more to Agile development than simply a different style of programming. That’s often the • Basics of Agile Team Exercise: Teams are tasked with
easy part. However, it totally changes your methods for: II. Forming the Agile Team building a release plan by incorporat-
• Requirements Gathering • Team Roles ing priority, story point estimates, team
• Expectations velocity and customer/product owner input
• Project Estimation & Planning
• Self forming teams - where to assign stories to iterations with desired
• Team Leadership
flexibility exists release points
• Producing High Quality Software • Communication
• Working with your Stakeholders & Customers IX. Iteration Planning
III. Five Levels of Planning in Agile
• Focus on Team Development
• Vision • Getting to the details
• Roadmap • Task breakdown
Agile Methodologies are quickly becoming the best way to create outstanding software. We’ll
• Release • Time estimates
explore the leading methodologies where you’ll learn the basic premises and techniques
• Iteration • Definition of “done”
behind Agility—so that you can apply them to your projects.
• Daily Team Exercise: Teams are tasked with
Discover the Differences Across the Various Team Exercise: Writing a vision discussing the details of the stories that,
statement based on the estimated team velocity, may
Methodologies be completed in the first iteration
IV. Creating and Maintaining a
One of the most confusing parts of adopting Agile development surrounds the wide variety Product Backlog
of specific methodologies. Some are targeted towards very small environments, while others X. Iteration Execution
• User Stories and story cards • Daily Standup (Daily Scrum)
tend to scale better. You’ll discover the differences and how to select characteristics that • Customer Roles - Defining your • Task boards
best meet the demands of your organization—enabling you to tailor Agility within your customer • Scrum of Scrums
environment to maximize your adoption success. • Acceptance Tests • Burndown and other metrics
• What makes a good story (sizing and
We’re teaching near you: substance)
• Story Writing Workshop
Team Exercise: Task board building
Reston, VA May 6-8, 2009 XI. Measuring and Communicating

Team Exercise: Writing User Stories
Memphis, TN May 27-29, 2009 Progress
Dallas, TX June 3-5, 2009 V. Product Roadmap • Actual effort and remaining effort
Boston, MA June 16-18, 2009 • Product Themes • Burndown charts
St. Louis, MO July 13-15, 2009 • Prioritization • Tools and Reporting
Austin, TX July 29-31, 2009 • Creating the Roadmap • Company X specific measures
Seattle, WA August 12-14, 2009 • Communication
Philadelphia, PA August 24-26, 2009 • Maintaining the Roadmap Course discussion: Instructor will lead
Denver, CO September 9-11, 2009 Team Exercise: Developing product theme a discussion on the effectiveness of the
from User Stories measurements appropriate for course
Atlanta, GA September 21-23, 2009
participants. Instructor will share real world
Chicago, IL October 7-9, 2009 VI. Prioritizing the Product Backlog examples of metrics and communication
Kansas City, MO October 19-21, 2009 • Methods for prioritizing tools used by Agile teams.
Minneapolis, MN November 4-6, 2009 • Expectations for prioritizing stories
San Francisco, CA November 16-18, 2009 Demo - because this is a course, teams
Team Exercise: Teams are tasked with
Phoenix, AZ December 1-3, 2009
assigning a priority to their user stories at will not engage in product development
Tampa, FL December 14-16, 2009
the appropriate level of detail. work and therefore will not have any
actual product demos. We will discuss as
VII. Estimating a group the importance of demos and the
• Actual vs Relative estimating expectations set internally for your teams
• Story Points back at work.
21 • Planning Poker
• Estimating Team velocity XII. Retrospectives
Team Exercise: Teams are tasked with • What we did well
assigning story point estimates to enough • What did not go so well
user stories to extend at least a few itera- • What will we improve
tions into the future using Planning Poker
Team Exercise: Teams will hold a
retrospective on their experience during
the course

Agile Methods
Course Fee:
Hands-On Individual: $1295 Group (3 or more): $1095
Lean Agile Project This course is guaranteed. See page 67 for details.
Brief Course Overview: SEE FULL OUTLINE
Management I. What is Lean?

1. Lean Defined and Implemented
2. Scrum and Agile processes
• Scrum as project management
• Scrum Scalability
2-DAY CLASS | COURSE 4900 • Eliminating the seven “speed bumps” • Role of the ScrumMaster
— Over-production
— Excess Inventory 3. Where Agility can help almost any
Incorporate Six Sigma and Lean Agile — Waiting software process
— Unnecessary movement of work products
Methods to deliver software, product and — Unnecessary employee movement
• Address unknown risks (Discovery!)
• Be adaptable in volatile environments
process for maximum customer value and — Unnecessary/incorrect processing • Product, process, service development
— Defects • Find out why time estimates are usually
satisfaction • Define and document your value stream wrong (65% of the time) and how Agile
• Analyze the elements for their non- addresses the issue
This two-day course provides a solid foundation in integrating the concepts value added effort, delay or re-work
of Lean and Six Sigma with Agile project management to deliver the most • Redesign the flow 4. Agile estimation and planning
effective method for delivering customer value and satisfaction to every • Iteration Planning
2. How Lean concepts directly map to the • Release Planning
project. Upon completing the seminar, you will be able to put these tools software process • Estimation Basics
into immediate action on your current and future projects. Taught only by an — Stories
3. Implementing lean processes in your — Features
experienced PMP, CSM, and Six Sigma Black Belt instructor. organization — LOE sizing using Story Points
• Finding the ‘Hidden Factory’ — Planning Poker
• Discover the costs of poor quality
• Use measurement to determine your 5. How to be Agile in non-Agile environments
Taught by a PMP, CSM, and Six Sigma true throughput yield • Other departments are not Agile
• Business partners that resist Agility
Black Belt certified instructor – No II. Effective Tools for Improvement • Management issues with Agility
• Government contracts – how to
exceptions! 1. Six Sigma and its role in Lean
• Lean addresses 5 of the seven wastes. address the fixed price vehicle
This ensures that the project management disciplines you will learn are in Six Sigma provides the tools to address
the final two: IV. The Fusion of Lean Six Sigma and Agile
complete alignment with current Six Sigma, Scrum and the PMI framework. — Unnecessary/incorrect processing 1. Customer Satisfaction
Real world examples and real world case studies are a major course — Defects • ‘It’s the Fast that Eat the Slow’
component. • Reduce variation, improve satisfaction
2. Statistical Process Control Tools • Immediate profitability boost with defect
• Are you math challenged? Don’t worry, reduction and increase in throughput
Bring this class onsite: no degree in statistics is necessary –
discover how to set up your data in 2. Continuous Improvement
If you have ten or more students, an on-site is a cost- Excel and let SPC software do the rest: • Metrics for continuous improvement•
effective option. Call toll-free for details: 877-800-5221. — X Bar R and X Bar S charts • Listening to your customer
You can also request that we bring a class to your city: — p, np, c and u charts • How 10% of the SPC tools can help
Visit www.ASPE-SDLC.com/course_request — Pareto charts you for 90% of your projects
— Balanced Scorecard
— Ishikawa/Cause-and-Effect diagrams 3. Holding the Gains
• Pragmatic use of Lean-Six and Sigma-
3. Implement the Key Improvement focuses Agile processes
for your business — How Plan-Do-Check-Act maps to
• Work on your department – not in it the empirical Agile ‘sprint’
• Observe customers, not employees — How Poka-Yoke (mistake-proofing)
14 • Examine your process, not employees improves the development
• Watch your product, not employees process
• Utilize a proven improvement system — Why improving the process using
a proven method beats common
III. Agile Project Management Processes sense and trail-and-error
1.What is Agility? processes every time
• Survey of current Agile practices • Design for one-piece flow
• Why Agility works

Agile Methods
Certified ScrumMaster Brief Course Overview:
Workshop Short, five-minute exercises and case studies will be scattered

throughout the two-day session. Longer exercises are detailed below.
Time spent on each topic will vary depending on the composition of
the class and the interest in particular areas.
2-DAY CLASS | COURSE 4400 I. Agile Thinking

In order for us to understand the benefits of Scrum and the nuances
behind its framework, we begin with the history of agile methods and
Learn, understand and execute on the three overarching how relatively new thoughts in software development have brought
us to Scrum.
principles behind Scrum: iterative development,
• How manufacturing has influenced software development
self-management, and visibility. After successful • The origins of agile thinking
• The Agile Manifesto
completion of this course you will be registered with • The complexity of projects
the Scrum AllianceSM as a Certified ScrumMaster. • Theoretical Vs. Empirical processes overview
• The “Iron Triangle” of Project Management
Exercise: The “Art of the Possible.” This is an opportunity to

What is Scrum? understand how small changes in behavior can have a large impact
Even projects that have solid, well-defined project plans encounter some degree of change on productivity. This also turns our thinking towards new ideas and a
willingness to change for the better.
and waste. Shifting market conditions, budget cuts, staff restructuring, or any number of
influences will disrupt the best plan while contributing to customer dissatisfaction and staff II. The Scrum Framework
Here we’ll ensure that we’re all working from the same foundational
discouragement. Moreover, projects that begin with changing or unclear requirements make it concepts that make up the Scrum Framework.
difficult to even establish project expectations. Scrum is the agile development process that
allows teams to deliver usable software periodically throughout the life of the project, absorbing • The different Scrum roles
• Chickens and Pigs
change and new requirements as the project proceeds. • Iterative Development vs. Waterfall
• Self Management concepts
• Full disclosure and visibility
Intensive 2-day workshop on all things Scrum • The Scrum Framework Overview
Beginning with the history of agile development and moving through the disciplines promoted
III. Implementation Considerations
by Scrum, you will gain a comprehensive understanding of the Scrum methodology, while Moving beyond Scrum’s foundational concepts, we’ll use this time to
specifically reviewing the behaviors expected of a ScrumMaster. This 2-day class is suitable dig deeper into the basics of implementing Scrum. We’ll also use this
time to begin a discussion of integrity in the marketplace and how this
for those practicing or looking to practice the art of the ScrumMaster, but is highly valuable for relates to software quality.
anyone involved in Scrum (Managers, Team Members, Product Managers, etc.).
• Traditional vs. Agile methods overview
After successfully completing this class, participants will be registered with the • Scrum: The Silver Bullet?
• The Agile Skeleton
Scrum Alliance SM as Certified ScrumMasters, and will have on-line access to the • A Scrum launch checklist
class training materials and any updates for one year.
Exercise: Integrity at a fast-food restaurant. During this exercise we’ll
review various options regarding an employee faced with a difficult
In-Class Practice Session Overview situation. The importance of providing high quality products to our
customers will be explored.
This course is a stimulating combination of class interaction, case studies, group exercises
and workshops. Each is designed to allow you to easily grasp new concepts and techniques. Exercise: understanding customer expectations. This exercise is
the beginning of an extended exercise involving agile estimating
Specifically, you will cover: and planning. During this first portion of the exercise, we’ll work
with a fictional customer who has a very demanding schedule and
• The “Art of the Possible”: learn how small change can have a large impact on productivity understand how our assessment of project work plays a significant
• Product integrity: review various options employees use when faced with difficulty, learn role in customer satisfaction.
the importance of delivering high quality products in Scrum
Exercise: The 59-minute Scrum Simulation. This popular exposure to
• Customer Expectations: Using a changing schedule and agile estimating and planning, Scrum asks us to work on a short project that lasts for just 59 minutes!
assess the work to properly set customer expectations and manage customer satisfaction We’ll walk through all of the key steps under the Scrum framework as
we work in project teams to deliver a new product.
• Running the Scrum Project: Run a full Scrum project that lasts 59 minutes. You will walk
through all steps under the Scrum Framework IV. Scrum Roles
• Agile Estimating and Planning: Break into teams, and through decomposition and Who are the different players in the Scrum game? We’ll review
checklists of role expectations in preparation for further detail later in
estimating plan out a project through delivery our session.
• Team Dynamics: Since Scrum deals with change, conflict will happen. Learn methods to
resolve problems in a self-managed environment

SEE FULL OUTLINE REGISTER! This course is guaranteed. See page 67 for details.
• The Team Member

VIII. The ScrumMaster Explored Cincinnati, OH May 4-5, 2009
• The Product Owner It’s easy to read about the role of the ScrumMaster Detroit, MI May 7-8, 2009
• The Scrum Master and gain a better understanding of their Irvine, CA May 12-13, 2009
responsibilities. The difficulty comes in the actual Pittsburgh, PA May 13-14, 2009
V. The Scrum Team Explored implementation. Being a ScrumMaster is a hard Portland, OR May 14-15, 2009
Since the ScrumMaster is looking to protect the St. Louis, MO May 18-19, 2009
job, and we’ll talk about the characteristics of a Jacksonville, FL May 19-20, 2009
productivity of the team, we must investigate good ScrumMaster that go beyond a simple job Austin, TX May 28-29, 2009
team behaviors so we can be prepared for the description. Columbus, OH June 1-2, 2009
various behaviors exhibited by teams of different Cleveland, OH June 4-5, 2009
compositions. We’ll also take a look at some • The ScrumMaster Aura Hartford, CT June 8-9, 2009
Scrum Team variants. Des Moines, IA June 8-9, 2009
• Characteristics of a ScrumMaster San Francisco, CA June 10-11, 2009
Candidate Minneapolis, MN June 11-12, 2009
• The Agile Heart • The Difficulties of Being a ScrumMaster Atlanta, GA June 17-18, 2009
• Bruce Tuckman’s team life cycle • A Day in the Life of a ScrumMaster Columbia, MD June 22-23, 2009
• Patrick Lencioni’s Five Dysfunctions of a • The Importance of Listening Omaha, NE July 6-7, 2009
Team Memphis, TN July 8-9, 2009
• Common Sense Chicago, IL July 9-10, 2009
• Team ground rules Toronto, ON July 13-14, 2009
• Getting Human Resources involved IX. Meetings and Artifacts Reference Material Raleigh, NC July 14-15, 2009
• The impact of project switching While most of this material was discussed Miami, FL July 16-17, 2009
• The MetaScrum in previous portions of class, more detailed Boise, ID July 20-21, 2009
• The Scrum of Scrums Phoenix, AZ July 23-24, 2009
documentation is included here for future San Diego, CA August 3-4, 2009
• The importance of knowing when reference. Virtual Training (non-certified) August 3-6, 2009
software is “done” Reston, VA August 5-6, 2009
1. “Done” for multiple team integrations • A Chart of Scrum Meetings Denver, CO August 6-7, 2009
divided by function • The Product Backlog Vancouver, BC August 10-11, 2009
2. “Done” for multiple team integrations Charlotte, NC August 10-11, 2009
• Sprint Planning Houston, TX August 11-12, 2009
divided by skill • The Sprint Backlog Kansas City, MO August 17-18, 2009
3. “Done” for unsynchronized • The Sprint Indianapolis, IN August 20-21, 2009
technologies • The Daily Scrum Sacramento, CA September 3-4, 2009
• Internal Outsourcing • The Sprint Demo/Review Philadelphia, PA September 8-9, 2009
Columbus, OH September 10-11, 2009
• Why Plan? San Antonio, TX September 14-15, 2009
VI. Agile Estimating and Planning • The Ideal Team Day Tampa, FL September 14-15, 2009
Although agile estimating and planning is an art • Scrum Tools Seattle, WA September 17-18, 2009
unto itself, the concepts behind this method fit Oklahoma City, OK September 21-22, 2009
very well with the Scrum methodology an agile X. Advanced Considerations Albuquerque, NM October 5-6, 2009
alternative to traditional estimating and planning. Jacksonville, FL October 12-13, 2009
This section is reserved for reference material. St. Louis, MO October 15-16, 2009
We’ll break into project teams that will work through Particular interests from the class may warrant Portland, OR October 15-16, 2009
decomposition and estimation of project work, and discussion during our class time together. Minneapolis, MN October 19-20, 2009
then plan out the project through delivery. Detroit, MI October 22-23, 2009
• Conflict Management Washington, DC October 26-27, 2009
• Product Backlog Features Dallas, TX October 29-30, 2009
• Different Types of Sprints Houston, TX November 2-3, 2009
• Relative Weighted Prioritization • The ScrumMaster of the Cleveland, OH November 2-3, 2009
• Prioritizing Our Time Scrum-of-Scrums Ottawa, ON November 5-6, 2009
• User Stories • Metrics Birmingham, AL November 9-10, 2009
• Relative Effort • Dispersed Teams Des Moines, IA November 10-11, 2009
• Velocity Atlanta, GA November 12-13, 2009
• Scaling Madison, WI November 17-18, 2009
• Planning Poker and Story Points • Developing Architecture Phoenix, AZ November 19-20, 2009
• Ideal Team Days • Stage Gate/Milestone Driven Raleigh, NC December 3-4, 2009
• Team Capacity Development Toronto, ON December 7-8, 2009
• Projecting a Schedule • Inter- and Intra-Project Dependencies Reston, VA December 10-11, 2009
• Why Plan in an Agile Environment? Chicago, IL December 10-11, 2009
• Task Boards, Project Boards Austin, TX December 14-15, 2009
• Scrum and CMM, “Traditional” XP Kansas City, MO December 17-18, 2009
VII. The Product Owner: Extracting Value San Francisco, CA December 21-22, 2009
The driving force behind implementing Scrum is to
obtain results, usually measured in terms of return
on investment or value. How can we help ensure The Scrum AllianceSM is a nonprofit
that we allow for project work to provide the best organization committed to delivering articles,
value for our customers and our organization?
We’ll take a look at different factors that impact our resources, courses, and events that will
ability to maximize returns. help Scrum users be successful. The 14 12
Scrum Alliance’sSM mission is to promote
• The Priority Guide increased awareness and understanding
• Product Backlog Refactoring of Scrum, provide resources to individuals
• Productivity Drag Factors and organizations using Scrum, and support
• Fixed Price/Date Contracts
• Release Management the iterative improvement of the software ®
• Earned Value Management development profession.

Project Management
The Project Management

Professional (PMP®)
Certification Exam Boot Camp Brief Course Overview:
Part I —
®
Intense PMP training, with real-world The Project Management Life Cycle
Skills development I. Introduction

An introduction to the format and scope of
Master the material – In just four days of intensive training. the Course
Not just test prep — skills-based training:
II. PMP Credential
Learn Project Management using the context of the PMI Process Groups - Study exam An overview of the PMI requirements for the
topics through the lens of the Nine Knowledge Areas. PMP credential
We know you have experience: • The Project Management Institute

The PMP Certification Exam Boot Camp is constructed to help project managers master the • The PMP Credential
material needed to obtain PMI’s PMP certification. It was designed with the recognition • Applying for the Examination
that because of the specific requirements of your organizations, practicing project • The PMP Examination
managers (PMs) often have great expertise in some areas, but would greatly benefit from • The Professional Code of Conduct
the review of the entire project management field. • Test Subject Areas
The method: III. Project Management Overview

An introduction to Project Management: what it is,
The boot camp is divided logically into two parts. The first part reinforces the PM’s and what it isn’t
understanding of project management, while at the same time introducing PMI’s precise
terminology and project management philosophy. The second part drills into you the • What is a Project
specific topical knowledge needed to pass the PMP examination. • Project Portfolio Management
• Programs versus Projects
Using your experience: • Project Management Office
The first part leads you through the Project Management Life Cycle using the context of • Project Phases
the PMI Process Groups. It teaches project management the way it’s practiced, from start • Project Life Cycles
to finish. This methodology builds on your existing knowledge base to enable you to adopt • The Process Groups
the precise language and standardized terminology of PMI, and build real-world project • Knowledge Areas
management skills. • Stakeholders and Stakeholder Management
• Project Sponsor, Project Manager,
Preparing for the exam: Project Definitions
The second part of the course examines the specific skills of project management through
the lens of the Nine Knowledge Areas. Special importance is given to those concepts IV. The Project Environment
which historically have been emphasized by PMI, including memorization of guides and An overview of the various organizational structures
diagrams. Intense question review and focused memorization are an integral part of this in which a project might operate
section.
• Organizational Types
Putting it all together: • Functional Organizations
• Matrix Organizations
The PMP Certification Exam Boot Camp is an intensive 4-day course. You need to come
• Projectized Organizations
prepared to put in a full day, with study assignments in the evenings. Frequent practice
exams, reviews and written exercises will enable you to master the test-taking skills
needed for the PMP examination.

Pass the PMP exam, guaranteed! Course Fee:
ASPE’s students have a 100% pass rate* GSA Rate: Individual: $ 1571.25, Group: $ 1421.25

V. The Project Management • Project Management Plan
Life Cycle • Executing Process Group Chicago, IL May 4-7, 2009
The five process groups that make • Deliverables, Changes, Austin, TX May 11-14, 2009
up the Project Management Corrective Actions Columbus, OH June 8-11, 2009
Life Cycle • Monitoring and Controlling St. Louis, MO June 22-25, 2009
Process Group Inputs and Washington, DC July 13-16, 2009
• Initiating Process Group Outputs
Denver, CO July 20-23, 2009
• Planning Process Group • Integration Management
Boston, MA August 17-20, 2009
• Executing Process Group • Integrated Management
Kansas City, MO August 24-27, 2009
• Monitoring & Controlling • Scope Management
New York, NY September 8-11, 2009
Process Group • Earned Value, Planned Value,
Actual Value Des Moines, IA September 14-17, 2009
• Closing Process Group Atlanta, GA September 21-24, 2009
• Cost Performance Index,
Schedule Performance Index Minneapolis, MN October 5-8, 2009
• Closing Process Group Inputs Austin, TX October 12-15, 2009
Part II — and Outputs Seattle, WA November 9-12, 2009
The PMI Knowledge Areas Chicago, IL November 16-19, 2009
III. Exam Memorization Guide Phoenix, AZ December 7-10, 2009
I. The Knowledge Areas Useful memorization charts to aid in Columbus, OH December 14-17, 2009
The nine knowledge areas that test taking
operate within the five process
groups
• Plan-Do-Check-Act-Cycle
• The Nine Knowledge Areas Bring this class onsite:
• Integration Management If you have ten or more students, an on-site is a cost-
• Integration Management
• Scope Management Activities effective option. Call toll-free for details: 877-800-5221.
• Time Management • Scope Management Activities You can also request that we bring a class to your city:
• Cost Management • Triple Constraints Model Visit www.ASPE-SDLC.com/course_request
• Quality Management • Time Management Activities
• Human Resource Management • Cost Management Activities
• Communications Management • Earned Value Analysis
• Risk Management *ASPE offers a free exam voucher for any student who
• Quality Management Activities does not pass on the first try.
• Procurement Management • Pare to Diagram
If you still don’t pass on the second try, ASPE will return
• Sigma Values
II. The Elements of Project your course fee.
• The Control Chart
Management • Ishikawa Diagram To date, ALL students who have taken this class have
A detailed look at each of the passed without needing a refund.
• Quality versus Grade
Process groups by means of the
Knowledge Areas • Human Resource Management
Activities
• Initiating Process Group Inputs • Communications Management
and Outputs Activities 35 31
• The Project Charter • Risk Management Activities
• The Preliminary Project Scope • Risk Responses
Statement • Procurement Management
• Planning Process Group Inputs Activities
and Outputs

Project Management
The Program Course Fee:

Management (PgMP®) GSA Rate: Individual: $ 1346.25, Group: $ 1196.25

Certification Brief Course Overview: SEE FULL OUTLINE
Prep Course Every section of class will be followed • Conduct Interface Planning
by a hands-on team exercise which • Transition Planning
3-DAY CLASS | COURSE 4600 reinforces the concepts you’ve just • Resource Planning
learned. VI. Planning Process Group-Part II
Prepare to sit for PMI’s PgMP Exam, while I. Strategic Planning and Program • Develop the program Schedule
• Estimate the program cost and
learning to control your most important and Management
budget
• Program Management and
costly programs and standardizing program • Plan to ensure Quality results
Portfolio Management
• Plan and coordinate Program
management in your organization • Identifying Program Risks
Communications
• Organizational Structuring of
The management of portfolios, programs and projects is the Programs
VII. Executing Process Group
lifeblood of many organizations. To say that this is an important • Direct and Manage Project
II. Program Governance
role in any organization is a substantial understatement. Poorly Execution
• Phase One Pre-Program Set-up
conceived and/or managed programs have doomed many • Acquire Program Team
• Phase Two Program Set-up
companies. PMI’s® Program Management standard provides the • Information Distribution
• Phase Three Establish Program
• Use Stage Gates to examine
Themes of Program Management, the Program Management Infrastructure
progress
Lifecycle and Program Management Process Groups that provide • Phase Four Deliver the Benefits
a structure and checkpoints to help ensure success. The workshop VIII. Monitoring and Controlling
III. Defining the Program
will prepare you for the exam by giving you hands-on practice Process Group
• Establish program feasibility
in developing several key program deliverables and providing a • Integrated Change Control
• Analyze and Assess stakeholder
simulated test for extra practice. • Resource Control
needs
• Monitor & Control Project Work
• Build a coalition of partnerships
• Issue Management and Control
Our workshop materials provide real-world examples from a variety and support
of programs, including new product development, legacy system to • Present a pre-program
IX. Closing Down the Program
assessment
client-server computing conversion, public sector programs such as • Execute the transition plan
“green” programs that advance the technology of renewable energy • Facilitating the stakeholder
IV. Initiating the Program
technologies. The collection of related, and coordinated projects post-review meeting
• Align programs and their
often includes marketing, engineering, production and distribution • Support future program and
milestones and expectations
organizational improvement
projects - all vital aspects of program management. • Build an accountability matrix
• Use Contract Closure to finalize
• Using best practices and
agreements
Since PMI® has been publishing the PMBOK® Guide, the company standards
language of project management has been significantly X. Certification Exam Simulation
V. Planning Process Group-Part I
standardized at a global level, regardless of industry. But this • Determine Program Management
is not yet the case in Program Management, where the word Plan Components
“program” has several overlapping definitions. This new standard
builds on the experience gained in the project management
trenches and Boardrooms, and provides the standardization of
the program management field that has been desperately needed
to realize true effectiveness.
21
Bring this class onsite:
If you have ten or more students, an on-site is a cost-
You can also request that we bring a class to your city:
®

Project Management
Hands-On IT Project Course Fee:

Management This course is guaranteed. See page 67 for details.
Tools and techniques to successfully We’re teaching near you:

execute projects and deliver on customer
Minneapolis, MN May 13-14, 2009
expectations every time
Washington, DC June 1-2, 2009
Understand all aspects of managing IT projects — Portland, OR June 8-9, 2009
Cleveland, OH July 6-7, 2009
systems & infrastructure implementation to
Houston, TX July 9-10, 2009
scalable enterprise applications.
Reston, VA August 3-4, 2009
This two-day course provides a unique combination of skills development and tool/ Sacramento, CA August 6-7, 2009
technique utilization critical for IT project success. First you’ll gain a solid foundation in
Raleigh, NC September 7-8, 2009
PMI’s Project Management Framework, then acquire the skills to use the best IT Project
Management tools and techniques available. Taught only by PMP-certified instructors. Atlanta, GA September 28-29, 2009
Phoenix, AZ October 1-2, 2009
Kansas City, MO October 5-6, 2009
Brief Course Overview: SEE FULL OUTLINE REGISTER! Philadelphia, PA November 5-6, 2009
Dallas, TX November 9-10, 2009
Seattle, WA December 1-2, 2009
Part 1 - The Development Lifecycle Methods Part 3 – Cutting Edge Project
Management Tools Jacksonville, FL December 7-8, 2009
There are eight basic approaches to
implementing software projects. Find out which You can’t build (or fix) what you can’t measure.
approach is best for your project and the details in Acquire skills and templates you can put to
each approach immediate use on your projects. Decision tools,
measurement tools and probability tools enable
• The Eight DLMs the practitioner to manage projects with data If you have ten or more students, an on-site is a cost-
• Implementing the ‘Intelligent Waterfall’ and fact. effective option. Call toll-free for details: 877-800-5221.
• Evaluating Risk as an approach for You can also request that we bring a class to your city:
selecting the correct DLM • Decision Tool: The AHP Visit www.ASPE-SDLC.com/course_request
• Voice of the Customer tool: QFD
Part 2 - The 31.5 Minute Project Manager • Measurement and Statistical
Process Tools
PMI’s A Guide to the Project Management Body
of Knowledge contains a great deal of information.
Part 4 – Introduction to Lean and Agile
Is all of it necessary on a project? Which elements
keep recurring that help to insure project success? What are Lean and agile processes? How do
The 31.5 Minute Project Manager® will help you they apply to the IT/Development process?
cut through the process ‘jungle’ and separate the Discover what elements you can use in your
signal from the noise. environment to deliver high quality product with
improved customer satisfaction, greater speed
• Master the project elements and reliability.
• An effective project setup is an important key
to success. If the right process, people and • What is Lean? 14 12
technology are engaged, you stand a good • Ways in which Lean applies to Software
chance of obtaining the support you need to Project Management
help your project succeed. • Agile Project Management
• Find the most effective processes in the ®
PMBOK® Guide and put them to use

Project Management
Course Fee:
Hands-On Power Excel Individual: $1195 Group (3 or more): $895
for Project Managers This course is guaranteed. See page 67 for details.
1. The Basics. Review of the Excel ‘cheat will automatically highlight data fields for OK
Unleash the power of Excel — Create sheet’ to easily navigate spreadsheets key cells. (green), warning (yellow), or showstopper (red)
can be set up to automatically color code itself
high-performance tools to ensure your 2. Create scatter diagram & develop trend based on a range of criteria.
lines. The basic causation chart: does a change
success as a project manager in ‘X’ cause a change in ‘Y’? The scatter diagram EXERCISE: Create a progress report template
can show trends, either positive or negative. using conditional formatting. Create easily
In two days, Project Managers will have the ability to create the recognizable formats for managers and
customized charts, analytic tools and projection systems you need for any EXERCISE: Create the scatter diagram and executives to quickly comprehend.
master basic chart formatting techniques
short and long range management objectives. You will get right to the good 7. Import external data into your spreadsheet
stuff – covering in detail the commands and capabilities that are available 3. Build an SPC chart. The Statistical Process
to you in Excel. You’ll understand how function keys and tool bars can Chart is the foundational tool used for process EXERCISE: Use the files on the participant CD
analysis and process improvement. Identify: to import into Excel and then format reports or
do much more than you thought and how simple setup and construction spreadsheets as instructed.
• Is my process in control?
options can help you easily create complex tables, charts and projections. • How do I know the difference between an
You’ll also see how Excel can help simplify tasks such as sorting large error and normal variance? 8. Use the pivot table to re-scramble your
• What can be corrected by a person who data instantly. You’ve set up the data in your
volumes of data with accuracy and importing outside data with ease. You spreadsheet but you need the information
operates the system versus what has to be
will know how to create formats and data sorts that fit your needs as a handled by management? grouped differently. Regroup and recombine
Project Manager— the reliable tools to make your job a bit easier. data elements almost instantly with a few simple
EXERCISES: Build an SPC chart from scratch! clicks of the button.
Excel has long been a well established tool, used by most for rudimentary Calculate upper and lower control limits and
instantly produce many types of run charts EXERCISE: Using the enclosed data sheet
functions, not much more than simple spreadsheets and basic calculations. to spin up multiple views of data for dashboards.
Excel holds hidden power for high-level analysis and complex reporting – it just EXERCISE: Use the Cp and Cpk charts to
has to be drawn out. As a Project Manager you have the capability of using show whether your process is accurate, precise 9. Create multi-page financial spreadsheets.
or accurate and precise.
Excel to easily help you in your day to day decision making on many levels. EXERCISE: Set up multi-page formulas and
This hands-on workshop will help you create those tools, charts, graphs and 4. Construct a Pareto Chart. Excel 2003 cascade them through multiple pages.
projections that will become a key factor in your continued success. allows you to create this valuable chart out
of the box! A key tool in finding root causes 10. Master Conditional Probability
and implementing the best bang-for-the-buck
process improvement actions. EXERCISE: We will look at 2 examples
applying concepts of conditional probability to
We’re teaching near you: EXERCISE: Using data from a class template, identify some surprising results and develop a
construct the Pareto chart in about 10 minutes. template for measuring conditional probability.
Minneapolis, MN June 16-17, 2009 For Excel 2007 users an import template will be
available as your own customized form. 11. Utilize the Data-Analysis add-in
One of the least understood and most scantily
Bring this class onsite: 5. Monte Carlo analysis. Use PERT as part explained in the help system.
If you have ten or more students, an on-site is a cost- of a Monte Carlo analysis to build a model of
effective option. Call toll-free for details: 877-800-5221. your probabilities. Based on the organization’s EXERCISES: We will explore some of the
risk tolerance, the Monte Carlo will give a much keys tools and perform exercises using: Single
more accurate risk picture than the PERT alone. factor ANOVA, Chi-squared, F-test, Correlation,
Visit www.ASPE-SDLC.com/course_request Covariance, Regression
EXERCISE: Work with team members to create
your project time estimates based on your own 12. Automate processes with Macros
expert judgment. Then feed the data into the Use the macro function to automate repetitive
Monte Carlo template and give management tasks or set up controls on a spreadsheet that
the real estimate with built in confidence factors. will run macros at the touch of a button.
EXERCISE: Use the included template to create EXERCISE: We will complete the session by
14 12 the cumulative distribution (CDF). Here we will setting up a complex spreadsheet that can be
compute the potential profitability of a new line automated with macros. This will put together
of business. everything worked over the two day session,
wrapped up in a macro ribbon and packaged
6. Use Conditional formatting to make for use!
your progress reports pop! Setting up a
project dashboard or progress report that 13. Course Wrap-Up

Project Management
Mastering Microsoft Project Course Fee:

2-DAY CLASS | COURSE 9800 GSA Rate: Individual: $ 971.25, Group: $ 746.25
Step-by-step workshops to successfully
implement Microsoft Project 2003 or 2007 We’re teaching near you:
environment Chicago, IL October 7-8, 2009
This popular two-day course promotes the essential skills to fully utilize Microsoft Project.
Learn how to break down the chaos of overwhelming projects with the tools that will
contain costs, track schedules, and control scope. Utilize “What If” analysis and apply what Bring this class onsite:
you learn immediately in your working environment. From the basics to the advanced use of If you have ten or more students, an on-site is a cost-
Microsoft Project, this course is the key to accomplishing project goals. effective option. Call toll-free for details: 877-800-5221.
Taught only by a PMP-certified instructor, and aligned Visit www.ASPE-SDLC.com/course_request
with the Microsoft Certified Technology Specialist
(MCTS) Exam
Step by step labs enhance learning and allow immediate on-the-job productivity. Fully
participatory – hands-on workshops that evolve in complexity and reinforce previous
PART 1 Exercises
ses PART 2 Exercises
learned skills. The course includes many of the required skills that demonstrate knowledge
and expertise as defined by Microsoft in their certification program for MCTS. It ensures • Navigate screen elements • Tracking/Updating Project Plans
use of Microsoft Project tools resulting in better project outcomes, greater efficiency, and • Utilize the Project Guide • Use of Tracking Gantt, Tracking
• Learn windows shortcuts Table, Variance Table
optimal resource management.
• Creating and Defining Projects • Task updates, Split tasks,
• Create and assign a Project reschedule tasks
Brief Course Overview: SEE FULL OUTLINE REGISTER! Calendar, Tasks • Filters
• Create and Edit Tasks • Tracking overdue tasks with
Part I – Getting Started With MS Project Part 2 –Project Performance & Optimization • Project Summary, Task filters
Summary, Sub-tasks, Milestone, • Tracking completed tasks
Module 1: The Fundamentals Module 1: Tracking Performance Recurring Tasks • Tracking Tasks by Grouping
• Understanding the Nature of Projects: • Tracking and Updating the Project Plan • Estimating Durations • Grouping and Sorting Tasks
— PMI Concepts of Project Development — Use of Gantt, Tracking, & Variance Table • Task Relationships • Importing & exporting from
• Discovering Microsoft Project Environment — Task updates • Edit Task Information Excel
— Microsoft Project Windows Environment • Create resource sheets • Converting Project Plan files to
• Project Guide Module 2: Updating & Filtering Project Plans Web pages, GIF files, Objects
• Modify resource calendars
— Creating and Defining Projects • Applying Filters
• Assign resources to tasks • Hyperlinking
• Estimating Durations — Tracking overdue tasks with filters
• Changing task types • Creating Master Projects,
— Duration, Work, and Units — Tracking competed tasks with filters
— Tracking Tasks by Grouping • Modify task relationships linking Sub-Projects, defining
Module 2: Creating and Managing a Work • Customizing Filters • Entering fixed costs ghost tasks
Breakdown Structure • Grouping and Sorting Tasks • View Critical Path • Calculating Multiple Critical
• Create a Work Breakdown Structure • Master Critical Path Durations Paths
• Manage Deliverables Module 3: Project File Exchange & Conversion • Baselines: define, save, modify • Creating and sharing
• Navigating Project with other Applications • Reports and report capabilities Resources between projects
Module 3: Specify People and Equipment for • Updating Resource files
the Project Module 4: Managing Multiple Projects
• Utilize, modify the Resource Sheet • Creating Master Projects
• Develop and utilize Resource Calendars • Linking Sub-Projects
• Additional Resources • Calculating Multiple Critical Paths
• Resource Optimization
Module 5: Working with Resource Pools
14
Module 4: Identify Project Risks and Reports • Resources between projects
• Define and Managing Critical Path • Updating Resource files
• Define, save, and modify baselines
• Create and Customize Reports

Project Management
Course Fee:
Managing Outsource/ Individual: $1195 Group (3 or more): $995
Offshore Projects This course is guaranteed. See page 67 for details.

Capitalize on Lean, Agile, and controlled I. Project Component Ownership • Artifact & Component Construction/
Qualification/Delivery
project management principles for This section provides a base for understanding
what needs to be done, by who and under what • Application of Professional Expertise
success in leading and managing level of oversight. • Insure Client Input Adequacy
• Client Side Components
outsourced projects. Get your skills • Outsourcer Provide Components VI. Pre- and Post-Delivery Client Tasks
• Joint Components This section we will look at the things that are
recognized and gain credibility with expected to do, how they need to be done,
II. Project Synchronization – Establishing and how this changes when others outside our
this in-demand certification. Balance company are involved.
This section explores the need for having a stable • Qualified Specifications
The vast majority of outsourced projects are new development or full project management model and how this will • Inquiry & Dialog Availability
be melded with the framework of the outsource • Qualification of Received Artifacts &
scope events. However, there are opportunities for outsourcing to provide
service provider. Components
legacy application re-engineering, ongoing maintenance, prototyping, • Client Project Management • Timely and Complete Feedback
and even limited element construction. Have we sent too much of the • Merging Your PM with Outsourced PM
project offshore when a smaller portion might have been okay? Should • Synchronization of Time & Delivery VII. Harmony through Touchbacks
• Defining Delivery This section we will examine how a mutual
we initially use outsourcing as a way to learn about project dynamics balance of progress checking is important. Much
and opportunity possibilities? Developing the right plan for your project III. Project Metrics the same as in Agile/Scrum, the concept of Sprint
while preparing for the challenges will ensure project success on your This section you will be introduced to establishing period delivery is a model worth examining.
personal and joint goals and how these measures • Communication Framework Value
outsource activities. • Healthy Boundaries
can be applied in a responsible, expeditious
fashion. • Coordination of Effort
• Establishing Goals • Real-time Visibility vs. Status Reporting
• Agreeing Upon Measurement Sources • Asking the Question…
• Measurement Reconciliation and
We’re teaching near you: Reporting VIII. Recognizing Cultural &
• Using Metrics to Support PM Work Differences
Denver, CO June 4-5, 2009 This section we will look at how differences re-
Atlanta, GA August 6-7, 2009 IV. Project Communications - Construction/ quire understanding and how to bond processes
V&V/Delivery Periods in such a way as to become one (while still
Austin, TX October 13-14, 2009 retaining our heritage).
This section we will discuss how to overcome
Chicago, IL December 8-9, 2009 these difficulties, how not to rely solely on • Paradigm Variances
technology vehicles to mediate these issues, • How Much Do You Mandate
and why solid outsourcer communications can • Impact on End Results
Bring this class onsite: lead to rich long term rewards beyond the project • Utilizing Differences to Enjoy the Project
If you have ten or more students, an on-site is a cost- engagement. Experience
effective option. Call toll-free for details: 877-800-5221. • Understanding the Client Role
You can also request that we bring a class to your city: • Define & Convey Expectations (w/Detail) IX. Managing for Success
• Ask for What You Want In this final section we examine how to make a
• Focus on “What” not “How” (but be cohesive process that allows everyone to share in
inquisitive) the result of solid engineering, pragmatic behavior
• Jointly Engineered Communication and responsible decision making.
Model • Meeting Client (your) Obligations
• Mistakes in Communications • Measuring Progress
• Maintaining Healthy Communications
V. Pre- and Post-Delivery Outsourcer Tasks • Managing Delivery & Implementation
This section we will examine how process, timing,
14 style and understanding play a major role in suc-
cessful project delivery.
• Project Management

Introduction to Business Intelligence
Key TTopics...
K i SEE FULL OUTLINE
Expensive business intelligence initiatives shouldn’t be taken lightly. Both involve high • Introduction to Business Intelligence • IT And Business Interaction
risk — and high reward — for the most experienced project manager or business ana- • Brief History Of Accessing, Reporting • Data Warehousing Project Planning
And Analyzing Data • DW Project Phases
lyst. Project management is especially critical for business intelligence and data ware-
• Business Intelligence (BI) defined • Major Activities and Deliverables
housing projects. Without good management, projects are prone to run late, go over • Data Warehousing (DW) defined • Data Warehousing Assessment
budget, deliver low quality, and simply miss expectations. This course helps develop the • Data Warehousing Methodology • Data Quality & Integrity Metrics
skills needed to usher projects through all phases of planning and implementation. It • Project methodologies • Data Warehousing Design Activities
• Differences from traditional IT projects • Data Preparation Activities
provides a solid basis on: test data, metadata planning, data stewardship, governance,
• Data Warehousing Processes • Data Warehouse BI Activities
backup planning, ROI measurement, documentation, support preparation, user training, • Sponsorship & Governance • Tool Selection
communications planning, and other elements of a successful data warehouse. • Roles & Responsibilities • Testing, Deployment, Roll-out
Rapid Project Planning Key Topics... SEE FULL OUTLINE

• The Project Planning Process • Estimating project staffing
Master both the art and science of scope determination and the fusion of PM and • Integration with the Project • Compensating for inefficiencies
BA roles to produce accurate project plans and estimates. With content aligned Management Methodology • Estimating overall resources
• Reliability vs. Accuracy • Delphi method and activity estimates
with both PMI’s PMBOK® Guide and IIBA’s BABOK®, you will draw from the best
• Scope Definition • Risk Management Planning
practices of PMI and the IIBA to harness this powerful combined experience in just • The tools of Business Analysis • Qualitative and quantitative risks
three days. The ability to effectively and reliably plan your project is one of the key • External estimating techniques • Schedule Development
elements needed for project success. This course will give you practical experi- • Scope and WBS • Critical Path and Critical Chain
• Developing a WBS • Cost Estimating
ence with proven tools and techniques for reliably estimating your next project’s
• Activity Definition and Sequencing • Cost Budgeting
scope, costs, and schedule. • Activity Resource/Duration Estimating
The Project, Business, and

Management Professional’s Toolkit Key Topics... SEE FULL OUTLINE
• The Fundamentals • Keep the Work Moving Forward
Master the essential professional skills you need to elevate your career to • Understand your behavioral, • Tailoring Effective Meetings
the next level. Are you prepared to move ahead in your career? Successful people personality, and communication style • Communication Overload
• Introduction to Emotional Intelligence • E-mail and Instant Messaging
know it’s necessary to have a complete “toolbox” of skills at your disposal to keep a • The Corporate Culture Etiquette
competitive edge in today’s business climate. Negotiation skills, team building and • Recognize prevailing cultures • Presentations that deliver
performance, improving meeting productivity, and painless presentations are just a • Mergers and Acquisitions • Effectiveness with/without PowerPoint
sampling of the real-world challenges that will be addressed in this course. If you are • A corporate assessment • Engaging your audience
• Forming Effective Teams • Handling unexpected issues
involved in the business of doing business, you can’t afford to miss this course. You • Effective communication, listening, • Presenting with your new skills
owe it to your career and to yourself to take your professional skills to the next level. and questioning
Managing Real World Projects and Key Topics... SEE FULL OUTLINE
Processes with Metrics • Measurement essentials • Financial measures/ROI

• What you need to know • Payback period, return, investment
2-DAY CLASS | COURSE 4500 • What you need to measure • Manager’s use of ROI
• Refining your measures • Core measure: Time
Effectively managing projects, processes, and stakeholders requires meaningful
• Measurement and processes • Core measure: Quality
measurement of the right things at the right times in the right ways. Statistical • Define your process • Defect detection percentage
calculations are important for helping understand the bases for decisions, but • Define your REAL process • Measuring completion
even more important is recognizing the appropriate uses and limits of such • Directly measuring your process • Managing with buffers
• Budget/schedule decisions • Business management metrics
calculations. Fill the Manager’s critical success skills gap - practical hands-on
• Meeting an ambitious schedule • Measurement essentials
ways to collect and use the measures everyone knows they can’t manage • Define tasks/resources/effort • Define tasks/resources/effort
without, but which few actually know how to get or manage with. • Identifying, prioritizing, mitigating risk

Agile software development is a high-octane, high-efficiency model for building the ap-
Agile Practitioner Courses plications your users require as quickly as possible without compromising quality. With
our real-world methods, you’ll quickly grasp the principles, benefits, disadvantages, and
best practices of Agile development.
Job/Position Class Agile Tools Agile Flavors

Hands-On Agile
Agile and High- Certified
Speed Testing Project Management
ScrumMaster
Techniques for VersionOne Users
Workshop
Foundation
OR
Class A il
Agile
Hands-On Lean
Requirements Immersion Program
Transitioning Agile Project
From Agile Management
Waterfall to Agile Agile for Executives Boot Camp
(Special 1 Day Session) OR
Hands-On Extreme
Agile Project Programming
Management Workshop
Often there is a crippling disconnect between the technical side and the business side
Business Analysis and Business of an organization’s operations. These courses build the “skills bridge” between IT and
Requirements Courses Business so you can bridge the gaps that keep you from fully harnessing the power of
your technologies. Certifications in Business Analysis and CBAP training is available.
Business Process Curriculum Specialty

Advanced Level
Business Building the Introduction Courses Courses
Process Analysis Logical Data to Business
Foundation and Design Model Intelligence Rapid Collaborating and
Communicating
Program Project
Planning Agile Requirements
Business Analyst
Fundamentals
Intermediate Programs
Designing and Object-Oriented
Developing/Confirming
Facilitating JAD Analysis and
Effective Business
Workshops Design with UML
Requirements
Developing Requirements
OR Requirements Management Recognizing Developing & Writing
With Use Cases Workshop & Controlling Technical Business
Business
Requirements Risk Requirements
Analyst Boot
Camp
Certified
C tifi d
Business Analyst
Certification Prep
**Courses outlined in red and yellow are part of the Business Analyst Certificate program offered in conjunction
j i with Saint
i hS i LLouis University

Whether you are a Network Administrator tasked with SharePoint management or a
SharePoint Implementation Project Manager who needs to have control over how SharePoint is deployed and man-
& Management Curriculum aged, ASPE-IT’s has the specific curriculum of classes for you to be sure
SharePoint is set up and managed for optimal effectiveness and efficiency.
Hands-on Mastering Hands-on

MS SharePoint 2007 MS SharePoint Mastering SharePoint
Administration 2007 Governance Customization
3 day course 2 day course 3 day course
The power of SharePoint is fully realized when its capabilities are utilized in day-to-day
SharePoint Business business function. ASPE-IT has developed a line of hands-on real-world courses to
Application Curriculum empower both professional and technical SharePoint users with the skills necessary to
successfully use SharePoint for a specific business function.
Mastering Utilizing SharePoint

MS Project for Busines Intelligence
2 day course Utilizing 2 day course
SharePoint for
Project Management
Hands-on Power Excel 2 day course Utilizing SharePoint for
for Project Managers Regulatory Compliance
2 day course 2 day course
The software testing/QA curriculum covers test processes and procedures, test planning,
Software Testing and Quality web application testing, automated testing, software project management, test cases
Assurance Courses and more. Essential techniques and reinforcement of skills with practice sessions are
the key to maximizing efficiency back at the office. You are guaranteed an expert instruc-
tor with real-world experience to coach you through your toughest questions.
Test
Function
Courses
One-Day
Web Testing Intermediate Specialty
Web Courses Courses
Foundation Testing Core Certification
Estimating
Program Fundamentals Course
and Controlling
Agile & High-
Developing Testing
Test Automation Speed Testing
Software Testing
Software Techniques
The Test Certification
Proactive User
Testing Workshop (ISTQB
Automation Acceptance
Techniques Workshop How to Break Certification)
Testing
Software
Test Planning Security
Planning Risk-Based
Effective Testing
Software Testing

Microsoft
Utilizing SharePoint for

Project Management Brief Course Overview:
I: SharePoint as a Project Management Information System
• What is a PMIS?
Leverage Microsoft SharePoint to increase the • Why SharePoint?
• SharePoint’s Collaboration Features
success rate of your projects and meetings
II: Creating a PMIS System
• Creating the SharePoint PMIS
Use SharePoint to manage your enterprise — Presenting a project management methodology
— Identifying relevant organizational processes
information and communication — Setting up sites with new and existing templates
With all the expertise, expensive certifications, and big talk on project management in the field — Configuring basic PMIS features
— Performing initial site administrative tasks
today, over 50% of projects still fail. Why is that? Why can’t any industry get past that 50% • Managing Users and Permissions
watermark? Often, there is a lack of communication between all the stakeholders. Who’s on — Defining an organizational structure
first? What’s on second? And no one is on the same page with the project lead. — Determining project stakeholders and communications requirements
— Building a communication plan
— Assigning site memberships
The leading collaboration software choice • Customizing the PMIS Structure
among project managers — Planning the information architecture
— Classifying content
More and more successful project managers are utilizing SharePoint 2007 to drive their — Generating custom lists for the PMIS
• Issue Lists
projects and operational initiatives. SharePoint 2007 allows teams to have a specified location
• Contacts
for information on a particular project. This allows Project Managers to drive what they need • Calendars
from each player with ease and keep everyone on the same page. • Project Tracking
• Custom Lists
— Supporting multiple document types
Gain firsthand knowledge you can use
immediately in the workplace Hands-On Labs:
• Create a SharePoint project site
This hands-on, lab driven course will guide managers through the process of using SharePoint • Configure site options
• Configure permissions, assign team members to the site
2007 to drive their projects, improve efficiency, and increase the likelihood of project success.
• Customize the PMIS structure
Build your Project Management Information System, develop your SharePoint project site, build • Contacts
document management and libraries, integrate Microsoft Office software, build SharePoint • Calendars
workflow, and archive your project after it is completed. Add the necessary tools to your project • To Do Lists
• Issues Lists
management knowledge and make every project more successful.
• Configuring Document Libraries
In this course, you will complete Hands-On labs that will build a project from the ground up, III: Enabling Team Collaboration with SharePoint
using SharePoint as the driver. Each section will give you relevant knowledge that you can take • The challenges facing collaborative efforts
back to the office and implement using SharePoint. — Real-Time Collaboration
— Collaboration with remote users
— Support for offline collaboration
This course is vital for anyone working in a project environment and utilizing Microsoft
— Performing a needs assessment
SharePoint 2007 including Project Managers, Business Analysts, Operation Managers, Team — Selecting and designing the appropriate solution
Leads, Product Managers, Marketing Managers, IT Managers, and Data Analysts. • Implementing SharePoint’s Collaboration Features
— Content Management Features
• Enabling version control
• Document check-in/check-out
Bring this class onsite: • Content Approval
If you have ten or more students, an on-site is a cost-effective option. — Polling the team with surveys
Call toll-free for details: 877-800-5221. You can also request that we — Discussion Forums
bring a class to your city: Visit www.ASPE-IT.com/course_request • Utilizing Wiki’s
• Document Workspaces

GSA Rate: Individual: $971.25, Group: $746.25 We’re teaching near you:
This course is guaranteed. See page 67 for details. Raleigh, NC May 4-5, 2009
Columbus, OH May 5-6, 2009
Boston, MA May 7-8, 2009
SEE FULL OUTLINE REGISTER! Atlanta, GA May 11-12, 2009
(for a detailed outline, visit aspeinc.com/courses/2000 Phoenix, AZ May 14-15, 2009
Reston, VA May 18-19, 2009
Hands-On Labs: — ITIL Miami, FL May 21-22, 2009
• Enabling and configuring content mgmt features — PCI Compliance San Diego, CA May 26-27, 2009
• Create discussion forums, surveys, and wikis — US Patriot Act Kansas City, MO June 4-5, 2009
• Create document workspaces — Others
Philadelphia, PA June 8-9, 2009
• Establishing and Maintaining
Compliance Standards with SharePoint
Indianapolis, IN June 11-12, 2009
IV: Tracking Projects with SharePoint
• Monitoring the Project
Orlando, FL June 15-16, 2009
— Establishing Project Tracking Guidelines Hands-On Labs: Madison, WI June 18-19, 2009
— Documenting a Risk Management Process • Build business process automation Dallas, TX June 23-24, 2009
— Keeping up-to-date with Automated using a three state workflow Little Rock, AR June 25-26, 2009
Alerts and RSS Portland, OR June 29-30, 2009
• Tracking Project Progress VII: Managing Meetings with Meeting Workspaces Memphis, TN July 7-8, 2009
— Assigning project tasks with the Project • Understanding Meeting Workspaces and their
Task List
Irvine, CA July 14-15, 2009
— Components
— Updating the Issues List — Meeting Agendas
Salt Lake City, UT July 16-17, 2009
— Locating Specific Project Information — Documents Detroit, MI July 23-24, 2009
with Search — Action Items Austin, TX July 27-28, 2009
• Dealing with Deviations — Schedules St. Louis, MO July 29-30, 2009
— Determining Change Control procedures — Contacts and Stakeholders Des Moines, IA August 12-13, 2009
— Understanding the three-state workflow • Integrating Microsoft Outlook with SharePoint Washington, DC August 13-14, 2009
— Re-evaluating the Project Schedule
Oklahoma City, OK August 17-18, 2009
Hands-On Labs:
Hands-On Labs: Chicago, IL August 20-21, 2009
• Develop meeting workspaces
• Set up automated alerts for project status San Francisco, CA August 26-27, 2009
• Utilize a meeting workspace with Outlook
• Striving to RSS updates Tampa, FL August 27-28, 2009
• Working with project task lists VIII: Utilizing Project Management Tools Minneapolis, MN September 10-11, 2009
• Updating the issues list • Working with Microsoft Excel Spreadsheets Jacksonville, FL September 17-18, 2009
• Searching your project for vital information — Importing data from Excel Spreadsheets Seattle, WA September 24-25, 2009
— Exporting Data to an Excel Spreadsheet Milwaukee, WI September 28-29, 2009
V: Working with Business Intelligence • Publishing a Microsoft Project Schedule
• Distributing Project Status to Stakeholders
Pittsburgh, PA October 5-6, 2009
to SharePoint
— Forecasting with KPIs (Key Columbus, OH October 15-16, 2009
• Presenting Project Status Data
Performance Indicators) Sacramento, CA October 20-21, 2009
— Building a PowerPoint Presentation
— Filtering Project information with Custom Views from SharePoint
Kansas City, MO October 27-28, 2009
• Creating Management Dashboards with • Utilizing Vision within SharePoint Denver, CO November 9-10, 2009
— SharePoint WebParts Portland, OR November 12-13, 2009
Hands-On Labs: St. Louis, MO November 19-20, 2009
Hands-On Labs: • Import and Export data using Microsoft Excel Louisville, KY November 23-24, 2009
• Distributing project status to stakeholders • Integrate Microsoft Project with SharePoint Philadelphia, PA December 2-3, 2009
• Lab forecasting with KPIs • Building PowerPoint presentations in SharePoint
• Create custom views for information Boise, ID December 10-11, 2009
• Creating a Management Dashboard with Austin, TX December 14-15, 2009
IX: Concluding a Project
SharePoint WebParts Atlanta, GA December 21-22, 2009
• Transferring Lessons Learned
• Utilizing the Business Data Catalog (BDC)
• Archiving the SharePoint PMIS
• Creating Templates for Future Projects
VI: Establishing Processes and Standards
with SharePoint
Hands-On Labs:
• Business Process Management
• Update the project site with lessons learned
— Optimize processes and services
with SharePoint
• Archive your project information to conclude 14
your project
— Automate processes and services
• Reuse components from past projects
with SharePoint
• Defining Your Compliance Goals within SharePoint
— SOX
®
— HIPAA

Microsoft
Course Fee:
Hands-On Microsoft
SharePoint® 2007 We’re teaching near you:

Philadelphia, PA May 4-6, 2009
Seattle, WA May 18-20, 2009
Administration Chicago, IL
Phoenix, AZ
Atlanta, GA
June 9-11, 2009
June 22-24, 2009
July 8-10, 2009
3-DAY CLASS | COURSE 9550 Minneapolis, MN July 20-22, 2009
Portland, OR August 3-5, 2009
Learn the in-depth skills needed to master Columbus, OH
Indianapolis, IN
August 19-21, 2009
September 1-3, 2009
SharePoint 2007 in a lab-driven environment Charlotte, NC September 14-16, 2009
Denver, CO October 12-14, 2009
Microsoft’s SharePoint 2007 is one of the most powerful collaboration and information Milwaukee, WI October 26-28, 2009
management systems available today. SharePoint 2007 allows your employees to Minneapolis, MN November 4-6, 2009
connect and collaborate through audience-targeted, interactive communications. It Kansas City, MO November 16-18, 2009
Seattle, WA December 7-9, 2009
provides a single point of access for all your organization’s teams, departments,
Reston, VA December 16-18, 2009
partners and customers over your corporate Internet, Intranet and Extranet SharePoint
portal. Companies can tear down information silos using SharePoint’s Web 2.0
capabilities including wikis, blogs, discussion boards, and personal messaging.
Lab 1 - SharePoint Introduction Lab 8 - Form Services
• Reviewing SharePoint Installation • Designing forms
Brief Course Overview: SEE FULL OUTLINE REGISTER! Lab 2 - Configuration • Publishing forms
• Creating a new SharePoint App. • Customizing form templates
I. SharePoint Introduction • User Profiles
• Audiences
• Creating SharePoint site collections Lab 9 - Excel Services
• Introducing SharePoint 2007
• Maintaining a permissions model • Configuring your site collections • Creating a Report Center
• Differences Between WSS & MOSS
Lab 3 - SharePoint Lists • Workbooks
• Features of SharePoint VIII. Form Services
• Integrating with Microsoft Office • Adding & editing lists • Creating a KPI list
• What is InfoPath®?
• SharePoint Requirements • Working with InfoPath
• Changing the view for lists • Creating a digital dashboard
• Form Controls • Subscribing to RSS feeds for lists Lab 10 - Business Data Catalog
II. WSS & SharePoint Configuration
• WSS Configuration • Form Templates • Exporting list content to MS Excel • Understanding the BDC’s primary
• MOSS Configuration • Publishing Forms to Document Libraries Lab 4 - SharePoint Libraries Lab 11 - Web Content Management
• Exploration of MOSS Configuration Items • Customizing Form Templates • Checking in & checking out files • Creating a publishing portal
III. SharePoint Lists IX. Excel Services • Uploading files • Managing labels for translations
• Basics of Lists (Contacts, Calendars, etc.) • Excel Services Overview • Creating new library files • Master pages
• Announcements • The Report Center • Using library templates • Enabling publishing on a team site
• Discussion boards • Publishing a Workbook
• Modifying exiting labs Lab 12 - Search
• Business Scorecards
IV. SharePoint Libraries • Displaying a Workbook in a Web Parts
• Customizing a library • Exploring search features
• What is a Library & What is a Document • Creating a KPI List Lab 5 - Workflow • Working with non-SharePoint sites
• Uploading New Documents to a Library • Creating a Digital Dashboard • Building a SharePoint workflow • Indexing & searching file shares
• Working With Documents in a Library
• Utilizing workflow templates • Scheduling content source updates
• SharePoint Library Templates X. Business Data Catalog
• Managing & Customizing Lists & • What is the Business Data Catalog? • Creating a custom workflow • Resetting crawled content
Libraries • Primary Roles for the BDC Lab 6 - Working with Web Parts • Adding a search scope to collections
• Customizing pages with web parts Lab 13 - Backup & Recovery
V. Workflow XI. Web Content Management
• What is SharePoint Workflow • The Publishing Portal Lab 7 - User Management, Profiles • Configuration, sites, & databases
• SharePoint Workflow templates • Working with Variations • Creating new groups and users
• Custom Workflows • Customizing the Look & Feel of a Site • Maintaining a permissions model
VI. Working with Web Parts XII. Search
• What is a Web Part? • Search Feature Version Matrix
• Web Part pages • Advanced Search
• Included Web Parts • Customizing & Managing Search 21 18.5
• File Types & Search Scopes
VII. User Management & Profiles • The Search Center
• How Users Login to a SharePoint Site
• Managing Access in SharePoint XIII. Backup & Recovery
• Understanding Membership Groups • Backup & Recovery Considerations
• Understanding Different Levels of Access • Backup Procedures

Microsoft
Mastering Course Fee:

Effective This course is guaranteed. See page 67 for details.
SharePoint I. Governance — Saving Libraries as

Reusable Templates
• What is Governance?
Governance • Governance Best Practices

• Creating a Governance Team
• Establishing a Governance Plan
• Site Template Customization
— Limiting SharePoint
Designer Access
2-DAY CLASS | COURSE 9505 — Customizing with
Lab I - Creating a Governance SharePoint Designer
Team Site in SharePoint — Saving Files as
The definitive road map to highly · Creating the Team Site
Reusable Templates
— Limiting Template Availability
effective long-term governance · Assigning Permissions to the Site
• Workflows and Process Automation
· Creating Required SharePoint
and best practices in your Lists and Libraries — Manual vs. Automated Workflow
· Enabling Collaborative Features — Designed Workflows
organization · Customizing and Communicating — Using SharePoint’s
to the Team Built-In Workflows
In two days, the SharePoint administrator and manager will — Customizing With
develop a clear cut road map for controlled management and a II. Planning for SharePoint Governance SharePoint Designer
game plan for future growth, future deployments and expansion • SharePoint Versions and Their • Microsoft Office Integration
of SharePoint tools. You’ll get the skills and ability to create a Unique Features — Why Office Integration?
• Defining an Information Architecture — Integration Features
comprehensive plan that will meet your company’s needs and
• The Deployment Life Cycle • Excel Web Services
objectives for governance and best practices. Both technical
— Political Red Flags: What to Expect — Using Excel Services
needs and management needs, seamlessly and effortlessly — Securing Excel Web Services
— Phase 1: Designing and Testing
blended into a strategic, well thought out program that will have • Form Services
— Phase II: Deployment and Testing
the staying power to help perpetually drive your SharePoint — Phase III: Operations — Why Use Form Services
decisions in the future. — Managing Form Services
Lab II - Case Study Review • Search and Indexing
· Evaluate and Design a Site Structure — Configuring Search Services
We’re teaching near you: · Evaluate and Design a Security Structure — Configuring Search Scopes
· Plan and Test Navigation Elements — Optimizing Search Results
· Review Hardware Requirements — Customizing the Search Center
· Review Installation Procedure
Bring this class onsite: · Review Post-Installation Configuration Lab III - Implementing Best Practices
If you have ten or more students, an on-site is a cost- · Lists and Library Templates
effective option. Call toll-free for details: 877-800-5221. III. Best Practices for SharePoint · SharePoint Site Templates
You can also request that we bring a class to your city: Governance · Configuring Template Availability
Visit www.ASPE-IT.com/course_request • SharePoint Lists · Limiting SharePoint Designer Access
— List Security · Configuring Workflows
— Customizing Views · Customizing Application Integration
— Saving Lists as · Configuring and Securing Excel Web
Reviewable Templates Services & Form Services
• SharePoint Libraries · Configuring, Maintaining and Optimizing
14 — Library Security Enterprise Search
— The Explorer View
— Customized Views IV. Class Wrap Up and Discussion

Microsoft
Course Fee:
Hands-On Mastering Individual: $1495 Group (3 or more): $1295
SharePoint® This course is guaranteed. See page 67 for details.

Customization
I. Introduction to SharePoint Designer 1. The Workflow Designer

• What is SharePoint Designer 2. Workflow Initiation & Variables
3-DAY CLASS | COURSE 9655 • Why Use SharePoint Designer? • Creating Workflows with Visual Studio
• The SharePoint Designer User Interface 1. Working with Visual Studio
• Differences Between MOSS & WSS Sites 2. Workflow Design with C#
Using SharePoint Designer to transform • Ghosting & Un-ghosting
Lab VII - Working with Workflows
“out of the box” SharePoint into YOUR Lab I - Install SharePoint Designer • Utilizing SharePoint’s Built-In Workflows
• Planning a custom workflow
II. Portal Architecture & SharePoint Overview
application • What are Windows SharePoint Services (WSS) 3.0 • Creating a custom workflow in SharePoint Designer
• Exploring workflow branching, conditions, & actions
• Introducing MOSS 2007
One of the benefits of implementing Microsoft Office SharePoint Server • Planning Content Structure • Implementing a Custom Action for Workflows
• Managing Content • Explore a Visual Studio custom workflow
2007 is the flexibility it offers to create custom solutions. MOSS 2007 allows
developers and designers the ability to construct solutions to fit the needs Lab II - SharePoint Site Structures VIII. Microsoft Office InfoPath
• What is InfoPath?
of an individual organization. SharePoint Designer, InfoPath, Visual Studio. III. Site Tools & Content Customization 1. What is InfoPath?
NET and SharePoint APIs will allow you to modify SharePoint behaviors and • Content Types & Site Columns 2. Why Use InfoPath?
• Customizing Lists • Designing Custom Forms with InfoPath
customize the platform to suit your specific needs. You have the tools at hand, • Customizing Libraries 1. Understanding Form Design Elements
if you know how to use them. SharePoint can only be as effective as you make • Customizing Views 2. Understanding Form Controls
it! This program will give you the skills to make SharePoint your own. • SharePoint Web Parts • Publishing InfoPath Forms
• Data View Web Parts 1. Publishing InfoPath Forms to SharePoint Server
2. Publishing InfoPath Forms through Email
This lab-intensive three day program will zero in on customizing SharePoint’s Lab III - Customizing SharePoint Functionality
• Submitting InfoPath Form Results
• Create site collections using the web interface
look and feel, creating custom workflows, designing InfoPath forms, and 1. Submitting Form Results to a SharePoint Library
• Create a subsite using SharePoint’s web interface
accessing external data through the Business Data Catalog. You will create 2. Submitting Form Results through Email
• Modify site navigation for your site collections
3. Submitting Form Results to a Web Service
real-word workflow templates for SharePoint-based business solutions. You • Create a new SharePoint site with Designer
will also learn how to program against the SharePoint Workflow API as well IV. Site Templates, Site Definitions, & Themes Lab VIII - Working with InfoPath
as how to integrate input forms using InfoPath forms. • Site Templates & Site Definitions • Working with Form Layouts
• Customizing Site Templates • Implementing InfoPath Controls
• Customizing List Templates • Connecting InfoPath forms with Live Data
• Site Definitions • Creating Multiple InfoPath Views
• Themes • Setting Form Properties
We’re teaching near you: Lab IV - Sites & Themes

• Creating Custom Submit Actions
• Publishing InfoPath Forms to SharePoint Server
V. SharePoint Master Pages • Displaying InfoPath Form Data
Oklahoma City, OK June 2-4, 2009 • What are Master Pages?
• Modifying Master Pages IX. The Business Data Catalog
• Content Pages • What is the Business Data Catalog?
Philadelphia, PA July 27-29, 2009 • Working with Page Layouts 1. Why Use a BDC?
Minneapolis, MN August 5-7, 2009 2. Example Uses for a BDC
Lab V - Working with Master Pages • Understanding the Elements of a BDC
Houston, TX August 12-14, 2009 • Upload some images for Customization 1. Defining the Roles & Responsibilities for the BDC
Chicago, IL September 1-3, 2009 • Make a copy of the default Master Page 2. Defining the Goal of the Application
• Customize the Master Page • Creating the BDC Definition
Reston, VA September 21-23, 2009 1. Understanding the Elements of the Definition File
• Create a custom CSS style sheet
Atlanta, GA October 7-9, 2009 2. Generating the XML Definition File
VI. Understanding SharePoint Development
Phoenix, AZ November 9-11, 2009 • What is SharePoint Development? Lab IX - Working with a Business Data Catalog
Kansas City, MO December 16-18, 2009 • SharePoint Development Tools • Creating a BDC Definition File
Lab VI - Installing the Required SharePoint • Importing the DBC Definition
Development Tools • Working with BDC Permissions and Web Parts
• Linking SharePoint Data to the BDC
VII. SharePoint Workflows
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2. Why use Workflows? • What do the SharePoint APIs Offer?
• Creating Workflows with SharePoint Designer • Available third-party tools to extend SharePoint

Microsoft
Course Fee:
Integrating SharePoint Individual: $1295
For Business Intelligence & GSA Rate: Individual: $971.25

Knowledge Management Brief Course Overview: SEE FULL OUTLINE REGISTER!

I. Using SharePoint as an integrated BI solution
• SharePoint Characteristics and Tools
Integrate the best of BI tools with the • Planning the SharePoint environment
— What to use for BI from SharePoint
power of SharePoint to create a solid — Determining outside tools to incorporate
Business Intelligence and Knowledge • Creating BI display data in SharePoint
• Using the Report Library
Management program in your organization • Using a data source library
SharePoint has proven to be a great management tool for thousands • Creating a Report Builder Report
of companies and organizations. Now you can allow SharePoint to be • Dashboards in SharePoint
the premier platform for dynamic business intelligence and knowledge
management. With this two-day, hands-on program, you’ll understand II. Key Component tools to integrate into
the key elements and tools that are available and can be integrated SharePoint Business Intelligence
within a SharePoint platform to offer better document management, • Reporting Services
external data integration and information dissemination - in a — Creating reports with Analysis Cube
systematic and well-organized environment. — Using Report Wizard
• PerformancePoint Server
Creating an ideal business intelligence environment requires the
— Creating integrated dashboards
seamless meshing and integration of multiple data management
— Using KPIs to monitor
and reporting tools. This program will show you how to effectively
— Establishing ratings using scorecards
engage those tools in your environment and fine tune a solid business
• Microsoft Excel
intelligence and knowledge management platform. You’ll examine and
— Creating models
discuss every source you have available, and be able to judge which
— Data Preparation
ones will work best for your needs.
— Modeling and Analysis
This course will reinforce your new skills — Charts and Pivot tables
• Analysis Services
with intensive real-world labs! Get real-world — Organizing Analysis
experience before you leave the classroom. — Display options
• Integration Services
We’re teaching near you: — External data connections
— Data Import options
Portland, OR August 24-25, 2009
• SQL Server With SharePoint
— Developing a cube
Bring this class onsite: — Using Analysis Services wizards
If you have ten or more students, an on-site is a cost-effective
option. Call toll-free for details: 877-800-5221. You can also
request that we bring a class to your city: III. Integrating the best into SharePoint BI
Visit www.ASPE-IT.com/course_request — Managing your integration plan
— Assigning ownership
— Meeting technical requirements
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— Establishing timeline, budget

— Creating your management team

Microsoft
The Three-Day Course Fee:

Windows Server 2008® GSA Rate: Individual: $1196.25, Group: $1121.25

Skill-Building Training Lab We’re teaching near you:

Denver, CO June 10-12, 2009
Deployment, Configuring & Administration — Charlotte, NC July 15-17, 2009
For the Experienced Administrator Making Indianapolis, IN August 12-14, 2009
the Conversion to 2008 Server
Five years in the making, Windows Server 2008 presents a myriad of subtle and
fundamental differences in its basic architecture compared to its predecessor. This Bring this class onsite:
dramatically changes not only the way it is used in the enterprise, but also the logical If you have ten or more students, an on-site is a cost-
and physical structure of networks where it is the dominant operating system. The effective option. Call toll-free for details: 877-800-5221.
prospect of migrating mission-critical applications to this new environment presents a You can also request that we bring a class to your city:
Visit www.ASPE-IT.com/course_request
tremendous risk to any organization. Hands-on skills and proper understanding of the
complexities of Windows Server 2008 will provide a phenomenal return on investment
for any organization.
I. Introduction to Windows Server 2008 • Installing WDS Lab 0 Configuring the Computer Lab 6-1 Server 2008 Terminal
• Configuring WDS
• History of Windows
Lab 1-1 Preparing the Host Services
• Windows Server 2008 Products • Creating and Managing Images
• The Top Improvements from Server 2003 • Using Transport Server Machine Lab 6-2 Terminal Services
• New Features for Server 2008 Lab 2-1 Configure the Server RemoteAPP
VI. Terminal Services in Server 2008 2008 Installation Lab 6-3 Terminal Services Web
II. Server 2008 Installation Options • Understanding the core functionality of Terminal
Lab 2-2 Configure the Server Access
Services
• Pre-installation Information
• Installing and Configuring Terminal Services Core Installation Lab 7-1 Creating and Testing
• Clean Installation vs. Upgrading Your Servers
• Installation Methods • Configuring a Terminal Services Gateway Group Policy
Lab 3-1 The Network and
• Using a Server Core Installation
Sharing Center Lab 7-2 Creating a Starter GPO
• Initial Configuration Task VII. Working with Group Policy
• Using Server Manager to Mange the Server Roles Lab 3-2 DHCP in Server 2008 Lab 7-3 Working with RSOP
• Overview of Group Policy
• Additional Server Roles Explained Lab 8-1 Windows 2008 Auditing
• Changes for Server 2003/Vista Lab 3-3 DNS in Server 2008
• Using Server Manager to Mange the Server
• The New ADMX Format for Group Policy
Features
• Creating Custom Group Polices
Lab 4-1 Installing Active Directory Lab 8-2 Certificates
• Additional Features Explained
Lab 4-2 Installing AD DS on Lab 8-3 Network Access
Server Core Protection
III. Networking with Server 2008 VIII. Windows Server 2008 Security
• New Networking Features • Server Protection in the Enterprise Lab 4-3 Fine Grained Password Lab 9-1 Exploring features of
• File Server Resource Manager • Active Directory Certificate Services role Policies Hyper-V
• DHCP in Server 2008 • Network and Edge Security
Lab 5-1 Windows Deployment Lab 9-2 Installing 64bit Server
• DNS in Server 2008 • Security Auditing
Services 2008 Enterprise Edition
• Access Control
• Security Tools Lab 5-2 Adding a Member Lab 9-3 Configuring the
IV. Active Directory in Server 2008
• Overview of Active Directory Server Hyper-V Server
• New Features for AD in Server 2008 IX. Server 2008 Virtualization
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• Managing the Virtual Environment
V. Windows Deployment Services • Protecting the Virtual Environment
• Defining Windows Deployment Services

• New Features of WDS

Microsoft
Course Fee:
Hands-On Windows Individual: $2495 Group (3 or more): $1745
Server 2008 This course is guaranteed. See page 67 for details.
5-DAY CLASS | COURSE 9700 Brief Course Overview: SEE FULL OUTLINE
I. Introduction to Windows Server 2008 VIII. Working with Group Policy

Sixteen Hands-On Labs will give you • History of Windows Server • Overview of Group Policy
the skills to install, configure and • Windows Server 2008 Products • Changes in Group Policy
administer Windows Server 2008 in II. Server 2008 Installation Options and IX. Windows Server 2008 Security
the Windows 2008 Server Core • Server Protection in the Enterprise
your organization • Pre-installation Information • AD certificate Services role
• Clean Installation vs. Upgrading
Five years in the making, Windows Server 2008 presents a myriad X. Terminal Services in Server 2008
of subtle and fundamental differences in its basic architecture III. Windows Server 2008 Additional • Understanding the core
Roles functionality of Terminal Services
compared to its predecessor. This dramatically changes not • What are Server Roles? • Installing and Configuring Terminal
only the way it is used in the enterprise, but also the logical and • Additional Server Roles Explained Services
physical structure of networks where it is the dominant operating
system. The prospect of migrating mission-critical applications IV. Additional Server 2008 Features XI. Server 2008 Virtualization
• What are Server Features • Overview of Server 2008
to this new environment presents a tremendous risk to any • Additional Features Explained virtualization
organization. Hands-on skills and proper understanding of the • Managing the Virtual Environment
complexities of Windows Server 2008 will provide a phenomenal V. Windows Deployment Services
return on investment for any organization. • Defining WDS XII. Server 2008 Performance
• New Features of WDS • Defining Performance and
Reliability
This powerful five-day hands-on course will give you the skills VI. Networking with Server 2008 • New Tools for Performance
and knowledge you need to master Windows Server 2008 and • New Networking Features
get the most benefit by minimizing downtime and maximizing • File Server Resource Manager XIII. High Availability in Server 2008
performance, both immediately and in the long term. Gain an • Exploring the New Features
VII. Active Directory in Server 2008 in Server 2008 for Clusters
in depth knowledge of some of the most radical and beneficial • Overview of Active Directory • Installing a Failover Cluster
attributes of Windows 2008 Server, and prepare to avoid its • New Features for Active Directory
pitfalls and work around its flaws.
Microsoft says the abilities to consolidate servers, manage

hardware more effectively, remotely manage hardware, and Lab 1: Editions Lab 9: Securing Windows Server 2008
vastly improve security are all good reasons for Windows Server Lab 2: Installation Lab 10: Terminal Services
2003 and Windows 2000 users to migrate. But how will all the Lab 3: Utilizing Server Roles Lab 11: Virtualization
new bells and whistles affect your company? How will it affect Lab 4: Server Features Lab 12: Performance and Reliability
your hardware? And learn how to drop the GUI and be driven Lab 5: Windows Deployment Services Lab 13: Clustering
by command line, which enhances security, and gives you tools
Lab 6: Networking Lab 14: Troubleshooting
previously available only to Unix/Linux admins.
Lab 7: Active Directory Services Lab 15: PowerShell
Lab 8: Group Policy and ADMX Lab 16: Windows Media Services
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Microsoft
Hands-On Windows Course Fee: Individual: $1695 Group (3 or more): $1245

Helpdesk Support
I. Windows 2003 Diagnostics and V. Troubleshooting system error
Configuration Tools messages
Troubleshoot Windows Clients and Achieve • Create a troubleshooting plan • Stop errors
Peak Performance for Users in your Organization • Troubleshooting success factors
• Diagnostics and configuration tools
• Memory dump files
• Using error reporting
Helpdesk support is one of the most difficult and pressure filled roles in IT. It II. Troubleshooting Windows 2003/XP VI. Windows 2003/XP troubleshoot-
is up to the helpdesk support team to keep end user systems up and running Installations ing tools
with minimal downtime, while at the same time dealing with problems often • The winnt command • Device Manager
created by the users themselves. • The winnt32 command • Windows File Protection
• Using dynamic updates • DirectX Diagnostic Tool
This hands-on class will give you the skills needed to quickly handle all types • Shutdown Event Tracker
of Windows client problems and create an efficient and smoothly running III. Troubleshooting the boot process • Remote Desktop
client support infrastructure. The majority of your time will be spent on labs, • The boot process
where you will learn to quickly diagnose and solve even complex problems • The boot.ini file VII. New Troubleshooting Tools with
with Windows XP, Windows Vista, and Windows 2000 Professional systems. • Fault tolerant boot disk Vista and Server 2008
• Working with new tools included
This course is for Helpdesk support professionals working in Windows IV. Patch management, service in Vista
packs & hotfixes • Working with New Troubleshooting
environments, including Windows XP, Windows Vista, and Windows 2000
• The update.exe file Tools in Server 2008
Professional. If you perform helpdesk support or manage a helpdesk support • Slipstream installation
team, this is the course for you.
Red Hat
Microsoft
Hands-On Microsoft GSA Rate: Individual: $1271.25, Group: $933.75

Windows Vista® Brief Course Overview: SEE FULL OUTLINE
3-DAY CLASS | COURSE 9650 I. Introduction to Windows Vista VI. Vista Data Storage and File
• Hardware Requirements Systems
Ten hands-on labs will give you the skills to • Vista User Interfaces • File and Registry Redirection
• Volume Shadow Copy
install, configure, and administer Windows II. Installing and Deploying
Windows Vista VII. New Administrative Tools and
• User State Migration Tool User Account Control
Vista clients • Using Windows Easy Transfer • Exploring the New Tools
• Tombstoned Tools
III. Vista User Setup and
The launch of Windows Server 2008 will enable a host of features in Windows Configuration Issues VIII. Working with Group Policies
Vista that previously seemed like expensive and unnecessary overhead. The • Windows User Settings and Vista
• Parental Controls • Built-in Group Console
second factor is that hardware will catch up to the performance needs of • Updated Admin Templates
Windows Vista. The third factor is that Microsoft will stop offering Windows IV. Running Windows Vista on a
XP for sale to its OEM customers in 2008. Once this happens, all new Network IX. Monitoring & Maintaining
• Network Connectivity Center Windows Vista
Microsoft based systems will have Windows Vista installed. More and more • Windows Collaboration • SysInternals
Windows Vista systems will need to be supported in all enterprises. • System Configuration Utility
V. Security Features In Windows
Vista X. Troubleshooting Windows
• Physical vs. Logical Security Vista

Microsoft
Course Fee:
Managing & This course is delivered as on-site training only.
Call ASPE toll-free for more details on bringing this
Supporting Windows course to your team: 877-800-5221

Server 2003 Brief Course Overview: SEE FULL OUTLINE
I. Introducing Windows V. Managing Group Policy

2-DAY CLASS | COURSE 020 Server 2003 Configure and manage Group Policy on
Review the capacities and limitations a Window Server 2003 or from an XP
of each server model, introduce some SP1 client.
Skip the five-day course — get all of the new features, as well as name • Introduction to Group Policy
features that you should avoid for a • New policies in Windows
the up-to-date information you need while. Server 2003
• Servers and capacities • Installing the latest version of
to successfully deploy and manage • New features and capabilities Group Policy Management
• Features exclusive to Console
Windows Server 2003 in just two enterprise
VI. Hardening Windows Server 2003:
days of intense training. II. Installation and Upgrades Important Security Improvements
How can hot fixes and service packs Find out about the most significant of
be installed automatically during the these improvements as well as some
With Windows Server 2003, Microsoft has developed one of the
operating system installation? These completely new features.
most powerful operating systems yet. Whether you are new to and other questions will be answered • A look at how the “defaults” for
and demonstrated. Windows Server 2003 are
Windows, migrating from another system or already using Windows
• In-place upgrades vs. more secure.
Server 2003, this two-day interactive workshop will immediately give migrations • Passwords are passé: the latest
you the necessary tools you need to manage your Windows Server • Reports from the field: about secure passwords
Are in-place upgrades working? • The new Internet Explorer’s
2003 system. • Hardware compatibility enhanced security configuration
checklist
VII. Internet Information
A solid background in TCP/IP and the Internet and a comfortable III. Planning and Implementing Services 6.0
grasp of fundamental principles of routing, and routing protocols is Active Directory Review the improvements in IIS 6.0
Learn how to install hot fixes and service and show you how to deploy a secure
strongly recommended. packs automatically during installation. intranet IIS server that you can use for
• Improvements in Active team collaboration in 60 seconds.
Directory • Review of the BIG
• Active Directory foundations improvements
Bring this class onsite: • Exploring new possibilities with • How to create an Intranet in
If you have ten or more students, an on-site is a cost-effec- Active Directory- Cross Forest 60 seconds
tive option. Call toll-free for details: 877-800-5221. You can Trusts & Universal Group Caching • IIS 6.0 security improvements:
also request that we bring a class to your city: Really better than IIS 5?
Visit www.ASPE-IT.com/course_request IV. Active Directory and Server
Administration VIII. Important Tips and Tools
Manage users, groups and computers, We review some of the most essential
as well as locate the FSMO role holders tools and tips as well as important
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the administrative tools folder • Installing the Remote Desktop

• Installing administrative tools Client on other systems
• Active directory users and • SP1 – important changes and
computers console features updates
• The amazing Log Parser tool

Microsoft
Course Fee:
Hands-On Individual: $2495 Group (3 or more): $1745
Microsoft This course is guaranteed. See page 67 for details.
Exchange 2007 Brief Course Overview: SEE FULL OUTLINE
5-DAY CLASS | COURSE 9525 I. Introducing Exchange Server 2007 VIII. Managing Messaging Transport
• Overview of Improved and New • Introduction to Message Transport
Features • Implementing Message Transport
Migrate and manage your company’s • Requirements for Deploying
Exchange server Exchange
IX. Managing Client Access
In today’s business world, email is mission-critical. More than ever, employees depend on • Implementing Client Access Servers
email to pass vital company information and documents that brand and sell their products II. Designing Interoperability Strategies • Implementing Client Access Features
with Other Messaging Systems • Implementing Outlook Web Access
to their customers. Expectations are only increasing. Now wireless communications
• Overview of Co-Existence and • Introduction to Implementing Mobile
are becoming a priority. Employers are expecting integrated email, calendar, contacts,
Interoperability with Other Systems Messaging
and attachments as part of their work experience. Microsoft Exchange 2007 has been
• Designing a Co-Existence Strategy
designed to be a one-stop messaging system that addresses all of your company’s needs. with Previous Versions of Exchange X. Configuring Edge Transport Servers
As the administrator of the messaging system, your job never gets easier, but our • Designing an Interoperability Strategy • Deploying Edge Transport Servers
with Other Messaging Systems • Configuring Security for Internet
Microsoft Exchange 2007 class can help you do your job better in every way. Our
hands-on class will teach you to design and deploy your Exchange server without a E-Mail
glitch, while being cost-effective as well. Work with Exchange Servers built in security III. Designing an Exchange Server 2007
features that reduce spam and viruses, while keeping the communication flowing. Mobile Upgrade Strategy XI. Implementing Messaging Policies
communications has become a “need” rather than a “want,” and our class will dive into • Overview of Available Upgrade • Introducing Messaging Policy and
Strategies Compliance
Exchange Server 2007’s anywhere access.
• Designing a Transition From Previous • Implementing Messaging Records
Versions of Exchange Management
• Designing a Migration From Other
Systems
XII. Maintaining Antivirus and Anti-
spam Systems
1. Introducing
cing Exchange Server 2007 IV. Designing Exchange Servers • Antivirus and Anti-Spam
2. Designing Interoperability Strategies with Other Messaging • Designing Mailbox Servers Management
3. Designing An Exchange Server 2007 Upgrade Strategy • Designing Non-Mailbox Servers • Implementing Anti-Spam Features\
• Designing a Public Folder
4. Designing Exchange Architecture
XIII. Maintaining the Messaging System
5. Designing Security For A Messaging • Implementing Change Management
6. Managing Recipient Objects V. Security for a Messaging Environment • Overview of Updating Exchange
• Designing an Administrative Model Servers
7. Managing E-mail Addresses and Lists
• Designing Message Security
8. Managing Messaging Transport
XIV. Managing Availability, Backup,
9. Managing Client Access VI. Managing Recipient Objects and Recovery
10. Configuring Edge Transport Servers • Managing Mailboxes • High Availability for Mailbox Servers
• Managing Other Recipients • Managing a Backup Solution
11. Implementing Messaging Policies
• Managing a Recovery Solution
12. Maintaining Antivirus/Anti-spam Systems VII. Managing E-Mail Addresses and
13. Maintaining The Messaging System Address Lists XV. Recovering Messaging Databases
14. Managing Availability, Backup, and Recovery • Configuring E-Mail Address Policies • Recovering a Messaging Database
• Configuring Address Lists Using Dial-Tone Recovery
15. Recovering Messaging Databases • Overview of Bulk Recipient
Management Tasks
If you have ten or more students, an on-site is a cost- EA
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Extreme Microsoft GSA Rate: Individual: $1271.25, Group: $933.75

SQL Server 2005 Brief Course Overview:

I. Database Performance & Tuning
SEE FULL OUTLINE
• Migrating & Upgrading SQL Server

3-DAY CLASS | COURSE 9050a • Implementing Constraints & triggers Clusters
• XML Schemas & Stored Procedures • Designing Log Shipping Server Roles
• Parameterized Stored Procedures & Topology
• Log Shipping Upgrade Strategy
Go beyond the basics of SQL Server 2005 • Creating Functions & handling errors
• Designing a Database Mirroring Solution
• Controlling Execution Context
with this challenging, lab-driven course • SQL Server Common Language Runtime • DB Roles & Topology for DB Mirroring
• Importing & Configuring Assemblies • Converting High-availability Solutions
This powerful hands-on course will take you far past the basics and into • Creating Managed Database Objects to Database Mirroring
the advanced topics of SQL Server 2005. Go from renaming a database • Securing the Server & Database III. SQL Server Integration Solutions (SSIS)
Scope • Identifying Data Sources & Destinations
to deploying SQL Server Integration Service package (SSIS) in just three
• Importance of Benchmarking • Evaluating Source Data
days. You’ll cover all the newest features of SQL Server 2005 — such as • Guidelines for Identifying Locking & • Identifying Staging Requirements
database mirroring, online restores, SSIS, Native data encryption, and Blocking • Planning Package Development
many more — in this aggressive hands-on course. You won’t find training • Performance Optimization Model: Queries • Designing Package Control Flow
• Considerations for Using Subqueries • Designing Data Flow Operations
anywhere on the market that has more hands-on, “real-world” labs. If you • Guidelines for Building Efficient Queries • Logging ETL Operations
need to take your knowledge of SQL Server 2005 to the next level, you • Performance Optimization Model: Indexes • Handling Errors in SSIS
can’t afford to miss this class. • Implementing Reliable ETL Processes
II. High Availability Solutions
with SSIS
You won’t find training anywhere on the market that has more hands-on, • Designing the Platform for Clustering • Monitoring & optimizing SSIS
• SQL Server Cluster Implementation Performance
real-world labs. Build on your knowledge base of SQL Server 2005 and
become an expert.
Microsoft
SQL Server 2005 This course is guaranteed. See page 67 for details.
Reporting Services Brief Course Overview:

I. Introduction to Reporting Services
SEE FULL OUTLINE
IV. Working With Data Sets

• Overview of Reporting Services • Defining Report Data
2-DAY CLASS | COURSE 9185 • The Role of Reporting Services 1. Connecting to a Data Source
• Key Features of Reporting Services 2. Querying a Data Source
Design, Develop, Deploy and • Configuring a Reporting Services
Architecture
• Use of Alternate Data Sources
• Interacting with a Data Set
Manage Reporting Services II. Installing and Initial Configuration using Parameters
• Best Practices for using Static and
Corporations are just now figuring out that their data can drive their business. Companies of Reporting Services
Dynamic Parameter Lists
• Installing Reporting Services
need data in order to answer large strategic direction questions and everyday business • Defining Report Data
• Exploring the Reporting Services Tools
decisions. Unfortunately, the data needed is in three different databases from three V. Report models
III. Authoring Reports
different departments. Understanding how to utilize the data you have access to is • Understanding When to Use
• Basics of Report Authoring
becoming one of the most important IT topics around. SQL Server 2005 Reporting Services Report Models
1. Configuring Data Sources
1. Working with Users
(SSRS) allows companies to leverage their data rather than simply manage it. This 2-day 2. Creating Tabular Reports
• Creating a Report Model
3. Summarizing Data
course on SSRS will teach you to create, execute, and manage reports that can be vital • Working with Report Builder
4. Applying Basic Formatting
business tools helping your company succeed. You will start by installing and configuring 1. Defining Report Builder
• Enhanced Reports
SSRS. Then you will explore creating reports with groups, formatting, parameters, different 2. Working with folders and Entities
1. Navigation controls
data sources, and much more. 2. Interactive Navigation
3. Displaying Data

Virtualization
Hands-On Mastering Course Fee:

Microsoft Hyper-V: This course is guaranteed. See page 67 for details.

Installation & Administration
I. Understanding Virtualization IV. Pre-Windows 2008 Virtualization
2-DAY CLASS | COURSE 7625 • What is virtualization? • Physical to Virtual (P2V)
— Virtualization methods defined • Installing Windows 2000 and
— Virtual machines vs. virtual applications 2003 Virtual Servers
Real-World Deployment, Management • Hyper-V versus VMware • Windows Server 2003 planning
— Shared features
and Operational Skill: Reduced Costs, — Unique features V. Virtualizing Windows 2008
Consolidation, Better Return on Investment! • Benefits of virtualization
— Consolidation
• Performance issues related to
Windows 2008 VMs
— Security through dedication — Core vs. full installations
Real World Deployment and Management — Legacy application support — Trimming the operating system
II. Implementing Hyper-V • Integration services
Skills in Just Two Days
• Requirements: hardware and support VI. Linux Virtualization
Hardware virtualization is a very hot topic in the IT world. It should be hot. Major savings can • SAN requirements
• Supported distributions of Linux
result from implementing virtualization in your IT environment. Savings of money, time, energy • Software requirements • Unsupported distributions
and resources - but you must know how to get it right! • Storage Area Network (SAN) support • Keys to Linux success
— Fibre Channel (FC)
If you are operating in a Microsoft environment, you have a great virtualization option at hand: — Requirements and implementation VII. Securing Hyper-V Virtual Machines
Hyper-V. You don’t have to spend thousands of additional dollars to benefit from virtualization. — Costs and benefits • Security in a virtual infrastructure
— iSCSI • VM-level security is identical to
We’ll show you how in this two day, hands-on workshop. Go beyond the Microsoft install
III. Configuring Hyper-V physical machines
recommendations, you’ll have the know how and skills to confidently create a better producing • Hyper-V security issues
virtual environment than you expected and you’ll cover it in a real-world class, designed to • Hyper-V global settings
• VMM 2008 Role-based access
— Performance settings
address the needs of a less-than-perfect environment. control (RBAC)
— Service packs and patches
— Administration and user roles
• Configuring virtual networks
These are the Installation, Management, & — Creating virtual networks VIII. Troubleshooting and
Performance Tuning
— Implementing VLANs
Operational Skills You Need • Managing a virtualization infrastructure • Troubleshooting Hyper-V Implementations
— System Center Virtual • Virtual switch configuration errors
Microsoft’s Hyper-V virtualization product has a lot to offer. Know how to adapt its capabilities Machine Manager • Network infrastructure problems
to your environment; fine tuning, configuring, while taking other outside factors into
consideration. With today’s economy, financial limitations and concerns, you can enjoy better
performance with less resource. Hyper-V is a smart choice when you have it available to you.
This program will examine, hands-on, the real world applications. From the basic install, to
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performance measurement to management best practices. You will have the complete picture.
add-on modules and applications
This class is not conducted in a Microsoft vacuum. You need to understand how Hyper-V will
interact with systems you have in place. There are no perfect environments. Understand how LAB 1: Installing Hyper-V
Hyper-V might interact if you’re employing services such as VMware. There’s a lot to know and LAB 2: Configuring Hyper-V Global Settings
a lot of decisions to make – in just two days working in a hands-on environment, you’ll handle LAB 3: Managing Remote Servers
Hyper-V with confidence. LAB 4: Installing a Windows Server 2003 R2 VM
LAB 5: Installing a Windows Server 2008 Core VM
LAB 6: Installing an Ubuntu Linux VM
RLD SKI
L-WO L
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LAB 7: Configuring the guest Linux VM
R
LAB 8: Implementing Security Best Practices

LAB 9: Troubleshooting Tools
LAB 10: Performance Analysis
48 Reggister online: www.asp

Register www.aspeinc.com
peinc.com
Virtualization
Implementing GSA Rate: Individual: $971.25, Group: $746.25


Virtualization in the
SEE FULL OUTLINE
I. What is Virtualization? VI. Implementing Virtualization Datacenters

• Overview • Server Consolidation
Enterprise • Uses for Virtualization

• Reasons Not to Virtualize
II. Hypervisor Based Virtualization
• Infrastructure Simplification
• Increased Utilization
• Business Continuity
2-DAY CLASS | COURSE 7475 • VMware • Server Mobility
• Xen • Disaster recovery
• Microsoft Hyper-V VII. Considerations for the Datacenter
Invest in the skills and knowledge to plan and deploy • Virtual Iron • Server Hardware Considerations
• Benefit of Hypervisor Based Virtualization • Storage Issues
virtualization correctly now — the price of ignorance III. OS Based Virtualization • Networking Issues
at deployment time is tens of thousands of dollars • Windows Virtual Server • Cisco Nexus 7000
• SWSoft • Power and Cooling Savings
This dynamic, two-day course will demystify the uncertainty surrounding • Benefit of OS Based Virtualization VIII. Sizing Tools
virtualization implementation and give you the knowledge to create a detailed, IV. Application Virtualization • Determining the Optimal Number of VMs
specific strategy to deploy the right virtualization technologies for your • Sun Containers 1. Per System
environment and achieve maximum return on investment. You and your staff will • Benefit of Application Virtualization 2. In the Datacenter
• Downside of Application Virtualization
evaluate the different software and hardware options, explore sizing to achieve IX. Virtualization Outside the Datacenter
V. Considerations for Deploying Virtualization
the best utilization, and leave the course with an in-depth understanding of the • Virtual Desktops
• Resource Pools vs. Virtual Service Offerings
virtualization landscape and how best to utilize it in your organization. • Virtualized Applications
• Partitioning Shared Resources
• Software Testing
• Automating Tasks Via Scripting
• Migrating Physical to Virtual Servers
14
Virtualization
Course Fee: Individual: $2995
VMware Infrastructure 3: This course is guaranteed. See page 67 for details.
Installing and Configuring V3.5 Brief Course Overview: SEE FULL OUTLINE REGISTER!
Section I. Virtual Infrastructure Overview Section VII. Virtual Infrastructure Access

(Virtual Course) • The Virtualization Environment Control
• Virtual Infrastructure Components • Determining security/access requirements
4-DAY CLASS | COURSE 7575 Section II. ESX Server Installation
• Controlling Administrator rights
• Creating a plan Section VIII. Resource Management
Install, configure, & manage WMware ESX server • The ESX Server set-up • VMotino migrations
Section III. Networking the ESX • Resource Pools set-up
and VMware infrastructure in this independent, • VMware Distributed Resources
• Configuring of virtual switches
real-world class • Network Connections Scheduler cluster
• Port Groups • Setting VM priorities on CPU, memory
This intense hands-on program will help Systems Administrators, Engineers and other resources
and Operators responsible for installing and deploying VMware across Section IV. Storage
• Storage alternatives and priorities Section IX. Resource Monitoring
the network. After attending, students will have a full understanding of • Storage management technologies • Workload assessment
installation requirements and methodology and understand the functionality • Monitoring using VMware VirtualCenter
Section V. VirtualCenter Installation
of VMware in their environment. • VirtualCenter Attributes Section X. Data and Availability Protection
Benefits of attending this four-day on-line program: • Set-up of VirtualCenter Components • Backup strategies
• Know how to install ESX Server on your systems Section VI. VM Creation and Management • VMware High Availability (HA) Set-up
• Configure ESX Server networking and storage • Using of templates Section XI. Planning VI Deployment
• Install and configure VirtualCenter • Using VMWare Converter Enterprise • Establishing deployment guidelines
• Control user access to the VMware infrastructure • Managing using VMWare VirtualCenter • Best practices for a basic deployment
• Deploy and manage virtual machines using VirtualCenter and Web Access
To
ToRegister:
Register:call
calltoll-free
toll-free877-800-5221
877-800-5221 49
Red Hat
Red Hat Linux Essentials This course is guaranteed. See page 67 for details.
Learn the basics of a Red Hat Enterprise I. Linux Ideas and History
II. Linux Usage Basics
Linux environment, and prepare yourself III. Running Commands and Getting Help
for a future role as a system administrator IV. Browsing the Filesystem
V. Users, Groups and Permissions
Includes: VI. Using the Bash Shell
• 5 days intensive training on Red Hat Enterprise Linux VII. Standard I/O and Pipes
VIII. Text Processing Tools
• Hands-on labs and exercises
IX. vim: An Advanced Text Editor
• Catered lunch X. Basic System Configuration Tools
• One workstation per student! XI. Investigating and Managing Processes
• Student materials, pre-assessment questionnaire, XII. Configuring the Bash Shell
study aids, handouts XIII. Finding and Processing Files
• Red Hat promotional items! XIV. Network Clients
XV. Advanced Topics in Users, Groups and Permissions
Who should attend: XVI. The Linux Filesystem In-Depth
IT professionals who want to build user-level skills before learning Linux XVII. Essential System Administration Tools
System and Network Administration. XVIII.So... What Now? Involvement in the Larger Open-Source Community
Red Hat
Course Fee:
Red Hat Linux System Individual: $2698
Administration & RHCT Brief Course Overview: SEE FULL OUTLINE REGISTER!
Exam I.
II.
III.
System Initialization
Package Management
Kernel Services
5-DAY CLASS | COURSE 11050 IV. System Services
V. User Administration
VI. Filesystem Management
Gain the skills to administer Red Hat VII. Advanced Filesystem Management
Linux systems, and take the RHCT VIII. Network Configuration
IX. Installation
Certification exam on the last day X. Virtualization with Xen
Includes: XI. Troubleshooting
• 5 days of intensive training on Red Hat Enterprise Linux 5 Hands-On Labs
• Hands-on labs and exercises 1. Managing Startup
• RHCT Exam on the morning of day 5 2. Working with Packages
3. Configuring the Kernel
• Catered lunch on days 1-4 4. System Services
• One workstation per student! 5. Adding New Filesystems to the Filesystem Tree
• Student materials, pre-assessment questionnaire, study aids, handouts 6. Advanced Filesystem Management
• Red Hat promotional items! 7. Manage Network Settings
8. Installation and System-Initialization
Who should attend: IT professionals who want to build user-level skills before 9. Exploring Virtualization
learning Linux System and Network Administration. 10. System Rescue and Troubleshooting

Red Hat
Course Fee:
Red Hat Linux Networking Individual: $2498
& Security Administration Brief Course Overview: SEE FULL OUTLINE REGISTER!
4-DAY CLASS | COURSE 11100 I. System Performance and Security

II. System Service Access Controls
Gain in-depth knowledge needed to configure common III. Network Resource Access Controls
Red Hat Enterprise Linux network and security services IV. Organizing Networked Systems
V. Network File Sharing Services
Includes: VI. Web Services
• 4 days intensive training on Red Hat Enterprise Linux VII. Electronic Mail Services
• Hands-on labs and exercises VIII. Securing Data
• Catered lunch IX. Account Management
• One workstation per student!
• Student materials, pre-assessment questionnaire, study aids, handouts
Hands-On Labs
1. System Monitoring
• Red Hat promotional items!
2. Controlling Access to Certain Hosts
Who should attend: Linux or UNIX system administrators who already 3. Securing Networking
have some real world experience with Red Hat Enterprise Linux systems 4. Implement a Minimal DNS Server
administration and want a first course in networking services and security. 5. Network File Sharing Services
6. Implementing Web (HTTP) Services
Prerequisites: 1) Red Hat Linux System Administration or equivalent experi- 7. Electronic Mail
ence with Red Hat Enterprise Linux and 2) Networking fundamentals or equiva- 8. Securing Data
lent; TCP/IP experience 9. Account Management Methods
Red Hat
RHCE Rapid Track Course This course is guaranteed. See page 67 for details.
and RHCE Exam Brief Course Overview: SEE FULL OUTLINE REGISTER!
5-DAY CLASS | COURSE 11150 Prerequisites: RH033, RH133, RH253 or equivalent experience with
UNIX; Networking fundamentals, knowledge or experience setting
Intensive hands-on training focusing on: Hardware up TCP/IP, NFS, HTTP, DNS, FTP, NIS, DHCP, and other networking
services, and security.
& installation, Configuration & administration, Kernel I. Essentials of System Administration
services & configuration, and user & host security. II. Kernel Services
III. Filesystem Management
RHCE Certification provided on day 5 IV. User Administration
Includes: V. Local Security
VI. Advanced Partitioning
• 5 days of intensive fast-track training on Red Hat Enterprise Linux 5
VII. Installation
• Hands-on labs and exercises
VIII. System Initialization
• RHCE Exam on day 5
• Catered lunch IX. RPM, YUM, RHN
• One workstation per student! X. System Administration Topics
• Student materials, pre-assessment questionnaire, study aids, handouts XI. Network Configuration
• Red Hat promotional items! XII. Network Security
XIII. Network File Sharing Services
Who should attend: UNIX or Linux system administrators who have significant XIV. Network Infrastructure
real-world experience with UNIX or Linux systems administration and some XV. HTTP Service
experience setting up key networking services such as HTTP, DNS, NIS, DHCP, and XVI. Mail Service
who want a fast-track course to prepare for the RHCE Exam. XVII. Troubleshooting

Software Testing
Course Fee — Individual: $1195, Group (3 or more): $995
Developing Software GSA Rate — Individual: $896.25, Group: $746.25

Testing Techniques Brief Course Overview:

I. Foundations & Conventional Thinking
VI. Right-Fitting Testing to Various

2-DAY CLASS | COURSE 3000 Every organization has some form of testing. From Development Approaches
this basic assumption, a foundational framework Testing needs to be ‘right-fit’ for the situation. A single
is presented for each participant to formulate a approach, while easy to implement, creates erratic
Leave this workshop with high personal scorecard and process improvement
plan. Utilizing a combination of industry accepted
demands and missed opportunities to save money
and gauge effectiveness.
standards and best of practice techniques a strong
performance, high yield software testing base is built from which all future testing can occur.
• Understanding Why One-Size Doesn’t Fit All
• Method Specific Test Adaptations
• Test Framework • Addressing Multi-Discipline Projects
solutions • Test Deliverables
Practice Session: Open class discussion
• Test Planning
• Test Case Design surrounding the use of various development
Get immediate value in just two days • Communicating Test Results methods, appropriate use (and misuse), and how
testing can serve as a sounding board/catalyst for
Practice Session: Guided by the instructor, prepare ‘right’ application.
Are your methods streamlined and versatile enough to meet this challenge in a a scorecard reflecting present practices. The
productive way? Or will you simply choose to reduce scope and hope that major scorecard will be used to form a uniform baseline for VII. Business Cultural Pressures
added discussion throughout the course and provide and Conditions
issues are avoided? The course is specifically designed to meet the challenges facing an action list for further use in company deployment.
businesses today and to advance you to a higher level of responsible test behavior. A series of practice exercises will be conducted for: The longer the project, the more change we can
Test Planning, Test Case Construction from sample expect. Even though we may try and hold change to
This intense, two-day interactive program takes participants from test foundations, requirements, and practicing Test Case Calibration a minimum the realities of today’s dynamic business
understanding and promoting present practices, to addressing the wide variety of and Traceability. These areas will be based on a climate require change.
testing situations that are common in today’s business climate. These include: single project scenario, leading to a unified solution. • Understanding HOW BIG Change Is
• The CONE of Uncertainty
• Testing in Non-Traditional Development Environments II. Test Planning Development • Resourcing
Considerations • Delivery Variations & Test Adjustments
• Addressing Advanced Testing Areas (e.g. Performance, Capacity, Security…)
There is never enough time, and you are Practice Session: Utilizing a real-life test plan, test
• Managed testing for Maintenance, Purchased Software Solutions, always exposed to risks from the unexpected. design and a sample of test cases each group will
and Outsourced Test Engagements. Miscalculations and inappropriate decisions (made be introduced to a change in project direction.
without sound knowledge) create more risk and
Information contained in this valuable program goes beyond introduction. You will lower the value of work performed. VIII. Business Dynamics
• Key planning considerations and Control Effects in Testing
practice, explore and challenge each topic establishing a base of ownership. In-class
• Test Budgeting Methods Change is a business reality, and projects that fail to
hands-on exercises and activities will powerfully reinforce what you learn, giving you • Budget Adjustments plan for it create unnecessary risk for themselves.
the practice needed to successfully integrate your new skills immediately. Practice Session: Develop a familiarization with Often this has a trickle-down effect on both testing
a practice tool and arrive at a set of conditions that and results. Positioning testing to adapt and
must be taken into consideration once the initial test overcome these dynamics will produce positive
We’re teaching near you: budget gets formed. results for your project, team and stakeholders.
• Business Value and Delivery Importance
Minneapolis, MN May 20-21, 2009 III. Systematic Software Testing Practices
Seattle, WA June 10-11, 2009 Practice Session: The class will discuss how to
Testing relies heavily on a tactical approach. The engage project stakeholders and determine which
Columbus, OH July 23-24, 2009 operating premise is that a baseline is necessary as critical aspects will make your pursuit a reality.
Kansas City, MO July 28-29, 2009 the foundation for all other testing.
• High-Yield and Beneficial Methods IX. Special Niche Testing Areas
Austin, TX August 18-19, 2009 In this segment you will gain an awareness of these
• Effective Regression Testing
Atlanta, GA August 25-26, 2009 application aspects, learn the leading reasons why
Portland, OR September 8-9, 2009 Practice Session: In groups, examine software they require at least some examination, and how
specification test objectives. You will formulate they may already be giving up information as part of
Columbia, MD September 15-16, 2009 objectives and develop tests. basic foundation tests.
Phoenix, AZ October 6-7, 2009
IV. What is Testing Trying to Say? • Sequencing
Cleveland, OH October 20-21, 2009 • Beyond Functional Validation Confirmation
Dallas, TX November 12-13, 2009 • Effecting Positive Test Communication • Testing Targets
• Balancing Content with Form in Test Radiators
Raleigh, NC November 17-18, 2009 Practice Session: Using the 18 possible test
Chicago, IL December 10-11, 2009 Practice Session: Break into two teams, comprised targets (beyond functional validation) each group will
of one group representing testers who will present organize them in order of attack.
St. Louis, MO December 15-16, 2009 test results, and the other comprised of stakeholders
and project team members. X. World-Class Test Success
In this segment an examination will be made of
V. Testing Challenges ways to improve precision, leverage engagement
The ability of a testing group to adapt to a wide
14 12 variety of situations will prepare them to respond in
and increase efficiency without additional overhead
burdens.
an appropriate and efficient fashion. • (Test) Resource Development & Utilization
• Testing Situation Challenges • Tools and Related Current Technologies
• Managing Challenges of Jeopardy • Testing Methods and Established Techniques
• Dealing with Real-World Test Challenges
Practice Session: Utilizing a list of test artifacts
and tasks, each group will determine under what Practice Session: As a capstone “wrap-up”
situations will these items be used. In cases where exercise, an example test scenario will be
they are not applicable the group will determine presented. Formulate a complete plan of attack
what suitable alternative measures are considered including budget, resource requirements, approach,
appropriate. task and deliverable execution, and an alternative
“Plan B.”

Software Testing
Course Fee — Individual: $1195, Group (3 or more): $995
Planning Effective GSA Rate — Individual: $896.25, Group: $746.25

Software Testing Brief Course Overview:

I. The Test Planning Process
SEE FULL OUTLINE
VI. Test Plan: Test Case Size Estimates

2-DAY CLASS | COURSE 3100 Test planning cannot be done in a vacuum. The In order to provide a basis for planning the effort,
test plan must integrate smoothly with all the other costs and other resources needed for testing,
project plans and consider many variables, both we must estimate the size of each test case and
Ensure your testing is done more within the testing group and throughout the rest of document this in the test plan.
the organization. • Test case description and instructions
effectively within time, budget • How testing fits within the software
development lifecycle
• Input data and/or database records
required by the test case
and resources with these proven • Understand the role and use of a
test plan
• Output data and/or database records
the test case will produce
processes • See how the test plan relates to
other plans VII. Test Plan: Resources
• List the inputs to test planning Resources to support testing go far beyond just
• List the outputs from test planning the people who will do the testing. The test plan
Successfully plan, estimate and II. Test Plan: Scope and Lifecycle
must account for all required resources.
• Identify the testing and test case
manage your software test plans What is and is not included in the testing activities development environment
can be the subject of many disagreements; • Specify any special systems
This course teaches you how to do a complete job of planning your test therefore, the test plan must be explicit about • Enumerate knowledge and skills
the scope of the testing activities and the testing needed
activities. It will walk you through the test planning process, identify lifecycle.
all of the inputs you will need and the things you should produce. You • Identify the requirements against which VIII. Test Plan: Effort, Cost, Budget & Schedule
will get guidance on how to plan for test case creation, defect tracking, the testing will be done Effort, cost, budget and schedule are usually the
• Define the goals and objectives for items we are asked to provide. But until all of the
status monitoring and progress reporting. This course equips you with testing items in sections II through VII have been identified
all the tools you need to create a test plan that will serve all your needs. • Boundaries - what will and will not and estimated, we do not have the information we
be tested need to provide these things. These critical parts of
• Enumerate the phases and steps in the the test plan can now be completed.
testing lifecycle
Reinforce your learning with • Activities required to produce and
III. Test Plan: Traceability Matrix execute all of the test cases
in-class group exercises The only way to assure that the test plan
• Estimate effort required based on size
estimates
In-class exercises help you identify and examine firsthand problems covers all of the requirements and goals without • Identify all costs (e.g. labor, equipment,
unnecessary tests is to have a systematic way to software contracted work)
you may be experiencing. Through group effort, you and your peers map tests and test cases to those requirements
will examine ways your department or company should be handling and objectives. Including a traceability matrix with IX. Test Plan: Risks
the test plan is the easiest way to satisfy this need.
problems up front and how you can improve on your current procedures. Testing activities have their own unique risks
• List every requirement and goal or
that may not be visible or pertinent to other
objectives in one place
stakeholders in the project. The testing group
• List every test and test case in
should engage in risk management to assure
one place
that those items are handled appropriately and
• Map requirements to test cases
included in the test plan.
Bring this class onsite: • Assuring every requirement has at
• Brainstorm a testing-related risk list
least one test case
If you have ten or more students, an on-site is a cost- • Group and consolidate risks
effective option. Call toll-free for details: 877-800-5221. IV. Test Plan: Required Tests • Quantify risk probability and impact
• Make risk tracking plans
You can also request that we bring a class to your city: Before test cases can be identified, the system
Visit www.ASPE-SDLC.com/course_request requirements and testing objectives must be used X. Test Plan: Management, Tracking &
to compile a list of tests that will be required. This Reporting
list of tests is the heart of the test plan.
The test plan must identify how the testing group
• Tests for functional requirements
will maintain control over the testing activities and
• Tests for performance requirements
assure that they are progressing as planned. It
• Tests for security and safety
must also define how they will report status to
requirements
other project stakeholders and take corrective
• Tests for usability, maintainability and
actions when necessary.
other requirements
13 12 V. Test Plan: Test Cases
• Measurements used in tracking and
managing the testing activities
Actually writing test cases and preparing the • How data and reports will be stored,
related data consumes a significant amount of managed and made available
time. Therefore it is important to estimate and plan
®
for these activities.
• Enumerate the test cases required to
satisfy the objectives
• Identify positive, negative, boundary
and special test cases

Software Testing
The Test Automation GSA Rate: Individual: $896.25, Group: $746.25

Workshop Brief Course Overview: SEE FULL OUTLINE REGISTER!
I. Introduction VI. Implementation

2-DAY CLASS | COURSE 3225 • Objectives & What to Expect • Preparation
• Historical Perspective • Vendor’s Role
• Automation Support Universe • Timing
Maximize Your Automation Investment II. Master Strategy VII. Utilization
• Recognizing Fundamental • Metrics
From conceptualization to implementation, Mistakes for Tool Pursuits • Stay-alive Measures
• Test Automation Strategic & • Misuse Indicators (over use,
learn the skills you need Tactical Framework the ‘wandering’ syndrome)
III. Criteria VIII. Continuance
This two-day course was developed as a detailed roadmap for successful test • Determining Need • Proactive Attention
automation deployment. You will get a comprehensive examination of both • ROI Goal Setting • Product vs. Environment Care
commercial and open-source solutions and how they can be applied to both • Stumping for Stakeholders • Framework for “Excitement”
traditional applications and specialized testing initiatives. You will learn how to IV. Evaluation IX. Replacement
properly evaluate, implement and gain sustainable utilization for your system. • Candidate Sources • Removal from Life Support
• Pre-Evaluation Criteria • The Mourning Period
You will get invaluable tips, tricks, and techniques for all stages — from • Scoring • Passing the Torch
conceptualization to implementation. Attendees will leave this class with developed
V. Selection X. Conclusion
documents that will provide a quick start when you return to the office. • Prenuptial • What have we learned?
• Negotiation • More work required?
If you are planning to deploy or have already deployed a Test Automation • Solidify/Formalize • How can we advance?
solution this class will provide you the tools, techniques, knowledge and
skills to get the maximum value out of your system. 14
Software Testing
Web Testing Core GSA Rate: Individual: $971.25, Group: $821.25
Fundamentals Brief Course Overview: SEE FULL OUTLINE REGISTER!
2-DAY CLASS | COURSE 3400 I. Web-Based App Testing: Overview VIII. Usability and Interaction Testing
• A framework • Demographics of visitor population
• Web-based testing & quality issues • What makes a web site usable
• Website testing approach • Testing for web usability
Critical Skills for Testing Internet, Intranet, II. Basic Web Site Testing Techniques IX. Maintainability
• Testing features and content • What makes web sites maintainable
Web-Based, and E-Business Applications • Process flows, navigability, and links • Reviewing & evaluating maintainability
III. The Iterative, Rapid-Application • Making prudent changes
This information-packed course exposes you to ideas and techniques you can Development World X. Integration Testing
incorporate immediately— all offered to help you streamline every aspect of your • Stability and change management • System interfaces
• Component re-use & integration testing • Database interaction and integration
testing process and to assure on-time delivery with a solid product. Gain a thorough • Coordinating development & testing XI. Infrastructure Testing
understanding of how to test basic controls, content, navigability, and features of IV. Establishing and Managing the • Infrastructure testing approach
your website or e-commerce applications— in a workable, real-world environment. Web-Based Test Lab • Infrastructure integrity testing
• Equipment and facilities needed • Infrastructure test script checklist
Go beyond the basics and discuss multiple dimensions of web quality— i.e. how to • Test tools XII. Security Controls Testing
check compatibility, performance, scalability, robustness, usability, interoperability, • Test case libraries • Sources/types of security threats
and operational effectiveness. V. Compatibility Testing • Reviewing/evaluating security
• Browser, OS, database compatibility • Testing code security
• Hardware and network compatibility XIII. Automated Tools for Web-Based
This program will take you well beyond the basics. You will address critical testing VI. Performance, Load and Stress Testing Testing
issues and find solutions for your important questions regarding Web applications • Determining what to measure • Functions of automated test tools
quality including how to test compatibility, performance, scalability, robustness, • Developing the benchmarks • Why automate testing?
• Load, stress, & scalability testing • Compatibility checking tools
stability, security and operational effectiveness. If you are involved in the design, VII. Robustness Testing XIV. Live Operation Service Levels
operation or functionality of a web site or application, this course is a must. • Testing for 24/7 availability • Measuring
• Identifying hazards and threats • Monitoring resource utilization

Software Testing
OFFERED IN CONJUNCTION WITH:
Software Testing Course Fee — Individual: $2245, Group (3 or more): $2045

GSA Rate — Individual: $2045.50
Certification A $250 USD fee is included in your registration for the

ISTQB® Certified Test – Foundation Level Exam.

Train for and receive internationally

I: Software Testing IV: Test Design Techniques
recognized software testing certification • Why does software fail? • The test design process
in just three days • Why testing is required • Overview of test design
• Principles of testing • Types of documentation
• Debugging versus testing • Types of test designs
Learn the fundamental steps in • Scope and focus of testing • Black box methods
the testing process • Understanding risk • White box methods
• Product risks and project risks • Black box techniques
Delivered by top experts in the testing industry, this course is an accredited • Risk analysis, & prioritizing • Equivalence partitioning
certification training course to prepare you for the ISTQB™ Certified Tester • Goals of testing • Boundary analysis
Foundation Level exam. This program is the only internationally • The basic testing process • Decision tables
accepted certification for software testing, accredited by the • Test planning and control • State transition diagrams
• Test analysis and design • Use cases and test design
ISTQB™ through its network of National Boards. The ISTQB™ has
• Test implementation & execution • White box techniques
granted over 30,000 certifications in over twenty countries around the globe. • Evaluating exit criteria reporting • Understanding control flow
This course is run in partnership with SQE Training. • Test closure activities • Experienced based techniques
• Test psychology viewpoints • Error guessing
At the conclusion of the course you will have the opportunity to take the • Exploratory testing
ISTQB™ Certified Tester – Foundation Level exam. The exam is held at II: Testing Throughout the • Selecting appropriate techniques
3:30 p.m. on the third day of the course. The ISTQB™ Certified Tester – Software Lifecycle
Foundation Level certification exam is independently administered by the • Testing and development V: Test Management
American Software Testing Qualifications Board, Inc. (ASTQB). • Testing begins at requirements • Team organization
• Life cycle models and testing • Roles and responsibilities
We’re teaching near you: • The “V” model • Understanding the test manager
• Iterative models • Understanding the tester
Orlando, FL May 3 - May 5, 2009 • Verification and Validation • Test planning
Birmingham, AL May 12 - May 14, 2009 • Component (unit) testing • Planning and strategic thinking
St. Louis, MO May 12 - May 14, 2009 • Integration testing • Controlling the testing
Philadelphia, PA May 19 - May 21, 2009 • System testing • Key strategic issues
Seattle, WA May 19 - May 21, 2009 • Acceptance testing • Selecting a test approach
• Understanding regression testing • Understanding estimation
Chicago, IL June 1 - June 3, 2009
• Understanding test types • Test monitoring and reporting
Las Vegas, NV June 7 - June 9, 2009
• Functional • Ending the testing, exit criteria
Oakland, CA June 9 - June 11, 2009 • Non-functional • Configuration management
Detroit, MI June 9 - June 11, 2009 • Structural • Library controls
Albuquerque, NM June 16 - June 18, 2009 • Confirmation and regression • Change control
Portland, OR June 16 - June 18, 2009 • Defect/incident classification
Providence, RI June 16 - June 18, 2009 III: Static Techniques
• What is static testing VI: Tool Support for Testing
• Reviews, Inspections, Walkthroughs • Tool selection process
• The general review process • Tool introduction
• Common types of reviews • Tool benefits
22.5 • Roles and responsibilities • Tool risks and concerns
• Success factors for reviews • Tool classifications
• Limits of reviews • Static testing tools
• Understanding static analysis tools • Test specification tools
® • Tool benefits • Test execution & logging tools
• Performance & monitoring tools
• Application area tools

Software Testing
Course Fee:
Proactive User This course is delivered as on-site training only.
Call ASPE toll-free for more details on bringing this
course to your team: 877-800-5221
Acceptance Training This course is guaranteed. See page 67 for details.

I. Role of User Acceptance Testing • Allocating criteria to system design
• Why users may resist involvement • Refining the design to catch oversights
Proven Processes for Development, • Objectives, types, and scope • Checklist of common problems to test
• Acceptance testing as self-defense • Equivalence classes / boundary values
Delivery and Support • Why tests don’t catch all the errors • Making quality factors testable
• Essential elements of testing • Structural testing applicable to users
• CAT-Scan Approach • GUI features to always test
Projects aren’t complete until users/customers are sure the systems they depend • Proactive Testing Life Cycle model • Defining requirements-based tests
• First Tests • Constructing use cases
on actually meet business requirements, work properly, and truly help them do their • Developer/tester/user responsibilities • Cautions about use case pitfalls
jobs efficiently and effectively. However, users seldom are confident or comfortable • 1- and 2-column use case formats
testing system acceptability. Project Managers and testing professionals need to II. Defining Acceptance Criteria
• Defining acceptance test strategy IV. Carrying Out Acceptance Tests
know how to guide and facilitate effective acceptance testing without usurping up-front • Differentiating test cases and test data
the user’s primary role. This intensive interactive seminar shows what users need • Five elements criteria should address • Traps that destroy acceptance tests
• How much, how often users must test • Warning about conversions
to know to confidently make the best use of their time planning and conducting • Documentation, training, Help tests
• Determining system quality
acceptance tests that catch more defects at the traditional tail-end of development, • How to perform acceptance tests • Security, backup, recovery tests
while also contributing in appropriate ways to reducing the number of errors that • Revealing requirements errors • Suitability of acceptance automation
• Performance, stress, load testing
get through the development process for them to catch in UAT. Exercises give
III. Designing Acceptance Test Plans • Issues on creating test conditions, data
practice using practical methods and techniques. • Expanding the acceptance criteria
Software Testing
Course Fee:
Estimating and This course is delivered as on-site training only. Call ASPE toll-free for
more details on bringing this course to your team: 877-800-5221
Controlling Testing Brief Course Overview: SEE FULL OUTLINE
I. Top-Down Estimating III. Test-Based Estimating

1-DAY CLASS | COURSE ECT • “Knowing” estimating is impossible • What is a test case
• How effective estimators differ • How many tests do we need
• Top-down estimating advantages • Historical defect statistics, precision
Reliably defining time, effort, and • Percentage of total budget for testing • Risk-based testing
• Lines of code, function points sizing • IEEE Standard for test plans
resources required for testing • Calibrating effort to size • Master test planning
• Historical testing effort as basis • Detailed test plans
• General and testing-specific issues • Exploratory and ad hoc testing
Improve and Refine your Estimates • Impacts rule-of-thumb methods cause • Test automation factors and issues
• Appropriateness and caveats for use • Unique factors for each special test
in just one day! II. Bottom-Up Estimating IV. Estimating During the Project
This interactive one-day workshop will expose you to the key principles of effective • Major reasons for inaccuracies • Recording actuals against estimates
• Work-breakdown structure • Projecting defects remaining
estimating and how to apply them to the unique aspects of testing. And, rather • Level-by-level increase in precision • Statistical sampling
than just being a static up-front exercise, the course shows dynamic techniques • Naming tasks to create success • Seeding and mutation
that effective estimators use throughout the project to control progress, as well • Implicit vs. Explicit duration • Linking two independent measures
• Work packet roll-up • Identifying systematic errors
as to refine and improve their estimates and estimating skills. Exercises enhance • Addressing contingencies/oversights • Monitoring and projecting arrival rate
learning by allowing participants to practice applying practical techniques to • Relating to top-down estimates • Monitoring defect detection efficiency
realistic examples. • Issues with task-oriented estimates • Tracing through production
• Addressing extrinsic task dependencies
• Testing vs. Debugging
This course has been designed for QA and testing specialists, managers, analysts,
designers, programmers, auditors, and users who need estimates of testing time
and resources. 7

Enterprise Architecture
Roadmap to Course Fee — Individual: $1295, Group (3 or more): $995

Service Oriented Brief Course Overview: SEE FULL OUTLINE
Architecture (SOA) I. Introduction to SOA with this XML based service description on
The Service Oriented Architecture has been how to communicate with Web Services
2-DAY CLASS | COURSE 5175 dubbed the next important technology as well Definition language Integration.
as simply a marketing term. Understanding
what your companies definition of an SOA VI. UDDI - In Depth
Discover the Universal Description,
Utilize real-world tools and is the most important question you can ask
Discovery, and Integration, or UDDI, a
yourself as a CIO, IT manager, developer,
techniques to successfully define business analyst, or a project manager. platform-independent, XML-based registry
for businesses worldwide to list themselves.
• Architecture
and deploy your service oriented • Enterprise Integration Applications
Learn how the Universal Business Registry
(UBR) works, and how to use it to optimize
architecture • Web Services
B2B opportunities.
II. Technologies
VII. More Technologies
Get a high level view of all the
Achieving Flexibility technologies that make of the Service
SOA is an evolving technology, existing
standards are updated, new standards are
Oriented Architecture. Find out how XML
In today’s increasingly competitive environment, you need to be proposed and new tools are introduced
and other technologies will change the
almost daily.
efficient and flexible. This flexibility must include your underlying way you implement applications and
software in your business. • Second Generation WS standards
IT infrastructure— enabling it to support the rapid changes
• Process Flow
• WS-Platform
needed to keep pace with dynamic business conditions. To • Messaging
• XML
achieve this agility and flexibility, forward thinking companies are • WSDL VIII. Implementation
adopting service oriented architectures (SOA). • SOAP Vendors and developers have
• UDDI settled around several approaches to
implementing SOAs and service oriented
This course will bring in-depth understanding of your analysis, III. XML - In Depth applications. They all support the end
design and implementation of SOAs. You will learn how to Dig deeper into XML and how vital it is to the result of WS-platform conformance, but
Service Oriented Architecture. Find out the they achieve it in different ways.
analyze the various web services standards, and how to evaluate differences between HTML and XML and
• Architectures
and select among the many products and vendors of SOA tools. how developers can leverage XML in an
• Community / Vendor Approaches
Service Oriented Architecture environment.
Your class will also provide you with a basic migration plan for • Vendor Survey
• The importance of XML • Learn how SOA can assist with
adopting service oriented architecture. • Differences between XML and HTML governance (Sarbanes-Oxley, etc.)
• Understanding XML Structure requirements
• Storage and usage options
• Schema IX. Emerging Technologies and Futures
Bring this class onsite: • XSLT The rapid long-term evolution of SOA and
SOA Standards continues, but there are
If you have ten or more students, an on-site is a cost-effec-
IV. SOAP - In Depth several near-term developments which
tive option. Call toll-free for details: 877-800-5221. You can
Find out how to exchange XML based should be addressed. These technologies
also request that we bring a class to your city:
Visit www.ASPE-IT.com/course_request messages using the Simple Object will change the way many of the
Access Protocol. “sticking points” in SOA development are
• Protocols approached - potentially leading to even
• Standardization more standardization and interoperability.
• Error handling • WS Second generation standards
• Security implications
V. WSDL - In Depth • XQuery
Experience the Web Services Description
Language (WDSL) and how to communicate X. Summary

Networking
Hands-On Course Fee:

Individual: $1795 Group: $1345
Networking
GSA Rate: Individual: $1346.25 Group GSA: $1008.75
Fundamentals Brief Course Overview: SEE FULL OUTLINE
I. Network Overview, VIII. Supporting Processes

3-DAY CLASS | COURSE 7400 Functions, and Standards • ARP
• Network Industry Standards • ICMP
• OSI and TCP/IP Models • DHCP
Applying the concepts of networking: • Interconnection Media • DNS
Gain complete network skills via
II. Ethernet IX. TCP/IP Applications
classroom instruction and hands-on • CSMA/CD • Telnet
practice • Collision & Broadcast Domains • FTP
• Addressing • SMTP
• HTTP
We’ll introduce you to the fundamentals of network operation, III. LAN Switching • TFTP
then provide an opportunity to reinforce what you’ve learned. • Switches Versus Hubs & Bridges • SNMP
• Switch operation
Apply the concepts in a lab setting as you perform step-by-step
• Spanning Tree X. Wide Area Networks
configurations of network equipment. You learn the importance of • Configuration • Telco Infrastructure
proper network planning and deployment, how to use tools that • Security • Technologies
make network management easier, as well as how to make your • Virtual LAN (VLAN)
• Quality of Service XI. Security
network more secure.
• Telecommunication Fraud
IV. Routing • Threats
Get the most relevant information on today’s newest networking • Routing Methods & Protocols
technologies in just three days! Learning fundamentals is one XII. Wireless
thing, but actual application is another. With this three-day V. IP Addressing • IEEE 802.11 Overview
• Classes • 802.11n
hands-on class, you can immediately implement what you learn.
• Dotted Decimal Notation • Voice-over-IP-over-Wi-Fi
Fundamentals of switches, routers, hubs and servers are laid out • Binary Numbering
in lab workbooks which guide you through hands-on exercises • Masking XIII. Virtualization
step-by-step. We’ll show you how to really setup a network for • Private vs Public Addressing • Hypervisors
• Classful vs Classless • Security and Virtualization
the most secure, flexible and reliable operation.
Addressing
• IPv6 Introduction XIV. Effects of VoIP on Net
Bring this class onsite: working
If you have ten or more students, an on-site is a cost- VI. Subnetting • Session Initiation Protocol (SIP)
effective option. Call toll-free for details: 877-800-5221. • Fixed Length • Key Components of VoIP
You can also request that we bring a class to your city: • Variable Length • Encapsulation
Visit www.ASPE-IT.com/course_request • QoS and Capacity Issues
VII. Routing IP Traffic
• Routing Protocols XV. Instant Messaging
1. RIPv1 and RIPv2 • One-to-One and Group IM
2. OSPF • File Transfers in IM
3. BGP • Security Issues with IM
• Configuration

Networking
Unified Communications Course Fee:

Individual: $1795 Group: $1345
with Office GSA Rate: Individual: $1346.25 Group GSA: $1008.75
Communication Server Brief Course Overview: SEE FULL OUTLINE
3-DAY CLASS | COURSE 7525 I. Introduction to Unified • Implementing IM Using

Communications OCS 2007
• Legacy Technologies • Remote User Access
Plan, install, and deploy a Unified • Combining Separate • Federation
Communications strategy with Office Communication Services
• Components of a Telephony VII. Using Instant Messaging
Communications Server 2007 Solution and Presence Information
• Office Communicator Client
Unified Communications bridges the gap between telephony and II. Telephony Using Office Applications
computing to deliver real-time voice, messaging, and conferencing Communications Server 2007 • Configuring Presence
to the desktop environment. Office Communications Server (OCS) • The Integration of OCS Information and Levels
is the centerpiece of Microsoft’s Unified Communications strategy. Telephony
• Architecture for OCS VIII. On-Premise Conferencing
OCS brings together telephony, e-mail, instant messaging, and
Telephony Deployment • On-Premise Conferencing
conferencing with both voice and video. In this course, you will
• Designing a Network for Solutions versus Hosted
gain hands-on experience implementing and maintaining a unified OCS 2007 Conferencing Solutions
communications infrastructure for your organization. • Web Conferencing Audio/
III. OCS 2007 in a PBX Telephony Video Conferencing
Environment • Server and Network
Bring this class onsite: • Configuring Deployment Requirements
If you have ten or more students, an on-site is a cost- Topologies
effective option. Call toll-free for details: 877-800-5221. • Enterprise Telephony IX. Implementing On-Premise
You can also request that we bring a class to your city: Clients Deployment and Conferencing
Visit www.ASPE-IT.com/course_request Configuration • Routing Conference Data
• Conferencing Server
IV. OCS 2007 Enterprise Functions
Telephony Solutions • Remote Connectivity
• Deploy a Media Gateway • Requirements for High
with Analog Phone Sets Availability
1. Planningng a Unifi
Unified
ed Communications Strategy • Enterprise Telephony Solution
2. Installing and Configuring Microsoft Office Communications • Routing in an Enterprise X. Deploying and Configuring
Telephony Solution Clients for On-Premise
Server 2007
Conferencing
3. Implementing OCS in a PBX Environment V. Monitoring and • Overview of On-Premise
4. Building Voice Capabilities into Your OCS 2007 Deployment Maintaining OCS 2007 Conferencing Clients
5. Configuring the Voice Capabilities of OCS 2007 • Backing Up and Restoring • Office Communicator 2007
OCS 2007 and Office Live Meeting 2007
6. Configuring and Using Microsoft Exchange Server 2007
• Configuring the Archiving • Enabling and Configuring Users
Unified Messaging and CDR Service
7. Enabling Users and Installing Office Communicator 2007 • Protocol Monitoring XI. Working with On-Premise Web
8. Configuring and Using Conferencing in OCS 2007 and Audio/Video Conferencing
9. Troubleshooting and Managing OCS 2007 VI. Instant Messaging (IM) • Web Conferencing using
Solutions Using OCS 2007 Audio & Video Equipment
10. Implementing Instant Messaging through OCS
• Understanding Session • On-Premise Audio/Video
11. On-Premise Conferencing Initiation Protocol (SIP) Conferencing

Financial
Financial Modeling in Course Fee:

Individual: $1195
Excel Boot Camp GSA Rate: Individual: $896.25
2-DAY CLASS
Master the Art and Science of Building the
Financial Model: Reliable, Dependable, I. Course Overview & Introductions III. Excel Functions/skills and
• Introductions Financial Modeling
Flexible, Robust and Complete! • Determining skill levels • Color Coding
• Student’s goals • Using Cumulative Checks
With today’s ever changing and volatile financial landscape – more
• Course goals/direction and SUM Bars
than ever, the financial and investment industries need the comfort of
• What is & why Financial Modeling • Yes/No Triggers for Alter
dependable and accurate forecasting when making critical business • Linked/Integrated Financial nate Transaction Scenarios
decisions. Often, investment professionals have a solid financial Statements • Working with Circular
background, some Excel skills but limited modeling skills, and have • Historical/Future Projections References
learned “as they go” - using modeling techniques and forecasting • Operating and Financial • Catching Errors in Formulas
measures that are less than reliable. Assumptions • Using Custom Number
• The Art and Science of Formats
This dynamic two-day Financial Modeling boot camp will help to put
Accurate Financial Modeling • Formatting Numeric Values
all of your knowledge to use, allowing you to combine your financial
• Model like an Analyst, as Text
background with improved Microsoft Excel® modeling skills and modeling
think like a Managing Director • Mixing Links and Text via
techniques to give you the tools you need to create workable, flexible and
• Financial Market Awareness ‘&’ Function
reliable Financial Models. You and your staff will learn to build the solid
• Clients Needs • Converting Numeric Values
foundation necessary to create valuations that you can rely upon and • Strategic Analysis using the TEXT Function
skills that will work over time in all aspects of your business. • “Outside the box” Due Diligence • Tracking Precedents/
• Original/Thoughtful Research Dependents in Native Excel
In two action-packed days you’ll gain the skills, knowledge and “know how”
• Relevant Financial Web • Jumping to Newly Defining
to create solid and robust financial models. You’ll examine the components
sites and Support Groups Names
of a good model, review accounting principles incorporated in a model, learn
• Yahoo Finance • Creating Data Tables to
what information you’ll need to create accurate results, and how Excel can be
• SmartMoney Marketmap Automate Repetitive
used to your advantage to develop a great valuation tool.
• Google Alerts Calculations
• Relevant Industry Websites • Using OFFSET to Run
• Bookmark File Scenario Analyses
Kansas City, MO May 13-14, 2009 II. A Thorough Review of IV. Building the Financial Model
Virtual Training July 13-16, 2009 Accounting Principles • Setting up and Building
Columbus, OH July 23-24, 2009 • Balance Sheet Components the Integrated Financial
St. Louis, MO August 20-21, 2009 • Income Statement Model from Scratch
Denver, CO September 29-30, 2009 Components Review • Linking of Income Statement,
Atlanta, GA October 20-21, 2009 • Statement of Cash Flows Balance Sheet, Statement
• Ratio Calculation and of Cash Flows
Bring this class onsite: Analysis • Establishing the flow of a
• EBITDA vs. Earnings vs. Financial Model
If you have ten (10) or more students, an on-site is a
Cash Flow • Historical & Projected
cost-effective option. Call us toll free to get details:
877-800-5221. • Market Capitalization vs. Operating Assumptions
Book Value • Computing Revenue Growth
• Key SEC Filings and Source • Calculating Cost of Goods Sold
Documents • Depreciation of Capital
• Importance of Footnotes Expenditures
• Amortization of Intangibles
and Financial Costs
®

Financial
The Turbocharged ™

Financial Analyst I. Excel for Financial Analysts
• Using Data Tables to
VI. Introduction to Financial
Modeling
2-DAY CLASS automate calculations
VII. Investor Psychology
II. Capital Budgeting / Project • Optimism
Increased Productivity and Accomplishment Analysis • Overreaction
With Less Resources and Less Time • Utilization of NPV, IRR,
XNPV, XIRR EVA® VIII. A Financial Spin Applied
to Best Business Books
This two-day, hands-on workshop will help you dramatically increase your
III. Monte Carlo Simulation for
productivity by using key technical skills, management skills and new
Modeling Uncertainty IX. Harnessing the Power of
learned ways of thinking. With the increased cut backs in resources and
• Probabilistic vs. the Internet
staff, you need to rely on yourself and the tools you have at hand to do more deterministic techniques • Sites for financial analysts
with less. This program provides the Financial Analyst the full array of skill
sets and enhanced methodologies to maintain a high level of success in your IV. Game Theory for Financial X. Financial Rules of Thumb for
position, but more importantly to handle multiple tasks without burnout. Analysts Analysts
• Zero sum games vs. • IRR Rules
If you’re in a management position or moving into a higher level of non-zero sum games • LBO Rules
responsibility and authority, you won’t want to miss this program. You will • Valuation Rules
leave with the ability to better manage, plan for growth and have a clearer V. Time Saving Techniques • Stocks vs. Bonds rules
vision for your company’s success. • Dashboard creation/utilization • Asset allocation rules
Financial
Course Fee: Individual: $1295 GSA Rate: Individual: $971.25
Advanced Financial This course is guaranteed. See page 67 for details.
Modeling with Excel I. Financial Modeling - The Key Elements III. Constructing a Financial Model
and Components with Advanced Skills
2-DAY CLASS • Key characteristics of a financial model • Designing the general service/
• Accomplishing business objectives with a manufacturing corporate financial model.
financial model • How to design and record MACROS for
Better Financial Statement Projections & • Key model elements that create a automating repetitive tasks and for auto
dynamic model mating the update of CapEx, Headcount/
Integrated Modeling Techniques For the Payroll, and required Capital Infusions as
II. Getting More Comfortable with Excel Revenue and Operating Expense inputs
Experienced Excel User • Model template layout process are varied.
• Special Excel tools
Spreadsheet-based modeling is fundamental for financial analysis • Excel Macros IV. Testing the Model
• Features that MUST be embedded in • Performing a Scenario test in Excel
in every business, from pharmaceuticals to money managers, and your model • Perform “what-if” analysis across changes
Excel is the predominant application for solid, reliable and accurate • Building, populating and naming key in two variables simultaneously
financial modeling. Crucial decisions are made based on these worksheets
V. The Art of Auditing a Financial Model
models – a lot rest on your results. So often, experienced financial
Hands-on Exercise • Methods for auditing a large model
professionals have “learned on the fly” creating a financial model – Using templates provided by the instructor, stu- • Using Excel’s built-in auditing tools:
never learning to construct a model with expanded capabilities dents will build sections of the model’s structure,
and sophistication. algorithms that drive logic, Data Tables, Pivot- VI. Preparing Summary Presentations
Tables, graphs, Scenarios, and other critical
modeling components. VII. Class Wrap-Up and Discussion

Financial
Finance For Non- GSA Rate: Individual: $746.25
Financial Executives Brief Course Overview: SEE FULL OUTLINE
2-DAY CLASS I. Accounting Fundamentals V. Financial Forecasting

• The Role of Accounting • Pro Forma Balance Sheet
• Types of Accounting • External Financing Requirements
• Management Accounting • Growth Rates
Concepts, terms and practices of finance & • Financial Accounting • The Financial Forecasting Model
• The Accounting Equation • The Pro Forma Income Statement
accounting for informed decision makers. Make • Self-Checking Property • The Pro Forma Balance Sheet
better, smarter financial decisions. II. The Accounting Cycle
• The Accounting Cycle
VI. Time Value of Money
• Time Value of Money
This workshop will demystify terms and financial practices that are most used in • The Three Financial Statements • Compound Interest Formula
• Retail Firms • Future Value
business today. You will examine and experience in detail the financial information • Gross Margin & Cost Flows • Future Value - Rule of 72
and practices you need, presented in easy to understand terms and concepts. Brick by • Contributed Capital VII. Project Analysis and Selection
brick, you will be exposed to the framework of the finance and accounting principles • The Corporate Balance Sheet • Project Cash Flows
that make a company run, measure results and make profit. You’ll also know how to III. Analyzing Financial Statements • Incremental Cash Flows
• Statement Analysis, purposes & methods • Evaluating Net Present Value Estimates
“speak the language” of your Finance and Accounting staff and more clearly plan your • The Statement of Cash Flows
financial goals. After two days, you can confidently make better informed financial VIII. Risk and Return
• Liquidity Ratios and Solvency Ratios
• Risk versus Return
decisions that will affect your department and your career. IV. Return on Invested Capital • Risk versus Return Using T-Bills
• Purpose of ROIC • Security Market Line
Gain a clear understanding of how each department or resource within your firm • Relation to Du Pont Analysis • Required Rate of Return Formula
• ROIC versus ROE
operates from a financial standpoint. From balance sheets, financial statements to • ROIC Calculations and Formula IX. Cost of Capital
annual reports – you’ll examine and interpret with ease.
Financial
Transitioning from Course Fee: Individual: $1695

GAAP to IFRS Brief Course Overview:

3-DAY CLASS I. Introduction, Conceptual Framework, II. Accounting for Assets
Revenue Recognition • IAS 16 Property Plant & Equipment
• Introduction to IASB • IAS 23 Borrowing Costs
Understanding and Employing • Overview of IFRS • IAS 38 Intangible Assets
— Conceptual framework • IAS 40 Investment Property
International Financial Reporting Standards — Changes from joint IASB/FASB • IAS 36 Impairment of Assets
project • Accounting for Investments
The US Securities and Exchange Commission has proposed a “roadmap” that could • AS 1 Financial Statement Presentation — IFRS 3 Business Contributions
result in the use of International Reporting Standards (IFRS) by US Companies. IFRS • IAS 8 Accounting Policies — IAS 27 Consolidated and Separated
is already been adopted by many large international firms and is already required in • IAS 7 Cash Flow Statement Financial Statements
many companies in the European Union. • IAS 5 Non-current assets — IAS 31 Joint Ventures
• Introduction to IFRS 1
• IAS 24 Related Party Transactions III. Accounting for Liabilities &
This three-day course is designed to give you a basic understanding of financial
• IAS 18 Revenue Recognition Miscellaneous Items
reporting under IFRS and the key differences between IFRS and the US GAAP. • IAS 11 Construction Contracts • IAS 37 Provisions, contingents,
Whether planning on converting to the IFRS or working with companies who do Liabilities and Contingent Assets
use this financial reporting, for the international company to survive and retain a • IAS 19 Employee Benefits
competitive edge, you will want to attend this program. • IAS 12 Income Taxes
• IFRS Operation Segments
• IAS 34 Interim Financial Reporting
This 3-day course is hands-on — Bring a laptop running Excel

Financial
Foreign Exchange This course is guaranteed. See page 67 for details.

Risk Management I. Understand how the global foreign
exchange markets work on a
V. Risk Management Process
• Identifying exposures
daily basis • Measuring exposures
2-DAY CLASS
• History of Foreign Exchange • Scenario/ Sensitivity Analysis
• Modern Times
VI. Establishing and monitoring
Understanding the foreign exchange • Tradeable Currencies
banking relationships
II. The operation of the spot, forward
markets, how they work in practice and and emerging markets operate in VII. Terms of engagement
how they affect a firm’s operation and practice • Execution
• RAROC
bottom line. • Spot Market
• Forward Market • Value added services
• Futures
This timely two-day program is designed for the Financial decision-makers VIII. Financial Risk Management
in U.S. firms who must deal with international currency and exchange in III.The latest trends and innovations • Why are we hedging?
in the markets • Reduce volatility
this volatile and uncertain time. Understand the foreign exchange markets
• Intenet based portal • Lock in value of revenues, expenses
and how to manage the associate risks and limit your exposure on a daily assets & liabilities
• Retail FX trading
basis. Gain a much better understanding of how foreign exchange markets
operate, how currency fluctuations affect your business and how to IV. Types of FX Exposure IX. Current Markets: What’s next?
manage these exposures and profit from them. • Transaction Exposure
• Translation Exposure
• Strategic/ Economic Exposure
Financial
Forensic Accounting: This course is guaranteed. See page 67 for details.
Spotting Financial Fraud Brief Course Overview: SEE FULL OUTLINE
2-DAY CLASS I. Income Statement, Balance II. To Catch a Thief: Accounting

Sheet and Statement of Cash Flows. Red Flags, 25 Common Accounting
• UnderstandingForms10-Kand10-Q Misdirections.
For Investors, Analysts, Financial • Audited versus unaudited • Common Accounting
• MD&A Manipulations Used To Distort
Managers and Litigators • Biggest Red Flags Earnings And Cash Flow
• Walkthrough • Manipulation of Revenue
• Fundamental Accounting • Manipulation of COGS
Examining real-life case studies, in class interaction and dynamic “down Principals • Manipulation of Operating
and dirty” investigation – you’ll develop the detective skills and the keen • Sources and Uses of Cash Expenses
sense to know where to look for discrepancies in any area - no matter how • Book versus Market Value • Manipulation of Non-Operating
clean a financial picture has been presented to you. From examining simple • Voodoo Accounting: Examine Items
financial statements, to complex stock valuations to tearing through a 10-K, Critical Line Items/Footnotes • Gains/losses from the sale of
you’ll cover the critical forensics you must use to protect your investments • Accounting Irregularities assets
• MiniScribe • Accounting changes
and make better and safer decisions.
• Bristol-Meyers Squibb • Extraordinary items
• Tools for Forensic Analysis • Material changes in the # of
After two intense days with an expert, know what you need from your Financial
• Common Sizing shares outstanding
Reports and the questions you should be asking. You will quickly develop the • Sales as a driver • Case Study: Clarkson Lumber
forensic skill to go through any financial record with a fine-toothed comb. • Diseconomies of Scale Case: Earnings Quality,
Discrepancies can be there! No matter how minor, these can spell disaster for your • Stale Assets Profitability ≠ Liquidity
investors, your firm and your career. • Poison Assets • Wrap up and Discussion

Financial
The Four-Day MBA Course Fee: Individual: $ 1995

Solid High-Level Business &

Management Practices I. Finance IV. Marketing
4-DAY CLASS • Accounting Basics • Product Pricing Strategies
• Finance Fundamentals • Developing Marketing Plans
• Investment Strategies • Determining Marketing Mix
Better decision making, better management, • Profit Planning • Traditional Marketing
• Global Financial Markets • Internet Marketing
better planning • Economics
V. Management Responsibility
As a manager in today’s intensely competitive business world, you need a clear II. Supply Chain Management & Skills
and complete understanding of the rules and inner workings of business, finance • Supply Chain Strategies • Corporate Governance
and management. This intense mini MBA program will expose you to the entire • Supply Chain Risk • Negotiating Skills
scope of business functions, so you will experience an intense introduction • Business Law
to corporate strategies and operations that sometimes only MBA graduates III. Business Planning • Policy Planning & Analysis
• Ethics of Business • Talent Recruitment/Retention
experience.
• Strategy Options & • Human Resources
Alternative • Managing Organizational
From finance to management techniques, you’ll have a thorough understanding of Change
• Using tools to evaluate
each important component of today’s business world. If you’re in a management • International Business
strategies
position or moving into a higher level of responsibility and authority, you won’t
• Managing growth & risks
want to miss this program. You will leave with the ability to better manage, plan VI. Leadership Techniques
for growth and have a clearer vision for your company’s success.
Financial
Course Fee:
Data-Driven Individual: $1295 Group (3 or more): $1095
Decision Making Brief Course Overview: SEE FULL OUTLINE
2-DAY CLASS | COURSE 6125 I. The Uses & Limitations of Intuition Case Study: Dr. Snow & the London Cholera
• Learn to see the world differently Epidemic
• Uses & limitations of intuition
Case Study: To Invest or Not
Understanding and Employing • Situations when intuition can be distorted
• Strategies to combat biases & delusions
IV. Why Great Leaders Don’t Take
International Financial Reporting Standards Practice Session - The limitations of intuition Yes for an Answer
In this learning event, you’ll examine strategies for gaining the information needed • Create team collaboration
II. Turning Data Into Information • Explore strategies for harnessing
to make effective decisions in the time-frame required. You’ll look at the best of • Define different types of data information
recent research, gain advice from leading thinkers, and examine key decisions • Usefulness of these data types • Learn principles for correctly assessing risk
from real situations faced by real leaders. You’ll explore key elements of effective • Strategies to t urn data into information
• Use the data analysis roadmap Case Study: The Final Flight of the Columbia
business metrics and gain skills in preparing better predictions. You’ll learn the
principles of data analysis and see how they can clarify your view of reality. You’ll Case Study: To Launch or Not V. Decision Trees
• Be able to construct a decision tree
then use this information to prepare better forecasts and assess risks.
III. Influencing Visually for a decision scenario
• Principles behind effective visual displays • Understand where to get the data to
After you’ve acquired these real-world skills, you’ll discuss and plan how to begin
• Using visual displays to influence decisions begin the analysis
applying what you’ve learned, creating an individualized plan for you to use when • Practice using these principles on a • Discuss how to use the tool back home
you get back on the job. In business today, exciting new technologies provide you realistic situation
Case Study: Freemark Abbey
with effortless access to almost unlimited quantities of raw data. Companies with
the ability to convert this data into meaningful, actionable information will gain a
valuable competitive advantage. 14

Financial
Global Supply Chain This course is guaranteed. See page 67 for details.
Risk Management I. Introductions and Expectations X. How supply chain professionals cur-
rently view supply chain risk
II. Review of Foundational Concepts for Un-
2-DAY CLASS derstanding Global Supply Chain Strategy XI. How Do You Identify and Measure
Risks in the Supply Chain?
III. What makes up a supply chain—
Solid Risk Mitigation Strategies and what is its composition? XII. Supply Chain Risk Categories
Best Practices for an Uncertain World IV. Global Supply Chain Challenges XIII. Supply Chain Risk Assessment and
A manufacturing, retail or service supply chain is only as strong as Quantification of Risk
V. Supply Chain Risk Management
its weakest link. Exposure to global supply chain risks can become XIV. A Homework Case Study Exercise
the weakness that bring an organization to its knees. These risks are VI. The Context to Enterprise Risk
increasing as a result of the growing length of supply chains that aim Management XV. Case Study Discussion and Team
to meet customer demand stretching from developed markets to newly Exercise
emerging markets. Raw materials, critical components and finished VII. Which Supply Chains are the Most
goods supplies are being sourced from increasingly distant regions Vulnerable to Risk? XVI. Getting Your Organization and Com-
involving longer lead times and complex transactions. pany Focused on Supply Chain Risk
VIII. What are challenges that need to
Global Supply Chain Risk Management is an evolving topic and critical be overcome in strategy formulation or XVII. Formulating a Supply Chain Risk
component in today’s international business environment. It is also a actual occurrence? Strategy Framework
relatively new and somewhat “raw” topic – for once, you have all of
IX. A working definition of Supply Chain XVIII. Reviewing your plans and putting
the resources and information you need in one place – case studies, Risk Management it all together
exercises & course textbook round out your intensive examination.
Financial
Delivering and Financing This course is guaranteed. See page 67 for details.
Infrastructure Projects Brief Course Overview: SEE FULL OUTLINE
I. Infrastructure Trends & Issues VI. Effective Procurement Principles &

2-DAY CLASS • Globalization Strategies
• Sustainability • Seven Sound Procurement Principles
• Project Examples
Creative Strategies and Financing Solutions II. Project Delivery Systems
to Deliver Infrastructure Projects • Examples from History VII. Case Studies
• Project Delivery Systems — Case Study No. 1 – Far West
For the first time, a comprehensive investigation that examines a civil Side Projects
III. Infrastructure Financing • Background & Project Description
infrastructure project from all perspectives; the owner organization, the
• Direct Sources • Financing/Project Risk Framework
design team and the construction organization. You’ll cover no-nonsense
• Bonds • Evaluation
innovative delivery techniques and the financing– you’ll also be introduced
to economic valuation methods and decision-making tools that can help — Case Study No. 2 – JFK Airtrain
IV. Project Feasibility
• Background & Project Description
with organization and delivery. Discover new methodologies; new ways of • Project Phases & Risks
• Financing/Approval Process
getting things done. • Risk Framework
• Project Risk Framework
V. Project Evaluation & Risk Analysis • Evaluation
No matter which side of a project your responsibility lies, discover
• Overview of Quantitative Decision
innovative methods to get the job done with the resources at hand. VIII. Federal Stimulus Package
Making Techniques
• Status & Updates
• Basics of Engineering Economics
Two days of critical information to help you navigate through a difficult • Major Beneficiaries
economic climate– and get a project financed and completed. • Schedule

Healthcare IT
Selecting & Implementing an Course Fee — Individual: $995, Group (3 or more): $795
Electronic Health Record
System for Medical Brief Course Overview: SEE FULL OUTLINE REGISTER!
Practices and Hospitals Section I. EHR Overview • What value-added services

• Benefits of a practice wide does the vendor need to provide
2-DAY CLASS | COURSE H100 EHR system • Identifying future support
• Facts and figures about EHR & maintenance needs
project success & failure
Apply proven project management and ROI • Critical success factors
• Obtaining provider & staff buy-in Section VI. Implementation
assessment tools to select and implement Considerations
the best EHR system for your requirements • Identifying practice EHR
Section II. Federal & State goals and objectives (clinical
There are numerous pre-implementation considerations that must be Health Information Technology & business)
addressed prior to the evaluation and selection of an EHR system. This Initiatives (HIT) • Establishing a realistic
workshop will provide participants with critical thinking and analysis • Understand President project time line for rollout
Obama’s “American Recovery • Six Sigma and System
tools to determine staff and provider readiness. You will be given tools
& Reinvestment Act of 2009” Development Life Cycle
to develop cost/benefit and return on investment (ROI) projections based • Current and evolving HIT methodologies
on the purchase, implementation and maintenance of an EHR system. initiatives • Building a successful
We will look at third-party interface and connectivity issues and provide • Regional Health Information implementation team
participants with tools to identify potential areas of concern that must be Organizations (RHIOs)
addressed prior to any implementation.
Section VII. Third Party
Section III. Pre-Implementation Interoperability
This workshop will provide participants with the analysis and assessment Considerations • Stark Laws and connectivity
templates necessary to select from over four hundred EHR vendors to • Techniques for determining issues
determine the system that best fits the present needs and future growth of EHR cost estimates and • Interoperability
your organization. Group discussions will identify common contracting pitfalls hardware needs considerations with
and how to avoid vendor loopholes that will cost you time and money. • Provider and staff computer hospitals labs, and medical
skills evaluation practices
• Third party interface issues • Interfacing with third party
• Paper chart and data software
We’re teaching near you: conversion considerations • Maximizing EDI and your EHR
Raleigh, NC May 28-29, 2009
San Francisco, CA June 8-9, 2009
Section IV. EHR Vendor Selection Section VIII. IT Security &
• Tools and techniques for Liability Issues
Bring this class onsite: vendor selection • Identifying practice
• Financial considerations vulnerability
If you have ten (10) or more students, an on-site is a
• Cost benefit analysis and • Establishing paper and
cost-effective option. Call us toll free to get details:
return on investment digital security measures
877-800-5221.
• Putting together an effective • Wireless capabilities and
selection team HIPAA
• Steps to avoiding employee
misuse of data
Section V. Vendor Contracting
• Request for proposal guidelines
14 • Analyzing and reviewing a
contract to avoid common
pitfalls

Registration Form
Mail to: ASPE
4 WAYS TO ENROLL attn: Registrar
Online: www.aspeinc.com P.O. Box 5488
Fax form to: 919-816-1710 114 Edinburgh South Dr. - Suite 104
Call toll free: 1-877-800-5221 Cary, NC 27511
Course Information:
Registration Info
Course Name____________________________________________ Course Date______________ All courses are 100% Guaranteed
ASPE provides an unsurpassed training experience.
Course Location _______________________________________________ # of attendees_______ If for any reason you are not satisfied with the
program, simply notify the instructor or registrar
of your intent to withdraw from the program prior
Student Information: (please duplicate for more than three registrants) to the first morning break, turn in your course
materials and receive a 100% refund. If at the end
of the program day, you are unsatisfied with the
Name___________________________________________Title________________________________ program, we will credit your tuition towards a future
program of your choice.
Name___________________________________________Title________________________________
Tuition:
Name___________________________________________Title________________________________ Your tuition includes registration in the seminar, all
course materials, handouts, books, and refreshment
Company_______________________________________________________________
_______________ breaks. See each course page for specific fees.
Address__________________________________________City________________State___________
Group Discount:
If you have three or more students attending the
Zip____________Phone #____________________ Extension________ FAX # _____________________ same session, your attendees are eligible for a
discount. All registrations must be made at the
e-mail __________________________________ e-mail __________________________________ same time to receive the discount. See course page
for details.
e-mail __________________________________ e-mail __________________________________ Course Hours:
All courses begin promptly at 8:30 AM and end
at 4:30 PM. Please arrive at 8:00 AM on the first
Please provide the six-digit priority code found on the back of the catalog, on mailing label
morning of class to sign-in and meet your fellow
attendees.
PRIORITY CODE: 1 1 0 6 2 5 Substitution & Cancellation Policy:

Student substitutions may be made at any time prior
to the start of class. Cancellations received less than
30 days prior to the start date of class will be subject
Method of Payment: FID # 680517025 GS-35F-0303U to a $100 administrative fee. You may cancel your
reservation by providing ASPE with written notice
Individual Course Fee: course price _______ x _____ students = $ ___________ total due via email at customerservice@aspeinc.com. If a
Multiple Course Fee (3+): discount amount _______ x _____ students = $ ___________ total due cancellation request is received in writing, less than
10 business days prior to the class start date, payment
GSA Individual Course Fee: course price _______ x _____ students = $ ___________ total due will still be due, no refunds will be issued and you will
GSA Multiple Course Fee (3+): discount amount _______ x ______ students = $ ___________ total due be charged a $200 cancellation fee. You will be allowed
to apply your paid course tuition to the same course
Please make checks payable to ASPE Credit Card Information or one of equal value within 1 year from the original
course start date. Only one reenrollment opportunity
❑ Check Enclosed ❑ VISA ❑ MasterCard ❑ AMEX is allowed per person. Failure to attend the course
without written notification via fax or email prior to the
❑ Company PO Enclosed Card # _____________________________V-Code______ start of the course will be considered a “no show” and
will result in forfeiture of the full course price. If ASPE
Your Company PO #________________ Signature_____________________Exp Date____________ is forced to cancel a course for any reason, liability is
limited to the registration fee only.
ASPE has been reviewed and approved as a provider of project management training
by the Project Management Institute (PMI). PDUs are awarded for full completion of
PMI approved classes. Website: www.pmi.org
ASPE is an IIBA Endorsed Education Provider of Business Analysis Our courses can now be purchased for federal,
state, and local government agencies via GSA
Website: www.theiiba.org
Advantage. Call ASPE to receive this discounted
pricing with GSA eligibility. We currently have 80
JOHN COOK SCHOOL OF BUSINESS courses approved on the GSA schedule and more
JCSB Executive Education Program are on their way: www.gsaadvantage.gov
Saint Louis University GSA # GS-35F-0303U

Please call 877-800-5221 for GSA public pricing and
ASPE has partnered with St. Louis University’s John Cook School of Business to offer to register for courses with the GSA Advantage.
To Register: call toll-free 877-800-5221
certification in Agile Methods and Business Analysis. See page 34 for courses.
67 67
This pricing is not available on ASPE’s website.
PA
FIND OUT
EG
which courses
34
your team needs
Over 75 courses available for public or on-site delivery

www.aspeinc.com
Priority Code 110625
The B
BEST
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Business
B u Analysis/Requirements ........ 6
AAgile and Scrum.....................................16
PProject
r Management ............................26
SSharePoint
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VVirtualization
i ..........................................48
Red
Re
R e Hat .....................................................50
SSoftware
o Testing ....................................52
EEnterprise
n Architecture........................57
NNetworking..............................................58
NEW: Financial Classes....................60
N
HHealthcare IT...........................................66
Training over the
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Over 75 courses available for public or on-site delivery

Training over the

2 Register online: www.aspeinc.com

Business Analysis/Requirements Extreme SQL Server 2005 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

Project Management Enterprise Architecture

To Register: call toll-free 877-800-5221 3

TAP Into Savings With Our Training Advantage Packages

Talk to your Account Manager for more information or call 877-800-5221.

Free web seminars, A few of our clients...

Bring the Training to YOUR Location.

ASPE is an Independent Provider of Microsoft and IT Training

of unbiased training that’s not tied to corporate products!

To Register: call toll-free 877-800-5221 5

Business Analyst Brief Course Overview:

Fundamentals I. The Business Analysis Profession

6 Register online: www.aspeinc.com

scope. Use models, diagrams, and Teleflora, OK

To Register: call toll-free 877-800-5221 7

Business Analyst Brief Course Overview:

Boot Camp I. The Business Analysis Profession

8 Register online: www.aspeinc.com

To Register: call toll-free 877-800-5221 9

Developing and Confirming Course Fee:

10 Register online: www.aspeinc.com

To Register: call toll-free 877-800-5221 11

Process Analysis & GSA Rate: Individual: $896.25, Group: $746.25

Design Brief Course Overview: SEE FULL OUTLINE REGISTER!

12 Register online: www.aspeinc.com

The Certified Business Course Fee:

Analysis Professional (CBAP) GSA Rate: Individual: $1646.25, Group: $1496.25

Certification Prep Boot Camp

Get the Complete CBAP 2.0 Study Guide

• Requirements engineering basics • Your personal preparation plan

To Register: call toll-free 877-800-5221 13

Joint Application Development Brief Course Overview: SEE FULL OUTLINE

(JAD) Workshops • The importance of creating climate

Business Analysis / Requirements

Building the Logical GSA Rate: Individual: $896.25, Group: $746.25

Brief Course Overview:

2-DAY CLASS | COURSE 2695 Section II. Process modeling overview

• Apply the steps and approach to execute the transition to design

Management Workshop Brief Course Overview:

2-DAY CLASS | COURSE 2755 Management begin? • A Change Request Template

Business Analysis / Requirements

Business Requirements Brief Course Overview: SEE FULL OUTLINE

Transitioning from Course Fee: Individual: $1295 Group (3 or more): $1095

Waterfall to Agile Brief Course Overview: SEE FULL OUTLINE REGISTER!

2-DAY CLASS | COURSE 4815 2. Agile Practice

16 Register online: www.aspeinc.com

Collaborating & GSA Rate: Individual: $971.25, Group: $821.25

Communicating Agile Brief Course Overview: SEE FULL OUTLINE REGISTER!

Requirements I. Agile Overview

To Register: call toll-free 877-800-5221 17

Agile Project Management

18 Register online: www.aspeinc.com

To Register: call toll-free 877-800-5221 19

Software Testing Brief Course Overview: SEE FULL OUTLINE REGISTER!

Techniques I. Introduction to Agile Testing

20 Register online: www.aspeinc.com

Agile Essentials GSA Rate: Individual: $971.25, Group: $821.25

I. Introduction VII. Phases and Activities

the collaboration and communication needed between customer and

To Register: call toll-free 877-800-5221 21