is a major initiative to equip Senior Executives to manage projects, programs & portfolios efficiently and effectively. Part-time Diploma Program

is a major initiative to equip Senior Executives to manage projects, programs & portfolios efficiently and effectively. Part-time Diploma Program Duration : 17 Days spread over 5 months (July to November 2011) (National & International Faculty + One Week Study Tour to USA) In New Delhi, India Month 1: Three Days Classroom 15-16-17 July 2011 (Fri-Sat-Sun) PM1: Understanding the Totality of Project Management Month 2: Three Days Classroom 12-13-14 August 2011 (Fri-Sat-Sun) PM2: Transformational Corporate Strategy Month 3: Three Days Classroom 9-10-11 September 2011 (Fri-Sat-Sun) PM3: Project Risk Assessment and Management In Washington D.C., USA 14-15-16 November 2011 (Mon-Tue-Wed) PM 6: Six Courses on Project & Program Management Month 4: Three Days Classroom 14 October 2011 (Fri) PM4: Advanced Concepts in Project Management 15-16 October 2011 (Sat-Sun) PM5: Complex Project Management and System Thinking International Faculty from Australia Globally renowned, George Washington University created in 1821 by an Act of Congress fulfills the vision of an institution in America's capital dedicated to educating and preparing future leaders. "GW" has more than 20,000 students - from all 50 states and more than 130 countries. GWSB has one of the top MBAprograms in the nation and recently introduced its Masters Program in Project Management. GWSB strives to be a preeminent business school recognized for scholarly research, teaching excellence, and innovative curricula focused on the responsible management of organizations in the global environment. 17 November 2011 (Thu) PM 7: Interaction with Senior Officials of NASA Some of them are: 18 November 2011 (Fri) PM 8: Industry visit Christopher J Scolese, NASA Associate Administrator - the agency's highest ranking civil servant position Dr. Edward Hoffman, NASA, Academy for Program/Project and Engineering Leadership responsible for the development of program / project leaders and engineers within NASA. Gregory L Robinson, NASA Dy. Chief Engineer responsible for developing and implementing engineering excellence and improving program and project management. IEDPM - a world class product to build world class professionals

International Executive Diploma in Project Management (IEDPM) is one of its kind and truly symbolic of Transferring Knowledge to Applications Knowledge by writing eight periodical Reports (PMR # 1 to 8) to transfer knowledge to company specific application and Applications Leveraging Individual Knowledge to Corporate Knowledge Repository Individual Knowledge Corporate Knowledge Repository by writing a Composite Final Report (CFR) - PMR # 9 outlining a Plan Of Action (POA) to bring about some change in the management of projects/programs in their organisation. In order to acquire the IEDPM or the Certificate of Participation, a participant is required to follow the Steps given on Page 3. A summary is given below: Option 1 Option 2 Option 3 International Executive Diploma in Project Management (IEDPM) 17 Days across 5 Months July to Nov. 2011 To follow all Steps 1 to 10 Executive Diploma in Project Management (EDPM) 12 Days across 4 Months July to Oct 2011 To follow Steps 1 to 5, 9 & 10 One Week Study Tour to USA (GWU, NASA and Industry Visit) 5 Days from 14-18 November 2011 To follow Steps 6 to 10 IEDPM is awarded after fulfilling the following requirements. 1. Passing in Certificate In Project Management (CIPM) Exam 2. 88% Attendance in the Program 3. Successfully completing Home Assignments and submitting relevant Reports 4. Passing the exam conducted by George Washington University School of Business covering the contents of the 3 days training given by their University Professors (6 topics) Note 1: For EDPM Program, All except Item Nos. 4 and 5. Note 2: For One Week Study Tour to USA, All except Item Nos. 1 and 2. 5. Participation in the group discussions at NASA 6. Preparing the Composite Final Report suggesting some directional changes in the way the projects and programs are managed in their company 7. Evolving the Plan Of Action (POA) as an outcome of IEDPM program to bring about some change in the management of projects/programs in their organisation 2 Both, the Process and the Outcome are equally important

Eleven Steps to acquire the prestigious International Executive Diploma in Project Management Step 1 15-16-17 July 2011 (21 hours of Inputs) PM1: Understanding the Totality of Project Management Write a report PMR1 suggesting changes in their own organisation's work environment in view of the unique eight project life cycle phases covering over 36 knowledge areas. This report will take about 10 hours of home work. Target Date of submitting the Report is 31 July 2011 The feedback will be given by 7 August 2011 Step 2 14-15-16 August 2011 (21 hours of Inputs) PM2: Transformational Corporate Strategy Write a report PMR2 suggesting the changes required to be made linking strategy formulation to organisation's methodology in selecting projects. It will also cover the linkage of undertaking projects with alignment to company's overall vision, mission and objectives. This report will take about 10 hours of home work. Target date of submitting the Report is 26 August 2011 The feedback will be given by 2 September 2011 Step 3 Step 4 9-10-11 September 2011 (21 hours of Inputs) 14 October 2011 (7 hours of Inputs) PM3: Project Risk Assessment and Management PM4: Advanced Concepts in Project Management Write a report PMR3 evolving the Risk Register Format and upgrading Write a report PMR4 highlighting their Organisation's Project mechanism for managing risks on a continual basis. This report will take Management Maturity Index (OPM2I) based on the methodology learnt. about 10 hours of home work. This report will take about 5 hours of home work. Target date of submitting the Report is 30 September 2011 Target date of submitting the Report is 31 October 2011 The feedback will be given by 7 October 2011 The feedback will be given by 7 November 2011 Step 5 Step 6 15-16 October 2011 (14 hours of Inputs) 14-15-16 November 2011 (18 hours of Inputs) PM5: Complex Project Management and System Thinking PM6: Study at George Washington University School of Business Write a report PMR6 highlighting the applicability of the 6 major topics Write a report PMR5 highlighting the applicability of advanced concepts covered by the Faculty of George Washington University School of in System Thinking and management of complexities in specific to their Business in their organisation's context. This report will take about 10 hours own organisation's settings. This report will take about 10 hours of home of home work. work. Target date of submitting the Report is 31 October 2011 The feedback will be given by 7 November 2011 Target date of submitting the Report is 30 November 2011 The feedback will be given by 7 December 2011 Step 7 17 November 2011 (7 hours of Inputs) PM7: Interaction with Senior Officials of NASA. Write a report PMR7 based on the interactions with NASA officials. This report will take about 5 hours of home work. Target date of submitting the Report is 30 November 2011 The feedback will be given by 7 December 2011 Step 8 18 November 2011 (7 hours of Inputs) PM8: Industry Visit Write a report PMR8 highlighting the salient points of the industry visit. (Suggested length of the Report 5 Pages) in their organisation's context. This will take about 5 hours of home work. Target date of submitting the Report is 30 November 2011 The feedback will be given by 7 December 2011 Step 9 Step 10 Write a Composite Final Report (CFR) PMR9 on a suggested Format for submission to the Managing Committee/ Board of Directors/ Project Steering committee or any other apex body involved in sanctioning or in planning or monitoring the execution of projects in their organisation hereinafter referred to as 'Authority'. This report will highlight the major learning's in the IEDPM / EDPM Program and its applicability to the organisation in terms of affecting change in the way their projects / Step 11 programs / portfolios are managed. This report will take about 15 hours of home work. Target date of submitting the Report to Authority is 21 December 2011. The Authority receiving the Report will either organize a formal presentation or give composite views on the report while outlining the Plan Of Action (POA) to bring about some change in the management of projects/programs in the organisation. This will be confirmed to I2P2M by 25 January 2012. I2P2M will confer the International Executive Diploma in Project Management (IEDPM) / Executive Diploma in Project Management (EDPM) by 31 January 2012 Knowing is not enough; we must apply Goethe 3

In New Delhi, India Month 1: Three Days Classroom Training 15-16-17 July 2011 (Fri-Sat-Sun) PM1: Understanding the Totality of Project Management International EDPM Syllabus Traditional working and thinking is not enough to pave a new path for making business competitive. Too much dependence of 'engraved or past memories' impact our ability to innovate or provide innovative thinking. Continuous Education, Skill Development and Applied Research are the basic ingredients to have a competitive advantage to move with relative ease in the uncertain future. It is in this light that we have designed the unique part time Diploma program for working executives. Project and Program Management are certainly at the center stage. It is the most appropriate time to pay serious attention to acquiring necessary skills in executing projects and programs with startling success as a part of organizational culture. Feed Fo r ward Conceptualize Plan Organize Implement Control Feedback This covers the eight phases of the Project Life Cycle (PLC) with 36 Knowledge Areas and 110 Concepts. In the three days, the students will be able to better appreciate the nuances of managing projects and programs. The training will be followed by a 2 hour objective, multiple choice exam towards getting the well known Certificate In Project Management (CIPM) credential. Integrate Before starting this module, to assess the knowledge level of the participants, their Deliver & Closeout PM knowledge will be assessed on a scale of 1 to 10 through the Project Management Knowledge Leverage Knowledge Quotient (PMKQ ) questions. At the end of the 3 days, a post PMKQ assessment will be taken by mapping the scores obtained in the CIPM exam in areas that were covered by the PMKQ questions. It is expected that participants will have improved their performance by a factor of 2. CIPM credential was started in 2008. Currently there are over 5000 CIPM credential holders globally. Month 2: Three Days Classroom Training 12-13-14 August 2011 (Fri-Sat-Sun) PM2: Transformational Corporate Strategy Strategies are realized through undertaking of projects and programs. Topics covered are: Historical Perspective of A B Strategy Formulation Strategy, Analysis and Choices, Strategy Implementation, Control and Evaluation, Implications of Balanced Score Card in Strategy Implementation, Critical Success Factors and Key Performance Indicators. The explicit/implicit linkage between strategies, portfolio, program and projects will be made. On the third day, we would invite Guest Speakers who have been in the forefront in transforming strategies to deliveries to share key learnings with the participants. In New Delhi, India Month 3: Three Days Classroom Training 9-10-11 September 2011 (Fri-Sat-Sun) PM3: Project Risk Management Projects are taken up to build the future. They are full of uncertainties. Risk is, therefore, at the centre stage of managing projects. Risk is associated with time, cost, scope, quality, communication, HR, procurement and integration. Risk can also be triggered by political and social environment. Topics covered are: Risk Management Plan, Assessment, Identification, Analysis, Response, Monitoring and Control. Few success stories in managing risks will also be covered. Advanced concepts in risk management will be further covered as a topic in George Washington University School of Business curriculum. The discussions on lessons learnt in managing risks will take place during the interactions with NASA officials. 4 "Certificate In Project Management (CIPM) is unique and should become a must for professionals of an enterprise to create a common vocabulary" - Dr. Hiroshi Tanaka, President, Project Management Association, Japan and PM Advocate of JGC Corporation

Month 4: Three Days Classroom Training 14-15-16 October 2011 (Fri-Sat-Sun) 14 October 2011 (Fri) PM4: Advanced Concepts in Project Management Adesh Jain, B.E. in Electrical Engineering (1965) from the Indian Institute of Science, Bangalore and Masters of Engineering in Control Systems from Canada in 1967 is the first IPMA Level A Certified professional and the first PMP from India. He is Vice Chair (Technical) of the International Cost Engineering Council (ICEC). In 2005, Adesh became the first non-european President of IPMA since its establishment in 1965. He was invited by NASA to address the participants at their 'PM Challenge 2010' in Galveston, Texas. He is Hon. National President of PMA and Chairman of I2P2M. He has over 40 papers to his credit and brings with him vast industry experience. Topics to be covered: 'Breaking boundaries: the key to innovation' based on presentation in NASA - PM Conference 2010 'Creating boundaries for excellence' based on presentation in IPMA World Congress Istanbul November 2010 The salient features of ISO 21500 (likely to be released in 2012) covering the guidelines to management of projects will be highlighted. Adesh Jain's model for measuring Organization's Project Management Maturity through Six Levels Critical Chain Project Management (CCPM) concepts will be highlighted Project to Program Management for innovative enterprises (P2M) is the unique body of knowledge of Japan. P2M way of visualizing and implementing projects and programs will be explained 15-16 October 2011 (Sat-Sun) PM5: Complex Project Management and System Thinking International EDPM Syllabus Grant Boore is the Chief Operating Officer of the International Centre for Complex Project Management (ICCPM). Grant's recent and extensive leadership experience in major Australian Defence acquisition projects coupled with his Executive Masters in Complex Project Management combine a senior practitioner's proficiency with academic rigour bringing an operational focus to the newly established, not-for-profit ICCPM. The renowned International Centre for Complex Project Management (ICCPM) provides leadership in the advancement of knowledge and practice in the management of complex projects, enabling the global community to better deliver complex projects with real social, environmental and economic benefits. ICCPM was established by Australian, UK and US government bodies and major defense industry corporations, and is now a substantial network of global corporate, government, academic and professional organizations committed to better management of complex projects across all industry and government sectors. Topics to be covered: Complex Project Management What makes a project Complex Moving beyond classical Body of Knowledge (BOK) practices Benefits realisation - Some of the most valuable outcomes of complex projects are not easily captured through traditional metrics, e.g. building / maintaining national capabilities, developing innovative technologies, local / regional / national development. Combining traditional metrics with a benefits realisation approach provides a balanced approach to evaluation The Conspiracy of Optimism Why Mega Projects Fail (with Paper) Case Study on a Complex Project (short pre-reading will be supplied) Introduction to System Thinking First, the aim is to enhance the 'critical' (reflective) competence not only of well trained professionals and decision makers but also of ordinary people. Second, reflective practice cannot be secured by theoretical means only but requires 'heuristic' support in the form of questions and argumentation tools that make a difference in practice. And third, 'systems' thinking can provide us with a useful starting point for understanding the methodological requirements of such an approach to reflective practice. Soft Systems Methodology: is an organized, flexible process for dealing with situations which someone sees as problematical, situations which call for action to be taken to improve them, to make them more acceptable, less full of tensions and unanswered questions. Five Minds and Leadership: We live in a time of vast changes. And those changes call for entirely new ways of learning and thinking. In Five Minds for the Future we will examine the cognitive abilities that will command a premium in the years ahead, in particular we will look at the respectful and ethical minds. All men by nature desire knowledge - Aristotle 5

In Washington D.C., USA 14-15-16 November 2011 (Mon-Tue-Wed) PM6: Study at George Washington University School of Business (GWSB) Globally renowned, George Washington University created in 1821 by an Act of Congress fulfills the vision of an institution in America's capital dedicated to educating and preparing future leaders. GW has more than 20,000 students from all 50 states and more than 130 countries studying a rich range of disciplines: from project management and creative writing to international affairs and computer engineering, as well as medicine, public health, the law and public policy. I2P2M has established an agreement with the George Washington School of Business (GWSB) to provide students of International EDPM extensive Knowledge Inputs in Project Management. GWSB has one of the top MBA programs in the nation and recently introduced its masters program Project Management. GWSB's full-time MBA program and is ranked one of the top America's Best Graduate Schools according to rankings recently released by U.S. News & World Report. GWSB strives to be a preeminent business school recognized for scholarly research, teaching excellence, and innovative curricula focused on the responsible management of organizations in the global environment. I2P2M and GWU School of Management are working together to give the most comprehensive higher education in the field of project and program management. We are all set to create an unique identity in this area. Executive Decision Making 14 Nov. 2011 (0930-1230 hrs) Prof. Earnest Foreman: D.Sc., The George Washington University, 1975. Area of Expertise: Decision Making; Resource Allocation; Forecasting; Information Technology Current Research: Executive Decision Making; Resource Allocation; Project Portfolio Management. Content: Concepts and methods for making complex decisions in both business and government; identifying criteria and alternatives, setting priorities, allocating resources, strategic planning, resolving conflict, and making group decisions. Estimation and Cost Management 14 Nov. 2011 (1330-1630 hrs) Faculty Under Finalization Content: Formalized procedures, tools, and techniques used in developing the project estimate during the planning stages and updating the estimate throughout the project life-cycle; tools and techniques used in monitoring, managing, and controlling the cost of the project. At the end of this module the participants will understand the foundation of cost estimation for projects and design and develop an appropriate control system for managing costs Advanced Risk Management 15 Nov. 2011 (0930-1230 hrs) Prof. Homayoun Khamooshi: Ph.D. in Management Science Lancaster University, 1994. Area of Expertise: Project Planning and Scheduling, Project Risk Analysis and Management, Mathematical Modeling and Simulation. Content: Advanced principles of risk management practices. Developing a more refined risk management plan that identifies, analyzes, better mitigates, and monitors project risks. At the end of this module the participants will have an understanding of impact of Project Risk Analysis and Management (PRAM) on success of projects. Advanced Concepts in Program & Portfolio Management 16 Nov. 2011 (0900-1200 hrs) Faculty Under Finalization Content: Practical examination of how projects can be managed from start to finish, including specific emphasis on planning and controlling to avoid common pitfalls. Identifying needs, defining requirements, project costing, scheduling, resource allocation, and project politics. At the end of this module participants will have an understanding of impact of portfolio management on success of the organization. Advanced Supply Chain Management 15 Nov. 2011 (1330-1630 hrs) Prof. Shivraj Kunango: Ph.D., The George Washington University, 1993. Area of Expertise: Information technology management; Software engineering; IS evaluation. Modeling approaches in supply chain management; optimization of cost and service. Content: Modeling approaches in supply chain management; optimization of cost and service. Alternatives available to the manager, given the economic situation, competitive conditions, and regulatory environment of the several transportation modes. Model location theory and logistics network planning and design. Procurement and Contracting 16 Nov. 2011 (1300-1600 hrs) Peter Easley, Esq The World Bank, Washinton DC. He is the Senior Procurement Officer in the World Bank - well known authority on procurement and contracting management. Content: Principles and concepts essential to effecting large procurement programs. Planning, sourcing, and contractual design for diverse acquisitions. Emphasis on federal government policy with comparison of buying at other governmental levels & the private sector. At the end of the session the participants will have a good understanding of procurement and contracting and its impact on success of the project. Examination covering the above Six Topics on Nov 16, 2011 (1615-1715 hours) 6 Experience is not a substitute for quest for knowledge

In Washington D.C., USA 17 November 2011 (Thu) PM7: Interaction with Senior Officials of NASA Some of them are: Christopher J. Scolese currently serves as the Associate Administrator of the National Aeronautics and Space Administration (NASA) since July 31, 2007, the agency's highest-ranking civil servant position. As Associate Administrator, Scolese is responsible for the oversight and integration of NASA's programmatic and technical efforts to ensure the successful accomplishment of the Agency's overall mission. As such, Scolese provided overall leadership for NASA's multiple field installations, worked closely with the Executive and Legislative branches to ensure that NASA was supporting appropriate national policy, and led an international collaboration in carrying out high-profile space missions including the Space Shuttle, the International Space Station, the Hubble Space Telescope, and a multitude of other scientific and technological efforts. Scolese also served as the Earth Orbiting Satellite (EOS) Program Manager and the Deputy Director of Flight Programs and Projects for Earth Science at Goddard. In these positions, he was responsible for the operation and development of all Earth Science missions assigned to Goddard. While there, he also served as the EOS Terra Project Manager. Prior to his 1987 appointment at Goddard, his experience included work in industry and government. While a senior analyst at the General Research Corporation of McLean, Va., he participated in several SDIO programs. He was selected by Admiral Hyman Rickover to serve at Naval Reactors where he was associated with the development of instrumentation, instrument systems and multi-processor systems for the U.S. Navy and the DOE. Scolese is the recipient of several honors including the Presidential Rank Award of Meritorious Executive, the NASA Distinguished Leadership Medal; Goddard Outstanding Leadership, two NASA Outstanding Leadership Medals and the American Institute of Aeronautics and Astronautics (AIAA). He was recognized as one of the outstanding young men in America in 1986,. He is a Fellow of the AIAA. He also served as a member of the AIAA Astrodynamics Technical Committee and chaired the National Capitol Section Guidance Navigation and Control Technical Committee. Dr. Edward Hoffman serves as the Director of the NASA Academy for Program/Project and Engineering Leadership (APPEL). In this role he is responsible for the development of program/project leaders and engineers within NASA. Under his leadership, the Academy provides the agency's comprehensive career development curriculum, consulting services for technical and mission teams, knowledge sharing activities and publications that disseminate lessons learned, and special studies on program/project management and engineering. He works both within NASA and externally with leaders of industry, academia, and other government agencies to build the agency's capabilities in program/project management and engineering. Dr. Hoffman holds a Doctorate as well as Master of Arts and Master of Science degrees from Columbia University in the area of social and organizational psychology. He received a Bachelor of Science in psychology from Brooklyn College in 1981. He serves on the faculty of The George Washington University Project Management Program. He is a founding member of the International Project Management Committee. Has served as the Chair of the Project Management Institute's Global Corporate Council, and is frequently a keynote presenter at conferences and association events. He has published numerous articles and two books on program and project management, Project Management Success Stories: Lessons of Project Leaders (Wiley, 2000) and Shared Voyage: Learning and Unlearning from Remarkable Projects (NASA History Division, 2005). Gregory L. Robinson, NASA Deputy Chief Engineer has 28 years of engineering experience (22 yrs at NASA and 6 yrs in private industry). He was appointed NASA Deputy Chief Engineer in November 2005; and is responsible for developing and implementing Engineering Excellence, Engineering Technical Authority, and improving program and project management and systems engineering. He was previously Deputy Chief Engineer, for Engineering Policy and Requirements. In that role he was the primary liaison with the NASA Centers' engineering organizations and the 4 Mission Directorates at NASA Headquarters. His Division included Systems Engineering, Software Engineering, Lessons Learned, Technical Standards, NASA Engineering Network, and Engineering Capability. Prior to his assignment to NASA Headquarters in 1999, he spent 11 years in various leadership posts at NASA's Goddard Space Flight Center in Greenbelt, MD. In addition to his many leadership roles, he served as the Systems Assurance Manager for the Earth Observing System (Aqua) Project, which was launched in 2002; and the Aura spacecraft, launched in 2004. He served in the same capacity on the Global Geospace Science (GGS) project, which included the Wind and Polar spacecrafts, launched in 1994 and 1996 respectively. Mr. Robinson received a B.S. (Mathematics), Virginia Union University; a B.S. (Electrical Engineering), Howard University; and an MBA, Averett College. He also attended Harvard University, Kennedy School of Government, Senior Executive Fellows Program. He has received numerous individual and group Performance Awards, and the Presidential Rank, Meritorious Senior Professionals and Executives Award. 18 November 2011 (Fri) PM8: Industry visit Students will have an opportunity to visit major institutions to have interactions with the senior executives in managing complex projects and programs. NASA - the epitome of project and program excellence 7

International Institute of Projects and Program Management (I2P2M), a not for profit company incorporated under Section 25 of the companies act 1956, is a premier institution dedicating itself to providing world-class education in Project, Program and Portfolio (P3) management. I2P2M has set up the Academic Industry Council (AIC) comprising of eminent persons from Industry, Academic Institutions, Professional Associations and Government. International Executive Diploma in Project Management (IEDPM) offered by I2P2M is a world class and unique product. Institutions like NASA, George Washington School of Business (GWSB) and International Centre for Complex Project Management (ICCPM), Australia will be providing the best possible inputs to the participants enrolled for IEDPM. We have structured the IEDPM Program in such a way that the Classroom Training is held on Friday, Saturday and Sunday to minimize the impact on company's working. Dr. Nitish Sengupta is the Chairman of the Academic Industry Council (AIC) of I2P2M. He is a Management Guru, Seasoned Administrator and former MP. Is Chairman of the Board for Reconstruction of Public Sector Enterprises with the Status of Union Minister of State. Adesh Jain is the Chairman of I2P2M and Member, Secretary of Academic Industry Council (AIC). He is Honorary President of PMA, India and Vice Chairman of International Cost Engineering Council (ICEC). He is a visionary leader shaping the PM profession globally since last two decades. Prerequisite Engineering or MBA degree or with minimum 5 years of working experience. or Graduates with minimum 8 years of working experience. Option 1 International Executive Diploma in Project Management (IEDPM) For total of 17 Days across 5 Months July Nov 2011 (12 Days in Delhi and 5 Days in Washington D.C.) Will be eligible for: Certificate In Project Management (CIPM) credential after qualifying in the exam. Certificate of Participation from George Washington University School of Business, Washington D.C. International Executive Diploma in Project Management (IEDPM). Option 2 Executive Diploma in Project Management (EDPM) For 12 Days in Delhi across 4 Months from July - Oct. 2011 Will be eligible for: Certificate In Project Management (CIPM) credential after qualifying in the exam. Executive Diploma in Project Management (EDPM). Option 3 One Week Study Tour to USA (GWSB, NASA and Industry Visit) For 5 Days from Nov 14-18, 2011 in Washington D.C. Will be eligible for: Certificate of Participation from George Washington University School of Business, Washington D.C. Interaction with NASA officials Industry Visit For Enrollment fee, please contact: adesh@i2p2m.com or Call +91 9999684621 Terms and Conditions 1. IEDPM Program is non residential. 2. Does not include Domestic / International Travel, Boarding, Lodging, Conveyance at Delhi/USA and Visa Fee, USA. 3. Enrollment fee is payable to 'International Institute of Projects and Program Management' at Noida. 4. Enrollment form will be accepted only if accompanied by payment / EFT details. 5. Enrollment fee is non-refundable but a substitute is allowed prior to the commencement of the program. 6. As seats are limited, early enrollment is recommended. 7. Participants visit to NASA is subject to their security clearance. In case a participant does not get security clearance from NASA, he/she can attend the GWU Program and the Industry Visit. 8. Persons enrolled only for the one week Study Tour to USA (Option 3) will have an option to go through the orientation program on November 6, 2011 at New Delhi. Adesh Jain will brief the participants about the salient points covered during the 12 days Course covered under IEDPM. This will help the participants to be more effective in taking the classes at GWU School of Business and NASA interaction. Seats are limited. Admission is on 'First Come First Served' basis. 8 For more details contact: Adesh Jain, Chairman, International Institute of Projects & Program Management (I2P2M) A-48, Sector - 5, Noida 201301 (U.P.), India Tel: (91 120) 3124566 Cell: +91 9999684621, Email: adesh@i2p2m.com Web: www.i2p2m.com V3-090611

CIPM AGREEMENT THIS AGREEMENT made as of the April 1, 2011 BETWEEN: Center for Excellence in Project Management (P) Ltd. a corporation incorporated under the laws of India and having its head office at A-48, Sector 5, Noida 201-301 India, (hereinafter called "CEPM") OF THE FIRST PART - and - FOVOSZ, 1106 Budapest, Jaszberenyi ut 24-36. Hungary (Hereinafter called Fovosz) OF THE SECOND PART WHEREAS, CEPM is the owner of certain Web based Project Management Training Modules as defined herein as the "Products," which Products were previously owned by CEPM; and WHEREAS, Fovosz is a national project management association of Hungary and member of IPMA wishes to translate Certificate In Project Management (CIPM) contents into Hungarian language. WHEREAS, CEPM wishes to appoint Fovosz as its authorized representative to undertake the translation of CIPM contents into Hungarian language and 2. DUTIES OF CEPM 2.1. Will provide a soft copy of the CIPM Contents at the nominal concessional one time rate of Euro 10,000. 2.2. Will host the Hungarian version of CIPM on their web site to be accessed by the users in Hungary or beyond the territory of Hungary. 2.3. Will pay the royalty to Fovosz of 50% flat of all the revenue coming to CEPM from Hungarian version of CIPM on a monthly basis. 2.4. CEPM will undertake initial support by adding another 10% royalty to Fovosz in launching the Hungarian and English version of CIPM for a full year upon launching. 2.5.CEPM accounts all Hungarian-version registrations to FOVOSZ from within or beyond the territory of Hungary. 3. DUTIES OF FOVOSZ 3.1 To get the CIPM contents translated into the Hungarian language at their own cost. 3.2 Will account one time fee of Euro 10,000 for getting the contents of CIPM from CEPM, however according to para 4.2 the Hungarian version property value equals the same countervalue of 10,000. 3.3 Market the CIPM in Hungary both the Hungarian version and English version of CIPM, since the Hungarian translation has kept the original English phrasings in each and every block, i.e. it is actually a bilanguial version. 3.4 Collect Royalty of 40% from CEPM for the business generated from their marketing efforts of the English version, and 50% for the Hungarian version and additional of 10% royalty for the first year from the date of launch. 3.5 Shall be fully responsible for the correctness of the translation of CIPM into Hungarian language 3.6 Will indemnify CEPM for any claim from users of CIPM Hungarian version on account of accuracy 4. GENERAL CONDITIONS 4.1 Intellectual Property Rights of English version belongs to CEPM and 4.2 Intellectual Property Rights of the Hungarian version of CIPM belongs to both CEPM and FOVOSZ as,the translation to Hungarian version is paid by CEPM to the extent of Euro 10,000 to balance Euro 10,000 for sending the soft copy of CIPM and thus cancels each other. 4.3 The contract is valid for 5 years from April 1, 2011.

4.4 The modifications and upgradation in the contents of CIPM in English was already sent to Fovosz in September 2007 for translation into Hungarian version by Fovosz. 4.5 PM Guru Inc., USA, a sole agency to conduct CIPM examination outside India will be responsible for providing the CIPM examination either through Fovosz or through Internet mechanism. The CIPM Examination fee of US$ 50. If Fovosz is the administrator of the paper based exam in Hungary, US$ 30 will be paid to Fovosz for the administrative cost. For Internet based exam, Fovosz will supervise the computer based examination and for which Fovosz will get US$ 25 per candidate. 4.6 CIPM Examination fee will be paid by the candidates to PM Guru Inc. USA account in USA. 4.7 Upon finalizing the Agreement, FOVOSZ will receive an access-code to the registration and exam system, and PM Guru Inc.will receive the site access for the Hungarian-English version translation to be downloaded for the server installation. Signed by: On Behalf of Centre for Excellence in Project Management (P) Ltd. Ms. Ruchira Jain Managing Director On Behalf of FOVOSZ, 1106 Budapest, Jaszberenyi ut 24-36. Hungary xxxxxxxxxxx