Courses Management

Handed a project, an event or a budget, with no method?

Practical foundations in project management (PMI framework), event management and finance for non-finance staff, plus the communication and systems skills that hold a team together, applied by participants to their own work.

6 modules
Projects, events, budgets, communication and systems
In person or online
English or Arabic

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Right for your team if it includes…

Anyone new to project or event management, in a dedicated department or handling it on their own
Non-finance employees who must read financial documents and take part in budgeting
Team leaders who need to fix how information and work flow between people

Not the right fit for…

People preparing for the PMP exam: Project Management Fundamentals is a practical foundation, not PMP exam preparation, and does not count toward PMP credit hours
Teams looking for training on specialised project-management software

Here is exactly what your people would work on, from the first definition to the closing habits.

The modules

The modules.

Read each module in full: what is covered, and what participants can do afterwards. Tick the ones that fit your team. Nothing is fixed until we have talked: Julien will suggest the right mix, and the order, after a free needs call.

MGT-01framework into practice

Project Management Fundamentals

For anyone new to the field or the responsibility — whether in a specialised department or given the responsibility to handle it on their own

This module gives anyone new to project management a solid, practical foundation in the PMI framework — enough working vocabulary and enough hands-on skill to plan, schedule, budget and monitor a real project from day one. It runs over 18 hours and is also offered as a full three-day course. It moves from core PMI terminology through the full planning chain — outcome, deliverables, Work Breakdown Structure, schedule and budget — to monitoring progress with PMI's own performance indicators. This is a practical foundation module, not a PMP exam-preparation programme: it does not count toward PMP certification credit hours, and it deliberately keeps to entry-level tools rather than professional-grade software.

See the 17 topics, and what participants can do afterwards

What Is Project Management? Defining the DisciplineParticipants can explain, in one paragraph and in plain language, what project management actually covers — enough to correct the common assumption that it is 'just scheduling'.
Projects vs. Operations, Programmes & PortfoliosParticipants can correctly classify a piece of work from their own organisation as a project, an operation, or part of a programme — and explain why the label matters.
The Project Life Cycle: PMI's Five Process GroupsParticipants can place any activity on a live project into the correct process group, and spot when Monitoring & Controlling has been neglected.
The Ten PMI Knowledge Areas — A Manager's MapGiven a real problem from their own work, participants can name the knowledge area it belongs to and one tool associated with it.
Core PMI Terminology Every Manager Must KnowParticipants can use each term correctly in a sentence about their own project, without hesitating or reaching for a glossary.
The Project Manager and the Sponsor: Roles and AuthorityParticipants can state clearly, for their own project, which decisions belong to the sponsor and which belong to the project manager.
Starting From the Outcome: The Business Case and Project CharterParticipants draft a one-page charter for a project of their own, starting with the outcome, not the activities.
Defining Deliverables and ScopeParticipants draft a scope statement for their own project, including an explicit list of exclusions.
The Work Breakdown Structure (WBS): From Deliverables to Work PackagesParticipants build a full WBS for their own project, down to a work-package level they could hand to a team member today.
Sequencing and Scheduling: Building a Gantt ChartEvery participant leaves with a software-built Gantt chart for a real project of their own, and can explain which tasks sit on the critical path.
Bottom-Up Budgeting: From Work Package Cost to Project BudgetParticipants produce a costed, work-package-level budget for their own project, with a stated contingency reserve.
Monitoring & Controlling: Tracking Progress Against the BaselineParticipants set up a simple, repeatable tracking cadence — what gets checked, how often, and against what baseline — for their own project.
Earned Value Basics: Planned Value, Earned Value and Actual CostParticipants calculate PV, EV and AC for a sample project by hand, and for a slice of their own project.
Performance Indices and Forecasting: CPI, SPI, and Estimate at CompletionParticipants calculate CPI and SPI for a sample project, interpret whether each is healthy, and produce a simple EAC forecast.
Change Control and Issue ManagementParticipants can run a real change request from their own project through the log-assess-approve-update sequence.
Project Closure: What 'Done' Actually MeansParticipants draft a closure checklist for their own project, including the specific sign-off they need from their sponsor.
Closing Habits for Entry-Level Project ManagersParticipants leave with one written habit they commit to applying on their very next project.

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MGT-02from concept to execution

Event Management Fundamentals

For anyone new to the field or the responsibility — whether in a specialised department or given the responsibility to handle it on their own

This module gives participants a practical, structured foundation in event management — from defining what an event actually is and distinguishing outcomes from deliverables, through scoping, planning and risk, to communicating with stakeholders under pressure. It runs over 10 hours and is also offered as a full two-day course. It stays deliberately at entry level: no specialised project-management software, just the core concepts and a light, practical planning tool. Every topic is anchored in problem-based exercises drawn from participants' own work situations and the scenarios they actually encounter, so the thinking transfers directly back to the job.

See the 15 topics, and what participants can do afterwards

What Is an Event? Distinguishing Events from Ongoing OperationsParticipants can classify any activity on their own calendar as an event or an operation, and explain why the distinction changes how it should be planned, staffed and resourced.
Management: Definition and Core LessonsParticipants can name the management function they are weakest in on a live project and identify one concrete action to strengthen it.
Outcomes vs. DeliverablesParticipants can state the intended outcome of an event on their desk in one sentence, before listing a single deliverable.
The Deliverable Selection FrameworkParticipants leave with a first-draft, outcome-tested deliverable list for an event of their own.
Core Deliverable Categories in Event ManagementParticipants can use the five categories as a checklist to sanity-check whether an event plan has a blind spot.
Constraints: The Boundaries of What's PossibleParticipants can list the three constraints most likely to derail their own event, before a single deliverable is finalised.
Requirements: Defining What Each Deliverable Must MeetParticipants can turn a vague brief ('make registration smooth') into a short list of testable requirements.
Deliverables, Constraints & Requirements — How They RelateParticipants can trace, for any item on their event plan, the chain from outcome to deliverable to the constraint and requirement that shaped it.
Event Scope and the Scope StatementParticipants draft a one-page scope statement for their own event, including an explicit exclusions list.
Work Breakdown Structure (WBS): From Deliverable to TaskParticipants break down one of their own deliverables into a costed task list, ready to feed into a schedule.
Planning with Gantt ChartsParticipants can read a Gantt chart at a glance — identifying the critical path, overlapping tasks and slack — and explain what it is telling them about risk to the schedule.
Hands-On: Building a Schedule with SoftwareEvery participant leaves with a working, software-built Gantt chart for a real event on their desk — and the ability to update it after the training ends.
Risk Management: A Practical FrameworkParticipants produce a short risk register for their own event — five risks, described, analysed and assigned a response strategy.
Stakeholder CommunicationParticipants map the stakeholders of their own event onto the power/interest matrix and choose a communication approach for each quadrant.
Closing Habits That Keep a Plan AliveParticipants leave with one written habit they commit to applying on their very next event.

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MGT-03

Finance for Non-Finance Professionals

For any non-finance employee who needs a basic literacy in financial documents and how they work — especially the budget — and must be able to take part in the organisation's budgeting exercises

This module equips non-finance employees to read the numbers, judge financial health, own a budget, and navigate competing financial demands in a downturn.

See the 4 topics, and what participants can do afterwards

Cost Behaviour & Operating LeverageParticipants can find a break-even point and explain why a downturn hurts profit disproportionately.
Budgeting & Owning Your BudgetParticipants can build a budget and read a variance, acting on the levers they control.
Reading a Real P&L, Balance Sheet & Cash FlowParticipants can read and question a set of financial statements with confidence.
Finding the Numbers & Judging Financial HealthParticipants can locate any listed company's financials and deliver a verdict on its health.

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LEAD-MGT-03

Structural Communication Fundamentals

For newly promoted leaders, those about to be promoted, and team leaders looking for their purpose in the team

Also in: Leadership

This module looks at communication from a structural perspective. The Communication Pyramid places each department or team's communication at the right level; the Shannon & Weaver model of communication, with case studies and exercises, then lets participants evaluate how efficiently the communication systems in their own organisation or department work, and apply the model to their own work scenarios.

See the 4 topics, and what participants can do afterwards

The Communication PyramidParticipants can locate their own team's communication level and needs, and see how those needs differ across the organisation.
The Shannon & Weaver ModelParticipants can design a deliberate communication flow — defined channels, feedback loops, and controls for the 'noise' that distorts messages.
Case Studies and ExercisesParticipants can trace a communication breakdown in a case to the part of the model where it occurred.
Evaluating Your Organisation's Communication SystemParticipants produce an evaluation of their own department's communication system, with its weak points identified.

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LEAD-SOFT-MGT-05

Personal Communication Skills

For everyone, and especially for newly promoted leaders, those about to be promoted, and team leaders looking for their purpose in the team

Also in: Leadership · Communication & Soft Skills

This module tackles communication from a soft-skills perspective. It moves from non-verbal communication, through listening skills, to emotional intelligence and empathy: understanding your counterpart in order to tune your communication. Its last part uses the DISA model and assumes participants have already been introduced to it (module LEAD-SOFT-04).

See the 3 topics, and what participants can do afterwards

Non-Verbal CommunicationParticipants become aware of the signals they send beyond words and can align them with their message.
Listening SkillsParticipants can place their own listening on the framework's steps and choose the next step to work on.
Emotional Intelligence and Empathy: Tuning Your CommunicationParticipants can adapt the style and content of a message to a specific counterpart in one of their own work scenarios.

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LEAD-MGT-07

Systems Analysis and Systems Thinking

For newly promoted leaders, those about to be promoted, and team leaders looking for their purpose in the team

Also in: Leadership

This module runs as a workshop. Participants analyse their own work process to understand their role within their department, and their department's role within the organisation. The analysis leads to a process-mapping exercise that becomes the foundation for troubleshooting communication and prioritisation issues and skill gaps, and possibly for a plan of corrective measures.

See the 3 topics, and what participants can do afterwards

Analysing Your Own Work ProcessParticipants can explain how their own role fits into their department's work, and how the department fits into the organisation.
Process MappingParticipants produce a process map of their own work.
Troubleshooting and Corrective MeasuresParticipants identify the communication, prioritisation and skill issues in their process and, where needed, draft a corrective plan.

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Every course includes: cases from your sector · delivered by Julien in English or Arabic · applied to their own work · accreditation arranged · personal application plan · HR summary · four-week check-in

You may be wondering whether this fits a team like yours.

Will it fit your team?

Nothing on this page is delivered as it stands. The modules above are what your team can work on; the course itself is put together after a needs call, around your sector, your people’s level and your schedule. Recommended: 3 to 6 hours of training a day, in person across KSA or online, in English or Arabic, with accreditation arranged for you.

Every course follows the same three steps: the model is introduced through cases, practised in the room, then applied by each participant to a real task from their own job before the session ends.

Theory, through cases from your sector
Practice in the room
Applied to their own work

What clients say about putting the method into practice.

Results

What people say.

…you accompanied the group in the creation of real-life products and use of tools, which have been integrated in our daily operations.

Élyse Champagne, M. Sc., MBAQA Manager, Product ReleasePharmascience

We truly appreciated both the quality and relevance of the content, as well as your dynamism throughout the session.

Hue DuongTraining CoordinatorPharmascience

Project Management Fundamentals follows the PMI framework, from the project charter and Work Breakdown Structure to earned value, at an entry level participants can use straight away.

10/10 from every trainee who wrote a review (8 of 8) 3 of 3 institutes that hired Julien booked him again

One way

The next project, event or budget is run the way the last one was: from memory, on goodwill, and corrected after the fact.

The other

Your people leave with a project charter, a Work Breakdown Structure and a Gantt chart they have built themselves, and they can read a budget variance and act on it.

Every project, event and budget will be managed either way. The method decides whether it is on time and on budget.

See your course before you commit.

Send the modules you ticked, or none at all. Julien calls you for 20–30 minutes, then sends a tailored outline and proposal within 5 working days.

If the outline isn’t what you need, say so: he can change the mix, take one module deeper, or build a new course around your goal. You pay nothing and commit to nothing until you accept a proposal.

And if he isn’t the right trainer for what you need, he’ll tell you, and point you to what to look for instead.

Get an outline built from these modules

Free needs call · Outline within 5 working days · No obligation

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Frequently asked questions.

Can we choose only some of these modules?

Yes. You can book a single module on its own, or tick several; on the needs call, Julien will confirm which fit your goal and how they combine with modules from other topics.

Can one module be covered in more depth?

Yes. If your team needs to focus on one subject, Julien can expand a single module and take it deeper and broader, into a full course of its own.

How long would our course be?

It depends on the modules you choose and the time your team can give. Recommended: 3 to 6 hours of training a day. The length is set with you after the needs call.

Is Project Management Fundamentals PMP preparation?

No. It is a practical foundation in the PMI framework, enough to plan, schedule, budget and monitor a real project from day one. It does not prepare for the PMP exam and does not count toward PMP credit hours.

Do participants need project-management software?

No. The modules deliberately use entry-level tools (a simple Gantt chart and a light planning tool), so the method can be used straight away.

Is the finance module for accountants?

No. Finance for Non-Finance Professionals is for employees who need to read financial statements, own a budget and take part in budgeting, without a finance background.