Resource Library

In this video, Practice Leader Craig Brown discusses our exclusive Server 2008 course - Configuring, Managing, and Maintaining Server 2008 R2 (M6419). Specifically, the enhancements we've made to this course through Server 2008 R2 supplemental learning materials and custom hands-on labs that enable the student to utilize critical Server 2008 R2 functions after completing the course.

The project manager (PM) and business analyst (BA) have to be key allies in the management of any project. That can be difficult when project work is duplicated because of the overlapping tasks defined by the International Institute of Business Analysis (IIBA®) and the Project Management Institute (PMI®). Still, as long as roles are clearly defined and understood, the two can cooperate and collaborate, instead of competing. In this hour-long webinar, Global Knowledge instructor and PMP-certified project management expert Daniel Stober will explain how to delineate the roles.

Samuel Brown, project management instructor and consultant, has taught Global Knowledge courses for more than fifteen years. In this video clip, Samuel discusses Global Knowledge's unique and effective approach to helping students prepare for PMP certification.

Kirsten Lora, Global Knowledge Senior Product Director, discusses the benefits of our IT Project Management course.

Global Knowledge Course Director Samuel Brown introduces the Work Breakdown Structure and why it matters to project management.

Global Knowledge Practice Leader, Craig Brown, explains what students will learn in our "Monitoring and Troubleshooting the Performance of a Windows Server Environment" workshop.

Whether you're a Project Manager or a Business Analyst, you can certainly relate to a situation where you've felt like your cohort on a project was from a completely different planet! This panel discussion webinar between our PM expert, Ori Schibi, and our BA expert, Cheryl Lee, will explore some of the misconceptions that each role has and learn how to play nicely with each other in the project world.

Most organizations quickly realize that knowledge management must be integrated with incident management in order to improve the quality of service and the efficiency of providing assisted service. What is not as quickly recognized is the value of integrating knowledge management with problem management.

Today, every project comes with limited resources and an impossible timeline. You have to prioritize, but how do you determine what's most important? The answer is to do more than just prioritize. You have to fully understand your company's strategic direction and make every action align with that strategy. In this hour-long webinar, project management expert Yvan Bastien will show you how to reach that full understanding and make the kinds of informed decisions that lead to success.

Global Knowledge Senior Business Skills instructor Samuel Brown covers tips for preparing and practicing for the PMP exam.

Global Knowledge Senior Business Skills instructor Samuel Brown covers tips for preparing and practicing for the PMP exam.

For a project manager (PM) who has served as a military officer on a battalion or higher staff, the parallels between the military decision-making process (MDMP), the orders production process, and project management doctrine prescribed by the Project Management Institute (PMI) are difficult to ignore. Both the MDMP and the processes outlined in A Guide to the Project Management Body of Knowledge—Fifth Edition (PMBOK® Guide) are iterative in nature, allow for the introduction of changes to the original plan, assign tasks and responsibilities, and involve the concept of managing the scope of the operation or project.

Once an organization has categorized suppliers, one of the benefits that is quickly realized is an understanding of how supplier changes affect the buying organization and vice-versa. Changes are the modification, addition, or removal of something from the environment. The scope and scale of each change can be different. Change management covers everything from regular, low-risk, operational modifications all the way to significant organizational strategic shifts.

Lessons learned is a theory, or conclusion, based on evidence at a given time and describes what went wrong (as well as what went right) throughout the lifecycle of a project. Although it’s completed during the project closeout process, it should occur during the entire project lifecycle to ensure all information is captured and documented. Consequences of not having a project review of lessons learned are the increased likelihood of repeating actions that might have caused:

The flexibility, reduced cost, and mobility of cloud computing have made the concept a hot topic. Before implementing this method of computing, however, it is important to consider the security of the "cloud." During this webinar, we will help you understand some of the risks and benefits of cloud computing so you can decide if it is the right solution for you.

The definition of cloud computing depends largely on whether you are a consumer or producer. The public cloud is geared more for the individual consumer or small company, while the private cloud is geared more for a medium-to-large company. In addition, the private cloud is branching out to incorporate the ability to have some data and applications serviced from the public cloud. This white paper examines the different types of cloud computing and shows what cloud computing can offer you.

If you create presentations using the notes feature in PowerPoint, you probably have found yourself wanting to print multiple slides on one page (handouts) with the notes associated with those slides displayed on the same page. This layout can often help you better p...