I passed my PMI Certification Exam the first time (with excellent scores)! I couldn’t have done it without the individualized and personalized instruction I received from EdWel Programs. I felt really prepared and confident, with a good understanding of what would be on the test.
Mark Thomas, PMP®, Director-Group Operations
I passed the exam today… thanks again for providing such a great prep class.
Anthony Richardson, PMP®
I thank you immensely for all your help!
Karen Grein, PMP®
I am thrilled to report that I passed the PMP Exam the day after finishing the class - a PASS is a PASS. EdWel’s exam questions in the chapters are insanely difficult. PMI has nowhere near this level of complexity in questions.
James Porter, PMP®
Thank you for a very successful program. The informal approach to adult education and the small work groups kept us on the edge of our seats.Even after your departure we were still working out how to apply what we had learned to our current clients and what needed to be built for future engagements. Thanks!
Michael Guckenberger, Vice President-Supply Chain Solutions
I found the class to be highly beneficial. As the instructor you did a great job of highlighting the most important points. You were extremely knowledgeable about the subject.
Richard Gordon, Director
Great class! Two thumbs up - best class of the summer!
Jonathan Webb, IT Manager
Client Projects and Results
| Yukon Ice Road |
Client Since: 2005 Corporate Employees: 140 |
Background
Curving like a ribbon of ice from Yellowknife in the Yukon Territory to the tip of the Artic Circle, the Ice Road is an engineering marvel. Built every year to transport thousands of tons of supplies to the diamond mines of the Arctic north, the Ice Road presents unfathomable challenges to those who traverse its 900 kilometers of meters thick ice. For the lead trucking company of the Ice Road, the challenges were very real: How to complete 2700 semi-trailer roundtrips before the Ice Road melts.
Solution
Using EdWel’s proven approach to project planning and risk management, EdWel consultants huddled with senior executives and the logistics team to complete a robust project plan for this awe-inspiring endeavor. Working together, the team scoped the project, categorized the project’s innumerable risks, built the staging plan, determined new environmental and safety policies, and developed robust contingencies for each risk trigger.
Result
With a window of just 45 days to complete the thousands of round trips, weather is both a partner and an adversary. White-outs, dangerous winds, and bone-chilling temperatures are surmountable obstacles; spring-like temperatures, on the other hand, are the Ice Road’s worst enemy. After only 35 days of freezing temperatures,the Canadian government closed the Ice Road two weeks early. In spite of these unseasonably warm temperatures, over 2100 round trips were completed safely. With nearly 200 trucks running 24/7 over 35 days, our client was able to keep the mining operations of the Arctic Circle running for another year.
| Transportation |
Client Since: 1998 Corporate Employees: 650 |
Background
One of the largest transportation companies in the world called on EdWel to help develop a methodology for prioritizing mission-critical initiatives. Being in an industry in which customer satisfaction is top priority, the company believed that their existing prioritization process did not give enough emphasis to customer service/satisfaction in their project valuation process.
Solution
EdWel recommended our two-day program Tier 1 program. Working with senior level managers, EdWel facilitators created a new system for prioritizing and tracking Tier 1 initiatives. Additionally, the team began to use EdWel’s proprietary approach to resource allocation in complex, multi-project environments.
Result
At the end of the two-day session, the executive team had determined the true value of ten of the company’s most critical initiatives and had prioritized them accordingly.Armed with this information, the team developed the rollout sequence for each of these projects. In addition, they had allocated departmental resources across each of these projects and had identified potential solutions for dozens of potential conflicts
| Insurance |
Client Since: 1997 Corporate Employees: 1500 |
Background
This particular client is a full-service insurance company serving predominantly small businesses and individuals. To improve the productivity of their agents throughout the United States, it was determined that the agents have a dedicated agent website. This web site would allow the agents access to updated marketing information,company news, policy information, and regulatory changes.
Solution
The information systems team responsible for this development project attended EdWel’s two-day planning workshop. Much like the hundreds of other project teams that EdWel works with annually, this team quickly developed the project plan for this initiative.
Result
Recognizing that agent acceptance of the web site would be one of the primary obstacles to its effectiveness, the team developed an extensive campaign to ensure agent use.The team also determined the web site’s content, maintenance budget, and technical approach. Ultimately, the team saved 18% off the initial lifecycle after attending EdWel’s two-day program
| Wireless Carrier |
Client Since: 2004 Corporate Employees: 9900 |
Background
As their response to a hyper-competitive market, a large national wireless carrier developed a new methodology for large-scale engineering projects. The carrier believed that a more robust methodology would improve project coordination — resulting in improved project performance.
Solution
The engineering group, authors of the methodology, called on EdWel to develop a customized training program. Working with our client, EdWel brought the diverse engineering teams together to learn the methodology and discuss a roadmap for enhancing coordination within the division.
Result
Arguably EdWel’s most successful engagement; the division doubled the number of engineering initiatives under management in less than 12 months. Culturally, the team has institutionalized their methodology and streamlined their communications across functions. New hires entering the division find a culture of true project management excellence and a contagious division-wide emphasis on profitable growth
Product Development
Redesign existing product stability features to enhance optical capabilities and reduce vibration for greater image quality.
Initial Lifecycle: 53 weeks Post-course: 48 weeks
Create a leading-edge R&D facility that addresses enterprise-wide developmentissues from product development to systems/accounting.
Initial Lifecycle: 182 weeks Post-course: 142 weeks
Redesign product development process to achieve enhanced efficiency and cost competitiveness.
Initial Lifecycle: 21 weeks Post-course: 14 weeks
Systems
Create automated project tracking system that monitorseffort on enterprise-wide projects for internal billing purposes
Initial Lifecycle: 330 days Post-course: 240 days
Retire Lotus Document Management System (DMS) and integrate eleven databases intoone new system which preserves all reporting capabilities.
Initial Lifecycle: 174 days Post-course: 86 days
Create web-based training system for internal management applications.
Initial Lifecycle: 45 days Post-course: 31 days
Conduct large-scale environmental system test to assess disaster recovery capabilities.
Initial Lifecycle: 106 days Post-course: 81 days
Marketing & Sales
Evaluate existing product categories and refine marketing strategies forupcoming fiscal year.
Initial Lifecycle: 128 days Post-course: 102 days
Develop web-portal so field managers can access sales data and resolve inventoryissues.
Initial Lifecycle: 34 weeks Post-course: 27 weeks
Develop marketing strategy for national sales campaign.
Initial Lifecycle: 87 days Post-course: 46 days
Operations
Revamp European financial reporting structure to support imminent EU conversion.
Initial Lifecycle: 20 weeks Post-course: 16 weeks
Develop system to internalize billing inquiry functions currently performed by outsidevendor.
Initial Lifecycle: 125 days Post-course: 90 days
Identify existing manufactured products that can be transferred to off-shore productionfacilities.
Initial Lifecycle: 37 weeks Post-course: 32 weeks
Build and install a fiber network with 90 DS-1 for 60 locations.
Initial Lifecycle: 101 days Post-course: 66 days
