U.S. Department of Energy

Colleague Consulting conducted a national needs assessment and proposed a national training plan for the U.S. Department of Energy's (DOE’s) Project Management Career Development Program (PMCDP). The purpose of this assessment was to determine the training needs of certified federal project directors and certification candidates in thirteen programs within DOE. Ultimately, the needs assessment was designed to streamline the course offerings process and align these offerings with stated demand. Additionally, the needs assessment gathered data on the certification status and goals of the participants.

The needs assessment surveyed nearly 400 professionals in over 40 training sites across the country. Participants were asked to state their training needs for the 28 PMCDP courses for fiscal year 2008 using a tool created in Microsoft Excel. Additionally, participants were asked to state their current certification level and certification goals and to give information on their current position within their projects.

Once the data collection phase of the needs assessment was completed, Colleague analyzed the demand for each of the 28 PMCDP courses based upon frequency of request, locality concentrations, and participant experience level.

Colleague proposed a training and education plan that would meet the demand indicated by the needs assessment. Courses were assigned to locations based upon stated need, and were scheduled throughout the fiscal year to create a well-balanced training schedule that accounted for course level distribution, local events, and predictable weather impediments. This report included a cost statement for delivering all courses.

U.S. Department of Energy, National Environmental Training Office

For the Department of Energy’s (DOE's) National Environmental Training Office (NETO), Colleague Consulting developed and revised a set of logistic and managerial support procedures and checklists for DOE support and supervisory personnel.

The checklists served both as job aids for logistics support personnel, and as management tools for supervisory personnel to ensure that all logistical details for a course delivery had been addressed and communicated.

U.S. Department of Energy

As the prime contractor, Colleague provides program support and technical, professional, and human resources training and consulting for the U.S. Department of Energy's (DOE’s) Nationwide Professional Skills Training Program as directed by DOE’s Office of Human Capital Management, Office of Innovations and Solutions.

For four years under this program, Colleague has been responsible for the analysis of technical and management training needs on topics identified by DOE. Activities have included curriculum analysis, overall coordination and management of contractor support to the national training program, national training scheduling and logistics support, and the development and delivery of technical, contract administration, acquisition policy and management training.

Colleague regularly consults with the DOE Contracting Officer Representative (COR), training, human capital and technical program managers, field office and laboratory training representatives, coordinators and schedulers, and other DOE customers to ensure the training program meets the needs of DOE employees, is integrated, is professionally rigorous, and is consistent with Federal government and DOE policies and directives.

Colleague works to ensure that course deliveries are economically sound by employing classroom instructor training or a blended learning platform using televideo conferencing and web-based information and materials exchange. These measures allow for the achievement of professional development objectives while minimizing DOE employees' time away from the office. Colleague manages the delivery of training provided by nine vendors conducting commercial off-the-shelf training (COTS) for DOE under the auspices of Colleague’s master contract with DOE. Support to the nationwide training program includes scheduling the classes in coordination with 36 headquarters, field office and laboratory training sites, coordinating deliveries with each of the local sites, producing and shipping all course and instructor materials directly to the course site, teaching the courses, evaluating each course delivery, and producing a course evaluation report after each delivery. Colleague is also responsible for maintaining and updating all course materials to ensure they are compliant with all Federal statutes and regulations, and with DOE policies and procedures.
Professional skills training courses supported and delivered by Colleague in support of the DOE professional skills training program include: Acquisition Management for Technical Personnel; Breaking the Code: Understanding Project Management; Changing Dimensions in DOE; Building Cooperation on Teams: Play the Game of Life;; Coaching and Counseling for Improved Performance; Constructive Conflict Resolution; Contract Administration for M&O Contractors; Contract Administration for M&O Contractors- Refresher; COR Training Refresher Course; Establishing an Effective Mentoring Relationship; Creative Problem Solving and Decision Making; CSRS Retirement Preparation Seminar; Dynamic Mentoring; Effective Interpersonal Skills for Team Leaders; Facilitation Skills; Federal Financial Assistance; Federal Financial Assistance Cost Principles; Federal Financial Assistance Funds Management ;FERS Retirement Preparation Seminar; Implementing the Mentoring Process ;Interpersonal Communications; Introduction to HR for Team Leaders, Supervisors and Managers; Introduction to the Purchase Card Program; Introduction to the Purchase Card Program Refresher; Life-cycle Cost Estimating; Manager’s Survival Training; Mentoring and Coaching; Mid-Career Retirement Planning Seminar; Program Management Overview; Situational Leadership; Team Building for Managers and Supervisors; The Federal Budgeting Process; The Inspirational Leader; Types of Contracts; Workforce Planning: Developing the Strategies to Recruit and Retain the Right People with the Right Skills.

U.S. Department of Energy

In response to a Secretary of Energy’s department wide initiative on improving program management, the U.S. Department of Energy (DOE) ventured to improve internal program management practices by developing a training plan to implement a rigorous program management training curriculum. Colleague Consulting, working with a variety of departmental elements, facilitate a three-month long series of workshops to assist senior DOE staff to design the Program Managers' Career Development Curriculum (PMCDC), and the core course, Fundamentals of Program Management. Colleague facilitated a series of nine meetings during the summer of 2006 to analyze and design a training and education plan for program managers. Using a multi-step approach to develop the plan, including the review of current programs, development of competencies appropriate for program management leaders, and identifying new course development needs, Colleague Consulting assisted DOE to create a six-course curriculum targeted for emerging and senior DOE leaders. Recommendations were also made for a program development process, a program charter, and a program evaluation and lessons learned process.

Colleague produced draft documents and facilitated working group and plenary sessions. Prior to each of the facilitated planning sessions, Colleague produced draft and “straw man” proposals and documents, and facilitated analysis and extensions of these in large group sessions. Colleague also facilitated smaller groups that met between the large group sessions. As draft proposals and plans were prepared by smaller working groups, Colleague facilitated plenary sessions that reviewed and approved the working group proposals. All sessions were led through a consensus building process that allowed for equal representation by all parties, while keeping the team moving forward at a quick pace to meet a challenging schedule.

This management curriculum was approved by senior DOE management in the summer of 2006. Subsequently, Colleague developed a lesson plan and detailed outline for the Fundamentals of Program Management course and developed all instructor and student materials. Colleague currently teaches the Fundamentals course.

In response to significant Congressional, Government Accountability Office, Office of Management and Budget, and National Research Council criticism of the U.S. Department of Energy's (DOE's) project management performance, DOE developed and is implementing a four-tier Project Management Career Development Program (PMCDP). Colleague assisted in designing and developing the program, and is serving as the prime contractor for integrating and implementing the program nationwide.

Colleague examined existing project manager career programs in other federal agencies and integrated recommendations from oversight agencies and Congress. Colleague worked with DOE subject matter experts, facilitated national planning meetings, and provided expert advice on best project management practices and national project management certification. Career steps and developmental tools were created to increase the competency of DOE project managers. Colleague coordinated a Department-wide consensus-building process for the proposed program. Colleague provided ongoing project management integration services by certifying completion of program requirements, conducting and interpreting annual national developmental needs assessments, providing technical coordination and scheduling program support, facilitating program evaluation and lessons learned conferences, cross-checking program contents with regulatory requirements, providing bi-weekly program status reports, advising on the development of new training, and coordinating scheduling and teaching of more than 75 deliveries of project management certification program courses each year.

The following are all of the courses in the PMCDP curriculum:

* Level 1
o Project Management Essentials
o Project Management Systems and Practices
o Acquisition Strategy and Planning
o Planning for Performance-based Management Contracting
o Earned Value Management Systems
o Contract Administration for Technical Representatives
o Integrating Safety into Project Management

* Level 2
o Advanced Concepts in Project Management
o Project Risk Analysis and Management
o Project Leadership and Supervision
o Project Management Simulation
o Federal Budget Process
o Scope Management
o Cost and Schedule Estimation and Analysis
o Environmental Laws and Regulations
o Value Management

* Level 3
o Program Management and Portfolio Analysis
o Project Execution
o Systems Engineering
o Implementation and Management of Performance-based Management Contracts
o Project Alignment
o Labor Management Relations
o Negotiation Strategies and Techniques
o Facilitation Techniques/Conflict Resolution

* Level 4
o Executive Communications
o Advanced Leadership
o Advanced Risk Management
o Strategic Planning

U.S. Securities and Exchange Commission

As a subcontractor, Colleague Consulting helped the U.S. Securities and Exchange Commission (SEC) design and implement a Leadership Development Program (LDP) for SEC supervisors, managers and executives. Colleague consulted on overall LDP curriculum design, and on the design of both a 360 leadership evaluation and an individualized leader development assessment process. Colleague also assisted in the development of a base set of nine training courses, helped the SEC estimate program implementation costs, and assisted in the identification and procurement of a third-party customer service training vendor.

U.S. Department of Energy

For the U.S. Department of Energy’s (DOE's) Office of Field Management, Colleague Consulting’s principals reviewed and consolidated the results of more than 26 detailed performance reports of DOE science, environmental management, and traditional construction projects, each with a dollar value greater than $20M. As a subcontractor, Colleague reviewed the findings and developed root causes for poor cost, schedule, and technical performance, and developed a consolidated list of project improvement recommendations. These executive level syntheses of issues and recommendations have been important inputs to DOE’s overhaul of its policies and processes for the management of the acquisition of capital assets.

U.S. Department of Energy, Office of Training and Human Resource Development

The principals of Colleague Consulting assisted U.S. DOE to design a three-tier project management career development program. In performing the project, Colleague Consulting examined existing project manager career programs in other federal agencies (including, the Department of Defense and NASA), DOE’s needs for career progression and retention and recommendations from oversight agencies and Congress. Based on these analyses, Colleague Consulting designed a series of career steps and developmental tools for increasing the competency of DOE project managers.

Colleague Consulting presented DOE a comprehensive project management plan with detailed tasks, a coordinated schedule, and an estimated budget to develop and implement the DOE Project Management Career Development Program (PMCDP).

U.S. Department of Energy

Colleague facilitated a three-day conference attended by more than 20 U.S. Department of Energy (DOE) program, headquarters, and field representatives. The objective of the conference was to review existing policies, procedures and training courses associated with the Project Management Career Development Program (PMCDP), and draft language for a revised regulation implementing program. Colleague assisted DOE in designing the agenda for the sessions, facilitated the working sessions, took notes throughout the sessions, consolidated and prepared draft documents after each day for review the following day, and assisted in collecting post-conference comments on the final set of draft materials developed during the conference itself. The resulting revised program and implementing regulation language were subsequently approved by senior DOE leadership and implemented in 2006.

U.S. Department of Energy

For the U.S. Department of Energy's (DOE's) National Environmental Training Office, Colleague Consulting analyzed and revised a set of technical and managerial job competencies for DOE environmental project managers.
These job competencies served as the basis for DOE’s Technical Qualification Process for environmental project managers. The competencies became the basis for judging staff competency for managing high-cost, complex, and dangerous environmental clean-up programs across DOE complexes throughout the United States. Colleague Consulting reviewed the existing competencies and streamlined and consolidated them to develop a set that were focused more tightly on the exact job skills required to manage environmental clean-ups.

Planning Research Corporation

Working closely with the project management office of the Planning Research Corporation (PRC), Colleague Consulting helped PRC develop an information technology (IT) project risk assessment and management process to be used by their public sector software engineering group. PRC sought to improve its risk analysis and cost estimating performance as it moved from cost-plus to fixed-price projects. As a subcontractor, Colleague Consulting conducted interviews, assessed PRC's processes, and performed a root cause analysis of performance problems to determine which significant cost risks were underestimated. Colleague Consulting also flow-charted PRC’s bid-and-proposal process to assess where closer attention to risk could improve subsequent cost performance. After these analyses were performed and analyzed, Colleague Consulting designed a risk assessment tool and developed a protocol for including a formal risk assessment in the project planning and estimating process.

March 15, 2004 to March 14, 2009

The contract is a fixed-price, indefinite quantity contract, allowing for simplified training development and delivery budgeting. Also available under this small business contract is access to fixed-rate professional labor for course customization, human resource planning, developmental needs assessment and technical support.

Products and Services Available under this Contract

All training can be customized to your agency's exact needs. Off the shelf and customized training is available in the Professional and Technical skills areas of:

• Program Management
• Project Management
• Acquisition Management
• Budget and Finance
• Contract Administration
• Environmental, Safety and Hea lth Management
• Science and Engineering
• Strategic Planning, Leadership and Team Building
• Supervision and Management
• Conflict Resolution and Change Management
• Communication and Writing
• Personal Finance and Retirement Planning

Services include:

• Workforce Planning
• Human Capital Development
• Human Capital Systems Development and Management
• Training Needs Assessment
• Training Course Development
• Curriculum Design and Implementation
• Training Program Administration
• Online Training Development and Support
• Online Learning Systems Development and Management
• Training Technology Analysis and Support
• Supervisor and Manager Competency Assessment
• Video Design and Production

Current Training Schedule for this Contract

» Download PDF document

How to Obtain a DOE Delivery Order

In order to purchase ancillary tasks, course development, or course deliveries through the Department of Energy’s Nationwide Professional Skills Training Contract (Colleague Consulting’s Master Contract # DE-AM01-04ME09857), you must process a delivery order.

Per the terms of our DOE master contract, the form titled “Order for Supplies or Services,” obtainable through your local contracts or procurement office, should be completed. The form should reference the master contract number cited in the previous paragraph and should be assigned order and requisition numbers. The form should be signed by a warranted contracting officer and, once processed by all of the appropriate funding offices, should be submitted to Colleague Consulting prior to services commencing.

The Order for Supplies or Services should cite separate line items for each course development activity, each course delivery, or each ancillary labor category (in the case of ancillary services only). In cases when more than one course delivery or development activity are ordered on one delivery order, an attachment containing all of the details of the purchase may be included if there is insufficient space on the Order form to reflect them all.

In addition, line items may be set out on the Order form to reflect costs for travel expenses and materials.

For more information contact:

Christine Melekian
(301) 277-0255, ext. 103 | » This e-mail address is being protected from spam bots, you need JavaScript enabled to view it

Michael S. Cook - President & Chief Executive Officer
(301) 277-0255, ext. #101 | » This e-mail address is being protected from spam bots, you need JavaScript enabled to view it

Bruce R. Hunter
Executive Vice President, Chief Operating Officer and DOE Program Manager
(301) 277-0255, ext. #102 | » This e-mail address is being protected from spam bots, you need JavaScript enabled to view it

Learning Tree International

Principals of Colleague Consulting became certified to train, and trained, two nationwide project management courses for Learning Tree International. Those classes are "Identifying and Confirming User Requirements" and "Project Management: Skills for Success." These courses focused on the techniques students need to plan and run projects effectively.

U.S. Department of Energy, Office of Training and
Human Resource Development

In response to DOE's Office of Environmental Management’s requirement to bring their project managers to a base level of knowledge and to prepare them for the PMP Certifying Examination, Colleague Consulting developed and taught a five-day course. This course reviewed DOE project management life cycle and processes, provided study and test-taking tips for the exam, and included a sample PMP examination.

Colleague Consulting supported the College of Southern Maryland's three-day introductory course in project management. Support included developing exercises and student materialsfor the course and teaching the instructor-led version of the course.

Boston University Continuing Education Center

Colleague Consulting managed the establishment of the Boston University Continuing Education Center's evening project management certification program in the Washington, D.C. area. Colleague consulted on program design, identified and vetted instructors, arranged for instructor orientation and training, managed the delivery of training from a team of eight instructors, and continues to serve in an instructor quality assurance capacity. The successful program was expanded and extended.

Colleague Consulting has also provided project management training design, development, coordination and delivery support to the Boston University Continuing Education Center’s day Certificate Program in Project Management for over five years. Courses designed and developed by Colleague Consulting for this program include Managing Project Risk, Managing Project Cost, and Managing Project Communications. In addition to teaching these courses, Colleague Consulting has also taught the following courses in this curriculum: Managing Project Quality, Principles and Techniques of Project Management, and Preparing for the PMP Exam. Colleague Consulting has taught more than 50 deliveries of these courses to clients including the State of Ohio, the State of Missouri, Aetna Insurance, Hewlett-Packard, Traveler’s Insurance, Mass Mutual Insurance, Westinghouse Electric, Fidelity Mutual, and Primavera Systems.

U.S. Department of Energy

For the last four years Colleague Consulting has assisted the U.S. DOE to develop, teach, and continuously upgrade a customized blended learning training course on project management: Project Management Systems and Practices for DOE Project Directors. The course is 8 weeks in length, including nine televideo sessions, a three-day on-site session, six written homework assignments and two essay exams completed remotely. Systems and Practices provides detailed training on DOE’s project management budgeting and management system for major acquisitions, the required deliverables for moving through the system, and guidance on how to produce compliant deliverables such as technical designs, project risk assessments, acquisition strategies, project management plans, a lternatives analyses, and cost and schedule estimates.

U.S. Department of Energy

Colleague Consulting assisted the U.S. DOE to develop, teach, and continuously revise a customized blended learning training course on project management: Project Management Essentials. This 8 week course provides a “hybrid” learning environment – a combination of the traditional lecture, an intense on-site workshop, classroom discussions at regional sites, case studies and televideo conferences. The course focuses on 5 major aspects of project management: Pre-Project Planning, Strategic Management and Budgeting, Project Planning, Teambuilding and Leadership, and Project Execution. The course also offers project management industry best practices and IT industry best practices. The course goes beyond the fundamentals of project management to the application of project management skills in the U.S. federal government context, and for each course delivery, the course is customized to address either construction or internet technology projects, based on the participants in the class.

BAE Systems, North America

As a subcontractor, Colleague Consulting provided technical project management and training management expertise in the design and development of a project management training and certification program for BAE Systems, North America.

Colleague worked directly with the prime in designing the curriculum to meet the needs of BAE Systems and to integrate the project management principles and practices used across a number of disparate, geographically-dispersed business units and acquired companies. Colleague Consulting designed the overall curriculum and developed the base outlines for the six-course, nineteen-day curriculum. Colleague also developed and taught the capstone course, which was instrumental in integrating project managers across North America into the BAE Systems NA process and enabling them to interact directly with senior BAE managers. The following courses comprise the six-course curriculum:

• Project Management Framework and Integration
• Project Scope Definition Management
• Project Time and Cost Management
• Project Risk and Quality Management
• Project Human Resources and Communications Management
• Project Management Curriculum Capstone and Project Management
• Professional (PMP) Exam Review

U.S. Department of Energy

Colleague Consulting has designed and developed many courses for the U.S. Department of Energy's (DOE's) Project Management Career Development Program (PMCDP). This program is a department-wide, four-level certification program for emerging and senior DOE leaders. Colleague works with subject matter experts, researches best management practices in both the government and private sector, and reviews all existing DOE guidance, directives, and orders to ensure that each course is fully compliant with DOE policies.

Colleague's approach to curriculum design is based on the industry-standard Instructional Systems Design (ISD) model; however; the standard analysis-design-development-implementation-evaluation ISD approach is augmented with a strong up-front emphasis on project initiation. Each course development is a rigorous process that begins with extensive research and planning.

Design deliverables include a detailed outline, which includes course and lesson learning objectives, a course-at-a-glance that summarizes the course, and specifications for exercises and discussions. Development deliverables include audiovisual aids, exercises, case studies, capstone projects, and student and instructor guides. Colleague pilots each course and makes appropriate revisions based on participant feedback and instructor suggestions. Additionally, Colleague continuously reviews and updates these materials to ensure that participants have the latest and best information available.

Colleague is responsible for updating and maintaining all courseware, including keeping it compliant with evolving DOE and federal government project and acquisition management statues, regulations, policies, and procedures. Those courses are:

Level 1

o Project Management Essentials
o Project Management Systems and Practices
o Acquisition Strategy and Planning
o Planning for Performance-based Management Contracting
o Earned Value Management Systems
o Contract Administration for Technical Representatives
o Integrating Safety into Project Management

Level 2

o Advanced Concepts in Project Management
o Project Risk Analysis and Management
o Project Leadership and Supervision
o Project Management Simulation
o Federal Budget Process
o Scope Management
o Cost and Schedule Estimation and Analysis
o Environmental Laws and Regulations
o Value Management

Level 3

o Program Management and Portfolio Analysis
o Project Execution
o Systems Engineering
o Implementation and Management of Performance-based Management Contracts
o Project Alignment
o Labor Management Relations
o Negotiation Strategies and Techniques
o Facilitation Techniques/Conflict Resolution

Level 4

o Executive Communications
o Advanced Leadership
o Advanced Risk Management
o Strategic Planning

The U.S. Environmental Protection Agency, Office of Water

The U.S. Environmental Protection Agency's (EPA's) Office of Water (OW) requires the development of a common information technology (IT) project management vocabulary and a common project management methodology among all OW IT project managers. To achieve that goal, Colleague assisted EPA to develop a training plan to design a project management training curriculum.

Colleague assisted EPA OW in designing a basic and advanced IT project management curriculum. Colleague developed the training plan and basic course materials, and piloted the training courses.

Colleague researched OW's needs, interviewed senior EPA technical personnel, and analyzed internal EPA project management procedures to develop a two-tier training plan. Under the basic tier, training focuses on the areas covered in the national Project Management Body of Knowledge and on EPA OW IT policies, procedures, and management systems. The second tier provides advanced training on topics of special interest to the senior OW IT management. Colleague designed and developed lesson plans, detailed outlines, and all course materials and is currently teaching the courses.

U.S. Department of Energy

Colleague Consulting developed a blended media learning training and certification process to certify U.S. Department of Housing and Urban Development (HUD) public housing inspectors. The ultimate goal of the project was to improve the accuracy of HUD housing inspections, and to increase public confidence in the quality of HUD-funded housing.

As a subcontractor, Colleague assisted HUD to design a program to train and certify public housing inspectors, Colleague:

• performed an analysis of HUD’s current inspector training and testing
• program and made recommendations for revisions and enhancements.
• assisted in the development of a certification program design document,
• indicating how a blended learning approach could be used to support the
• overall program objectives.
• recommended an approach that included web-based training and document
• self-study for basic technical knowledge, as well as a hands-on workshop to
• train inspectors on the inspection procedures and the use of the hand-held
• data collection device.
• consulted on training and certification program administration policies and
• procedures.
• developed a workshop on how to use the hand-held automated data collection
• device used by HUD inspectors to record inspection results in the field.
• developed the final hands-on, performance-based inspection certification test;
• taught the pilot delivery of the automated-data collection device training;
• and made recommendations for revising the training based on the pilot.

Boston University Continuing Education Center

Colleague Consulting managed the establishment of the Boston University Continuing Education Center's evening project management certification program in the Washington, D.C. area.

Colleague consulted on program design, identified and vetted instructors, arranged for instructor orientation and training, managed the delivery of training from a team of eight instructors, and served in an instructor quality assurance capacity. The successful program was expanded and extended.

Colleague Consulting also provided project management training design, development, coordination, and delivery support to the Boston University Continuing Education Center’s day Certificate Program in Project Management for five years. Courses designed and developed by Colleague Consulting for this program included Managing Project Risk, Managing Project Cost, and Managing Project Communications. In addition to teaching these courses, Colleague Consulting has also taught the following courses in this curriculum: Managing Project Quality, Principles and Techniques of Project Management, and Preparing for the PMP Exam. Colleague Consulting has taught more than 50 deliveries of these courses to clients including the State of Ohio, the State of Missouri, Aetna Insurance, Hewlett-Packard, Traveler’s Insurance, Mass Mutual Insurance, Westinghouse Electric, Fidelity Mutual, and Primavera Systems.

U.S. Department of Energy

For the U.S. Department of Energy (DOE), Colleague has modified or developed nine contract and financial management courses. Colleague teaches all nine as part of DOE’s nationwide professional and technical skills training program.

To train DOE Contracting Officers, Contracting Officer Representatives, Certified Reality Specialists and other DOE employees involved in contract and financial management, Colleague reviewed the FAR and relevant DOE directives, and consulted with subject matter experts to revise existing curriculum and design new courses. Colleague has tailored the following courses to address DOE contractor requirements:

Contract Administration for Technical Representatives (COR); Management and Operating Contracts Certification Course for Contracting Officer Representatives; Federal Financial Assistance Cost Principles; Federal Financial Assistance Funds Management; Introduction to the Purchase Card Program; Planning for Performance Based Management Contracts; Implementation and Management of Performance Based Management Contracts; and Real Property Asset Management.

U.S. Department of Health and Human Services

As a subcontractor, Colleague assisted the U.S. Department of Health and Human Services to develop a competency-based curriculum to train newly hired administrative law judges. Colleague assisted in the development of competency-based position descriptions and the identification of training requirements. Colleague also reviewed draft curriculum design documents and training materials, and facilitated curriculum design meetings.

U.S. Department of Energy

Colleague Consulting has designed and developed many courses for the U.S. Department of Energy's (DOE's) Project Management Career Development Program (PMCDP). This program is a department-wide, four-level certification program for emerging and senior DOE leaders. Colleague works with subject matter experts, researches best management practices in both the government and private sector, and reviews all existing DOE guidance, directives, and orders to ensure that each course is fully compliant with DOE policies.

Colleague's approach to curriculum design is based on the industry-standard Instructional Systems Design (ISD) model; however; the standard analysis-design-development-implementation-evaluation ISD approach is augmented with a strong up-front emphasis on project initiation. Each course development is a rigorous process that begins with extensive research and planning.

Design deliverables include a detailed outline, which includes course and lesson learning objectives, a course-at-a-glance that summarizes the course, and specifications for exercises and discussions. Development deliverables include audiovisual aids, exercises, case studies, capstone projects, and student and instructor guides. Colleague pilots each course and makes appropriate revisions based on participant feedback and instructor suggestions. Additionally, Colleague continuously reviews and updates these materials to ensure that participants have the latest and best information available.

Colleague is responsible for updating and maintaining all courseware, including keeping it compliant with evolving DOE and federal government project and acquisition management statues, regulations, policies, and procedures. Those courses are:

Level 1
Project Management Essentials
Project Management Systems and Practices
Acquisition Strategy and Planning
Planning for Performance-based Management Contracting
Earned Value Management Systems
Contract Administration for Technical Representatives
Integrating Safety into Project Management

Level 2
Advanced Concepts in Project Management
Project Risk Analysis and Management
Project Leadership and Supervision
Project Management Simulation
Federal Budget Process
Scope Management
Cost and Schedule Estimation and Analysis
Environmental Laws and Regulations
Value Management

Level 3
Program Management and Portfolio Analysis
Project Execution
Systems Engineering
Implementation and Management of Performance-based Management Contracts
Project Alignment
Labor Management Relations
Negotiation Strategies and Techniques
Facilitation Techniques/Conflict Resolution

Level 4
Executive Communications
Advanced Leadership
Advanced Risk Management
Strategic Planning

U.S. Department of Energy

The purpose of the project was to develop and deliver a series of blended learning project management courses to support a U.S. Department of Energy (DOE) project management certification program. A series of three courses were developed: Project Management Systems and Practices in the U.S. Department of Energy, Project Management Essentials, and Advanced Concepts in Project Management. Each course uses a similar blended learning format, combining a series of weekly, 2-hour satellite televideo sessions, coupled with significant reading, web-based homework and essay exam assignments, and a three-day on-site session to share experience and work on group projects. Each course is simultaneously attended by students from as many as eight sites across the country both during the televideo and the on-site sessions.

The courses achieved their intended results of forming the foundation of an extensive certification curriculum while minimizing DOE employee time away from the job and still allowing project and program managers from disparate DOE sites to share experiences and best practices.

U.S. Department of Energy's National Environmental Training Office

Colleague Consulting, as a subcontractor to Oak Ridge Associated Universities, provided a variety of training program technical support services to the U.S. Department of Energy’s National Environmental Training Office. Individual projects completed under this contract included:

NEPA Training Needs Assessment. Analyzed training needs assessment data for DOE NEPA process managers, and field program and project managers. Based on survey data, Colleague made recommendations for training development and proposed an overall curriculum designed to meet the needs of three identified training audiences.

U.S. DOE, National Environmental Training Office Center of Excellence (NETO) Training Development. Provided instructional design support to training courses on CERCLA orientation, remedial design and implementation, environmental release reporting under E PCRA, toxic release inventory reporting, uncertainty management in remedial design and implementation, and principles of environmental restoration. For all six courses developed lesson plans, instructor materials, course objectives, and exams. All materials, including exams met requirements for technical nuclear materials safety training established by NETO. Students include U.S. DOE environmental restoration and waste management personnel, federal and state environmental protection personnel, and DOE environmental restoration and waste management contractors.

Instructional Design, NETO. Served as an instructional designer on NETO courses on environmental justice and facility closure under Superfund and RCRA. Assisted technical experts on course design and compliance with NETO course design and development standards.

Introduction to Hazardous Materials Course. Customized a U.S. Department of Defense course, Introduction to Hazardous Materials. Edited course examples and scenarios to make them specific to DOE, expanded information on radioactive materials management, and wrote new exercises and case studies.

U.S. Department of Energy

Colleague Consulting teaches Executive Communications to senior U.S. Department of Energy (DOE) leaders throughout the country. It is part of the Project Management Career Development Program (PMCDP) and is a required course for senior leaders seeking level four certification (certification to manage budgets > $400 million). Topics within this course are intended to provide participants with an understanding of what communications skills should be used in dealing with Congress and the public as well as the most effective ways of utilizing these skills. Using filmed exercises and simulated media events, this highly interactive course addresses championing projects to Congressional leaders, other DOE senior leaders, the media, and the general public. Participants learn to communicate federal concerns and plans to Congressional offices; to deliver Congressional hearing testimony and respond to specific Congressional queries; to give television interviews and review the newspaper articles that result from them; and to understand Congressional organization, leadership structures, and stakeholder concerns.

The U.S. Environmental Protection Agency, Office of Water

The U.S. Environmental Protection Agency's (EPA's) Office of Water (OW) requires the development of a common information technology (IT) project management vocabulary and a common project management methodology among all OW IT project managers. To achieve that goal, Colleague assisted EPA to develop a training plan to design a project management training curriculum.

Colleague assisted EPA OW in designing a basic and advanced IT project management curriculum. Colleague developed the training plan and basic course materials, and piloted the training courses.

Colleague researched OW's needs, interviewed senior EPA technical personnel, and analyzed internal EPA project management procedures to develop a two-tier training plan. Under the basic tier, training focuses on the areas covered in the national Project Management Body of Knowledge and on EPA OW IT policies, procedures, and management systems. The second tier provides advanced training on topics of special interest to the senior OW IT management. Colleague designed and developed lesson plans, detailed outlines, and all course materials and is currently teaching the courses.

U.S. Department of Energy

Colleague assisted the U.S. Department of Energy (DOE) in designing, and developing two leadership courses: a three-day training course on basic project team leadership and supervision, Leadership and Supervision for DOE Project Managers, and a five-day Advanced Leadership course. The courses were developed as part of a project management certification program for DOE federal project directors (FPDs).

Under this effort, Colleague researched the leadership and supervision issues associated with managing large-scale construction, environmental management, scientific and engineering research, and information technology projects. Additionally, Colleague conducted an analysis of key special skills needed to successfully lead integrated project teams. Based on these analyses, Colleague developed a customized basic leadership and supervision course. To enhance and expand the leadership skills of FPDs, Colleague also assisted DOE to develop and deliver a five-day companion training course, Advanced Leadership. In these courses, participants learn both leadership theory and practical, real-world skills that enable them to effectively manage large, complex projects and diverse teams. The courses include three skills assessments, and incorporate a variety of hands-on workshops, exercises, and videos.

BAE Systems, North America

As a subcontractor, Colleague Consulting provided technical project management and training management expertise in the design and development of a project management training and certification program for BAE Systems, North America.

Colleague worked directly with the prime in designing the curriculum to meet the needs of BAE Systems and to integrate the project management principles and practices used across a number of disparate, geographically-dispersed business units and acquired companies. Colleague Consulting designed the overall curriculum and developed the base outlines for the six-course, nineteen-day curriculum. Colleague also developed and taught the capstone course, which was instrumental in integrating project managers across North America into the BAE Systems NA process and enabling them to interact directly with senior BAE managers. The following courses comprise the six-course curriculum:

• Project Management Framework and Integration
• Project Scope Definition Management
• Project Time and Cost Management
• Project Risk and Quality Management
• Project Human Resources and Communications Management
• Project Management Curriculum Capstone and Project Management
• Professional (PMP) Exam Review

U.S. Department of Energy

Colleague Consulting designed, developed, and currently delivers training on how to strategically manage the U.S. Department of Energy's (DOE's) real property assets. Real Property Asset Management (RPAM) covers DOE and Federal government policies and procedures for the planning, acquisition, maintenance, re-capitalization and disposition of DOE real property assets, and includes guidance on developing and monitoring performance based measures of the quality of real property asset management. Course deliveries are held at DOE field sites and customized to the needs and situations of the individual field site, laboratory, or operations office. For each delivery, Colleague consults with the local site and governing DOE program to ensure that local policies and procedures, site plans, and program strategic and operational plans are included in the training materials.

Facilities Information Management System Validation (FIMS) is the database system used to record and manage DOE’s real property asset information. Proper management of real property requires that FIMS contains up-to-date and accurate data. The FIMS course is designed to provide participants with the knowledge and skills they need to understand the standard and process required to validate key information in FIMS; to apply knowledge of statistical principles and the validation standard; to demonstrate an understanding of the step-by-step process required to perform a validation of data in FIMS; and to understand the importance of FIMS data as a source of information for management decisions regarding infrastructure planning and management.

Environmental Protection Agency

Colleague revised and designed supplemental materials to train Environmental Protection Agency (EPA) employees to use Microsoft Word®, Excel®, and Power Point®.

Colleague, as a subcontractor, provides Microsoft® Office training to EPA employees. One-half day courses are taught on basic, intermediate, and advanced Word®, Excel® and PowerPoint®. As part of that work, Colleague revised existing basic and intermediate EPA course materials; developed training case study materials to supplement those EPA training course materials; developed new, advanced level materials; and taught all classes. Future schedules include providing training in Microsoft Access®.

U.S. Department of Energy
U.S. Department of Housing and Urban Development
U.S. Environmental Protection Agency
U.S. Internal Revenue Service
Boston University

Colleague has designed and developed several training courses for the U.S. Department of Energy (DOE), the U.S. Department of Housing and Urban Development (HUD), the U.S. Environmental Protection Agency (EPA), the U.S. Internal Revenue Service (IRS), and Boston University. With a team of ISD professionals and subject matter experts, Colleague designs courses using a structured instructional systems design (ISD) methodology emphasizing up-front project planning and stakeholder agreement. Deliverables include a detailed outline, draft and final materials, a prototype delivery, and production of final materials after the pilot. Course materials include student and instructor manuals, case studies, exercises, tests and course evaluations.

The purposes of developing course training plans is to design learning solutions that are effective and cost efficient, and to meet clients' needs and expectations. The following courses have been designed and developed by Colleague as a result of sound training plans:

• Advanced Excel Training
• Advanced Leadership
• Advanced Word Training
• Advanced PowerPoint Training
• Advanced Risk Management
• Cost and Schedule Estimation
• Enterprise Training Services Orientation
• Facilities Information Management System Validation
• Fundamentals of Program Management
• Fundamentals of Project Management for Information Technology Professionals
• Integrating Safety into Project Management
• Managing Project Communications
  
• Orientation to Executive Coaching
• Preparing for the Project Management Professional Exam
• Project Execution and Operational Readiness Reviews
• Project Leadership and Supervision
• Project Management Systems and Practices
• Real Property Asset Management
• Scope Management and Baseline Development
• Training Needs Assessment Processes and Practices
• Workforce Planning

U.S. Department of Energy

Colleague designed, developed and currently delivers a federal workforce planning process and workshop for the U.S. Department of Energy (DOE). This three-day training course, titled Workforce Planning: Developing the Strategies to Recruit and Retain the Right People with the Right Skills, both trains students in federal workforce planning processes and procedures, and assists them to develop a basic workforce plan during the course

To ensure the accuracy of the course content, Colleague researched existing DOE practices in place in various DOE offices and field sites, reviewed DOE and U.S. Office of Personnel Management guidance governing workforce planning, and examined best practices used throughout the federal government.

Colleague developed all course materials including audiovisual aids, exercises, and student and instructor guides. Colleague also developed a series of step-by-step worksheets that take the user through the workforce planning process from needs assessment, to gap analysis, to recruitment and retention planning. This course is “lecture light” and highly interactive. The emphasis of the class is on having the students complete an actual draft of a workforce plan for their organization before they leave the classroom.

The days of the five day off-site training seminar are gone. Employees are too valuable to remove from the workplace for extended lengths of time. Yet, to be competitive, organizations must continuously train and develop their employees. What to do? One solution is to provide just-in-time web-based training that can be taken in smaller, more convenient chunks. Colleague Consulting provides full-service web-based training development services. We can help you to determine whether web-based training is a viable learning delivery system for your organization, design your program, and, using tools including Flash™, Toolbook™ and Dreamweaver™, we can prepare your program for delivery via the web or CD-ROM.

We also work in other distance learning media including video learning, live internet, and paper-based workbooks. Contact Colleague Consulting for a blended learning solution that emphasizes results over technology.

Learning Tree International

Principals of Colleague Consulting became certified to train, and trained, two nationwide project management courses for Learning Tree International. Those classes are "Identifying and Confirming User Requirements" and "Project Management: Skills for Success." These courses focused on the techniques students need to plan and run projects effectively.

U.S. Department of Energy, Office of Training and Human Resource Development

In response to DOE's Office of Environmental Management’s requirement to bring their project managers to a base level of knowledge and to prepare them for the PMP Certifying Examination, Colleague Consulting developed and taught a five-day course. This course reviewed DOE project management life cycle and processes, provided study and test-taking tips for the exam, and included a sample PMP examination.

Eli Lilly and Co.

Colleague Consulting developed and taught a contractor safety management course for Eli Lilly and Company civil construction managers. The course, taught in a train-the-trainer format, provided instruction in how to evaluate construction contractor’s safety history, and how to use safety performance as a criteria for construction contract award. The course also taught how to monitor and manage on-site safety performance after contract award.

U.S. Department of Housing and Urban Development

Colleague Consulting assisted the HUD to develop program development and evaluation training for staff establishing and managing community centers in HUD-subsidized housing. Colleague Consulting provided overall program integration consulting, and contributed content on program design, tenant needs assessment, program evaluation, fund raising, and community relations.

U.S. Department of Energy, National Environmental Training Office

Colleague Consulting, as a subcontractor to Oak Ridge Associated Universities, provided a variety of training program technical support services to the U.S. Department of Energy’s National Environmental Training Office. Individual projects completed under this contract included:

Deactivation and Decommissioning Management. Served as an instructional design consultant on a three-day training course, Facility Disposition Principles: Integrating Safety and Enhancing Project Cost-Effectiveness. This course assists DOE project managers in their D&D program to more effectively manage these programs. Duties include reviewing course design and documentation, evaluating the pilot delivery and making recommendations for revisions.

Evaluation of Computer-based Training. Evaluated a computer-based training course on environmental science. Reviewed the course for instructional design, learning effectiveness and user interface. Provided overall final evaluation and recommendations for use in the NETO curriculum.

NEPA Training Needs Assessment. Analyzed training needs assessment data for DOE NEPA process managers, and field program and project managers. Based on survey data, Colleague made recommendations for training development and proposed an overall curriculum designed to meet the needs of three identified training audiences.

U.S. DOE, National Environmental Training Office Center of Excellence (NETO) Training Development. Provided instructional design support to training courses on CERCLA orientation, remedial design and implementation, environmental release reporting under E PCRA, toxic release inventory reporting, uncertainty management in remedial design and implementation, and principles of environmental restoration. For all six courses developed lesson plans, instructor materials, course objectives, and exams. All materials, including exams met requirements for technical nuclear materials safety training established by NETO. Students include U.S. DOE environmental restoration and waste management personnel, federal and state environmental protection personnel, and DOE environmental restoration and waste management contractors.

Instructional Design, NETO. Served as an instructional designer on NETO courses on environmental justice and facility closure under Superfund and RCRA. Assisted technical experts on course design and compliance with NETO course design and development standards.

Introduction to Hazardous Materials Course. Customized a U.S. Department of Defense course, Introduction to Hazardous Materials. Edited course examples and scenarios to make them specific to DOE, expanded information on radioactive materials management, and wrote new exercises and case studies.

University of Maryland, Baltimore County and Anne Arundel Community College

Prior to joining Colleague Consulting, our staff have worked on projects involving computer applications training for local colleges and universities. Training programs focused on introductory and advanced skill levels in general computing, internet searching and office productivity. Sample software training included Windows 2000, XP and Microsoft Office Professional 2000, XP.

U.S. Department of Energy

In response to the Secretary of Energy’s department wide initiative on improving program management, the U.S. Department of Energy (DOE) ventured to improve internal program management practices by developing a training plan to implement a rigorous program management training curriculum. Colleague Consulting, working with a variety of departmental elements, facilitated a three-month long series of workshops to assist senior DOE staff to design the Program Managers' Career Development Curriculum (PMCDC), and to develop the core course, Fundamentals of Program Management. Colleague facilitated a series of nine meetings during the summer of 2006 to analyze and design a training and education plan for program managers. Using a multi-step approach to develop the plan, including the review of current programs, development of competencies appropriate for program management leaders, and identifying new course development needs, Colleague Consulting assisted DOE to create a six-course curriculum targeted for emerging and senior DOE leaders. Recommendations were also made for a program development process, a program charter, and a program evaluation and lessons learned process.

Colleague produced draft documents and facilitated working group and plenary sessions. Prior to each of the facilitated planning sessions, Colleague produced draft and “straw man” proposals and documents, and facilitated analysis and extensions of these in large group sessions. Colleague also facilitated smaller groups that met between the large group sessions. As draft proposals and plans were prepared by smaller working groups, Colleague facilitated plenary sessions that reviewed and approved the working group proposals. All sessions were led through a consensus building process that allowed for equal representation by all parties, while keeping the team moving forward at a quick pace to meet a challenging schedule.

This management curriculum was approved by senior DOE management in the summer of 2006. Subsequently, Colleague developed a lesson plan and detailed outline for the Fundamentals of Program Management course and developed all instructor and student materials. Colleague currently teaches the Fundamentals course for DOE.

U.S. Defense Finance and Accounting Service

As a subcontractor, Colleague Consulting helped develop and implement a multi-tier management development program for the U.S. Defense Finance and Accounting Service (DFAS). Colleague Consulting assisted in the design and development of two DFAS mid-level leader courses, Management Development I, and Organizational Learning. Courses were developed and taught for supervisors, middle managers, and executives. Colleague also provided instructors for both courses over a total of six deliveries.

Management Development I is a three-day course. Lessons include:

• Agenda and Rationale
• Manager’s Toolkit: Situational Leadership
• Manager’s Toolkit: Effective Communications
• Manager’s Toolkit: Organizational Systems and Processes
• Capstone Team Exercise

Organizational Learning is a four-day course. Lessons include:

• Agenda and Rationale
• Introductory Case Study
• Leadership and Followership
• Organizational Leadership Model
• Decision-making
• Communications
• Managing Customer Relationships
• Closing Case Study

U.S. Department of Energy

Colleague Consulting provides front-line supervisor and emerging leader training for U.S. Department of Energy sites throughout the country. The following one or two-day leadership courses have been taught by Colleague in this curriculum:

• Coaching and Counseling for Improved Performance
• Team Building for Managers, Supervisors, and Team Leaders
• Introduction to Human Resources for Team Leaders, Supervisors, and Managers
• Creative Problem-Solving and Decision-Making
• Situational Leadership
• Constructive Conflict Resolution
• Moving Forward: Building Stronger Mentoring Relationships
• The Inspirational Leader