FEDERAL GOVERNMENT CONTRACTING
Course No. 601 - 3 Semester Units

ESSENTIALS OF MANAGEMENT
Course No. 602 - 3 Semester Units

GOVERNMENT CONTRACT LAW
Course No. 603 - 3 Semester Units

SUPPLY MANAGEMENT
Course No. 605 - 3 Semester Units

MARKETING
Course No. 606 - 3 Semester Units

BUSINESS DEVELOPMENT AND PROPOSAL PREPARATION
Course No. 613 - 3 Semester Units

PRICING AND FINANCIAL MANAGEMENT OF GOVERNMENT CONTRACTS AND SUBCONTRACTS
Course No. 619 - 3 Semester Units

PROGRAM MANAGEMENT
Course No. 625 - 3 Semester Units

MANAGING PROJECTS
Course No. 627 - 3 Semester Units

MASTERING IT PROJECT MANAGEMENT
Course No. 628 - 3 Semester Units

TECHNICAL PROGRAM MANAGEMENT
Course No. 629 - 3 Semester Units

CONTRACT MANAGEMENT AND ADMINISTRATION
Course No. 631 - 3 Semester Units

CONTRACTING AND PROCUREMENT FOR PROJECT MANAGERS AND TECHNICAL PERSONNEL
Course No. 632 - 3 Semester Units

NEGOTIATION - PRINCIPLES AND PRACTICES
Course No. 635 - 3 Semester Units

NEGOTIATION FOR PROJECT MANAGERS
Course No. 636 - 3 Semester Units

EARNED VALUE MANAGEMENT SYSTEMS
Course No. 647 - 3 Semester Units

SOURCE SELECTION AND CONTRACT AWARD
Course No. 651 - 3 Semester Units

BUSINESS RESEARCH METHODS
Course No. 653 - 3 Semester Units

MANAGEMENT ACCOUNTING AND CONTROL
Course No. 657 - 3 Semester Units

ORGANIZATIONAL BEHAVIOR AND HUMAN RESOURCES
Course No. 659 - 3 Semester Units

FINANCIAL MANAGEMENT
Course No. 661 - 3 Semester Units

MANAGEMENT ECONOMICS
Course No. 663 - 3 Semester Units

BUILDING AND LEADING PROJECT TEAMS
Course No. 671- 3 Semester Units

RISK ANALYSIS AND MANAGEMENT
Course No. 679 - 3 Semester Units

PROJECT QUALITY MANAGEMENT
Course No. 687 - 3 Semester Units

MANAGEMENT INFORMATION SYSTEMS
Course No. 695 - 3 Semester Units

FEDERAL GOVERNMENT CONTRACTING
Course No. 601 - 3 Semester Units

This course is the most complete, thoroughly documented course in Government contracts available to prime contractors, subcontractors, and Government agencies. It covers in one accelerated pro-gram all aspects of Government contracts and subcontracts and related management problems. The material is covered in-depth from both the seller's and buyer's viewpoint and is completely current. The course is based on the philosophy that everyone in responsible positions in the Government contract industry must have an appreciation of the entire process to properly perform their functions even though they may be responsible for only a part of the total.

Since the course covers the marketing, financial, legal, administrative, and management aspects of Government contracting, any person connected with any area of Government contracts can benefit from attendance.

The course is in accord with all current regulations, directives and practices. In addition to the stan-dard acquisition procedures applicable to prime contractors, subcontractors and Government agencies, it covers the unique practices of the Department of Defense and each of the Federal civil agencies.

COURSE OUTLINE
. . . . . . . . . . . . . . . . Contract Procedures Laws and Regulations Governing Procurement Electronic Commerce Contract Law Performance-Based Contracting Contracting By Sealed Bidding Two-Step Sealed Bidding Contracting By Negotiation Statements of Work/Objectives Request for Proposals Source Selection Government Marketing Proposal Preparation Pricing Techniques Estimating Profit and Fee		. . . . . . . . . . . . . . . . Cost or Pricing Data Requirements Analysis of Cost Principles Cost Accounting Standards Types of Contracts GSA Schedule Contracts Negotiation Terms and Conditions Fraud, Waste and Abuse Disputes, Appeals and Protests Project Management Contract Administration Interpretation of Specifications Changes Subcontracts Termination for Default Termination for Convenience
COURSE MATERIALS 1. "Federal Government Contracting," American Graduate University Press. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

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ESSENTIALS OF MANAGEMENT
Course No. 602 - 3 Semester Units

Because business organizations are being challenged more than ever before to develop new re-sources and markets in a global economy, a demand for a new kind of manager has come to the forefront. Whether a front line supervisor or the top executive of an enterprise, the functions of a manager are essentially the same. The manager must be able to make decisions and communicate these decisions to his organization. In order to do this, they must have the knowledge and ability to use today's most effective management techniques in a new and exciting era of technological change.

This course is designed to present the operational theory of management and furnish a framework of management organization. It is designed around the management functions of planning, organizing, staffing, directing and controlling. The objective of the course is to provide the student with a well-structured and varied knowledge of management disciplines. The course covers: Management in a Global Environment - Managing Work and Organizations - Managing People in Organizations - Managing Production and Operations.

COURSE OUTLINE
. . . . . . . . . . Managers and the Evolution of Management Managers and Their Environments Managing in a Global Environment Social and Ethical Responsibilities of Management Management Decision Making The Planning Function Strategic Planning The Organizing Function Organization Design The Controlling Function Motivation		. . . . . . . . . . Managing Work Groups Leading People in Organizations Communication and Negotiation Human Resource Management Organization Change, Development,and Innovation Production and Operations Management Production and Inventory Planning and Control Managing Information for Decision Making Entrepreneurship Careers in Management
COURSE MATERIALS 1. "Management: The New Competitive Landscape," by Thomas S. Bateman & Scott A. Snell, Sixth Edition, McGraw-Hill Irwin 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

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GOVERNMENT CONTRACT LAW
Course No. 603 - 3 Semester Units

The course deals comprehensively with the purpose, interpretation, applicability and legal ramifications of the clauses, statutes, executive orders, and regulations applicable to Government prime con-tracts and subcontracts. The major decisions of the Boards of Contract Appeals, the Comptroller General, and the U.S. Court of Federal Claims are examined. The rights and responsibilities of the Government, prime contractor and subcontractor are explained. The specific problems of the prime and subcontractor relationship are covered.

This course is specifically designed to provide information and reference material for contract managers, subcontract managers, in-house attorneys, and private counsel who are responsible for the negotiation, analysis and implementation of the terms and conditions of Government prime contracts and subcontracts. Its major emphasis is on how to keep out of legal problems, not what to do after they arise. Therefore, its primary emphasis is on "preventive" contract law rather than the disputes and appeals process, and other legal remedies, although these are also adequately covered.

COURSE OUTLINE
. . . . . . . . . . . . . . . Government Contract Law Basic Principles of Contracting Acquisition and Contracting Process Sealed Bidding/Two-Step Sealed Bidding Contracting By Negotiation Cost or Pricing Data Requirements Interpretation of Specifications Changes and Modifications Constructive Changes Equitable Adjustments Patents Technical Data Financing Taxes, Insurance and Bonds Labor/Socio-Economic Requirements		. . . . . . . . . . . . . Quality Insurance, Inspection, Guarantees and Warranties Government Property, Facilities Special Tooling, Special Test Equipment Subcontracts Termination for Default Liquidated Damages Termination for Convenience Disputes Under Government Contracts Extraordinary Contractual Actions The Comptroller General and the GAO The Courts Buy American Act and International Contracting Fraud, Waste and Abuse
COURSE MATERIALS 1. "Government Contract Law," Defense Acquisition University. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

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SUPPLY MANAGEMENT
Course No. 605 - 3 Semester Units

Fifty percent or more of an organization's funds may be expended in purchases of material and services through purchase orders and subcontracts. The success of a firm depends greatly on the effective management of its purchasing and supply management function. In most leading firms today the purchasing or procurement function has expanded to become supply management.

This course provides a practical framework for how firms manage the enterprise-wide functions of purchasing and supply in today's business environment with an increased focus on supply-chain issues. The course covers the conduct and management of the purchasing and supply management function - how that function interacts with the other principal business functions, including product development, marketing, operations and finance - the conduct of the acquisition process, including the determination of requirements, supplier qualification and selection - and the management of supplier relations and performance.

COURSE OUTLINE
. . . . . . . . . . . . . Supply Management Overview Supply Management: An Organization-Spanning Activity Supply Management: Implementer of the Firm's Social Responsibilities Buyer-Supplier Relationships Cross-Functional Teams Quality Management Total Cost of Ownership E-Commerce New Product Development Specifications and Standardization Procurement of Equipment Purchasing Services Outsourcing: To Make or To Buy		. . . . . . . . . . . . . Sourcing Global Supply Management Pricing Cost Analysis Types of Compensation Negotiation Relationship and Contract Management Supplier Development Ethical and Professional Standards Legal Considerations Institutional Supply Management Government Procurement Implementing World Class Supply Chain Man-agement
COURSE MATERIALS 1. "World Class Supply Management: The Key to Supply Chain Management," 7th Edition, by David Brent, Donald W. Dobler, Stephen Starling, McGraw-Hill. 2. Student CD-Rom 3. Study Guide with Detailed Lesson Plans and Assignments. Instructional Mode - Distance Education

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MARKETING
Course No. 606 - 3 Semester Units

The marketing function is the keystone of a well managed company. Strategically, it is concerned with identifying the customer and the products and services which the customer requires. At the operation level, marketing management identifies specific customer needs and the types of products required to fill those needs. This course is designed to develop an understanding of how to build an integrated marketing effort in view of the forces affecting marketing activity, the customer, the trade, competition, and government regulations.

This course covers marketing strategy - marketing information - customer analysis and buyer behavior - market segmentation - market research - product development - marketing channels and logistics of distribution - pricing - direct selling - advertising and promotion - product policy and strategy - and global marketing. Continual emphasis is placed on shaping these elements into a complete, integrated, responsive marketing program. The course deals with the development and implementation of plans, strategies and tactics which will best serve the organization and the customer in a competitive environment.

COURSE OUTLINE
. . . . . . . . . . . . . Marketing Management Overview Company and Marketing Strategy Marketing in the Digital Age The Marketing Environment Managing Marketing Information Consumer Markets Consumer Buyer Behavior Business Markets Business Buyer Behavior Market Segmentation, Targeting and Positioning Branding Strategies Product Development and Life Cycle Strategies Social Responsibility and Marketing Ethics		. . . . . . . . . . Pricing Approaches Pricing Strategies Marketing Channels and Supply Chain Man-agement Retailing and Wholesaling Integrated Marketing Communication Strategy Advertising, Sales and Public Promotions Personal Selling and Direct Marketing Competitive Advantage Competitive Marketing Strategies Global Marketplace
COURSE MATERIALS 1. "Principles of Marketing," by Kolter and Armstrong, Prentice Hall 2. Study Guide with Detailed Lesson Plans and Assignments. Instructional Mode - Distance Education

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BUSINESS DEVELOPMENT AND PROPOSAL PREPARATION
Course No. 613 - 3 Semester Units

The function of a proposal is to sell the managerial and technical capabilities of the firm to carry out the work required at a reasonable cost. The importance of proposals in contracting cannot be over-emphasized. It is the point of sale. It is the primary vehicle for winning additional business. It is also one of the most difficult management tasks for many companies since every element of the company is involved in the development of the technical, management and cost proposal and in the negotia-tion of the resulting contract.

The course is the most complete, thoroughly documented discussion of proposal preparation available to the Government prime contractors, subcontractors, commercial firms, and Government agencies from any source. It provides detailed step-by-step documented instruction on every aspect of the pre-proposal, proposal, source selection, and contract process.

COURSE OUTLINE
. . . . . . . . . Development of a Winning Strategy Relationship of Marketing and Proposal Preparation Analysis of the Statement of Work and the Request for Proposal Source Selection Procedures Organization for Proposal Preparation Proposal Preparation Procedures Modular Proposal Techniques		. . . . . . . . . . Development of Key Issues and Themes Writing the Proposal Publication Proposal Format C Executive Summaries The Technical Proposal The Management Proposal The Cost Proposal Proposal Reviews and Follow-Up
COURSE MATERIALS 1. "Proposal Preparation," American Graduate University Press. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

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PRICING AND FINANCIAL MANAGEMENT OF
GOVERNMENT CONTRACTS AND SUBCONTRACTS
Course No. 619 - 3 Semester Units

The course is designed to provide an understanding and detailed working knowledge of the principles, tools and techniques for estimating, cost analysis, pricing and negotiation. Primary emphasis will be on the application of the tools and techniques in solving practical problems in the pricing of research, development, production and service contracts.

It describes the specific problems and techniques applicable to the development, analysis, negotia-tion and justification of each major element of cost including: engineering and manufacturing labor - labor rates - material and subcontracts - other direct costs - forward pricing rates - and profit or fee. It covers the projection and analysis of cost for both small contracts, and for large contracts extending over a number of contractor and Government fiscal years.

COURSE OUTLINE
. . . . . . . . . . . . Pricing Concepts - Distinction Between Costing and Pricing Estimating Systems Parametric Pricing Cost or Pricing Data Requirements Anatomy of the Cost Proposal Cost - Price - Should Cost Analysis Analysis of Engineering Labor Analysis of Manufacturing Labor Improvement Curves Analysis of Labor Rates: Use of Indices Analysis of Subcontract and Material Costs Analysis of Other Direct Costs		. . . . . . . . . . . . . Analysis of Indirect Costs Software Pricing Profit and Fee Analysis Pricing Services Effect of Type of Contract on Price Cost Principles and Cost Accounting Standards Multiyear Procurement Changes and Modifications Spare Parts Pricing Pricing Data Termination Claims Design to Cost/Life Cycle Costs Documentation Requirements
COURSE MATERIALS 1. "Pricing and Financial Management of Government Contracts and Subcontracts, AGU Press. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

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PROGRAM MANAGEMENT
Course No. 625 - 3 Semester Units

The course is designed to provide a comprehensive knowledge of program/project management. It is based on the program management procedures used by the United States Government and its prime and subcontractors. However, the procedures are applicable in whole or in part to the management of any type or size of research, development, production or construction project.

This course demonstrates how business and technical management systems are integrated into a total management system. It is designed to improve the performance of program/project managers in their present areas of responsibility and to prepare them for increased responsibilities in the future. The course is both concept and content oriented. It covers both the theory and practice of program/project management. It explains what to do, how to do it, and why you do it. It provides instruc-tion in all aspects of program management, including training in the specific functions and tools of the program manager.

COURSE OUTLINE
. . . . . . . . . . . . . . . . . . The Management Process Principles of Program Management Program Authority Program Organization Government Acquisition Management Procedures The Statement of Work Request for Proposal Source Selection Marketing Proposal Preparation Planning the Project Work Breakdown Structures - Work Packages - Control Accounts Schedule Planning Financial Planning Work Authorization Process Earned Value Management Program Administration Engineering Management		. . . . . . . . . . . . . . . . . . System Engineering Software Management and Integration Technical Performance Measurement Interface Management and System Integration Configuration Management Data Management Reliability Maintainability Integrated Logistics Support Human Factors Engineering System Safety Test and Evaluation Quality Assurance, Warranties Production Management Subcontract Management Negotiation Program Changes and Revisions Contract Law for Program Managers
COURSE MATERIALS 1. "Program Manager's Handbook," AGU Press. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

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MANAGING PROJECTS
Course No. 627 - 3 Semester Units

Project management is the process whereby a single manager/leader is responsible for planning, organizing, coordinating, directing, monitoring, motivating and controlling the efforts of all functional, staff and project groups in accomplishing the project's objectives. Project management is one of the most complex, demanding management concepts in existence.

The course described below is designed to provide a comprehensive knowledge of project management. It includes in-depth coverage on the various types of project management organization and all of the detailed business and technical management procedures necessary to plan, organize, staff, direct and control any size project in the areas of research, development, production, shipbuilding, services and construction. It is supported by extensive reference material from both Government and industry sources.

COURSE OUTLINE
. . . . . . . . . . Project Management Principles Roles and Responsibilities Project Authority Project Organizations Defining Project Scope Planning the Project Work Organization Work Breakdown Structures Schedule Planning/Control Financial Planning/Control		. . . . . . . . . . Work Authorization Process Project Integration Project Control Systems Project Execution Technical Management Quality Management Changes and Revisions Project Leadership and Management Human Relations Negotiation
COURSE MATERIALS 1. "Project Manager's Handbook," AGU Press. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

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MASTERING IT PROJECT MANAGEMENT
Course No. 628 - 3 Semester Units

The success of many organizations depends on their ability to manage their information technology (IT) projects. Leading and managing IT projects requires disciplined approaches that utilize standard project management techniques combined with the unique procedures associated with IT projects.

This course covers all the important aspects of managing IT projects - project initiation - requirements determination - organizing, planning and controlling - risk management - technical management - leadership in an IT environment - project closeout. It is based on over 30 years of developing and presenting courses in project management. The course incorporates the lessons learned from successful and not so successful projects. The course provides a roadmap for completing IT projects to meet performance specifications on time, within budget, and to the satisfaction of the customer.

Case studies and exercises facilitated by an experienced instructor provide a solid foundation in both the principles and practical applications of IT project management. Participants learn techniques that can be immediately applied in improving their project management processes and outcomes. In addition, this course can help in the preparation for the Project Management Institute's Project Manage-ment Professional (PMP) examination and CompTIA's IT Project+ Certification.

COURSE OUTLINE
. . . . . . . . Project Management Overview Information Technology Projects Project Initiation and Definition Requirements Determination and Management Organizing an IT Project Leadership, Management and Communication Planning the IT Project Defining, Organizing and Assigning Work		. . . . . . . . Scheduling and Re-sourcing the Project Project Financial Management Risk Management Project Execution and Control Project Technical Management Contracting and Procurement Unique Aspects of IT Projects Project Closeout
COURSE MATERIALS 1. "Information Technology Project Management, 3rd Edition, by Kathy Schwalbe. 2. Study Guide with Detailed Lesson Plans including Exercises and Cases. Instructional Mode - Distance Education

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TECHNICAL PROGRAM MANAGEMENT
Course No. 629 - 3 Semester Units

This course is designed to provide a comprehensive knowledge of technical project management. It is a fully integrated program concerning all aspects of technical program planning and control including: engineering management, system engineering, software management, production management, integrated logistics support, and project control. It is based on technical management procedures used by the United States Government and its prime and subcontractors. However, the procedures are applicable in whole, or in part, to the technical management of any type or size of research, development, production or engineered construction project.

Its purpose is to provide a flexible integrated technical project management system which can be scaled to each application, both Government and commercial, and at the same time comply with specific program requirements.

COURSE OUTLINE
. . . . . . . . . . . . Product Development Technical Management Project Organization System Engineering Integrated Product Development/ Concurrent Engineering The Engineering Process Trade-Off Studies Risk Analysis and Assessment Technical Performance Planning and Measurement Design Engineering Software Development and Integration Selection, Tailoring and Application of Specifications		. . . . . . . . . . . . . . . . Standardization/Parts Control Technical Reviews and Audits Configuration Management Data Management Reliability Maintainability Integrated Logistics Support System Safety Production Management Quality Management Test and Evaluation Human Factors Engineering Personnel and Training Changes and Revisions Design to Cost/Life Cycle Cost Project Control
COURSE MATERIALS 1. "Technical Program Management," AGU Press. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

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CONTRACT MANAGEMENT AND ADMINISTRATION
Course No. 631 - 3 Semester Units

This course covers the organization, management techniques and areas of application of the con-tract management/contract administration function. It is designed to provide the student with the knowledge and the skills essential to effective business relations between buyer and seller. It provides a comprehensive approach to the interrelationship between contract management, the various functional disciplines and project management. Contract management and administration requires an in-depth knowledge of contract regulations and the ability to use that knowledge and avoid problems during contract performance and to solve them if they occur. The course stresses the positive management contribution that contract management skills can make to the organization. The purpose of this course is: (1) to provide a broad appreciation of all contract functions and a thorough understanding of the contract manager's authority and responsibilities; (2) to provide familiarization with the management problems associated with various types of contracts; and (3) to provide training in the various types of skills needed for the anticipation, identification and solution of contract problems, together with the use of effective communication and documentation techniques.

COURSE OUTLINE
. . . . . . . . . . . . . . . . . Contract Administration Overview Contract Procedures Organization for Contract Administration Basic Principles of Government Contract Law Sources of Information Pre-Proposal and Proposal Effort Proposal/Contract Negotiations Cost or Pricing Data Fraud, Waste and Abuse Types of Contracts Contract Review and Execution Control of Contractor/Customer Interface Correspondence, Documentation, Files and Records Work Authorization/Release Contract Funding, Financing and Payment Role of the Government Responsibilities and Interrelation- ships Between the Procuring Contracting Officer, Auditor and Contract Administrator		. . . . . . . . . . . . . . . . . Relationship between Contracts Administration and Project Management Interface with Other Functions Earned Value Management Contract Financial, Progress and Production Reporting Priorities and Allocations Control of Government Property Control of Subcontracts Contract Preparation and Inter- pretation Changes and Modifications Constructive Changes Limitations on Constructive Changes Government Delays Control of Changes Disputes, Appeals and Claims Termination for Convenience Termination for Default Contract Closeout
COURSE MATERIALS 1. Federal Acquisition and Contract Management, by Emmett E. Hearn. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

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CONTRACTING AND PROCUREMENT FOR PROJECT
MANAGERS AND TECHNICAL PERSONNEL
Course No. 632 - 3 Semester Units

This course is designed to explain the contracting process to program/project managers, engineer-ing, technical and other functional personnel, and their roles and responsibilities in this process. It is intended to acquaint people who are carrying out the day-to-day contract work with proven methods for meeting quality, cost and schedule requirements in the complex world of contracting and subcontracting.

The course provides: (1) a broad appreciation of the contracting process; (2) familiarization with the management problems associated with various types of contracts; (3) an update on new and revised laws and regulations and management procedures; and (4) training in the various types of skills needed for the anticipation, identification and solution of contract problems, together with the use of effective communication and documentation techniques. The course curriculum is covered in-depth from both the customer's and contractor's viewpoint.

COURSE OUTLINE
. . . . . . . . . . . The Contracting Process Laws and Regulations Methods of Contracting Types of Contracts Statements of Work Requests for Proposals Proposal Preparation Estimating and Pricing Technical/Cost Analysis of Proposals Source Selection The Contract Instrument		. . . . . . . . . Terms and Conditions Relationship between Project Management and Other Organizations Contract Planning and Control Subcontracting Contract Changes Intellectual Property Inspection and Acceptance Terminations Legal Remedies
COURSE MATERIALS 1. "Contracting and Procurement," AGU Press. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

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NEGOTIATION - PRINCIPLES AND PRACTICES
Course No. 635 - 3 Semester Units

Negotiation takes place when two or more parties, each with their own objectives, seek to reach a mutually satisfying agreement. Negotiation is not the process of giving in or mutual sacrifice in order to secure an agreement. It is a process used to find a formula which will maximize the interest of all parties to the negotiation. Negotiation takes place in all phases of business. The contracting and purchasing process requires knowledge of when and how to negotiate statements of work, costs, price, and terms and conditions. Negotiation is of major importance in project/program management since it is one of the main tools of customers, project managers, team leaders and functional managers in planning and controlling the project. Negotiation is used in almost every day-to-day business activity and is vital to the successful completion of any business arrangement.

This course offers a complete approach to the development of the knowledge, attitude and skill required for success in negotiation. The emphasis is on the entire negotiation process, not just on a series of unrelated negotiation tactics. It provides both experienced and inexperienced negotiators with a complete conceptual framework for negotiation so that new experiences are added to and complement previous ones. It also provides a basis for transferring acquired skills and experience to others. The course consists of two basic segments. The first part of the course is primarily a presen-tation of the principles and practices of negotiation. The second part of the course consists of nego-tiation practice based on realistic business situations.

COURSE OUTLINE
. . . . . . . . Introduction - Why Negotiate Human Values and Negotiation Verbal Communication Techniques Non-Verbal Communication Physical Means of Communication Personal Qualifications of a Negotiator Negotiation Team What to Negotiate		. . . . . . . . . . Preparation for Negotiation Honesty in Negotiation Bargaining Position Negotiation Procedures Strategy and Tactics Techniques of Negotiation Fact Finding Negotiation Bargaining Documentation
COURSE MATERIALS 1. "Negotiation B Principles and Practices," AGU Press. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

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NEGOTIATION FOR PROJECT MANAGERS
Course No. 636 - 3 Semester Units

Project managers exercise their negotiation skills every day. They negotiate with functional and other project managers within their own organization over time, scope, budget, schedules and change orders. Outside the organization they negotiate with customers, vendors, suppliers and subcontractors. Project managers negotiate during every phase of a project from the start-up, during performance, and right through the close-out. Large and even small organizations may have several projects being conducted at once. The project manager must know how to effectively negotiate in order to ensure that his/her project meets its deadlines and stays within its budget.

This course provides the project manager the skills required to: negotiate schedules, change orders, estimates and contracts; resolve conflict; negotiate multiparty agreements; and build better teams. Initially, strategizing in negotiation is explored and the key role that planning and preparation play in a negotiation is emphasized. The dynamics of communication in negotiation are explored with special attention to the role of power and ethics. The impact of the broader social context on the negotiation process is discussed.

The dynamics of negotiation that involves teams and groups is highlighted. Factors central to all negotiations as well as factors and dimensions strongly shaped by national and cultural style are also presented. Quite often negotiation strategies and tactics do not work the way they are intended to. Conflict resolution tactics are discussed which negotiators can use to help put derailed negotiations on track and keep a conflict from becoming increasingly destructive. Finally, the use of third parties to resolve breakdowns in negotiations is explored.

COURSE OUTLINE
. . . . . . The Nature of Negotiation Negotiation: Framing, Strategizing, and Planning Strategy and Tactics of Distributive Bargaining Strategy and Tactics of Integrative Negotiation Communication, Perception, and Cognitive Biases Finding and Using Negotiation Leverage		. . . . . . . Ethics in Negotiation The Social Context of Negotiation Multiparty Negotiations: Coalitions and Groups Individual Differences Global Negotiation Managing Difficult Negotiations: Individual Approaches Managing Difficult Negotiations: Third-Party Approaches
COURSE MATERIALS 1. "Negotiation," Third Edition, by Roy J. Lewicki, David M. Saunders, and John W. Minton, McGraw-Hill Irwin. 2. ANegotiation B Readings, Exercises, and Cases, Fourth Edition, by Roy J. Lewicki, David M. Saunders, John W. Minton, and Bruce Barry, McGraw-Hill Irwin. 3. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

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EARNED VALUE MANAGEMENT SYSTEMS
Course No. 647 - 3 Semester Units

The purpose of this course is to provide a step-by-step explanation of how to integrate cost, schedule, technical planning and control into a total management system for achieving program/project objectives. The course relates these planning and control procedures to the developing philosophy of concurrent engineering and integrated product development.

Management must have an effective system for comparing the actual work being accomplished with the planned increments of work, regardless of the time period in which the work is performed and regardless of whether there is a formal customer requirement. This information is necessary in any size project in order to appraise performance against plan and to seek to identify problem areas early enough to examine a number of alternatives other than simply finding additional funding, slipping the delivery schedule or reducing technical performance. This information is also necessary to appraise the impact of proposed changes.

COURSE OUTLINE
. . . . . . . . . . Introduction to Performance Management Systems Planning the Program/Project Work Breakdown Structures Work Packages Control Accounts Work Teams Schedule Planning and Control Financial Planning Budgeting Integrating Technical Performance Measurement		. . . . . . . . . . . Forming a Baseline Work Authorization Measuring Accomplishment Use of Metrics Accounting Analysis of Variances Estimates at Completion Changes and Revisions Baseline Management Report Requirements Implementing Performance Measurement Systems
COURSE MATERIALS 1. "Subcontract Management," AGU Press. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

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SOURCE SELECTION AND CONTRACT AWARD
Course No. 651 - 3 Semester Units

Acquisition Reform and Streamlining is making far-reaching changes in the way the government and industry conduct business. There are many new factors to consider in contracting by negotiation, source selection and contract pricing. These include: (1) performance-based contracting; (2) the use of statements of objectives and contractor-developed statements of work; (3) the use of oral proposals; (4) more flexible source selection approaches for the government; (5) past performance evalua-tion; and (6) far more emphasis on risk identification and mitigation.

The source selection and contract award process, from the development of a requirement to the issuance of a contract to the best source to fulfill that requirement, is both complex and demanding. Successful contract performance is predicated upon sound procedures. However, these procedures are often not well understood by the participants, both buyers and sellers. This is a completely integrated, well documented course covering the rationale, methods and techniques involved from the development of requirements to final source selection, negotiation and contract award.

This course includes exercises and case examples on statements of objectives, performance requirements and specifications, statements of work, evaluation factors and weights, past performance, risk analysis, cost realism and the use of best value discriminators in making a selection decision.

COURSE OUTLINE
. . . . . . . . . Overview of the Process Development of Requirements Acquisition Strategy and Planning The Statement of Objectives Writing and Responding to the Statement of Work Using Specifications and Standards Requests for Proposals Source Selection Process Organizing for Source Selection		. . . . . . . . . Developing Evaluation Factors and Sub-factors Written vs. Oral Proposals The Evaluation Process Technical/Business Evaluations Past Performance Evaluation Cost to the Customer Determination The Selection Process Contract Delineation Debriefings and Protests
COURSE MATERIALS 1. "Source Selection and Contract Award," AGU Press. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

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BUSINESS RESEARCH METHODS
Course No. 653 - 3 Semester Units

This course is designed to provide a working knowledge of research methods and analytical techniques as they are used in business and government as tools for implementing a systematic approach to planning policies, programs and projects. It combines in one course the study of research methodology, the planning and design of research, and the management science tools that are used and the nature of decisions to which the research and analysis contribute. Modern decision theory which treats managerial problem solving as the selection of the best solution from a set of alternatives is emphasized. The course is not concerned with abstract statistical concepts but, rather, with the applicable techniques and their use in solving practical business problems.

In addition to providing a working knowledge of research methods and design, the course includes a brief, but thorough description of forty (40) tools of analysis with a description of the technique and its application. None of the